HomeMy WebLinkAbout2025-04-22 Planning PACKET
Planning Commission Meeting Agenda
ASHLAND PLANNING COMMISSION
Tuesday, April 22, 2025
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.
I. CALL TO ORDER
7:00 p.m., Civic Center Council Chambers, 1175 E. Main Street
II.ANNOUNCEMENTS
1.Staff Announcements
2.Advisory Committee Liaison Reports
IV.PUBLIC FORUM
Note: To speak to an agenda item in person you must fill out a speaker request form at the meeting
and will then be recognized by the Chair to provide your public testimony. Written testimony can be
submitted in advance or in person at the meeting. If you wish to discuss an agenda item
electronically, please contact PC-public-testimony@ashland.or.us by April 22, 2025 to register
to participate via Zoom. If you are interested in watching the meeting via Zoom, please utilize the
following link: https://zoom.us/j/93401903957
V. DISCUSSION ITEMS
1.Economic Opportunities Analysis – CAI Consultant Presentation
2.Southern Oregon University Masterplan “Light Update”
VII.OPEN DISCUSSION
VIII.
ADJOURNMENT
If you need special assistance to participate in this meeting, please contact Derek Severson at
planning@ashlandoregon.gov or 541.488.5305 (TTY phone number Notification at least three
business days before the meeting will enable the City to make reasonable arrangements to ensure accessibility
to the meeting in compliance with the Americans with Disabilities Act.
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Planning Commission Meeting Agenda
ASHLAND PLANNING COMMISSION
Tuesday, April 22, 2025
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.
I. CALL TO ORDER
p.m., Civic Center Council Chambers, 1175 E. Main Street
II.CONSENT AGENDA
1.Approval of Minutes
a.February 25, 2025 Special Meeting
b.April 8, 2025 Regular Meeting
I.PUBLIC FORUM
Note: To speak to an agenda item in person you must fill out a speaker request form at the meeting
and will then be recognized by the Chair to provide your public testimony. Written testimony can be
submitted in advance or in person at the meeting. If you wish to discuss an agenda item
electronically, please contact PC-public-testimony@ashland.or.us by April 22, 2025 to register
to participate via Zoom. If you are interested in watching the meeting via Zoom, please utilize the
following link: https://zoom.us/j/93401903957
V.UNFINISHED BUSINESS
1.Approval of Findings for PA-T2-2024-00053, 231 Granite Street
VI.OPEN DISCUSSION
VII.ADJOURNMENT
Next Meeting Date: April 29, 2025
If you need special assistance to participate in this meeting, please contact Derek Severson at
planning@ashlandoregon.gov or 541.488.5305 (TTY phone number Notification at least three
business days before the meeting will enable the City to make reasonable arrangements to ensure accessibility
to the meeting in compliance with the Americans with Disabilities Act.
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_________________________________
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Memo
DATE: April 22, 2025
TO: Planning Commission and City Council
FROM: Brandon Goldman, Community Development Director
RE: Economic Opportunities Analysis – CAI Consultant presentation
The City of Ashland is currently undertaking an Economic Opportunity Analysis (EOA),
prepared by Community Attributes Inc. (CAI) and substantially funded through a grant
from the Oregon Department of Land Conservation and Development (DLCD). This work is
being conducted in collaboration with the City of Medford in order to align regional data
and analysis, leverage Federal, State, and regional economic research, and provide
consultants with a broader understanding of Southern Oregon’s economic trends through
stakeholder engagement conducted across both jurisdictions.
The EOA is a technical planning document required under ORS 197.712 and OAR 660-009,
implementing Statewide Planning Goal 9: Economic Development. Its core purpose is to
evaluate whether Ashland has an adequate supply of employment land to accommodate
forecasted job growth over the next twenty years. In addition to quantifying land supply, the
EOA also identifies potential gaps in zoning or infrastructure that may hinder economic
development and provides a factual foundation upon which future economic policies can
be based.
As part of this effort, the City of Ashland expanded the scope of work beyond the technical
analysis typically associated with an EOA. Public outreach and stakeholder interviews have
been integrated to ensure that the consultant team can develop preliminary findings and
contextual background that go beyond land inventory and employment forecasts. This
broader lens allows the City to better understand current challenges and opportunities, and
to gather input that may inform future strategic planning efforts, including the
development of goals and policies to support economic resilience, diversification, and
inclusive growth.
Ashland’s EOA will not propose goal or policy amendments to the Economic Element of the
Comprehensive Plan. Rather, it is to be adopted as a technical document within the
COMMUNITY DEVELOPMENT DEPARTMENT
51 Winburn Way Tel: 541.488.5305
Ashland, Oregon 97520 Fax: 541.552.2050
ashlandoregon.govTTY: 800.735.2900
Total Page Number: 7
Comprehensive Plan to provide a factual basis for future policy discussions. When
considered alongside the City’s adopted Housing Production Strategy, Housing Capacity
Analysis, the Chamber of Commerce’s recently prepared Economic Diversification Strategy,
and the anticipated findings from the EOA stakeholder engagement process, Ashland will
be well positioned to initiate a broader economic strategy planning process in the coming
biennium as part of its Strategic Plan initiative.
The draft materials provided in the Planning Commission’s packet represent preliminary
discussion drafts. These documents are not final. They will be revised based on comments
from City staff, additional stakeholder input, and results of public outreach that is currently
ongoing. The public review process is structured to ensure that the final EOA reflects local
priorities and conditions, and that the analysis is meaningful for both current planning and
future policymaking.
Per the DLCD grant agreement, the final Economic Opportunity Analysis must be completed
prior to the end of this fiscal year. Public hearings are scheduled before the Planning
Commission on May 27, 2025, City Council on June 3, 2025. These public hearings will
provide formal opportunities for review and consideration of the final EOA report prior to its
adoption.
Attachments:
Discussion Draft: Cities of Medford and Ashland Joint EOA Analysis
Discussion Draft: City of Ashland Local EOA Analysis
CAI Presentation Slides - 4/22/2025
COMMUNITY DEVELOPMENT DEPARTMENT
51 Winburn Way Tel: 541.488.5305
Ashland, Oregon 97520 Fax: 541.552.2050
ashlandoregon.govTTY: 800.735.2900
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City of Ashland
Local EOA Analysis
Discussion Draft
March 21, 2025
Prepared by:
Prepared for:
Total Page Number: 9
Community Attributes Inc. tells data-rich stories about communities
that are important to decision makers.
President and CEO
Chris Mefford
Project Manager
Elliot Weiss
Analysts
Jolene Baldwin
Carly Bednarski
Kortney Cena
Community Attributes Inc.
119 Pine St, Suite 400
Seattle, WA 98101
www.communityattributes.com
Total Page Number: 10
C ONTENTS
Key Findings ........................................................................................................................ ii
Introduction ......................................................................................................................... 1
Background and Purpose ................................................................................................. 1
Methods ............................................................................................................................ 1
Organization of this Report ............................................................................................. 2
People and Housing ............................................................................................................. 3
Land Use and Geographic Considerations ...................................................................... 9
Climate ........................................................................................................................... 13
Employment and Industry ................................................................................................ 15
Jobs and Industries ........................................................................................................ 15
Workforce ....................................................................................................................... 19
Employment Forecasts ................................................................................................... 21
Market Conditions ............................................................................................................. 23
Retail .............................................................................................................................. 25
Office .............................................................................................................................. 27
Industrial ....................................................................................................................... 28
Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis ................................. 30
Strengths ........................................................................................................................ 30
Weaknesses .................................................................................................................... 30
Opportunities ................................................................................................................. 31
Threats ........................................................................................................................... 31
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K EY F INDINGS
Opportunities & Challenges
Ashland is a mid-sized community of 21,500 and an important city in the
Rogue Valley, a region of 310,000 people in Southwest Oregon that includes
Jackson and Josephine Counties.
Unlike the region, Ashland grew modestly over the past 15 years, with recent,
slight declines since 2022.
Preliminary findings suggest that some of Ashland’s key strengths include a
high quality of life, the presence of higher education institutions, niche
manufacturing industries, and a strong arts culture built around the Oregon
Shakespeare Festival. Further engagement will further fill out the Strengths,
Weaknesses, Opportunities and Threats analysis.
Similarly, some of Ashland’s key challenges include an aging population,
housing affordability concerns, and an economic reliance on seasonal tourism.
Demographics & Housing
Ashland’s population grew from 20,095 in 2010 to 21,642 in 2022, reflecting a
compound annual growth rate (CAGR) of 0.6%. The population declined
slightly to 21,579 in 20234.
42% of all households in Ashland are two-person households. The second
largest group of households are one-person households.
The median annual household income in Ashland was $71,800 in 2023. This is
comparable to Jackson County’s median income of $71,400, but lower than
Oregon’s median annual income of $80,400.
In Ashland, 59% of households earn above 80% of the Area Median Income
(AMI). Income disparities exist between homeowners (70% earn above AMI)
and renters (40% earn below 50% AMI).
Single-family homes comprise 59% of Ashland’s total housing inventory (6,784
out of 11,499 units). This is slightly lower than Oregon’s proportion of single-
family homes (62%). Multi-unit structures of five or more units make up
approximately 17% of the housing stock.
Of Ashland’s total housing stock (7,167 housing units), 63% (or 4,508 units)
are rental units.
As of 2023, renters in Ashland pay a median of $1,367 per month, which is
slightly lower than the median rate for renters across the state ($1,450).
Homeowners in Ashland, however, pay a median of $2,398 monthly, which is
over $1,000 higher than Ashland’s renters and is slightly higher than the
median monthly home cost for homeowners at the state level ($2,080).
Employment & Industry
Ashland had 8,470 jobs in 2023, up from 7,954 in 2013, reflecting a 0.6%
CAGR over the decade.
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The Information sector grew at 1.8% CAGR (+31 jobs), while Retail Trade
expanded by 0.5% CAGR (+67 jobs).
Industries with declining employment included Wholesale Trade (-3.7%
CAGR, -50 jobs), Education (-1.6% CAGR, -19 jobs), and Accommodation and
Food Services (-1.1% CAGR, -72 jobs).
Employment projections indicate total job growth of 17% from 2023 to 2043
(0.8% per year), with Leisure and Hospitality expected to add the most jobs
(+566), while Finance, Insurance, and Real Estate (FIRE) is projected to grow
at the fastest rate (2.0% CAGR).
The city’s jobs to housing unit ratio is 0.74, compared to 0.85 in the Rogue
Valley. This may indicate a shortage of local job opportunities relative to
available housing.
In 2022, Ashland experienced an inflow of 1,685 workers from other
communities. Industries with the highest inflow of labor in Ashland are
Accommodation and Food Services (+638), Educational Services (+596), and
Retail Trade (+354).
Land Use & Zoning
Ashland’s total land area is 4,256 acres (gross land area, including all rights-
of-way). Ashland’s land area net of rights-of-way is estimated to be 3,553
acres, of which 46% are zoned for single-family residential uses.
Commercial-zoned land represents about 4% of Ashland’s land area (net
rights-of-way), while industrial land represents only 1%. Ashland’s
Employment district makes up 8%, or 285 acres. Some of the land zoned for
commercial, industrial, or employment uses are subject to overlays which may
limit the uses or development potential on these parcels.
The Croman Mill District (68 acres) and North Mountain Neighborhood
District (53 acres) offer mixed uses, which includes employment potential, but
are subject to development regulations.
Market Conditions
Retail built space increased from 702,000 square feet in 2007 to 788,000
square feet in 2024, maintaining the largest share of commercial inventory.
Office space grew from 350,000 square feet in 2007 to 500,000 square feet in
2024.
Retail lease rates peaked at $29.73 per square foot in 2018 before declining to
$20.99 in 2024, with a vacancy rate of 2.0%. This vacancy rate is lower than
the 2024 average vacancy rate for retail in the Rogue Valley of 3.05%. The
Rogue Valley’s lease rates also show a different pattern than that of Ashland,
with the peak lease rate from 2008-2024 occurring in 2022, with $17.06 per
square foot, before dropping slightly to $16.55 in 2024.
Office lease rates peaked at $22.68 per square foot in 2021 but declined to
$18.96 by 2023. Vacancy rates fluctuated but remained low, ending at 2.5% in
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2024. This is lower than the 2024 average vacancy rate for office space in the
Rogue Valley region of 4.73%.
Industrial lease rates peaked at $13.59 per square foot in 2023 before
declining to $10.47 in 2024. Industrial vacancy rates increased from near 0%
in 2019 to 26.7% in 2024. In the Rogue Valley region, Industrial vacancy also
was low in 2019, reaching a low of 0.65% in 2020, before increasing. However,
the Rogue Valley’s vacancy rate remains much lower than that of Ashland in
2024, with the 2024 annual average falling at 3.93%.
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I NTRODUCTION
Background and Purpose
The City of Ashland, Oregon, is working to complete an Economic
Opportunity Analysis (EOA), in compliance with Oregon State Goal 9. The
EOA, as a strategic planning document, ensures that there is enough
available land and adequate public improvements to realize economic growth
for the next 20-year horizon.
Ashland, Oregon, is located in Jackson County in the southwestern part of
the state, nestled in the foothills of the Siskiyou Mountains. The city is
bisected by Ashland Creek, which flows into the Bear Creek Valley, and it
covers an area of about 6.6 square miles. Ashland’s Urban Growth Boundary
(UGB) encompasses the city itself and extends into surrounding areas to
allow for future development.
This Local EOA describes the existing conditions within Ashland’s
community and economy by analyzing local demographic and economic data.
Findings and data from this local analysis work in tandem with findings in
the Medford and Ashland Joint Analysis Report, findings from community
engagement, and Medford’s local buildable land inventory, with each item
coming together to inform Ashland’s complete Economic Opportunity
Analysis.
Methods
This local analysis collects and analyzes quantitative data surrounding
economic and demographic conditions in Ashland. Quantitative analysis
draws upon several sources, including publicly available secondary data
sources such as:
U.S. Census Bureau American Community Surveys (ACS)
U.S. Department of Housing and Urban Development (HUD)
U.S. Census Bureau Longitudinal Employer-Household Dynamics
(LEHD)
State of Oregon Population Research Center at Portland State
University
U.S. Department of Housing and Urban Development Comprehensive
Housing Affordability Strategy (CHAS)
Medford Open Data Portal and Zoning Code
Jackson County Multi-Jurisdictional Natural Hazard Mitigation Plan
Oregon Employment Department (OED)
Oregon Prospector
Costar
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Organization of this Report
The remainder of this report is organized as follows.
People and Housing includes demographic data about Ashland’s
population and housing inventory as well as the city’s unique land use
and geographic considerations.
Employment and Industry explores jobs and industries in Ashland
in detail, including recent trends.
The Commercial Real Estate section includes market data,
including inventory, vacancy, and rents, broken up by market sector.
Strengths, Weaknesses, Opportunities, and Threats (SWOT)
Analysis includes a preliminary list of considerations for Ashland’s
economic future, which will be built out following additional
engagement work.
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P EOPLE AND H OUSING
Exhibit 1 displays the population trend in Ashland from 2010 to 2024. The
population grew steadily from 20,095 in 2010 to 21,642 in 2022, reflecting a
compound annual growth rate (CAGR) of 0.6%. From 2022 to 2024, the
population declined slightly to 21,579, with a CAGR of .6 between 2020 and
2024.
Exhibit 1. Historic Population, Ashland, 2010 – 2024
25,000
21,642
21,579
20,000
20,095
15,000
10,000
5,000
0
Sources: State of Oregon, Population Research Center at Portland State University, 2010-2023;
CAI, 2025.
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In 2023, two-person households accounted for 42% of all households in
Ashland (Exhibit 2). One-person households accounted for the second largest
group of households, with more than one third, or 36%. Three-person
households represented 13%, while households with four or more people
made up 21% of the total. The average household size for renters in Ashland
averaged 1.85 persons per household while the average household size for
homeowners was 2.11 persons per household.
Exhibit 2. Households by Household Size, Ashland, 2023
Source: ACS 5-Year Estimates, 2023; CAI, 2025.
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The annual median household income (AMI) in Ashland was $71,800 in 2023,
with the majority of households (59%) making above 80% AMI in 2021
(Exhibit 3). Among renter-occupied households, 61% earn 80% or less than
Area Median Income. For home-owner households, 70% earn above the AMI.
Exhibit 3. Household Income by AMI, Ashland, 2021
Total
13%13%15%6%53%
Renter
19%22%20%7%33%
Owner
8%6%11%6%70%
0%20%40%60%80%100%
30% AMIor Less30%-50% AMI50%-80% AMI 80%-100% AMIAbove 100% AMI
Source(s): CHAS 2017-2021; CAI 2025
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Of Ashland’s total housing stock (7,167 housing units), 63% (or 4,508 units)
are rental units. As of 2023, renters in Ashland pay a median of $1,367 per
month, which is slightly lower than the median rate for renters across the
state ($1,450). Homeowners in Ashland, however, pay a median of $2,398
monthly, which is over $1,000 higher than Ashland’s renters and is slightly
higher than the median monthly home cost for homeowners at the state level
($2,080).
The majority of rental units in Ashland, at about 81%, cost more than $1,000
a month (Exhibit 4). The largest grouping of rental units in Ashland (1,891)
fall within the $1,000 - $1,500 rental range. Of these, most (62%) are large
units with 2 or more bedrooms. The second largest range is housing units for
$1,500 or more in rent, with 1,746 units. 88% of these units have 2 or more
bedrooms. A greater proportion of lower-cost rental units are also smaller in
size. Among units with rents between $300 and $499, 65% are studios, or no
bedroom units.
Exhibit 4. Housing Units by Rental Rate, Ashland
Source: ACS 5-Year Estimates, 2023; CAI, 2025.
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The majority (59%) of housing units in Ashland are single family homes
labeled in Exhibit 5 as 1 detached unit in structure.
The majority of housing units in Ashland (59%) are single family homes (1
detached unit in structure), accounting for 6,784 out of a total of 11,499
units. 1 attached unit structures, such as townhouses, also account for a
large portion (13%) or units, totaling 1,521 units. Other common structure
sizes include three-to-four-unit structures (6% or 706 units), five-to-nine-unit
structures (5% or 545 units). All other structure types account for less than
5% each of total housing units, which mobile homes and alternative housing
account for the least, at 120 (1%) and 56 (<1%) units respectively.
Exhibit 5. Housing Units by Structure Size, Ashland, 2023
Sources: ACS 5-Year Estimates, 2023; CAI, 2024.
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Exhibit 6 illustrates the distribution of monthly housing costs for renter-
occupied and owner-occupied units in Ashland in 2023. The median cost of
housing for households in Ashland is $1,883 monthly. Among all housing
units, the largest share (29%) falls within the $1,000 to $1,499 range,
followed by 22% in the $1,500 to $1,999 range. Renters are most concentrated
in the $1,000 to $1,499 category (42%). Lower-cost rental units (less than
$1,000) make up a combined 13% of renter-occupied units. Median housing
costs for renters ($1,367) is lower than that of homeowners ($2,398).
Similarly, only 3% of owner-occupied households pay less than $1,000
monthly.
Exhibit 6. Monthly Housing Costs by Tenure, Ashland, 2023
Source: ACS 5-year Estimates, 2023; CAI, 2025.
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Land Use and Geographic Considerations
Ashland’s zoning and land use patterns reveal key trends affecting land use
intensity and employment growth. Ashland’s Comprehensive Plan and zoning
map identify land use needs within the city and its urban growth boundary
(Exhibit 7). With 4,256 total acres, the City of Ashland has a variety of land
uses but is zoned primarily for single family residential uses. More dense
residential uses, along with commercial uses, are located along Siskiyou
Blvd, running diagonally through the center of the city. Several neighborhood
districts, such as the North Mountain Neighborhood District and the
Southern Oregon University District show that Ashland allows for mixed
uses in specialized cases. In 2018, the city annexed 5.38 acres of commercial
zoned land and in 2021, it further annexed 7.91 acres of residential.
Exhibit 7. Ashland Zoning Map
Sources: Ashland Open Data Portal, 2024.
Ashland’s total land area is 4,256 acres (gross land area, including all rights-
of-way). When rights-of-way is removed from the land area estimates,
Ashland’s net land area is 3,553 acres. A substantial portion of this land is
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dedicated to residential uses, particularly single-family residential (46%)
(Exhibit 8). Land (net of rights-of-way) zoned as Ashland’s Employment
district (285 acres) accounts for 8% of total land use, while commercial-zoned
land (152 acres) represents an even smaller share. The North Mountain
Neighborhood District (53 acres) and the Croman Mill District (68 acres)
provide additional employment potential but are governed by performance
standards and overlays that could regulate their development intensity.
Only 19 acres or 1% of Ashland’s land (net) are zoned as industrial.
Similarly, the Health Care Services District (36 acres) is a key employment
center, but is limited in acreage.
Exhibit 8. Ashland Land by Zoning Designation, 2024
Source: Ashland Open Data Portal, 2024; CAI, 2025.
A zoning overlay is a special zoning distinction that applies additional
regulations or incentives to its designated areas, modifying the base zoning
requirements to achieve specific planning goals. Zoning overlays can play a
role in limiting development potential by adding additional standards to the
given acreage.
The overlay table below (Exhibit 9) indicates that a significant portion of
land zoned for the employment district intersects with residential, airport,
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freeway, and performance standards overlays, which may impose regulatory
restrictions on expansion. For example:
32% of the land zoned as the Employment district is overlayed by the
residential overlay and a further 30% is overlayed by the airport
overlay. These overlays may limit the types of uses and industries that
develop in these areas.
The North Mountain Neighborhood District and Health Care Services
Districts are often impacted by the Performance Standards Option
Overlay, which may limit or add barriers for high-intensity
employment uses.
Airport and freeway overlays also impact some of Ashland’s
commercial-zoned land, though 84% of commercially zoned land is not
impacted by an overlay.
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Exhibit 9. Zoning Overlays, Ashland, 2024
Intersection Share of Land
AcresUse Type
Zoning DesignationOverlay Type
Airport 2010%
Commercial
Freeway 136%
Total Acreage: 209
No Overlay 176 84%
Croman Mill
DistrictPerformance Standards Option 56%
Total Acreage: 70
No Overlay 65 94%
Residential 11432%
Airport 10930%
Freeway 82%
Employment
Performance Standards Option 21%
Total Acreage: 359
No Overlay 127 35%
Health Care
Performance Standards Option 2454%
Services District
Total Acreage: 44
No Overlay 20 46%
North Mountain
Neighborhood
Performance Standards Option 65100%
District
Total Acreage: 65
No Overlay - 0%
Residential - Performance Standards Option 285%
Multiple Family
Residential 00%
Total Acreage: 565
No Overlay 537 95%
Performance Standards Option 25082%
Residential - Rural
Airport 72%
Total Acreage: 306
No Overlay 49 16%
Residential - Single
Performance Standards Option 55228%
Family
Airport 432%
Total Acreage: 1,995
No Overlay 1,448 73%
Residential -
Performance Standards Option 16843%
Woodland
Total Acreage: 392 No Overlay 224 57%
Source: Ashland Open Data Portal, 2024; CAI, 2025.
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Climate
The City of Ashland completed and Addendum to Jackson County’s Multi-
Jurisdictional Natural Hazard Mitigation Plan in 2024. It describes
Ashland’s climate and describes hazard probability and vulnerability within
the City.
Ashland has a mild climate with four distinct seasons, influenced by its
location on the West Coast and within the surrounding mountains. Situated
at approximately 2,000 feet above sea level, the city is framed by Mt.
Ashland to the south, rising to 7,500 feet, and the Cascade Range to the
north and east. Ashland receives an average of 19.5 inches of rainfall
annually, and less than 0.5 inches per year.
Wildfire is rated as both high probability and high vulnerability. The city is
located in the Wildland-Urban Interface (WUI), with dense vegetation and
dry conditions contributing to high wildfire risk.
Similarly, Severe Weather (such as Extreme Heat, Windstorm, Winter
Storm) is also rated high probability since climate change has increased the
frequency of extreme heat and severe storms. It is rated high vulnerability
noting that vulnerable populations, such as seniors and low-income
households, face greater challenges due to lack of cooling systems and
unideal housing conditions.
The Emerging Infectious Diseases hazard is informed by the region's history
with diseases such as COVID-19. It is rated both high probability and high
vulnerability with the city’s population demographics, including older adults
and individuals with pre-existing health conditions, increasing vulnerability.
Earthquake hazard is also rated high probability, high vulnerability as
Ashland is located near the Cascadia Subduction Zone, with potential for
severe ground shaking and widespread damage. Older infrastructure and
buildings in the city not retrofitted to seismic standards are particularly
vulnerable.
Drought hazard is rated high probability, high vulnerability as well as
climate change has led to reduced water availability, increased demand, and
prolonged dry periods. Ashland relies on Reeder Reservoir and supplemental
Talent-Ashland-Phoenix (TAP) water during shortages.
Finally, Air Quality is the last hazard which is rated both high probability
and high vulnerability. Air quality issues are linked to increased frequency
and severity of wildfire smoke and climate change impacts, including higher
ground-level ozone and fine particulate matter. Vulnerable populations, such
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as those in older homes or without HVAC systems, are disproportionately
affected.
Exhibit 10. Climate Hazards Analysis, Ashland, 2024-2029
Sources: City of Ashland Addendum to the Jackson County Multi-Jurisdictional Natural
Hazard Mitigation Plan, 2024.
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E MPLOYMENT AND I NDUSTRY
Jobs and Industries
Total jobs in Ashland have fluctuated over time, experiencing periods of
growth and decline. From 2002 to 2008, employment increased steadily,
reaching a peak of 9,678 jobs (Exhibit 11). This was followed by a decline to
8,835 jobs in 2010. Employment rebounded after 2010, with job numbers
generally remaining above 9,000, reaching another high of 9,792 in 2018. A
decline occurred between 2019 and 2020, bringing total jobs down to 8,526.
Since then, employment has partially recovered, reaching 9,104 jobs in 2022.
Exhibit 11. Total Job Growth, Ashland, 2001 to 2024
9,792
9,750
9,678
10,000
9,445
9,355
9,123
9,104
8,835
8,592
8,526
8,312
8,000
6,000
4,000
2,000
-
Sources: Longitudinal Employer-Household Dynamics (LEHD) On the Map, 2002-2022; CAI
2025
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As of 2023, the top major industry sectors in Ashland by employment are
Services and Retail trade (Exhibit 12 2). Between 2013 and 2023, total
employment across industries grew modestly from 7,954 to 8,470, reflecting a
0.6% compound annual growth rate (CAGR) and a net increase of 505 jobs.
Exhibit 12. Jobs by Major Industry Sector, Ashland, 2013 & 2023
Sources: State of Oregon Employment Department, 2013 & 2023; CAI 2025
Note: Construction & Resources covers a broad range of NAICS based on data available,
including: Agriculture, Forestry, Fishing and Hunting, Mining, Quarrying, and Oil and Gas
Extraction, Utilities, Construction, Transportation, and Warehousing, Management of
Companies and Enterprises
The most significant growth was seen in Agriculture, Mining, Construction,
Transportation, and Warehousing, and Management of Companies (grouped
under Resources, Infrastructure and Enterprises), which expanded at 9.9%
CAGR, adding 516 jobs (Exhibit 13). Manufacturing experienced slight
growth at 0.7% CAGR, increasing by 35 jobs, while Retail Trade saw a 0.5%
CAGR gain of 67 jobs. The Information sector grew at 1.8% CAGR, adding 31
jobs, and Real Estate and Rental and Leasing expanded by 1.8% CAGR,
gaining 20 jobs.
However, several industries faced declines. Wholesale Trade saw the steepest
drop, contracting at -3.7% CAGR, losing 50 jobs, while Educational Services
1
shrank by -1.6% CAGR, with 19 jobs lost. Administrative and Support
1
Data from the Oregon Employment Department only includes covered employment,
which may underestimate private school employment.
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Services, as well as Accommodation and Food Services, declined by -1.1%
CAGR, losing 30 and 72 jobs, respectively. The Finance and Insurance sector
experienced a -0.5% CAGR decline, shedding 8 jobs, and Health Care and
Social Assistance remained nearly stagnant, decreasing slightly by 0.0%
CAGR with 5 jobs lost. The Arts, Entertainment, and Recreation sector also
contracted by -1.1% CAGR, losing 72 jobs. Despite the overall job increase,
the data highlights an ongoing shift where industries related to agriculture,
infrastructure, and technology services are growing, while sectors such as
wholesale trade, education, and administrative support face declines.
Exhibit 13. Employment by 2-Digit NAICS Industry Sector,
Ashland, 2013 & 2023
Sources: State of Oregon Employment Department, 2013 & 2023; CAI 2025
Note: Construction & Resources in this case covers a broad range of NAICS data from OED, including:
Agriculture, Forestry, Fishing and Hunting, Mining, Quarrying, and Oil and Gas Extraction, Utilities,
Construction, Transportation, and Warehousing, Management of Companies and Enterprises
Exhibit 144 highlights the top industries in Ashland based on their Location
Quotient (LQ) and Compound Annual Growth Rate (CAGR) from 2010 to
2022. The bubble size represents total employment in 2022, illustrating the
relative scale of each sector.
Industries with an LQ above 1.0 are more concentrated in Ashland compared
to the national average, indicating regional specialization. Accommodation
and Food Services (1,620 jobs) and Retail Trade (1,379 jobs) both have a high
LQ, reflecting Ashland’s strong tourism and hospitality sector. Educational
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Services (1,362 jobs) also stands out with a high LQ and the strongest growth
2
rate, exceeding 14% annually.
Other notable industries include Health Care and Social Assistance (1,129
jobs) and Arts, Entertainment, and Recreation (674 jobs). Manufacturing
(589 jobs) and Professional, Scientific, and Technical Services (480 jobs) show
steady growth but remain less concentrated compared to other sectors.
Ashland’s economic strengths lie in its education, tourism, arts, and service
industries, with emerging opportunities in professional and technical
services.
Exhibit 14. Top Industries by Location Quotient, Ashland, 2022
Bubble Size Reflects
CompoundAnnual Growth Rate
2022 Employment
(CAGR 2010-2022)
0.16
Educational Services,
1,362
0.14
0.12
0.10
0.08
Administration &
0.06 Support, Waste
Management and
Professional, Scientific,
Remediation, 320
and Technical Services,
0.04
480
Manufacturing, 589
Accommodation and
Food Services, 1,620
0.02
0.00
Arts, Entertainment,
1.0010.00100.00
Retail Trade, 1,379
and Recreation, 674
-0.02
Health Care and Social
Assistance, 1,129
-0.04
Location Quotient (LQ)
Sources: LEHD On the Map, 2022; BLS, 2022; CAI 2025
2
LEHD data includes both public and private data for educational services, and thus
shows a higher value as compared to data given through OED in Exhibit 15.
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Workforce
The jobs-to-housing units ratio metric describes the degree to which a
community is an employment center (a higher ratio value) versus more of a
bedroom community (a lower ratio). For a city, comparing this metric to a
larger region or statewide is helpful context.
Ashland’s jobs-to-housing unit ratio is 0.74 in 2023, down slightly from 0.78
in 2013 (Exhibit 15). The decreasing ratio over the decade points to a slight
increase in the gap between housing availability and employment in the city.
Ashland’s ratio is lower than that of the Rogue Valley (0.85), which suggests
that on net more people leave Ashland daily to work in other places than vice
versa. This suggests that Ashland does not serve as a primary employment
center in the Rogue Valley.
Both Ashland and the Valley’s ratios are lower than that of the state of
Oregon as a whole at 1.08 statewide, reflecting both Jackson and Josephine
counties’ relatively lower labor force participation rate. Jackson County’s
labor force participation rate was 57.4% in 2024; Josephine’s was just 49.6%,
compared to 62.2% statewide and 63.0% nationwide.
Exhibit 15. Job to Housing Unit Ratio, Ashland, 2013 and 2023
Source: American Community Survey, 2013, 2023; State of Oregon Employment Department,
2013, 2023; U.S. Bureau of Labor Statistics, 2013, 2023; CAI, 2025.
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Exhibit 16 shows Ashland’s labor inflow and outflow by industry. Overall,
there were an estimated 9,104 jobs in Ashland in 2022, and 7,419 of
Ashland’s residents also worked in Ashland, leaving an inflow of 1,685
workers from outside of Ashland filling the remaining positions. Industries
with the highest inflow of labor in Ashland are Accommodation and Food
Services (638), Educational Services (596), and Retail Trade (354). Top
industries for labor outflow of Ashland are Health Care and Social Assistance
(-162) and Construction (-143). While outflow is higher for the health care
industry than other industries in Ashland, health care is also one of the top
employing industries in Ashland with an estimated 1,129 jobs, which made
up about 12% of Ashland’s jobs in 2022.
Exhibit 16. Labor Inflow & Outflow by Industry, Ashland, 2022
% of Total Jobs of % of Total
Jobs in Inflow /
Industry SectorsJobs in Ashland Resident
Ashland(Outflow)
AshlandResidentsJobs
Accommodation and Food Services 1,620 18% 982 13% 638
Educational Services 1,362 15% 766 10% 596
Retail Trade 1,379 15% 1,025 14% 354
Arts, Entertainment, and Recreation 674 7% 334 5% 340
Manufacturing 589 6% 423 6% 166
Professional, Scientific, and Technical Services 480 5% 349 5% 131
Information 244 3% 159 2% 85
Other Services (excluding Public Administration) 377 4% 293 4% 84
Administration & Support, Waste Management
320 4% 315 4% 5
and Remediation
Mining, Quarrying, and Oil and Gas Extraction 7 0% 4 0% 3
Real Estate and Rental and Leasing 118 1% 120 2% (2)
Utilities - 0% 11 0% (11)
Wholesale Trade 143 2% 163 2% (20)
Finance and Insurance 140 2% 168 2% (28)
Management of Companies and Enterprises 51 1% 96 1% (45)
Public Administration 188 2% 271 4% (83)
Transportation and Warehousing 64 1% 155 2% (91)
Agriculture, Forestry, Fishing and Hunting 40 0% 172 2% (132)
Construction 179 2% 322 4% (143)
Health Care and Social Assistance 1,129 12% 1,291 17% (162)
9,104 7,419 1,685
Sources: U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD), 2021; CAI, 2024.
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Employment Forecasts
Forecast employment in Ashland is based on estimates of covered
employment from 2013-2023 provided by the State of Oregon Employment
Department (OED), as well as Bureau of Labor Statistics (BLS) Quarterly
Census of Employment and Workers (QCEW) covered employment estimates
These were utilized to apportion the
for Jackson and Josephine Counties.
OED published Rogue Valley Forecast for the period 2023-2033. The
resulting Ashland forecast adapts Jackson County's portion of projected
regional growth to the city based on the trajectory of sectoral shares of
countywide employment projected into the future. The Compound Annual
Growth Rate (CAGR) represents resulting year over year growth for the
3
twenty year period 2023-2043.
Exhibit 17 summarizes projected employment growth within Ashland’s
Urban Growth Boundary (UGB) through the year 2043. Total employment is
projected to increase from 8,470 in 2023 to 9,870 by 2043, a total increase of
1,400 jobs or 17%. The Leisure and Hospitality sector is projected to add the
most jobs (an estimated 566) over this time frame, representing a compound
annual growth rate (CAGR) of 1.0%. Finance, Insurance and Real Estate
(FIRE) is projected to grow the fastest from 2023-2043, with a CAGR of 2.0%
and Health Care is the second fastest growing, with a CAGR of 1.2%.
Information is projected to decrease the most over the period, with a
projected loss of 42 jobs.
3
Covered employment does not include all workers in an economy, most notably
excluding sole proprietors.
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Exhibit 17. Employment Forecasts, Ashland Urban Growth Boundary, 2043.
Industry2013202320332043CAGR
Leisure & Hospitality2,5892,4652,7343,031 1.0%
Retail1,4041,4711,4581,445 -0.1%
Health Care1,3591,3541,5311,732 1.2%
Professsional & Business Services636700755813 0.8%
Manufacturing511546555564 0.2%
Other Services418430460493 0.7%
Construction, Resources & WTU307788870960 1.0%
FIRE287300367449 2.0%
Wholesale161111116121 0.5%
Information158189167147 -1.3%
Education124105110115 0.5%
Unclassified0110- -100.0%
Total7,9548,4709,1229,870 0.8%
Source(s): State of Oregon Employment Department, 2013 & 2023; BLS, 2023; CAI, 2025.
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M ARKET C ONDITIONS
Commercial real estate inventory in Ashland from 2007 to 2024 shows
varying trends across sectors (Exhibit 18). Retail space increased from
702,000 square feet in 2007 to 788,000 square feet in 2024, maintaining its
position as the largest category. Office inventory grew from 350,000 square
feet in 2007 to 500,000 square feet in 2024. Industrial inventory increased
gradually, starting at 269,000 square feet in 2007 and reaching 302,000
square feet in 2024. The Flex category remained consistent throughout the
period at 35,500 square feet. This data illustrates steady growth across most
typologies, with Retail and Office inventories showing the largest expansions,
while Flex inventory remained unchanged over the observed period.
Exhibit 18. Square Footage of Inventory by Typology, Ashland, 2007-2024
Source(s): Costar, 2024; CAI, 2025.
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Hospitality real estate inventory in Ashland, measured by the number of
rooms, decreased from 947 rooms in 2007 to 770 rooms in 2024 (Exhibit 19).
After an initial decline in inventory in 2008, the number of rooms grew
modestly, peaking at 892 rooms in 2020 before declining again. Occupancy
rates began at 59.3% in 2007, peaked at 71.1% in 2019, and declined to 62.0%
in 2024, with a significant dip to 54.3% in 2020. Despite some recovery in
occupancy rates post-2020, both inventory and occupancy remain below their
earlier peaks.
Exhibit 19. Hospitality Real Estate Inventory (by Rooms) and Occupancy
(Annually-Smoothed), Ashland, 2007-2024
Source(s): Costar, 2024; CAI, 2025.
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Retail
Consumer and retail expenditures in Ashland for 2024 demonstrate the
distribution of spending across various categories (Exhibit 20). Shelter
accounts for the largest share of expenditures at $158,789 (21%), followed by
Transportation at $133,961 (18%) and Food and Beverages at $109,271
(15%). Health Care and Utilities represent 8% ($63,154) and 7% ($54,590) of
spending, respectively. Entertainment makes up 6%, while categories such as
Household Operations, Household Furnishings, and Apparel each account for
4%.
Smaller shares of expenditures are attributed to Contributions, Education,
Personal Care, and Miscellaneous, each ranging between 2% and 3%. These
figures indicate a focus on essential spending areas such as housing,
transportation, and food, with lower proportions allocated to discretionary
categories.
Exhibit 20. Consumer and Retail Expenditures, Ashland, 2024
Source(s): Oregon Prospector, 2024; CAI, 2025.
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Exhibit 21 explores retail lease rates and vacancy trends in Ashland from
2007 to 2024. Retail lease rates started at $12.00 per square foot in 2007,
reached a peak of $29.73 per square foot in 2018, and declined to $20.99 per
square foot as of 2024. Retail vacancy rates fluctuated, beginning at 5.4% in
2007, reaching a low of 1.1% in 2020, and ending at 2.0% in 2024, with a
temporary increase to 4.0% in 2023.
This reflects a different trend to that seen in the Rogue Valley region.
Annual average vacancy rates for retail in the Rogue Valley fluctuated from
2.4%-3.9% from 2009-2024, landing at 3.05% in 2024. Lease rates peaked in
the Rogue Valley in 2022, with $17.06 per square foot, before dropping
slightly to $16.55 in 2024.
Exhibit 21. Retail Lease and Vacancy Rate, Ashland, 2007-2024
LeaseRate ($/Sqft)Vacancy (%)
$35.006.0%
5.4%
$29.73
$30.00
5.0%
$25.00
4.0%
4.0%
$20.99
$20.64
$20.00
3.0%
$15.00
2.0%
$12.00
$14.94
2.0%
$10.00
1.0%
$5.00
1.1%
$0.000.0%
Source(s): Costar, 2024; CAI, 2025.
CITY OF ASHLAND MARCH 21, 2025 PAGE 26
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Office
Exhibit 22 highlights fluctuations in office lease and vacancy rates in
Ashland from 2007 to 2024. Office lease rates began at $19.74 per square foot
in 2007, peaked at $22.68 per square foot in 2021, and ended at $18.96 per
square foot in 2023. Lease values for late 2020 and for 2024 are not available.
Office vacancy rates started at 5.5% in 2007, dropped to a low of 0.5% in
2012, and ended at 2.5% in 2024, with a temporary increase to 4.1% in 2023.
The trend for office leases in the Rogue Valley vary from Ashland’s
experience. Office leases in the Rogue Valley fluctuate from $12.15 to $15.39
from 2008-2023. However, after 2023, office leases increase sharply, reaching
an annual average of $24.91 for 2024. Ashland’s vacancy rate in 2024 (2.5%)
is lower than the 2024 average vacancy rate for office space in the Rogue
Valley region of 4.73%. This vacancy represents an increase from 2.65%, the
average annual vacancy for the office sector in the Rogue Valley in 2021.
Exhibit 22. Office Lease and Vacancy Rate, Ashland, 2007-2024
LeaseRate ($/Sqft)Vacancy (%)
$25.006.0%
$22.68
5.5%
$19.74
5.0%
$20.00
$18.96
4.1%
4.0%
$15.00
3.0%
2.5%
$10.00
2.0%
$5.00
1.0%
0.5%
$0.000.0%
Source(s): Costar, 2024; CAI, 2025.
CITY OF ASHLAND MARCH 21, 2025 PAGE 27
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Industrial
Industrial lease rates and vacancy trends in Ashland from 2007 to 2024
demonstrate variability over time (Exhibit 23). Lease rates, beginning at
$6.72 per square foot in 2007, peaked at $13.59 per square foot in 2023, and
fell to $10.47 per square foot as of 2024. Industrial vacancy rates started at
1.6% in 2007, and remained low (or near 0) until 2017, where the vacancy
rate began increasing rapidly. Industrial vacancy reached a local peak at
31.3% in 2018, quickly falling back to a near 0 value in 2019. Industrial
vacancy began another climb in 2021, reaching and elevated 26.7% in 2024.
In the Rogue Valley region, Industrial vacancy also was low in 2019, reaching
a low of 0.65% in 2020, before increasing. However, the Rogue Valley’s
vacancy rate remains much lower than that of Ashland in 2024, with an
annual average of 3.93% in 2024.
Exhibit 23. Industrial Lease and Vacancy, Ashland, 2007-2024
LeaseRate ($/Sqft)Vacancy (%)
$16.0035.0%
31.3%
$13.59
$14.00
30.0%
26.7%
$12.00
25.0%
$9.74
$10.00
$10.47
20.0%
$8.00
$6.72
15.0%
$6.00
10.0%
$4.00
5.0%
$2.00
1.6%
3.0%
$0.000.0%
Source(s): Costar, 2024; CAI, 2025.
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Exhibit 24 explores industrial deliveries (by square foot) and net absorption
in Ashland from 2010 to 2023. Two significant deliveries occurred over this
time period with almost 5,900 industrial square feet delivered in 2020 and
another 27,800 square feet delivered in 2023. While absorption was largely
uneventful from 2007 to 2016, in 2017 it began to show more variation,
alternating negative and positive fluctuation. In 2019, absorption was
positive 43,000 square feet, while in late 2021, it showed almost -34,000.
However, following the large delivery in 2022, absorption largely kept up,
showing only small fluctuations. In 2024, net absorption was slightly
negative at -5,600 square feet.
Exhibit 24. Industrial Absorption and Deliveries, Ashland, 2010-2023
Deliveries
Absorption (Sqft)
50,000
43,000
40,000
27,777
30,000
20,000
9,730
10,000
5,850
0
(10,000)
(5,600)
(20,000)
(30,000)
(33,950)
(40,000)
Source(s): Costar, 2024; CAI, 2025.
CITY OF ASHLAND MARCH 21, 2025 PAGE 29
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S TRENGTHS, W EAKNESSES, O PPORTUNITIES, T HREATS (SWOT)
A NALYSIS
This SWOT analysis assesses Ashland’s internal strengths and weaknesses,
as well as external opportunities and threats. This preliminary list will be
vetted and augmented through upcoming community and stakeholder
engagement.
Strengths
This preliminary list of strengths highlights internal advantages and positive
attributes that contribute to Ashland’s economic success.
A high quality of life, supported by access to quality healthcare, strong
public schools, and public fiber network
Strategic location along Interstate 5
Growing population and increasing labor force participation
A highly educated population
Home to higher education, including Southern Oregon University and
Rogue Community College
Home to the Oregon Shakespeare Festival, which attracts thousands
of visitors annually
Natural beauty, a popular park system, regional attractions and
tourism related to outdoor recreation
A niche manufacturing industry which includes manufacturing
medical equipment, agricultural products, and green technology
A well-established arts and culture scene known throughout the
region
Weaknesses
This preliminary list of weaknesses identifies internal challenges or
limitations that hinder Ashland’s economic progress.
Housing affordability concerns in which expensive housing and living
costs make it difficult for younger workers and families to stay in
Ashland, impacting workforce sustainability.
An aging population, which may impact workforce availability
A large portion of Ashland’s economy relies on seasonal tourism
Fewer job opportunities outside services, tourism, healthcare, making
it harder to retain young professionals
Ashland has little available land for large-scale business or industrial
expansion
SOU saw a drop in enrollment post-COVID and has not returned to
pre-pandemic numbers
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Ashland has experienced declines in the Education and Arts,
Entertainment, and Recreation sectors
Challenges in retaining young talent
Opportunities
This preliminary list of opportunities explores external factors or trends that
could be leveraged for growth or improvement in Ashland’s economy.
Opportunity Sites – Croman Mill, Railroad Site, University District,
Downtown, housing development
Encouraging diversification of Ashland’s industries, including growing
education, healthcare, small scale manufacturing, and creative
entrepreneurship
Influx of professionals who are leaving larger cities for affordable,
high-quality living in Ashland
Capitalizing on the trend of more remote workers in Ashland
The surrounding Rogue Valley wine region and farm-to-table
movement present opportunities for agritourism and culinary growth
Ashland can further position itself as a leader in renewable energy,
eco-tourism, and sustainability initiatives
Expanding art galleries, music festivals, theater productions, and
creative industries beyond the Oregon Shakespeare Festival to draw
year-round visitors and residents
Supporting growth in industries surrounding arts and culture, such as
digital arts, film industry, visual arts, culinary arts
Investment in Mt. Ashland Ski Area, hiking trails, and nature-based
activities can help attract more visitors in the off-season
Leaning further into outdoor recreation industries, activities, and
events
Growth in healthcare and healthcare adjacent industries such as
senior care, functional medicine, and wellness
Threats
This preliminary list of threats examines external challenges or risks that
could negatively impact Ashland’s goals.
Cultural institutions are more sensitive to economic downturns and
funding challenges
Seasonal tourism creates a strain on city infrastructure
Other small, artsy cities (such as Bend, OR, or Santa Fe, NM) are
competing for tourists, arts funding, and business investment.
Wildfire risks and other climate change impacts, including air quality
issues, reduced water availability, extreme heat and potential
economic disruptions.
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Lack of new development, investment in the downtown or investment
in infrastructure
Lack of available and affordable childcare options
CITY OF ASHLAND MARCH 21, 2025 PAGE 32
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Total Page Number: 46
Cities of Medford and Ashland
Joint EOA Analysis
Discussion Draft
March 20, 2025
Prepared by:
Prepared for:
Total Page Number: 47
Community Attributes Inc. tells data-rich stories about communities
that are important to decision makers.
President and CEO:
Chris Mefford
Project Manager:
Elliot Weiss
Analysts:
Jolene Baldwin
Carly Bednarski
Kortney Cena
Community Attributes Inc.
119 Pine St, Suite 400
Seattle, WA 98101
www.communityattributes.com
JOINT EOA DISCUSSION DRAFT PAGE 2
ANALYSIS MARCH 20, 2025
Total Page Number: 48
C ONTENTS
Key Findings ........................................................................................................................ 4
Existing Conditions in Medford, Ashland, and Jackson County .................................... 4
National, State, and Regional Trends ............................................................................. 4
Introduction ......................................................................................................................... 6
Overview of Existing Conditions ......................................................................................... 7
Community Demographics ............................................................................................... 7
Housing and Affordability ............................................................................................. 11
National, State, and Regional Trends ............................................................................... 16
Macroeconomic Indicators ............................................................................................. 17
Oregon’s Economy .......................................................................................................... 18
Southern Oregon and the Rogue River Valley .............................................................. 21
Industry and Workforce ................................................................................................. 28
Climate Change .............................................................................................................. 36
JOINT EOA DISCUSSION DRAFT PAGE 3
ANALYSIS MARCH 20, 2025
Total Page Number: 49
K EY F INDINGS
Existing Conditions in Medford, Ashland, and Jackson
County
Community Demographics
Jackson County, along with cities Medford and Ashland, are
experiencing demographic shifts, including a growing proportion of
seniors. As of 2022, this aging trend is more pronounced in Ashland
than in Medford.
Jackson County, Medford, and Ashland each experienced an increase
in racial diversity over time. Medford has the higher proportion of
non-white residents in 2022, surpassing both Jackson County and the
state of Oregon, while the share of non-white residents is lower in
Ashland.
As of 2022, a majority of both Medford and Jackson County’s non-
white populations identify as Mexican, while Ashland’s non-white
population is more ethnically varied.
While Medford and Ashland’s median household income is lower than
that of the county or the state, median household income increased at
similar rates for all four areas from 2010-2023.
Housing and Affordability
As of 2022, Medford and Ashland both have more renters compared to
homeowners while Jackson County and the state have more
homeowners than renters.
Since 2010, Oregon, Jackson County, Medford and Ashland have all
seen household income increase while cost burden due to housing
decreased. However, as of 2022, roughly 40% of households in each of
the four regions still are experiencing cost burden due to housing.
Renters, facing higher rates of cost burden than homeowners,
comprise a larger share of households in Medford and Ashland
compared to Jackson County and the state, forming the majority in
both cities.
National, State, and Regional Trends
Macroeconomic Indicators and Oregon’s Economy
Nationally, the unemployment rate in 2024 matches pre-pandemic
level lows.
The Consumer Price Index (CPI) has consistently climbed upward since
2018, reaching a local high at the end of 2024.
Since 2020, the population of both Medford and Ashland has grown
much more quickly than the state or Jackson County. Medford’s
growth rate was the highest of these four.
JOINT EOA DISCUSSION DRAFT PAGE 4
ANALYSIS MARCH 20, 2025
Total Page Number: 50
Overall, Oregon has experienced steady population growth, with
Jackson and Josephine Counties ranking near the middle in terms of
population growth compared to other counties in the state.
Both Oregon and Jackson County economies are heavily reliant on the
Services sector, comprising nearly half of all jobs. Jackson County
shows an emphasis on Retail Trade, underscoring the region's role as
a commercial center along the I-5.
Southern Oregon and the Rogue River Valley
For the Jackson and Josephine 2-County region, Services and Trade,
Transportation, & Utilities are the top industries by employment,
followed by Education and Health Services.
Jackson County’s employment has grown steadily for the past 20+
years, with the Construction, Education and Resources industries
growing the most from 2010 to 2022.
Jackson County’s top earning industries include Management,
Finance and Insurance, and Information. Average annual wages in the
County generally are lower than wages at the State level.
Retail consistently leads in real estate inventory in Medford, Ashland,
and Jackson County, showing steady growth over time. Meanwhile,
Office and Industrial inventories generally maintained moderate
levels with slight upward trends.
Industry and Workforce
Jackson County has a specialized workforce, with industries such as
Sporting Goods, Healthcare Services, and Food and Beverage
Locations growing and providing jobs.
62% of Ashland’s population and 28% of Medford’s are educated with a
bachelor’s degree or higher.
Medford serves as a primary employment hub in the Rogue Valley,
attracting commuters from the surrounding region. In contrast,
Ashland’s workforce remains more localized, and Ashland residents
travel all over the valley to work.
Climate
While the southwestern region shows climate risk for wildfires or
extreme heat, especially in rural areas, Medford and Ashland, in
contrast, show lower risk levels for climate hazards.
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I NTRODUCTION
The City of Medford and the City of Ashland each are working to complete an
Economic Opportunity Analysis (EOA) to comply with Oregon State Goal 9.
The EOA, as a strategic planning document, ensures that there is enough
available land and adequate public improvements to realize economic growth
for the next 20-year horizon.
As the largest cities in Jackson County, which share close proximity, Medford
and Ashland’s economies are both impacted by similar trends at the national,
state, regional, and county level. This joint analysis memorandum outlines
these large-scale economic trends to set the context for each local economy.
Methods
This Joint EOA focuses on quantitative data collection and analysis to
explore national, regional, state, and county trends impacting Medford and
Ashland’s economies. This quantitative analysis draws upon several sources,
including publicly available secondary data sources such as:
U.S. Census Bureau American Community Surveys (ACS)
U.S. Department of Housing and Urban Development (HUD)
U.S. Census Bureau Longitudinal Employer-Household Dynamics
(LEHD)
U.S. Bureau of Labor Statistics (BLS)
U.S. Federal Reserve Bank
Oregon Employment Department Quarterly Covered Employment and
Wages (QCEW)
Jackson County Open Data Portal
Esri Environment Climate Resilience Planning
Organization of this Report
The remainder of this report is organized into two main sections of analysis.
The Overview of Existing Conditions section provides local
demographic context and trends within Jackson County, Medford, and
Ashland, enabling direct comparisons.
The National, State, and Regional Trends section presents
economic data at broader geographic levels, highlighting trends and
headwinds that influence Medford and Ashland on a larger scale.
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O VERVIEW OF E XISTING C ONDITIONS
This section uses demographic data to describe the existing conditions within
Jackson County, and the two cities of Medford and Ashland within. By
analyzing key data points, including age, race, household income, housing
affordability, housing tenure, and cost burden, this overview provides
essential context and allows for comparisons within these geographies of
interest.
Community Demographics
Jackson County, along with cities Medford and Ashland, are
experiencing demographic shifts, including a growing proportion of
seniors. As of 2022, this aging trend was more pronounced in Ashland
than in Medford.
Exhibit 1 compares the population by age group in Jackson County,
Medford, and Ashland between 2010 and 2022. In 2010, approximately 58%
of Jackson County’s population was of working age (20 to 64 years), with
around one-quarter 19 and under and around 18% over the age of 65. As of
2022, the working-age population decreased to about 54%, while the
population 65+ grew to over 22%. However, through all these shifts, Jackson
County’s median age remains 42 in 2010 and in 2022.
Similar trends are evident in Medford and Ashland. In Medford, the working-
age population shrank by about 6% from 2010-2022, while the 65+ population
increased by almost 5%. Ashland saw a more pronounced shift, with the 65+
population growing from 16% of the population in 2010 to almost 28% in
2022. Over the same period, Ashland’s working-age population decreased by
about 6% and the population 19 and under dropped by about 8%, leaving
Ashland with the smallest proportion of residents aged 19 and younger in
2022 at 17%. Overall, Medford’s median age actually dropped slightly from
41.6 in 2010 to 39.5 in 2022. In Ashland, the median age of 39.5 in 2010
increased to 48.2 in 2022.
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Exhibit 1. Change in Age Distribution, Jackson County, Medford, and
Ashland, 2010 and 2022
Sources: AmericanCommunity Survey, 2010 & 2022, CAI 2024.
Jackson County, Medford, and Ashland each experienced an increase
in racial diversity since 2010. Medford has the higher proportion of
non-white residents in 2022, surpassing both Jackson County and the
state of Oregon, while the share of non-white residents is lower in
Ashland.
Exhibit 2 compares the racial makeup of Jackson County, Medford, and
Ashland in 2010 and 2022. While all areas show a majority of residents who
identify as white, generally, Jackson County, Medford, and Ashland are all
more homogeneous than Oregon as a whole. All three areas have seen an
increase in racial diversity from 2010 to 2022, with Jackson County’s non-
white population growing by 6%, Medford’s growing by about 9% and
Ashland’s growing by 4%. In all three areas, the largest non-white racial
cohort by 2022 is the Hispanic and Latino population, which makes up 18% of
Medford’s population and 10% of Ashland’s by 2022. 2% of Medford and
Ashland’s populations identify as Asian, 1% identifies as Black or African
American, and 1% of Medford’s population identifies as Indian. 4% of
Medford’s population and 5% of Ashland’s population identify as multi-racial.
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Exhibit 2. Race and Ethnicity, Jackson County, Medford,
and Ashland, 2010 and 2022
100%
5%6%
8%
8%8%
10%
90%
12%11%
4%
10%
14%
18%
80%
All Others
70%
60%
Hispanic or
50%
Latino (of
86%
any race)
84%
83%
82%
40%
78%
74%
30%
White
20%
10%
0%
201020222010202220102022
AshlandMedfordJackson County
Sources: American Community Survey 2010 & 2022; CAI, 2024.
As of 2022, a majority of both Medford and Jackson County’s non-
white populations identify as Mexican, while Ashland’s non-white
population is more ethnically varied.
In 2022, 52% of Jackson County’s non-white population identified as
Mexican, representing the largest non-white group (Exhibit 3). Medford had
a similar proportion, with 56% identifying as Mexican. Meanwhile, in
Ashland the largest group of non-white residents, with 31%, identified as
Other Hispanic or Latino and 26% identified as Mexican. Medford has a
higher share of residents who identify as Puerto Rican (7%) while Ashland
shows a higher proportion of Asian residents (9%). In both Medford and
Ashland, 4% of their non-white population identifies as Black or African
American, 2% identifies as American Indian or Alaskan Native, and 1%
identifies as Cuban. Finally, Native Hawaiian or Pacific Islanders make up
2% of Ashland’s nonwhite population in 2022 and 0.3% of Medford’s.
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Exhibit 3. Non-White Population, Jackson County,
Medford, and Ashland, 2022
100%
Native Hawaiian and
4%
3%
4%Other Pacific Islander
4%
5%
Cuban
6%
9%
80%
7%
10%
American Indian and
6%
Alaska Native
Black or African
22%
14%
31%
American
60%
Another Race
Asian
40%
Puerto Rican
26%
56%
52%
Other Hispanic or
20%
Latino
Two or More Races
20%
Mexican
0%
AshlandMedfordJackson County
Sources: American Community Survey 2010 & 2022; CAI, 2024.
While Medford and Ashland’s median household income is lower than
that of the county or the state, median household income increased at
similar rates for all four areas from 2010-2023.
Exhibit 4 illustrates the change in median household income (adjusted for
inflation) for Oregon, Jackson County, Medford, and Ashland from 2010 to
2023. During this period, all four areas experienced a compound annual
growth rate (CAGR) of approximately 4%. As of 2023, Jackson County,
Medford, and Ashland were all lower than the statewide median household
income ($80,400). Jackson County’s median household income of $71,400 was
slightly higher than in Medford ($70,500) and slightly lower than Ashland
($71,800).
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Exhibit 4. Median Household Income (Adjusted for Inflation), Oregon,
Jackson County, Medford, and Ashland, 2010 and 2023
20102023
$90,000
$80,400
$80,000
$71,800
$71,400
$70,500
$70,000
$60,000
$49,300
$50,000
$44,100
$42,700
$40,100
$40,000
$30,000
$20,000
$10,000
$-
AshlandMedfordJackson CountyOregon
Sources: American Community Survey 2010 & 2022, CAI 2024
Housing and Affordability
The real estate market in Southern Oregon shows significant growth in
median home values from 2010 to 2023 across Ashland, Medford, and
Jackson County (Exhibit 5). Ashland median home values and increased
from $408,400 in 2010 to $573,700 in 2023. Medford also experienced
considerable growth, with the median home value rising from $219,700 in
2010 to $387,000 in 2023. Slightly higher than Medford, Jackson County saw
an increase in median home values, from $236,200 in 2010 to $400,200 in
2023. At the state level, Oregon's median home value grew from $244,500 in
2010 to $475,600 in 2023. These figures indicate a widespread upward trend
in home values across all regions, with Ashland continuing to have the
highest property values.
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Exhibit 5. Median Home Value, Ashland, Medford, Jackson County, 2010
and 2023
20102023
$700,000
$600,000
$573,700
$500,000
$475,600
$408,400
$400,200
$387,000
$400,000
$300,000
$244,500
$236,200
$219,700
$200,000
$100,000
$-
AshlandMedfordJackson CountyOregon
As of 2022, Medford and Ashland both have more renters compared to
homeowners while Jackson County and the state have more
homeowners than renters.
Exhibit 6 compares housing tenure by geography. The majority of
households in Jackson County (51%) and the state of Oregon (53%) are owner
occupied. Medford and Ashland, however, both have a higher rate of renters
compared to homeowners, with Ashland (57%) higher than Medford (53%).
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Exhibit 6. Housing Tenure, Oregon, Jackson County,
Medford and Ashland, 2022
OwnerRenterNot Calculated
Ashland
32%60%8%
Medford
45%53%2%
Jackson County
53%47%1%
Oregon 3%
52%46%
0%20%40%60%80%100%
Sources: American Community Survey, 2022; CAI 2024.
Since 2010, Oregon, Jackson County, Medford and Ashland have all
seen household income increase while cost burden due to housing
decreased. However, as of 2022, roughly 40% of households in each of
the four regions still are experiencing cost burden due to housing.
Exhibit 7 and 8 compare housing cost burden status in Oregon, Jackson
County, Medford and Ashland over time. From 2010 to 2022, the rate of cost
burden has decreased in Jackson County and in both cities, reflective of a
similar pattern across the state of Oregon. Oregon’s proportion of cost
burdened households dropped from 54% to 39% and Jackson County’s
dropped even more significantly, from 65% to 40%. This means that for all
geographies, housing has become more affordable over time and in 2022 a
smaller proportion of occupied households are experiencing cost burden due
to housing than was measured in 2010. Similarly to Jackson County,
Medford and Ashland each saw the proportion of cost burdened households
decrease by 26% from 2010 to 2022. By 2022, all geographies report that
roughly 40% of their occupied households still experience cost-burden.
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Exhibit 7. Housing Cost Burden, Oregon & Jackson County, 2010 & 2023
Sources: American Community Survey, 2010 & 2023; CAI 2024.
Exhibit 8. Housing Cost Burden, Medford and Ashland, 2010 & 2023
Sources: American Community Survey, 2010 & 2023; CAI 2024.
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Renters, facing higher rates of cost burden than homeowners,
comprise a larger share of households in Medford and Ashland
compared to Jackson County and the state, forming the majority in
both cities.
Exhibit 9 breaks down the share of cost burdened households by tenure
(owner vs. renter) for Oregon, Jackson County, Medford, and Ashland. Across
geographies, the cost-burdened share among homeowners is relatively low
compared to renters, ranging from 26% in Ashland to 33% in Jackson County.
For renters, a significant proportion of households are cost-burdened, with
rates between 49% in Ashland and 53% in Medford. Across the state, higher
rates of cost burden for renters suggest that renters are generally facing
greater financial strain when it comes to affording their housing compared to
homeowners.
Between 2010 and 2023, there was a decline in the share of cost-burdened
homeowners in both Ashland and Medford (Exhibit 10). In Ashland, cost-
burdened homeowners fell from 34% in 2010 to 21% in 2023, while in
Medford, the rate declined from 39% to 25%. Over the same period, cost-
burdened renters also saw some relief, though to a lesser extent. Cost-
burdened renters in Ashland dropped from 59% to 55% and in Medford from
56% to 54%. Cost burden for both homeowners and renters continued
downwards in both Medford and Ashland between 2019 and 2021, despite
lowered interest rates due to the COVID-19 pandemic.
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Exhibit 9. Share of Households Experiencing Cost Burden by Tenure,
Oregon, Jackson County, Medford, and Ashland, 2023
Renters
60%
Homeowners
53%
49%
49%
48%
50%
40%
32%
30%
29%
30%
26%
20%
10%
0%
MedfordJacksonOregon
Ashland
County
Sources: American Community Survey, 2023; CAI 2024.
Exhibit 10. Change in Cost Burdened Households by Tenure, Ashland and
Medford, 2010-2023
Sources: American Community Survey, 2010-2023; CAI 2024.
N ATIONAL, S TATE, AND R EGIONAL T RENDS
This section presents economic data for the region, state, and nation. These
geographies influence local economic conditions, shaping trends and
contributing to potential economic challenges and opportunities.
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Macroeconomic Indicators
Nationally, the unemployment rate in 2024 matches pre-pandemic
level lows, while the Consumer Price Index (CPI) has consistently
climbed upward since 2018, reaching a local high at the end of 2024.
Exhibit 11 below shows the national labor force participation and
unemployment levels over time. The labor force participation rate has
steadily declined since 2000, falling from 67.3% and reaching a low of 60.1%
in early 2020 amid the COVID-19 pandemic. The unemployment rate
increased during two recent economic downturns, rising to 9.9% after the
2008 financial crisis and to 14.8% in April 2020 due partially to pandemic-
related job losses. Since then, the unemployment rate has fallen lower than
pre-pandemic levels, reaching 4.1% in 2024. As of October of 2024, labor force
participation in the U.S. increased to 62.6%, though this remains lower than
early 2000s levels. These trends indicate a resilient job market while also
suggesting a longer-term structural decline in labor force participation,
possibly due to aging demographics.
Exhibit 11. U.S. Unemployment Rate and Labor Force Participation
Sources: U.S. Bureau of Labor Statistics, 2024; CAI, 2024.
Exhibit 12 compares trends in the Monthly Average Secured Overnight
Financing Rate (SOFR) and the Consumer Price Index (CPI) for U.S. cities
from 2018 to early 2024. In 2020, amid the pandemic, SOFR dropped to near-
zero levels (0.1%) while the CPI began to increase. SOFR remained low until
mid-2022, when it increased to a peak of 5.31% in 2023 as the Federal
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Reserve tightened monetary policy. Concurrently, the CPI increased from
144% in the beginning of 2020 up to 166% by the end of 2022. This reflects an
15% average annual growth rate 2020-2022, signifying increased inflation.
Following 2022, CPI continued to climb, though at a lower average annual
rate of 5% from the end of 2022 to 2024. As of late2024, CPI remains high
compared to pre-pandemic levels, at 175%, while SOFR decreased to 4.8%.
Exhibit 12. Monthly Average Secured Overnight Financing Rate (SOFR) and
Consumer Price Index (CPI), United States, (2018-2024)
Sources: U.S. Federal Reserve Bank, 2024; U. S. Bureau of Labor Statistics, 2024; CAI, 2024.
Note: CPI Base Period: December 1999 = 100
Oregon’s Economy
Since 2020, the population of both Medford and Ashland has grown
much more quickly than the state or Jackson County. Medford’s
growth rate was the highest of these four.
Exhibit 13 analyzes population trends for Oregon State and selected
geographies – Jackson County, Josephine County, the City of Medford, and
the City of Ashland – over time. The State of Oregon's population has shown
consistent long-term growth, increasing from 2.6 million in 1980 to 4.3
million in 2023. However, the recent compound annual growth rate (CAGR)
of 0.2% (2020-2023) signals a notable slowdown since the pandemic.
At the local level, Jackson County experienced steady historical growth but
saw a slight population decline between 2020 and 2023 (-0.1% CAGR),
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suggesting stagnation or out-migration. In contrast, Medford displayed
strong recent growth, achieving a 3.0% CAGR, with its population rising from
83,115 in 2020 to 90,887 in 2023. Josephine County exhibited moderate but
steady growth with a 0.9% CAGR, increasing to 88,814 in 2023. The City of
Ashland grew from 21,105 to 21,457 over the same period for a CAGR of
0.6%. The increasing populations in Medford and Ashland, while Jackson
County’s population decreased overall, may suggest increasing urbanization.
Exhibit 13. Estimated Population History and Growth
In Jackson County, Josephine County, Medford and Ashland, 1980-2023
CAGR
Geography1980200020202023
(2020-2023)
Oregon State 2,633,156 3,421,399 4,268,055 4,296,6260.2%
Jackson County 132,456 181,269 223,240 222,762-0.1%
City of Medford 83,115 90,8873.0%
City of Ashland 21,105 21,4570.6%
Josephine County 58,855 75,726 86,560 88,8140.9%
Sources: University of Portland Population Research Center, 2023; CAI, 2024.
Overall, Oregon has experienced steady population growth, with
Jackson and Josephine Counties ranking near the middle in terms of
population growth compared to other counties in the state.
Exhibit 14 examines total change in population across Oregon counties and
the state from 2010 to 2023, with a focus on Oregon State, Jackson County,
and Josephine County. Oregon experienced a 12% growth in statewide
population during this period. Jackson County’s population grew by 10% in
this timeframe, reflecting moderate but slower growth compared to rapidly
expanding counties like Deschutes County (34%) and Crook County (26%). In
contrast, Josephine County grew by 7%, below the statewide average.
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Exhibit 14. Total Population Change in Oregon, Oregon Counties
and Statewide, 2010-2023
40%
35%
30%
25%
20%
15%
12%
10%
10%
7%
5%
0%
County
Sources: University of Portland Population Research Center, 2023; CAI, 2024.
Both Oregon and Jackson County economies are heavily reliant on the
Services sector, comprising nearly half of all jobs. Jackson County
shows an emphasis on Retail Trade, underscoring the region's role as
a commercial center along the I-5.
Exhibit 15 illustrates employment distribution across Oregon State and
Jackson County by industry, with pie charts representing the proportional
distribution of employment sectors in each county. The circle size
corresponds to the total employment of the county, allowing for a visual
comparison of employment volume across counties.
At the state level, the largest share of employment is in the Services sector
(46%), followed by Retail Trade (10%), and Construction and Resources
(10%). Education, Finance, Insurance, and Real Estate Services, and
Government make up smaller proportions of the workforce. Employment in
Jackson County heavily mirrors that of the state, showing a heavy reliance
on Services (48%) along with notable employment in Retail Trade (16%).
While most counties in Oregon follow this same trend, some counties have
clear specializations. For example, Lake County shows a high concentration
of construction and resources employment while Wheeler County shows
heavy reliance on the education industry for employment.
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Exhibit 15. Employment by Industry, Oregon Counties and Statewide, 2023
Sources: U.S. Bureau of Labor Statistics, 2023; CAI, 2024.
Southern Oregon and the Rogue River Valley
The Rogue Valley, located in southwestern Oregon on the California border,
is a prominent geographic and economic region defined by the Rogue River
and its tributary systems. Encompassing Jackson and Josephine counties,
the valley serves as a cultural and economic nexus in Southern Oregon. Key
urban centers within the region include Medford, Ashland, and Grants Pass,
which collectively support the valley’s role as a hub for commerce, industry
and regional development.
For the Jackson and Josephine 2-County region, Services and Trade,
Transportation, & Utilities are the top industries by employment,
followed by Education and Health Services.
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Exhibit 16 covers the aggregated industries and the corresponding NAICS
codes used in Exhibit 17.
Exhibit 16. Industry Aggregates and Corresponding NAICS Codes, 2023
Source: CAI, 2025.
Exhibit 17 shows the distribution of employment across major industry
sectors in the Jackson and Josephine 2-county region in 2000, 2010, and
2022. Total employment increased from 96,532 in 2000 to 119,680 in 2022,
reflecting an overall increase in jobs regionally.
The Services sector consistently represented the largest share of
employment, although its proportion declined slightly from 25% in 2001 to
24% in 2022. Similarly, the share of employment in Trade, Transportation
and Utilities remained steady at 23% in both 2001 and 2010 before slightly
decreasing to 21% in 2022. The proportion of jobs in Education and Health
grew the most from 2001 to 2022, increasing by 6%, while jobs in
Government make up 4% less of all jobs in 2022 than in previous years.
Manufacturing jobs have made up 9% of all employment in the region since
2010, the proportion of jobs in Construction and Resources has fluctuated,
making up 9% of jobs in 2022, and jobs in Finance, Insurance and Real
Estate maintained a steady 4% since 2001.
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Exhibit 17. Covered Employment by Major Industry Sector, Jackson and
Josephine 2-County Region, 2001, 2010, & 2022
Sources: Oregon Employment Department, 2001, 2010 & 2022; CAI 2024.
Note: The years and the major industry sectors categories utilized in this data set are
different than those utilized in Exhibit 13, which may result in discrepancies between
estimates across exhibits.
Note 2: FIRE industry group includes Finance, Insurance and Real Estate.
Jackson County’s employment has grown steadily for the past 20+
years, with the Construction, Education and Resources industries
growing the most from 2010 to 2022.
Exhibit 18 shows employment changes across industries in Jackson County
between 2010 and 2022. Over this time period, total covered employment in
Jackson County grew from 75,449 to 89,799, representing a net increase of
14,350 jobs and a compound annual growth rate (CAGR) of 1.5%. This
includes all part-time and full-time employment, and excludes any workers
not covered by unemployment insurance, including self-employment
individuals, independent contractors, military personnel, and certain farm
workers and religious organizations.
Notable contributors to this growth include the Health Care and Social
Assistance sector, which added 4,755 jobs, expanding from 11,806 to 16,561
jobs, with a CAGR of 2.9%. Construction was the next largest contributor,
adding 2,439 jobs and showing a CAGR of 5.4%. Natural Resources and
Mining also grew, adding 1,343 jobs to Jackson County at a CAGR of 4.0%
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from 2010-2022, and Professional, Scientific, and Technical Services show a
net gain of 1,037 jobs with a CAGR of 3.6%.
Exhibit 18. Employment Change Over Time by Industry,
Jackson County, 2010 & 2022
Sources: Oregon Employment Department, 2001, 2010 & 2022; CAI 2024.
Jackson County’s top earning industries include Management,
Finance and Insurance, and Information. Average annual wages in
the County generally are lower than wages at the State level.
Exhibit 19 compares average annual wages across industry sectors in
Oregon and Jackson County in 2022. Jobs in the Management industry
earned the highest average wages, with $139,200 in Oregon and $109,600 in
Jackson County. In contrast, Accommodation and Food Services represented
the lowest-paying sector, with average wages of $32,800 statewide and
$27,700 locally. In nearly every industry, wages in Jackson County are lower
than state averages. For example, wages for Professional Services were
$97,400 in Jackson County, compared to $120,900 at the state level. A few
sectors, such as Retail Trade and Education, show a much smaller wage
difference, with retail workers earning $40,300 in Jackson County compared
to $40,500 statewide.
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Exhibit 19. Wages by Occupation, Oregon & Jackson County, 2022
Sources: Oregon Employment Department, 2022; CAI 2024.
Retail consistently leads in real estate inventory in Medford, Ashland,
and Jackson County, showing steady growth over time. Meanwhile,
Office and Industrial inventories generally maintained moderate
levels with slight upward trends.
Exhibit 20-22 show total real estate inventory (in square feet) and total
hospitality rooms over time in Jackson County, segmented by property types:
Retail, Office, Industrial, Flex, and Hospitality. Retail the highest real estate
inventory category in Jackson County, Medford and Ashland, followed by
Office inventory.
Industrial inventory is higher in Jackson County than it is in either Medford
or Ashland. Hospitality room counts remain relatively steady in all regions,
with Jackson County’s inventory of rooms increasing slightly (by about 100
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rooms) and Medford and Ashland’s inventory of rooms decreasing slightly (by
about 100 rooms) from 2007 to 2023.
In all three locations, Flex space was the least common. Flex inventory grew
slightly in Jackson County from 2007 to 2023 (by approximately 200,000
square feet) but remained stagnant in both Medford and Ashland.
Exhibit 20 shows Jackson County’s retail inventory increasing from 10
million square feet in 2007 to 11.2 million square feet in 2023. Office
inventory also grew steadily over the same time period, rising from 8.7
million square feet to 9.7 million square feet. Industrial inventory in Jackson
County grew by about 1 million square feet from 2007 to 2023, reaching 4
million square.
Inventory in Medford largely mirrors these county-wide trends but at a
smaller scale. Retail inventory in Medford increased from 6.4 million square
feet in 2008 to 7.2 million square feet in 2023, reflecting its role as a retail
and commercial hub (Exhibit 21).
Ashland’s commercial real estate inventory is smaller than the other regions
(Exhibit 22). Hospitality inventory in Ashland reached 770 rooms as of 2023,
playing a proportionally higher role in Ashland’s economy than it does in
either Medford and Jackson County.
Exhibit 20. Commercial Real Estate Inventory, Jackson County, 2007-2023
Sources: Costar, 2007-2023; CAI 2024.
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Note: Hospitality reports its inventory by number of rooms, reflected on the secondary vertical
axis to the right.
Exhibit 21. Commercial Real Estate Inventory, Medford, 2007-2023
Sources: Costar, 2007-2023; CAI 2024.
Note: Hospitality reports its inventory by number of rooms, reflected on the secondary vertical
axis to the right.
JOINT EOA DISCUSSION DRAFT PAGE 27
ANALYSIS MARCH 20, 2025
Total Page Number: 73
Exhibit 22. Commercial Real Estate Inventory, Ashland, 2007-2023
Sources: Costar, 2007-2023; CAI 2024.
Note: Hospitality reports its inventory by number of rooms, reflected on the secondary vertical
axis to the right.
Industry and Workforce
Jackson County has a specialized workforce, with industries such as
Sporting Goods, Healthcare Services, and Food and Beverage
Locations growing and providing jobs.
Exhibit 23 shows Jackson County’s top ten largest industries in terms of
employment (bubble size) by annualized growth between 2010 and 2022
(CAGR) and by industry concentration in 2022 (Location Quotient). This
chart highlights regional specialization, workforce distribution, and growth
trends across various sectors, indicating Jackson County overall has a highly
specialized workforce compared nationally.
The Sporting Goods, Hobby, Book, and Music Stores industry, or NAICS Code
451, not only has seen significant growth since 2010 (with a CAGR greater
than 10.0%), but it also has a high concentration of employment in Jackson
County compared to the nation, with an LQ above 10.0. Jackson County’s
other fastest growing industries from 2010-2022 are Social Assistance
(NAICS Code 624) with a CAGR of 6.6%, and Specialty Trade Contractors
(NAICS Code 238) with a CAGR of 5.3%.
JOINT EOA DISCUSSION DRAFT PAGE 28
ANALYSIS MARCH 20, 2025
Total Page Number: 74
Jackson County also specializes in Nursing and Residential Care Facilities
(NAICS Code 623), which shows an LQ value of 7.24, and Ambulatory Health
Care Services (NAICS Code 621), which has an LQ value of 6.66. This
industry also has high employment, at around 6,900 workers. The Food
Services and Drinking Places industry (NAICS Code 722) is significant in
Jackson County as well, demonstrating a high LQ (5.23) along with the
highest employment in the County with around 7,700 workers in 2022.
Exhibit 23. Top 10 Industries (at 3-digit NAICS) by Employment, Location Quotient,
and Growth, Jackson County
Sources: Oregon Employment Department 2010 & 2022; U.S. Bureau of Labor Statistics, 2022; CAI 2024.
62% of Ashland’s population and 28% of Medford’s are educated with
a bachelor’s degree or higher.
Exhibit 24 illustrates educational attainment across Jackson County,
showing variations in residents' education levels. In Ashland, approximately
66% of residents hold an associate degree or higher, 62% have a bachelor’s
degree or higher, and 14% possess a high school equivalent or lower. Medford
shows lower attainment levels, with 37% of residents holding an associate
degree or higher, 28% achieving a bachelor’s degree or higher, and 37%
having a high school equivalent or lower. Surrounding suburban and semi-
rural areas average 41% of residents with an associate degree or higher, 33%
with a bachelor’s degree or higher, and 35% with a high school equivalent or
JOINT EOA DISCUSSION DRAFT PAGE 29
ANALYSIS MARCH 20, 2025
Total Page Number: 75
lower. Rural areas, particularly in the northern part of the county, on
average have the lowest educational attainment, with 29% holding an
associate degree or higher, 22% with a bachelor’s degree or higher, and 36%
possessing a high school equivalent or lower.
JOINT EOA DISCUSSION DRAFT PAGE 30
ANALYSIS MARCH 20, 2025
Total Page Number: 76
Exhibit 24. Educational Attainment by Block Group, Jackson County, 2022
Sources: Jackson County Open Data Portal, 2024; U.S. Census Bureau ACS 5-Year 2018-2022
Estimates; CAI, 2024.
JOINT EOA DISCUSSION DRAFT PAGE 31
ANALYSIS MARCH 20, 2025
Total Page Number: 77
Medford serves as a primary employment hub in the Rogue Valley,
attracting commuters from the surrounding region. In contrast,
Ashland’s workforce remains more localized, and Ashland residents
travel all over the valley to work.
Exhibit 25 illustrates the work destinations for residents of Medford,
Oregon, within the Rogue Valley region. The darker shades indicate areas
with higher concentrations of Medford residents commuting for work, while
lighter areas show lower concentrations. Most Medford residents work within
and north of Medford near Central Point, highlighting it as a major
employment center. Southeast Ashland also attracts a significant number of
Medford residents for work. A smaller number commute to other cities in
Rogue Valley, like Grants Pass and Ashland.
Exhibit 25. Medford Residents Work Destinations, Rogue Valley, 2021
Sources: U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD), 2021; CAI, 2024.
Exhibit 26 illustrates the home origins of workers commuting to Medford,
Oregon, within the Rogue Valley. Darker shades represent areas with higher
concentrations of residents who work in Medford, while lighter areas indicate
JOINT EOA DISCUSSION DRAFT PAGE 32
ANALYSIS MARCH 20, 2025
Total Page Number: 78
lower concentrations. A significant portion of Medford’s workforce lives
within Medford itself and extends northward toward Central Point.
Surrounding areas in Jackson County, including Eagle Point and rural
regions west of Medford, also contribute to the workforce. Although most
workers reside within close proximity, some commute from further locations
like Grants Pass, indicating Medford’s regional role as an employment hub in
the Rogue Valley.
Exhibit 26. Medford Workers Home Origins, Rogue Valley, 2021
Sources: U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD), 2021; CAI, 2024.
Exhibit 27 illustrates the primary work destinations for residents of
Ashland, Oregon, within the Rogue Valley region. The darker shades indicate
areas with higher concentrations of Ashland residents commuting for work,
while lighter areas show lower concentrations. Ashland residents primarily
commute to Medford for work, making it the main employment hub in the
Rogue Valley. Central Point and Grants Pass also attract a significant
number of Ashland commuters. Fewer Ashland residents work in rural areas
of Jackson County, and very few commute to more remote areas like Cave
JOINT EOA DISCUSSION DRAFT PAGE 33
ANALYSIS MARCH 20, 2025
Total Page Number: 79
Junction. Rogue Valley urban centers play major roles as primary
employment destinations for Ashland’s workforce.
Exhibit 28 illustrates the home origins of workers commuting to Ashland,
Oregon, within the Rogue Valley. Darker shades represent areas with higher
concentrations of residents who work in Ashland, while lighter areas indicate
lower concentrations. Ashland is the primary source of its workforce, with
additional workers coming from Medford and areas to the east. The lightest
regions, such as Cave Junction and remote areas in Josephine County,
contribute very few workers to Ashland, indicating distance as a limiting
factor for commuting.
Exhibit 27. Ashland Residents Work Destinations, Rogue Valley, 2021
Sources: U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD), 2021; CAI, 2024.
JOINT EOA DISCUSSION DRAFT PAGE 34
ANALYSIS MARCH 20, 2025
Total Page Number: 80
Exhibit 28. Ashland Workers Home Origins, Rogue Valley, 2021
Sources: U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD), 2021; CAI, 2024.
JOINT EOA DISCUSSION DRAFT PAGE 35
ANALYSIS MARCH 20, 2025
Total Page Number: 81
Climate Change
While the southwestern region shows climate risk for wildfires or
extreme heat, especially in rural areas, Medford and Ashland, in
contrast, show lower risk levels for climate hazards.
In 2024, an addendum to Jackson County’s Multi-Jurisdictional Natural
Hazard Mitigation Plan describes the climate and describes hazard
probability and vulnerability within Jackson County. Due to its bowl-like
shape, the Rogue Valley often experiences air stagnation and atmospheric
temperature inversions, which trap pollution, especially from November
through February.
Exposure, demographic, and environmental attributes were used to create
composite indices, called intervention indices, for four climate hazards:
extreme heat, wildfire, inland flooding, and sea level rise. These indices help
prioritize and plan mitigation strategies for climate change risks. The
intervention indices are used to rank census tracts based on their need for
specific interventions. Exhibit 29 is visualized by tallying the interventions
with index values at or above the 90th percentile. Each intervention that
meets this threshold (based on county tracts) is assigned a value of one. The
total score for each tract is the sum of these high-percentile interventions.
The darker shades indicate areas with a higher number of climate hazards
scoring in the 90th percentile, which signals a greater need for intervention.
The southwestern region, especially around Cave Junction and the Illinois
Valley, shows the highest climate risk, with 8-9 indices in the 90th
percentile. This indicates that multiple climate hazards, notably wildfire and
extreme heat, are major concerns in these rural, forested, and mountainous
areas. In contrast, Medford and Ashland have lower risk levels, with 1-5
indices in the 90th percentile. Of these Medford has more spaces within its
boundaries which rank higher than a 3 on the climate risk indices. Although
these urban areas still face climate risks, they are generally less vulnerable
than some of the surrounding rural areas, likely due to better infrastructure
and resources for mitigation.
JOINT EOA DISCUSSION DRAFT PAGE 36
ANALYSIS MARCH 20, 2025
Total Page Number: 82
Exhibit 29. Climate Risk Map, Rogue Valley, 2022
Sources: Esri Environment Climate Resilience Planning Census Tracts, 2024; CAI, 2024.
JOINT EOA DISCUSSION DRAFT PAGE 37
ANALYSIS MARCH 20, 2025
Total Page Number: 83
Total Page Number: 84
_________________________________
Total Page Number: 85
Total Page Number: 86
CITY OF ASHLAND
ECONOMIC OPPORTUNITY
ANALYSIS
PLANNING COMMISSION & CITY COUNCIL JOINT STUDY
SESSION
April 22, 2025
Total Page Number: 87
CONTENTS
2 PROJECT BACKGROUND
PRELIMINARY FINDINGS:Buildable Lands and
2
Economic Conditions in Ashland
4
PRELIMINARY FINDINGS DISCUSSION
VISION AND GOALS DISCUSSION
5
NEXT STEPS
2
6
Total Page Number: 88
INTRODUCTIONS
Total Page Number: 89
PROJECT BACKGROUND
What is an Economic Opportunity Analysis (EOA)?
4
April 2025City of Ashland EOA
Total Page Number: 90
PROJECT BACKGROUND
Elements of an EOA:
1.Review of national, state, regional, county and local
trends
2.Identification of required site types (sites to
accommodate employment growth)
3.Inventory of industrial and other employment lands
4.Assessment of community economic development
potential
5
April 2025City of Ashland EOA
Total Page Number: 91
PROJECT BACKGROUND
Project Scope of Work
Task 1. Project Kickoff & Management
Task 2. Inclusive Outreach Plan
Task 3. Medford/Ashland Joint Analysis -National, State, & Regional
Task 4. Ashland Community Visioning, Outreach, Goals & Strategies
Task 5. Industrial and Commercial Buildable Land Inventory (BLI)
Task 6. Ashland Local EOA with Equity Considerations & Climate Impacts
Task 7. Economic Element Update, Goals, Policies, and Actions
Task 8. Final EOA Document Deliverable, Public Process and Adoption
Task 9. Equity and Inclusion Self-Assessment
6
April 2025City of Ashland EOA
Total Page Number: 92
PROJECT BACKGROUND
General Schedule
Engagement
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April 2025City of Ashland EOA
Total Page Number: 93
PRELIMINARY FINDINGS:
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Total Page Number: 94
01 BLI JOUSPEVDUJPO
Citywide
The 2024 BLI found a combined
total area within Ashland’s
political boundaries (City + UGB)
of 4,958 acres.
Of this, there was a total of 542
acres of “employment land”
(including Industrial,
Commercial, Employment,
Downtown Commercial, and
Croman Mill Employment, Ind. &
Mixed Use) were found within
the City + UGB.
9
City of Ashland EOA
April 2025
Total Page Number: 95
01 BLI JOUSPEVDUJPO
Developable Land
A total of 630 net buildable
acres of land were found within
the City + UGB that are
developable across all
Comprehensive Plan
designations, out of a gross
buildable area of 985 acres.
10
City of Ashland EOA
April 2025
Total Page Number: 96
02 NFUIPEPMPHZ
Comprehensive Plan Categories
This analysis extracts and examines net buildable
acreage (vacant + partially developed) for these five
“employment land” Comp Plan land use categories:
•Downtown (Commercial)
•Croman Mill (Industrial, Employment & Mixed
Use)
•Commercial
•Employment
•Industrial
12
City of Ashland EOA
April 2025
Total Page Number: 97
03 FNQMPZNFOU!MBOE!TVQQMZ
Total Supply
Total net buildable supply for all “employment
land” categories was 181 acres per the 2024 BLI
analyzed for this work.
Net buildable supply is exclusive of constrained
areas, such as steep slopes, wetlands, and special
flood hazard areas.
Gross buildable supply, including constrained
areas, totaled 267 acres across 140 parcels.
13
City of Ashland EOA
April 2025
Total Page Number: 98
03 FNQMPZNFOU!MBOE!TVQQMZ
Number Gross Net Buildable Percent
Comp Plan Categoryof ParcelsAcreageAcreageConstrained
Croman Mill (Employment, Ind. & MU)1385.761.1
29%
Downtown (Commercial)82.90.44
85%
Employment89136.79034%
Commercial 2425.315.240%
Industrial616.314.610%
Total140.0266.9181.332%
Distribution By Category
The2024 BLI found that
The least constrained parcels Downtown Commercial parcels
most land supply was in the
were Industrial and Croman Mill. represented a small fraction of
Employment and Croman
Industrial and Employment had supply, were heavily constrained,
Mill Comp Plan categories.
the lowest built FARs. had much higher FARs.
14
City of Ashland EOA
April 2025
Total Page Number: 99
03 FNQMPZNFOU!MBOE!TVQQMZ
Supply Location
The2024 BLI found that Ashland’s
core employment land supply was
located mainly in the City limits
(69%, by Net Buildable Ac).
Most was located in SE Ashland,
adjacent to the Central Oregon &
Pacific railroad ROW
Major nodes were located:
•South of the airport on East Main St.;
•Along I-5 and the railroad line from
Croman Mill down to Crowson;
•North of the Railroad District in
central Ashland, and;
•Around Jackson Rd. and Hwy 99
15
City of Ashland EOA
April 2025
Total Page Number: 100
04 FNQMPZNFOU!MBOE!EFNBOE
Overview
In this section, future commercial and industrial employment growth is modeled and
converted into an approximation of land demand to accommodate this growth.
Step 1: Total and industry sector growth is represented by a twenty-year
employment forecast for the Ashland UGB (2023-2043).
Step 2:This employment growth is then mapped to generalized land use
typologies (commercial and industrial) corresponding to Ashland’s General
Com Plan designations for employment land.
Step 3:Finally, demand for employment land is modeled based on typical
employment densities by land use derived from development in other like
Oregon cities.
16
City of Ashland EOA
April 2025
Total Page Number: 101
04 FNQMPZNFOU!MBOE!EFNBOE
Forecast Employment
Covered Employment Forecast Total and by Sector, Ashland UGB, 2023 –2043
•Ashland’s largest sector in
20 Year
both existing employment
Industry2013202320332043CAGR
Growth
and nominal forecast growth
Leisure & Hospitality2,5892,4652,7343,0315661.0%
is Leisure & Hospitality
Retail1,4041,4711,4581,445(26)-0.1%
Health Care1,3591,3541,5311,7323781.2%
•Retail, while a major
Construction, Resources & WTU3077888709601721.0%
employer, is project to
Professsional & Business Services6367007558131130.8%
contract slightly
Manufacturing511546555564180.2%
Other Services418430460493630.7%
•Health Care, the third-largest
FIRE2873003674491492.0%
current employer, is projected
Information158189167147(42)-1.3%
to grow at the strongest
Wholesale161111116121100.5%
compound annual growth
Education124105110115100.5%
rate (CAGR) except for FIRE*
Unclassified0110-(11)-100.0%
Total7,9548,4709,1229,870 1,4000.8%
* FIRE includes Finance, Insurance,
& Real Estate sectors.
17
City of Ashland EOA
April 2025
Total Page Number: 102
04 FNQMPZNFOU!MBOE!EFNBOE
Employment Growth by Land Use Type
20 Year Generalized
Industry
GrowthLand Use
Employment growth is mapped to
Leisure & Hospitality566Commercial
generalized land use types corresponding
Retail(26)Commercial
broadly to Ashland’s “employment lands”
Health Care378Commercial
Comprehensive Plan designations.
Construction, Resources & WTU172Industrial
Professsional & Business Services113Commercial
Manufacturing18Industrial
Other Services63Commercial
FIRE149Commercial
Information(42)CommercialGeneralized 2023 2043 Employment
Land UseEmploymentEmploymentGrowth
Wholesale10Industrial
Education10CommercialCommercial7,0258,2251,200
Unclassified(11)CommercialIndustrial1,4451,645200
Total 1,400Total8,4709,8701,400
18
City of Ashland EOA
April 2025
Total Page Number: 103
04 FNQMPZNFOU!MBOE!EFNBOE
•For absorption of vacant land, this analysis
Land Demand
converted forecast growth by land use to
land demand using benchmark
assumptions for employment density as
documented in other Oregon cities of
similar size or composition to Ashland*.
•Total land demand based upon this
method was 80 acres (net of any
additional required acreage for ROWs,
public facilities, etc.), including 60 acres of
commercial land and 20 acres of
industrial land.
* In a 2023 report, Johnson Economics estimated an
average employment density of 18 employees per acre
(EPA) for the Croman Mill site with its projected mix of
retail, office, industrial, and residential.
19
City of Ashland EOA
April 2025
Total Page Number: 104
05 SFDPODJMJOH!TVQQMZ!'!EFNBOE
Overview
With a total net buildable supply of 181 acres of “employment lands”, and only 80 total
acres of demand projected for industrial and commercial uses, Ashland has a likely
surplus of over 100 acres within the City + UGB urbanized area.
But does Ashland have the right kind of sites? The following slides examine supply
versus demand by category more closely, and seeks to characterize needed sites
types based on potential target industries.
20
City of Ashland EOA
April 2025
Total Page Number: 105
05 SFDPODJMJOH!TVQQMZ!'!EFNBOE
Demand Versus Supply by Category Scenario
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Net Buildable Industrial Commercial Surplus
Comp Plan CategoryAcresDemand (Ac)Demand (Ac)(Deficit)
Croman Mill (Employment, Ind. & MU)61.1
5!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!6!!!!!!!!!!!!!!!!62
Downtown (Commercial)0.44
-!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!6!!!!!!!!!!!!!!!!!!!)6*
Employment901!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!46!!!!!!!!!!!!!!!!65
Commercial 15.2-!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!26!!!!!!!!!!!!!!!!!!!1
Industrial14.614!!!!!!!!!!!!!!!!!!!!!!!!!!!!!.!!!!!!!!!!!!!!!!!!!!2
Total181.3 20 60!!!!!!!!!!!!!212
For industrial land, 14 of the 20 acres likely to be needed for the 20 year time horizon
could be accommodated on existing Industrial zoned land; another 6 acres could be
accommodated on some combination of Employment and Croman Mill lands.
21
City of Ashland EOA
April 2025
Total Page Number: 106
05 SFDPODJMJOH!TVQQMZ!'!EFNBOE
Demand Versus Supply by Category Scenario
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Net Buildable Industrial Commercial Surplus
Comp Plan CategoryAcresDemand (Ac)Demand (Ac)(Deficit)
Croman Mill (Employment, Ind. & MU)61.1
5!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!6!!!!!!!!!!!!!!!!62
Downtown (Commercial)0.44
-!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!6!!!!!!!!!!!!!!!!!!!)6*
Employment901!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!46!!!!!!!!!!!!!!!!65
Commercial 15.2-!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!26!!!!!!!!!!!!!!!!!!!1
Industrial14.614!!!!!!!!!!!!!!!!!!!!!!!!!!!!!.!!!!!!!!!!!!!!!!!!!!2
Total181.3 20 60!!!!!!!!!!!!!212
For commercial land, there may be a modest shortage or mismatch in demand and
supply of Downtown Commercial and base Commercial-zoned sites; however, the
surplus supply of Employment and Croman Mill lands may be sufficient to absorb the
excess demand if the right mix of site sizes and characteristics are present or provided
for.
22
City of Ashland EOA
April 2025
Total Page Number: 107
BLI
DICSUSSION
23
Total Page Number: 108
PRELIMINARY FINDINGS:
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Total Page Number: 109
ASHLAND’S DEMOGRAPHICS
Exhibit 1.Change in Age Distribution, Jackson County, Medford, and
•Ashland’s population has
Ashland, 2010 and 2022
grown steadily, though
slowly (growing at an annual
average of 0.6% from 2020 –
2023 compared to Medford’s
3.0%)
•Ashland’s population tends
to be older, more educated,
and more homogenous than
that of the region
•Ashland’s annual median
household income (AMI) was
$71,800 in 2023
Sources: American Community Survey, 2010 & 2022, CAI 2024.
25
City of Ashland EOA
April 2025
Total Page Number: 110
ASHLAND’S DEMOGRAPHICS
Exhibit 1. Job to Housing Unit Ratio, Ashland, 2013and 2023
•Ashland’s Job-to-housing-unit
ratio is lower than that of the
region or the state (2023).
•The Median Home Value in
Ashland has been growing since
2010, reaching $573,700 in 2023.
•49% of Ashland’s Renters and
26% of Ashland’s homeowners
were Cost Burdened (2023).
•60% of households in Ashland
were Renters (2023)
Source: American Community Survey, 2013, 2023; State of Oregon Employment Department,
2013, 2023; U.S. Bureau of Labor Statistics, 2013, 2023; CAI, 2025.
26
City of Ashland EOA
April 2025
Total Page Number: 111
ASHLAND’S ECONOMY
Exhibit 1. Employment by2-Digit NAICSIndustrySector,
•Ashland shows about
Ashland, 2013 & 2023
8,500 jobs in 2023
•Top industry sectors in
Ashland by employment
Accommodation and
are
Food Services-!Retail
Trade boe!Health Care
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Note: Construction & Resources in this case covers a broad range of NAICS data from OED, including:
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Construction, Transportation, and Warehousing, Management of Companies and Enterprises
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27
City of Ashland EOA
April 2025
Total Page Number: 112
ASHLAND’S ECONOMY
•Estimates from 2022 suggest
Ashland Workers Home Origins, Rogue Valley, 2021
that 37% of Ashland’s workers
come from Ashland itself.
•The other 63% largely come
from other urban centers in
Medford-!
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30
April 2025
Total Page Number: 113
STRENGTHS
•A high quality of life, supported by access to quality healthcare, strong public schools,
and public fiber network
•Strategic location along Interstate 5
•Growing population and increasing labor force participation
•A highly educated population
•Home to higher education, including Southern Oregon University and Rogue Community
College
•Home to the Oregon Shakespeare Festival, which attracts thousands of visitors annually
•Natural beauty, a popular park system, regional attractions and tourism related to
outdoor recreation
•A niche manufacturing industry which includes manufacturing medical equipment,
agricultural products, and green technology
•A well-established arts and culture scene known throughout the region
31
Total Page Number: 114
WEAKNESSES
•Housing affordability concerns in which expensive housing and living costs
•Workforce availability
•Heavy economic reliance on on seasonal tourism
•Relatively few job opportunities outside services, tourism, healthcare
•Ashland has little available land for large-scale business or industrial expansion
•SOU saw a drop in enrollment post-COVID and has not returned to pre-pandemic
numbers
•Declining employment in the Education and Arts, Entertainment, and Recreation sectors
•Challenges in retaining young talent
32
Total Page Number: 115
OPPORTUNITIES
•Opportunity Sites –Croman Mill, Railroad Site, University District, Downtown, housing development
•Encouraging diversification of Ashland’s industries, including growing education, healthcare, small scale manufacturing,
and creative entrepreneurship
•Influx of professionals who are leaving larger cities for affordable, high-quality living in Ashland
•Capitalizing on the trend of more remote workers in Ashland
•The surrounding Rogue Valley wine region and farm-to-table movement present opportunities for agritourism and
culinary growth
•Ashland can further position itself as a leader in renewable energy, eco-tourism, and sustainability initiatives
•Expanding art galleries, music festivals, theater productions, and creative industries beyond the Oregon Shakespeare
Festival to draw year-round visitors and residents
•Supporting growth in industries surrounding arts and culture, such as digital arts, film industry, visual arts, culinary arts
•Investment in Mt. Ashland Ski Area, hiking trails, and nature-based activities can help attract more visitors in the off-
season
•Leaning further into outdoor recreation industries, activities, and events
33
•Growth in healthcare and healthcare adjacent industries such as senior care, functional medicine, and wellness
Total Page Number: 116
THREATS
Exhibit 1. Climate Hazards Analysis, Ashland, 2024-2029
•Wildfire risks and other climate
change impacts, including air
quality issues, reduced water
availability, extreme heat and
potential economic disruptions.
•Lack of new development /
investment in the downtown or
Sources: City of Ashland Addendum to the Jackson County Multi-Jurisdictional Natural
in infrastructure
Hazard Mitigation Plan, 2024.
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bsut!gvoejoh-!boe!cvtjoftt!jowftunfou/
34
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SWOT
DICSUSSION
What is this SWOT Analysis missing?
Is there anything that feels like it doesn’t
belong in this SWOT Analysis?
What other reactions do you have to the
data presented?
35
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ASHLAND’S ECONOMIC
GVUVSF
Total Page Number: 119
DISCUSSION
What is your vision for Ashland’s economy of the
future?
What economic opportunities should Ashland
consider as it develops the EOA?
What goals should Ashland strive for when it
comes to its future economy?
37
City of Ashland EOA
April 2025
Total Page Number: 120
NEXT STEPS
Upcoming Milestones
•Engagement Summary
•Aggregate all work into the
Nbufsjbmt!
gps!uif!
Final EOA Document
Final
Fdpopnjd!
EOA
Fmfnfou
•Materials for an updated
Economic Element in the
Comprehensive Plan
APRILMAYJUNE
•Equity and Inclusion Self-
Assessment Questions and
Matrix
Equity and Inclusion
Engagement
Self-Assessment
Summary
Questions and Matrix
38
City of Ashland EOA
April 2025
Total Page Number: 121
THANK
YOU!
Total Page Number: 122
3
_________________________________
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_________________________________
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Memo
DATE: April 22, 2025
TO: City Council & Planning Commission
FROM: Derek Severson, Planning Manager
RE: Joint Study Session
Southern Oregon University Masterplan “Light Update”
Background
Oregon Statewide Planning Goal 2 – Land Use Planning and Chapter 197 of the Oregon
Revised Statutes both require that the planning activities of colleges and universities as state
agencies be coordinated with cities to ensure compatibility with the city’s Comprehensive
Plan and local land use ordinances. To that end, Ashland has adopted Southern Oregon
University’s master plans by ordinance as supporting documents to the Comprehensive Plan
and has created a specific chapter in the land use ordinance (AMC 18.3.6) which details
regulations specific to the Southern Oregon (SO) University District to reflect the master plan.
In August of 1990, the Ashland City Council adopted the “Southern 2000 Campus
Master Plan” as prepared by Southern Oregon State College with amendments by the
City of Ashland.
In February of 2000, the Ashland City Council adopted the “Southern Oregon
University Campus Master Plan – 2000-2010” as prepared by Southern Oregon
University with amendments by the City of Ashland.
In May of 2010, the Ashland City Council adopted the “Southern Oregon University
Campus Master Plan Update” as prepared by Southern Oregon University with
amendments by the City of Ashland.
Master plans of this nature are typically prepared on a ten-year planning horizon. SOU began
conversations with Planning staff about updating their current Master Plan prior to 2020, but
this process was delayed due to the pandemic. The University team has now submitted an
application to update their Master Plan looking primarily to address planned projects,
changes to the campus since the last update, and issues that are foreseen to arise over the
planning horizon.
COMMUNITY DEVELOPMENT DEPARTMENT
51 Winburn Way Tel: 541.488.5305
Ashland, Oregon 97520 Fax: 541.552.2050
ashland.or.usTTY: 800.735.2900
Total Page Number: 127
Tonight’s Discussion
Tonight’s meeting is informational and provides the Council and Planning Commission an
opportunity to become familiar with the proposed master plan and ask questions or raise
issues in advance of the public hearing. Staff will provide a brief presentation to give an
overview of the existing master plan, changes that have been approved since adoption, and
identify some key issues including:
Cascade Housing Complex Replacement: The 194,000 s.f. Cascade student housing
complex is being demolished, and the plan considers the possibility of redeveloping
the site to a “a maximum of five stories including residential living, educational
instruction space and mixed-use… including; the establishment of common areas,
classrooms, medical offices, daycare, support uses (e.g. haircare, nailcare), and
retirement living and/or medical facilities.… Alternatively, the design of a new facility
could have a lower architectural profile creating an expansive footprint.” The master
plan envisions this development being completed through an as-yet-undetermined
public/private partnership similar to the new Shasta and McLoughlin dormitories, and
specific details are not available.
“Zoning if Transferred” Map: The University is looking at selling some surplus
properties. Under current regulations, even if sold they remain “SO”-zoned and subject
to the master plan and would require Conditional Use Permit to develop privately. As
proposed, these surplus properties would have their zoning changed to align with the
surrounding neighborhoods (R-1-7.5 on Roca, R-3 along Henry, and R-2 on Mountain
near Siskiyou). They would remain subject to the Master Plan and SO overlay zone
while under university-ownership but if transferred to private ownership would be
governed by the underlying zoning. (This is similar to the HC overlay zone, where
properties not being developed for Healthcare are considered under R-2 zoning
regulations).
Site Design Review: Under existing requirements, projects on campus that meet the
thresholds for Site Design Review (i.e. new buildings and additions) are subject to Site
Design Review to consider compliance with applicable criteria and standards,
including the University’s design standards, and traffic impact analyses where
triggered. With this proposed update, there will be the opportunity to determine what
building size may be reviewed and approved administratively, what building size
automatically triggers a public hearing, and whether solar canopy installations over
parking lots (which are on a menu of required parking lot treatments in AMC
COMMUNITY DEVELOPMENT DEPARTMENT
51 Winburn Way Tel: 541.488.5305
Ashland, Oregon 97520 Fax: 541.552.2050
ashland.or.usTTY: 800.735.2900
Total Page Number: 128
18.4.3.080.B.5.a and in state law) might be exempted from Site Design Review
requirements where they comply with specific design parameters.
Maximum Parking Requirements: As currently regulated, there are no minimum
parking requirements in the city and maximum parking requirements apply to the
University. Parking for the University is considered in terms of broader campus parking
management. There will likely be discussion with the master plan whether specific
sites could be excluded from parking maximums.
Height Limits/Design Standards: The master plan as provided envisions a general
four-story height limit for campus construction, with some site-specific allowances -
up to five-stories for the Cascade redevelopment, and “as tall as the highest building
in Ashland” for the University District site at the corner of Ashland Street and Walker
Avenue. \[The tallest building in Ashland is the Ashland Springs Hotel, which is nine
stories (approximately 110 feet).\]
Zoning & Design Guidelines Water Resource Protection Zones: The Farm/Center For
Sustainability includes both a mapped wetland and a piped reach of creek with a
Water Resource Protection Zone, and properties on Roca Street contain sections of
Roca Creek. As Ashland’s water resource protection zones ordinance (AMC 18.3.11)
implements state law for the protection of water resources, staff believe strongly that
these water resources should be recognized in the overlay as subject to protections of
the water resources ordinance.
Signage: Ashland’s sign regulations typically consider signage appropriate for a
business in a single location and have some conditional allowances for signage
installed for public purpose that have been used for the school system, Southern
Oregon University and the Oregon Shakespeare Festival. The master plan process will
include consideration of how to better address sign regulations at the campus level
rather than treating the full campus like a single business.
Demolition/Relocation of Buildings (AMC 15.04): Currently, SOU is subject to the
Demolition/Relocation Review ordinance which includes demolition debris diversion
requirements to limit materials being landfilled, and the standards and criteria for
older buildings which generally call for a demonstration that rehabilitation is not
financially feasible before demolition is allowed. Given that the University is subject to
state requirements for demolition and considerations of the feasibility of rehabilitation
typically occur at the state legislature, SOU has proposed that future demolitions not
also be subject to local regulation under AMC 15.04 but would still meet the demolition
debris diversion requirements.
COMMUNITY DEVELOPMENT DEPARTMENT
51 Winburn Way Tel: 541.488.5305
Ashland, Oregon 97520 Fax: 541.552.2050
ashland.or.usTTY: 800.735.2900
Total Page Number: 129
Trees, Tree Protection & Tree Removal: The removal of significant trees by the city
on its own lands requires a Tree Removal Permit, whereas the Tree Ordinance (AMC
18.5.7) exempts the Parks Department from similar requirements based on having an
arborist on staff who oversees on-going tree management and reports to the City and
its Tree Management Advisory Committee annually on tree removals. This master
plan update will consider whether a similar arrangement is appropriate for the
University.
Parking Lot Treatment: New parking lot standards are a state requirement under the
Climate Friendly & Equitable Communities (CFEC) rulemaking, and include
requirements for tree canopy coverage with specific planting & irrigation standards
under ANSI 300 or the installation of solar carports. This master plan update will
consider how to apply these new requirements in anticipation of the University’s
intention to eventually install solar canopies over all of its parking lots for power
generation.
SOU’s team for the master plan update process will be present tonight to speak about the
update and answer questions.
Legislative public hearings before the Planning Commission and Council will follow, and the
Master Plan will ultimately be adopted by Ordinance and include an updated SOU Master
Plan as a supporting document to the Comprehensive Plan, along with any necessary
modifications to the Chapter 18.3.6 “Southern Oregon University District”, which regulates land
uses on the campus in keeping with the master plan, and any associated updates to other
zoning codes and maps.
Tonight’s discussion is intended to give the Council and Planning Commission some
advanced background on the masterplan, with the opportunity to identify issues and raise
specific questions, leading into the upcoming legislative public hearings which will occur on
thth
June 10 (Planning Commission) and June 17 (City Council).
References & Attachments
SOU Campus Master Plan Update 2010-2020
Attachment 1: Application Submittal Materials
Attachment 2: Memo from Planning Manager re: Potential Personal Confict
COMMUNITY DEVELOPMENT DEPARTMENT
51 Winburn Way Tel: 541.488.5305
Ashland, Oregon 97520 Fax: 541.552.2050
ashland.or.usTTY: 800.735.2900
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_________________________________
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FACILITIES MASTER PLAN
AMENDMENT
1
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Table of Contents
FACILITIES MASTER PLAN AMENDMENT ................................................................................. 1
SOU’s Land Acknowledgment .................................................................................................... 3
Chapter 1—Introduction ............................................................................................................ 4
Understanding the 2025-35 Facilities Master Plan Maps ..................................................... 5
Who We Are ........................................................................................................................... 6
Purpose of the Master Plan ................................................................................................... 6
Outreach ................................................................................................................................. 7
Chapter 2—Academic Facilities ............................................................................................... 13
Chapter 3—Athletics ................................................................................................................ 19
Chapter 4—Housing ................................................................................................................. 25
Chapter 5—Future Development ............................................................................................. 30
Chapter 6—Sustainability ........................................................................................................ 35
Chapter 7—Zoning and Design Guidelines..............................................................................43
Acknowledgments ................................................................................................................ 61
Appendix A — Maps ............................................................................................................. 62
Appendix B — Campus Facilities Detail ................................................................................. 69
Appendix C — The Farm Design and Site Plan Documents ..................................................... 73
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SOU’s Land Acknowledgment
We acknowledge that Southern Oregon University is located within the ancestral homelands of
the Shasta, Takelma, and Latgawa peoples who lived here since time immemorial. These Tribes were
displaced during rapid Euro-American colonization, the Gold Rush, and armed conflict between 1851
and 1856. In the 1850s, discovery of gold and settlement brought thousands of Euro-Americans to their
lands, leading to warfare, epidemics, starvation, and villages being burned. In 1853 the first of several
treaties were signed, confederating these Tribes and others together – who would then be referred to
as the Rogue River Tribe. These treaties ceded most of their homelands to the United States, and in
return they were guaranteed a permanent homeland reserved for them. At the end of the Rogue River
Wars in 1856, these Tribes and many other Tribes from western Oregon were removed to the Siletz
Reservation and the Grand Ronde Reservation. Today, the Confederated Tribes of Grand Ronde
Community of Oregon and the Confederated Tribes of Siletz Indians are living descendants of the
Takelma, Shasta, and Latgawa peoples of this area. We encourage YOU to learn about the land you
reside on, and to join us in advocating for the inherent sovereignty of Indigenous people.
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Chapter 1—Introduction
Substantial changes have occurred in higher education since the adoption of the Southern Oregon
University Master Plan in 2010. In 2013, the Oregon University System and the Chancellor’s Office were
eliminated by the Oregon Legislature and each university became self-governed with an independent
board of trustees. The state also created a Higher Education Coordinating Commission. These changes
substantially altered the funding model for higher education in Oregon as well as the model for capital
construction for Oregon’s Technical and Regional Universities (TRUs).
This 2025-35 Southern Oregon University Campus Facilities Master Plan (2025-35 Master Plan) is an
update from the 2010-2020 SOU Master Plan and is prepared as a guide for campus facility
development that is likely to occur during this cycle. This Facilities Master Plan seeks to embrace the
current economic realities faced by SOU. With the State of Oregon’s support of public universities and
the reality that student tuition cannot continue to climb, this plan also addresses SOU’s desire to create
non-traditional revenue and cost containment methods for the long-term stability of SOU as well as put
in place opportunities for SOU to build its reserve to face difficult times as we recently did during the
pandemic.
SOU has intentionally notundergone extensive Visioning and Imagining exercises, as was done leading
into the 2010-2020 Plan. This 2025-2035 Master Plan is designed to update changes from the 2010 plan
that have occurred on campus as well as identify those projects which the University believes will
occur in this cycle. Some Future Development areas are identified for desired projects which are, as
yet, undefined and unfunded. The eventual design and use of these Future Development areas and
potential projects, will likely require additional discussions and better development of the campus
needs that each will address. It is anticipated that in the future, prior to the next iteration of a campus
Facilities Master Plan, SOU will engage stakeholders and the community again, in a new strategic
Visioning process. This 2025-35 Master Plan is broken down into sections that address the main
facilities elements of the SOU campus, each with a map (See, Appendix A) identifying existing and
future facilities:
Capital Improvements generally;
Academic Facilities;
Housing Facilities;
Athletic Facilities and
Sustainability Infrastructure.
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Understanding the 2025-35 Facilities Master Plan Maps
The maps are integral parts of this Master Plan. They both aide in the understanding of the future
development of campus facilities and also help identify what is known about each project. To capture
where we are going in the next decade, it is at times important to understand where we are today.
Below is the map of the existing SOU campus:
Additionally, this Master Plan
addresses some zoning and
development code issues (See
Appendix A, Map 6, Zoning if
Transferred) which will help SOU
and the City work together in the
upcoming ten years.
This plan has been created by a
Project Team tasked with
identifying the facility needs that
fit the goals and clear objectives of
the University over this next ten-
year period. This Facilities Master
Plan supersedes the previous
2010-2020 Plan. In many ways,
this 2025-35 Master Plan reflects
where the University knows it is
headed, while also anticipating the
unknown demands on our
campus, and provides the
flexibility to respond to
opportunities during this next ten-
year period.
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Who We Are
Southern Oregon University is a regionally-engaged learning community committed to being the
educational provider of choice for learners throughout their lives.
WE INSPIRE curiosity and creativity, compel
critical thinking, foster discovery, and cultivate
bold ideas and actions.
WE ACHIEVE student success, professional
preparation, and civic engagement through
service excellence, evolving technologies, and
innovative curriculum.
WE FOSTER access, equity, inclusion and
diversity in thought and practice.
WE PREPARE our learners to be responsible,
engaged citizens in our democracy.
WE PROMOTE economic vitality, sustainability,
cultural enrichment, and social well-being in
our region, the state, the nation, and the
world.
Purpose of the Master Plan
The 2025 Master Plan serves several purposes. It is a guide to facility development, it
anticipates student and faculty needs, and it creates certainty of process and understanding
between SOU and the City of Ashland. This Master Plan supports the evolving academic and
professional development needs of students by identifying facilities such as the Creative
Industries Project and The Farm; it anticipates housing needs for the future such as the
redevelopment of the Cascade future development area; and it fosters our culture and values
by engaging tribal communities, celebrating and supporting our thriving Athletics programs, and
embracing sustainability and renewable resources.
The Project Team conducted interviews with many stakeholders including Athletics staff; the
SOU Native Nations Liaison; Sustainability Director; Facilities Management; University Housing
staff; the Deans of Arts and Communication including Center for the Arts; Education,
Leadership, Health, and Humanities; Social Sciences; Science and Business; Honors College; and
the Dean of Undergraduate Studies and the University Library.
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Outreach
The Project Team held two comment forums, both on-campus events, that were held on
October 3, 2024and October 10, 2024to present the basic elements of this 2025-35 Master
Plan. The goal of these sessions was to communicate the known projects for the next ten years,
facilities challenges facing the University and the potential disposal of some University-owned
property. During these forums participants could ask questions and concerns. SOU stakeholders
and the surrounding community were invited by email and flyers. Based on stakeholder and
community feedback, the Project Team included additional future development projects to the
Master Plan and clarified the labeling and presentation of several items.
In addition to these forums, SOU created a website in order to make it easy for any interested
party to submit comments to the Project Team. Examples of this successful outreach include the
addition of more family housing for students on the map as well as refined places for public art.
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The Project Team has also worked with Associated Students of Southern Oregon University
(ASSOU) Leadership to discuss changes in the 2025-35 Master Plan.
Internal Comment Example
“The Hawk could improve the consistency and quality of offerings. The dorms could have
maintenance promptly repair broken laundry machines. The dorm HVAC could be better
explained to students and adjustments supported. The fire alarms could be monitored and false
alarms fined to improve sleep quality for students.”
External Comment Example
“It would be helpful to have more than a map to look at and guess the intention. Could some
text be added to the website to explain the maps? Is student population increasing?
Decreasing? What majors are seeing greater/less interest? Providing some context around the
uni’s patterns and goals would help us provide better feedback.”
City of Ashland Goals
Statewide planning Rules (OAR 660-30) direct State institutions such as SOU to coordinate with
local jurisdictions on campus facilities. This recognizes the unique longevity, growth, and
renovation needs for University facilities and the unique role of a university campus within any
city. The City of Ashland has created a zoning designation for the SOU campus properties
(Southern Oregon UniversityDistrict ) that governs the use and development of this area. The
specific provisions of that use and development, contained in this Master Plan, are intended to
govern how the campus grows and functions. Once adopted by the City of Ashland, the
provisions in \[Chapter 7\] of this Master Plan become the primary governing rules for SO -zoned
property, including the future zoning of some property should it be transferred out of University
System ownership.
In addition to the use and development provisions, the City works in partnership with SOU to
create effective transportation systems, infrastructure and services. Together, both SOU and the
City work together to benefit the surrounding businesses and community as a whole.
SOU’s direct academic programs involveover 5,000 individuals and create a large positive
economic impact. Our graduates provide a workforce multiplier for the region and we offer
many other campus outreach programs.
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History
Southern Oregon University began as Ashland Academy in 1872, and went through several
changes prior to being an official state normal school in 1887. The school was closed due to lack
of funding in 1890-95 but reopened in 1899. In 1904, the school became a full state school but
funding was again eliminated in 1909, leading to the facility being closed. Finally, in 1926 the
school was reestablished in its current location.
The initial school facility was Churchill
Hall, followed by Britt Hall in 1936
and Susanne Homes 1947 (original
section). In 1939 three state normal
schools were designated Colleges of
Education by the state.
Naming Heritage
In 1956, the Southern Oregon College
of Education became Southern
Oregon College, and in 1975 the
name changed to Southern Oregon
State College. The current moniker of
Southern Oregon University was
adopted in 1997.Throughout that
time, while the name had changed,
the mission of serving the educational needs of our students and helping make Ashland a
vibrant community remained steadfast.
Bright Future
This 2025-35 Master Plan looks to a bright future honoring this legacy and charting a course to
serve the students of a new era. Each section of this Master Plan addresses elements of campus
and charts a path forward: Educational/Academic Facilities, Housing, Athletics, Sustainability,
Future Development Areas, and Zoning and Development Standards.
A Master Plan is by its nature a forward-looking document but it is also an opportunity to reflect
on the 2010-2020 Master Plan and identifies certain elements(completed, continuing, and
discontinued), which will inform decisions for this next period of time. Each section of this
Master Plan identifies some significant changes that have occurred in the past fifteen years such
as upgrades to Churchill Hall and the Performing Arts / JPR Building, the creation of the Lithia
Motors Pavilion and creation of Raider Village (Shasta Hall and McLoughlin Hall).
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Changes Since 2010 Master Plan
Some projects identified in the 2010-2020 Master Plan have not
been pursued and are now considered to be non-viable. These
include the Arboretum, Faculty Housing facilities, and the stand-
alone Jefferson Public Radio facility. Other priorities from that
previous Master Plan have provided significant benefits to the
SOU community, such as the pedestrian crossing upgrades along
Siskiyou Blvd. and the SOU Solar Initiative. Solar power
generation has continued through this past decade and is a
significant part of SOU’s ongoing success (see Sustainability, Chapter 5).
Some larger ideasdiscussed in the past, such as creating a special overlay zoning district with
the City of Ashland, tentatively titled the “University District,” or the construction of Faculty
Housing, are no longer included. This idea of an overlay zoning district was discussed in the
2000 Master Plan and again is
Spotlight: Improved Safety
referenced in the 2010-2020
Master Plan. The potential
In 2012, as part of the North Campus Village (“NCV”)
residence halls project, SOU commissioned a traffic
benefits of providing for a
engineering study to analyze the vehicle and pedestrian
pattern of development and
traffic flow along and across Siskiyou Blvd and Ashland Street
redevelopment of property
within the SOU campus boundaries. The consultants
near or adjacent to the
recommended installation of a new diagonal crosswalk at the
University is something that
major Siskiyou-Indiana-Wightman intersection as well as the
the University looks forward to
installation of pedestrian-activated flashing crossing signals at
discussing in the future, but is
other select locations along Siskiyou Blvd and Ashland St.
beyond the scope of a Facilities
As part of the NCV construction project, SOU upgraded the
Master Plan.
traffic signals and installed the diagonal crosswalk at Siskiyou-
By its nature, the creation of a
Indiana-Wightman. As recommended by the traffic study,
University District zoning
SOU also installed pedestrian -activated flashing crossing
signals at Siskiyou Blvd & University Ave, Siskiyou Blvd &
overlay will impact not only
Garfield St, Siskiyou Blvd & Bridge St, Ashland St & Stadium
the University but our
St, and Siskiyou Blvd & Frances Lane.
neighbors, so a larger process
of engagement is critical and
Since the signalization and crosswalk improvements,
should be done through the
pedestrian safety along Siskiyou has improved dramatically,
with only 17 incidents down from 47 Motor leadership of the City. In 2018
Vehicle/Pedestrian incidents (as reported by Ashland Police
the City did create the Transit
Department) over this 12-year period.
Triangle District, which
encompassed some of the area
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bordering the University. Current discussions with the City indicated that this Transit Triangle
District may evolve into a Climate Friendly Area, consistent with the state-wide Climate Friendly
and Equitable Community Rules adopted by the State of Oregon. Faculty Housing was an
approved element of the 2010-20 Master Plan but funding and design never occurred and has
been removed. Related issues such as identifying the appropriate land use zone for property
transferred by the University to a private party is addressed as part of the process of legislative
adoption for this Master Plan by the City (“Zoning if Transferred” Map, Appendix A.)
Transportation System
Since the 2010-20 Master Plan the University has seen a significant reduction in enrollment, a
significant increase in on-line or hybrid learning and a corresponding reduction in transportation
impacts and needs. In recent years there has been a reduction in requested parking passes and
no new parking facilities created. It is possible to get a discount for having a carpooling parking
pass and the SOU community can get RVTD passes (free for faculty, staff, and discounted for
students). RVTD reports increases in SOU pass usage. In light of current needs, no new or
altered vehicle system elements (parking, roads or access points) are proposed to be changed.
Consistent with our goals of sustainability and multi-model transportation, SOU continues to
encourage bicycle use. There are 13 covered bike parking locations on campus providing 260
spots. Understanding that the primary use of bicycles by the SOU community and that the
center of campus is encouraged to be ‘walkable', these bike shelters are located primarily
around the perimeter of the academic campus and at residence halls. The most recent
residence halls (Shasta and McLoughlin) have included bike hangers in each room to provide
this option to student bike owners. This is a recognition of security preferences and value of
today’s bike. We will continue to review the needs of bike users and update our policies
(currently evaluating how to address e-bikes in regard to safety and security) to reflect changing
usage and equipment. This will also include working to add secure bike parking to the new
Creative Industries project on the west side of campus that would be open to the public for
visitors to that side of campus, including for theater or concert events.
Pedestrian connectivity and safety continue to be a focus for SOU (See Spotlight on Pedestrian
Safety Crossing Siskiyou.) Facilities staff continue to work tirelessly to maintain the quality of
pathways throughout campus as those are impacted by weather, landscaping and ordinary wear
and tear. One significant project outlined in this Master Plan is within the Athletics core of
campus - an improved pedestrian way from Raider Village to the new Softball Complex. This will
connect the elements of the campus sporting facilities to the main residence and dining hub
providing a comfortable and well signed spine through the north end of campus.
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SOU prides itself in being a walk friendly and bike friendly campus and will continue to build on
existing programs and initiatives through the length of this Master Plan.
Chapter 2—Academic Facilities
Where We Have Been
The 2010-20 Facilities Master Plan identified several SOU buildings in need of upgrades & re-
investment. Churchill, Britt, Central, McNeal, Science, Theater Arts, and Cascade were
identified on that list. SOU has been able to address all of these buildings since 2010 and has
also made significant improvements to Taylor Hall. A Map of Academic Facilities and supporting
buildings is attached as Appendix A and a full list of facilities and information about each is set
forth in Appendix B.
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Significant Changes to SOU Buildings Since 2010
Academic Reno
Work Scope Notes
BuildingsDates
Seismic upgrade and complete systems
replacement (HVAC, plumbing, electrical), new
Churchill Hall2011
fire & life safety systems, ADA upgrades, new
windows, new interior finishes throughout
Seismic upgrade and complete systems
2019-24
replacement (HVAC, plumbing, electrical), new
Britt Hall (4
fire & life safety systems, ADA upgrades, new
phases)
roof, new interior finishes throughout
Seismic upgrade and complete systems
Upper floor TI
2022-replacement (HVAC, plumbing, electrical), new
Central Hall buildout scheduled
current fire & life safety systems, ADA upgrades, new
for 2025
interior finishes, new roof, exterior refurbish
Building replaced by the new Lithia Motors
McNeal 2017-18
Pavilion and Student Recreation Center
Seismic upgrade and complete systems
replacement (HVAC, plumbing, electrical), new
Science
2015-16 fire & life safety systems, ADA upgrades, new
Building
windows, new roof, exterior waterproofing, all
new interior finishes and equipment
A new wing was
Theater Arts
Interior renovations to the existing building. added to the
(Oregon
2017-18 Building additions to add new program spaces existing building for
Center for the
and faculty offices. New interior finishes new JPR studios &
Arts)
offices.
Replacement of all windows, new exterior
2013 & finishes, renovation of public restrooms, ADA
Taylor Hall
2022 upgrades, upgrades to lobbies & corridors,
Anthropology dept. renovation
Two all-new residence halls (Shasta & Replacement of
North Campus
McLoughlin-700 beds) and a new Cascade was
Village (New 2011-12
Dining/Kitchen facility (Hawk Dining) were envisioned in the
Res Halls)
constructed on the north campus 2010 MP
Replacement of the
Abatement & hazardous materials removal in
Cascade Cascade complex
2024 progress. Complete demolition to be
Complex was anticipated in
completed in 2025
the 2010 MP
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Where We Are Going
This Master Plan anticipates significant work (beyond maintenance and repair) to several
existing buildings in this 2025-35 cycle:
Academic Anticipated
Work Scope Notes
Buildings dates
Complete renovation of the existing
Music (Creative building and an approx. 10,000 sq. ft.
2025-27
Industries) addition for a new teaching theater, new
ADA restrooms & support spaces
Exterior rehabilitation (new windows & No change in
Education-
2025-27 doors, skylights, exterior waterproofing, building footprint
Psychology
interior renovations anticipated
Digital Media Interior renovations and an approx.
2027-28
Center (DMC) 4,000 sq. ft. addition
Future Dev Partial demolition of the west wing,
Susanne Homes
TBD complete renovation of original building.
Demolition of old the farmhouse (155
The Farm
Future Dev Walker Ave). Construction of a new
Administration
TBD multi-purpose building for food prep,
Building
education, and administration
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SPOTLIGHT: The Farm at SOU
Located at the far north end of the SOU campus, adjacent to Pending projects include the new farmhouse (2,200 sq.
the ScienceWorks Hands-on Museum, The Farm at SOU is a ft), classrooms, exhibition space, offices, restrooms, a
center for sustainability. The student-led organic farm pollinator garden, and a commercial kitchen.
produces healthy, sustainably harvested food for the SOU
These improvements have been designed and will be
community. It is a hub for education, student and faculty
incorporated around the existing Thalden Pavilion.
research and community outreach to Ashland and the entire
Together with the Ashland School District and
Rogue Valley. Our projects are inspiring a generation of
ScienceWorks, SOU commissioned plans for the phases
ecologically-committed leaders who promote a vision of
of improving The Farm which are incorporated into this
living and working sustainably in community and on the
Master Plan and attached as Appendix A.
land. The Farm at SOU is and was conceived as a learning
laboratory where students from all disciplines can dream
The Farm currently employs up to 12 students at one
big. Student research and projects on this site have already
time. The Farm is critical to two SOU degrees as well as
included work on K-12 curriculum to teach watershed
a Certificate in Environmental Horticulture and
restoration, research on solar technologies in agricultural
Horticultural Business. In addition to restoration
landscapes, the role of visual art in environmental activism,
ecology, hydrology, soil science, and agroecology, the
and research on soil water retention. The Farm hosts Farm
following courses are taught exclusively at The Farm:
to School programs through a collaboration with Rogue
Sustainable Food Systems: The Land
Valley Farm to School.
Sustainable Food Systems: The Harvest
As shown on the Academic Facilities Map in Appendix A,
Sustainable Food Systems: The Planting
The Farm has significant investment and anticipated
Propagation, Integrated Pest Management
development.
Irrigation Management
Greenhouse Management
Creative Industries
The Creative Industries represent a dynamic economic and occupational subsector that
encompasses a broad spectrum of activities focused on culture, entertainment, arts, and
information. This project will transform the existing Music Building into a state-of-the-art
collaborative learning environment, equipping students with professional-grade facilities and
tools to thrive in the Creative Industries economy.
The renovation will include a seismic upgrade, full replacement of mechanical, electrical, and
plumbing systems, new life-safety systems (fire alarms and sprinklers), substantial ADA
accessibility improvements, and energy efficiency enhancements. A key component of the
project is a 10,000-square-foot expansion, featuring a new teaching studio and support facilities
to enhance hands-on learning opportunities.
This upgraded facility will enable students to integrate creativity and innovation into their
educational experiences and career pathways. SOU’s Creative Industries curriculum emphasizes
STEM competencies while prioritizing creative production and storytelling. Students will be
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prepared for diverse careers across music, performing arts, film and video, digital media, design,
software development, television, radio, video gaming, eSports, virtual and augmented reality,
product design, fashion, architecture, advertising, strategic communication, publishing,
journalism, and more.
The skills cultivated within this program are not only essential for success in creative fields but
also applicable across numerous economic sectors, highlighting the versatility and adaptability
of creative development and production. This project is a critical step in preparing students to
lead and innovate in the fast-evolving Creative Industries landscape.
Education-Psychology Building Renovation
Education-Psychology Building is a 47,000 sq. ft. 3-story academic building that was constructed
in 1973. The facility is home to the Education and Psychology departments and houses
numerous classrooms, faculty offices and the community pre-school. The facility is substantially
unchanged since it was constructed 52 years ago.
SOU will rehabilitate the Ed-Psych “exterior envelope” over the next 2-3 years. Work scope will
include new roofing, replacing the existing skylights, replacing exterior doors and windows, re-
sealing patio decks and stair landings, and re-pointing and re-sealing the exterior brick veneer.
The building footprint will remain unchanged. The building appearance will be substantially
unchanged after this envelope rehabilitation project is completed
Digital Media Center
SOU’s current Digital Media Center (DMC) is a vital hub for
Creative Industries development and media literacy
education in Southern Oregon. The DMC boasts
unparalleled production resources in the region, including
a sound recording booth, an equipment check-out facility,
and a 1,000-square-foot multi-cam studio equipped with
an LED lighting grid and green screen. These facilities have
established the DMC as a key partner for local news
organizations, K-12 media educators, and Southern
Oregon Public Broadcasting Service (SOPBS).
As part of the Creative Industries Project, many current
DMC functions will be merged into the new facility. Once
the Creative Industries space is online, the existing DMC
building will be repurposed for other academic and
athletic uses, maximizing the value of SOU’s infrastructure.
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Susanne Homes Building
Susanne Homes, constructed in two phases (1947 and 1958), is another example of SOU’s
evolving campus needs. Originally designed as a dormitory to foster independent student living,
its decades-old infrastructure—including obsolete and failing plumbing systems, steam heating,
single-pane windows, community restrooms, and undersized electrical service—can no longer
support student housing. Since 2018, the building has been partially occupied by the Honors
College and SOU Service Center.
A high-level architectural review suggests that the 1958 addition should be demolished, while
the original 1947 wing has potential for renovation into academic space. Although design and
funding for a renovation have not yet begun, the deteriorating infrastructure necessitatesfuture
planning.
SOU’s ability to fund academic structures largely relies on State bonding approved by the
Oregon Legislature for maintenance, repairs, new construction, demolition, and substantial
remodels. With significant deferred maintenance across campus, SOU has strategically allocated
available funds to prioritize safe and effective learning environments. While the rising costs of
renovation reflect the evolving nature of higher education and increasingly complex building
operations, SOU remains committed to addressing these challenges.
Beyond maintenance, SOU has embraced innovation to meet the needs of modern students,
offering flexible modalities such as online synchronous and asynchronous classes. These
advancements require significant investment in physical spaces and technology to support
delivery. Despite these shifts, SOU upholds the value of in-person instruction and human
interaction, ensuring that the majority of courses continue to foster direct engagement in well-
maintained and technologically advanced learning spaces.
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Chapter 3—Athletics
Student-athletes play a substantial role in the fabric of SOU. With over 450 student-athletes, our
athletic programs are key to SOU’s recruitment and retention of students. Our student-athletes
maintain higher-than-average grade point averages and tend to be some of our most involved
students in both on- and off-campus activities.
SOU has a vision to provide student-athletes, alumni, donors, and fans with competitive
facilities and outstanding game-day experiences.
A significant part of making this vision a reality was replacing McNeal Pavilion with the current
Lithia Motors Pavilion and renovating Raider Stadium. These were key initiatives of the 2010
Master Plan which have beenachieved.
Where We Have Been
The aging McNeal Pavilion was SOU’s marquee athletics facility for nearly sixty years and was
replaced with a state-of-the-art three-story building. The $22 million secured by SOU in 2012,
however, was based on renovating, not replacing, the pavilion. When architects and engineers
determined that a full replacement was necessary for safety reasons, the state allocation was
simply not enough to construct a new facility and house all necessary programs. SOU’s national
championship football program, among others, like track and field, was without a locker room in
the current plan. The “finished” 100,000 square-foot Lithia Motors Pavilion was not large
enough to accommodate all the needs of a growing athletic program for men and women
competing in thirteen sports (now nineteen), as well as academic offices and classrooms. To
mitigate space issues, SOU simultaneously renovated Raider Stadium. This ensured that SOU
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could remain competitive in the recruitment of student-athletes and compliant with federally
mandated Title IX requirements for gender equity.
The new Lithia Motors Pavilion is now providing both competition space and locker room space
for men’s and women’s indoor sports (basketball, volleyball, and wrestling), men’s and women’s
soccer, office space for athletic administration, as well as other academic programs. The
building also continues to house the Bob Riehm Arena offering 1,400 seats for spectators
attending SOU basketball, volleyball, and wrestling competitions. There are also four classrooms
for students enrolled in the Outdoor Adventure Leadership Program and Health and Physical
Education.
The Raider Stadium renovation project ensured that outdoor sports (in particular football and
track and field/cross country) had coach offices, locker rooms for the men’s and women’s
teams, meeting and conference areas, a training room, and a weightlifting area for all programs.
Improvements have extended beyond the Stadium to Wightman Street, where three dilapidated
tennis courts have been converted into sand volleyball courts used by our new Beach Volleyball
team. The continued rehabilitation of this area may include upgrades to make the remaining
space multi-functional for other similar sports such as Pickleball.
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Where We Are Going
As shown on the Athletic Facilities Map, our facilities will continue to be centered around the
Lithia Motors Pavilion. The vision for the SOU Athletics District includes a new pedestrian mall
that flows seamlessly between Raider Village, the Lithia Motors Pavilion, and Raider Stadium
and it will extend to connect to the Softball Complex. This proposed pedestrian walkway and
plaza space will use pavers and other natural materials to unite the Athletics District and direct
the SOU community to athletic events.
Proposed Improvements during this Master Plan include a Softball Complex (Spotlight below), a
small expansion to the Lithia Motors Pavilion, a Practice Building, and upgraded facilities for
concessions and food trucks.
This Master Plan anticipates the continued growth and success of our Athletics programs. We
have identified areas that will serve this growth and where future development will take place.
SOU does anticipate the use of Future Development Areas shown on the Athletics Map, to be
developed under the Design and Development Guidelines and will be in furtherance of our
educational Mission. The full design, programming, and funding of such areas are as-yet
undetermined. One example of a need that may be addressed with such future development is
that our current roster of 110 wrestlers, between our men’s and women’s teams, would benefit
from a potential new facility (labeled as Future Development), located between the Lithia
Motors Pavilion and the Beach Volleyball courts. Similarly, we appreciate and embrace the
passionate Raider fans who attend events at Raider Stadium and want to make this an amazing
experience for attendees. This is why the development of a tailgating area has been identified
for Future Development, but because there is no current design, timing, or funding for the
project, it has been designated for Future Development.
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SOU also anticipates needed upgrades for Raider Stadium. This facility was built in the 1980s
and needs additional renovations. An assessment of every aspect—from bleachers to
bathrooms to the press box—will be undertaken to move forward with making this facility the
center of a quality game-time or graduation experience.
The Athletics District is an exciting hub of student life and community engagement with SOU.
Investments in these facilities will continue to pay off, creating academic opportunities and top-
notch venues for our student-athletes.
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SPOTLIGHT: Softball Complex
Since the reintroduction of softball as an
intercollegiate sport and the field
conversion from baseball to softball, the
SOU softball program has won several
Conference Championships and three
National Titles (2019, 2021 and 2023). The
SOU softball program is one of the most
popular sports with fans, SOU alumni, and
community members.
Historically an underutilized baseball field,
this portion of the Athletics District was
revived in 2001 and the outfield and dirt
infield were modified to softball field
dimensions. The distance from the
dugouts to the playing field remains at
baseball field distances.
There is a seating capacity of 500 in the
existing bleachers. The bleachers and
press box have not been changed or
upgraded since being installed or slightly
improved in 2001 for the softball field
conversion. The previous concession stand
building has been converted to the team’s
locker room.
The City-approved plans for the new
Softball Complex include new ADA
facilities, increased seating capacity, a new
entry plaza connecting the Softball
Complex to Raider Village, new dugouts,
concession facilities, a press box, and a
renovated field to NCAA standards,
including appropriate lighting and a
scoreboard.
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Chapter4—Housing
While SOU continues to modernize its curriculum and offer modalities like online learning, we
strongly believe there is tremendous value to having in-person learning. We offer a variety of
housing types and styles on campus including family housing. If SOU did not offer on-campus
housing, there be further strain on local market rate housing which already has extremely low
vacancy rates and, due to Ashland’s limited public transportation, may price some students out
of having a collegiate in-person learning experience.
Our campushousing provides a socially rich and academically supported experience. Living on
campus gives the advantage of being closer to classes and participating in SOU activities. Living
on campus leads to making more friends, having better success in any course of study, and
creating a tremendous sense of community.
In addition to creating a strong experience, living on campus reduces the impacts created by
commuting to SOU and also helps to alleviate some of the demand on housing surrounding
campus. As shown on Housing Facilities Map in Appendix A, we currently have 962 unrestricted
beds available for housing in residence halls and 178 seasonally available beds in Greensprings.
SOU also has 166 apartments at SAFH ranging from studios to four bedroom units, as shown on
the Housing Map.
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Where We Have Been
The on-campus residence hall experience has changed significantly over the years. The modern
housing experience reflects more privacy, independence, and better amenities than units built
decades ago. Aging facilities such as Cascade and Greensprings have come with a host of issues.
Cascade was approved for demolition as part of the last Master Plan and will be completed in
2025. Greensprings continues to suffer infrastructure challenges as a result of its age and initial
design. One of the most significant developments during the past fifteen years was the creation
of Raider Village and construction of Shasta and McLoughlin Halls. These additions have been
critical to providing housing that meets the current expectations and needs of our students.
McLoughlin Hall
SOU broke ground on Raider Village in April 2012 and officially opened in fall of 2013.
McLoughlin Hall is part of Raider Village and features a suite design with both single and double
rooms available. It’s
primarily a community
for returning and transfer
students but is open to
all students. McLoughlin
Hall is also home to the
Multicultural Community
on the second floor. The
purpose of this Multicultural Themed Housing Community is to provide a space for students of
different cultures and backgrounds to live, study, and intentionally engage with and explore
their unique histories.
Shasta Hall
Shasta Hall is part of Raider
Village and features a semi-
suite design with both single
and double rooms available.
This is primarily a first-year
community, but open to all
students. Shasta Hall is also
home to The Garden
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(LGBTQIA+) Community on the 2nd floor. The purpose of The Garden (LGBTQIA+) Themed Housing
community is to provide a safe space for LGBTQIA+ students and allies to live, study, and engage
together.
Greensprings
The Greensprings complex is currently
used for seasonal housing because of
the deferred maintenance challenges
impacting thesefacilities. The failure
of critical infrastructure in the 1960s
structures has limited its current use.
The physical limitations include a lack
of air-conditioning, no ADA-compliant
amenities, and outdated electrical and
plumbing systems. The layout of units,
ceiling height, and outdated resident
common areas are also sub-optimal
and not what current students desire.
We believe that prior to 2035 we may
no longer be able to house students at
any time of year due to the failing facilities which include heating for the building.
We recognize that this facility is located at the heart of campus and could meet many future
needs if funding became available. Various options are being explored, including keeping the
existing concrete structures and creating new interior spaces and infrastructure. A critical first
step will be understanding the seismic condition of the current buildings and suitability for
renovation. With such substantial work pending and no current plans beyond the current use,
the rehabilitation of Greensprings is included as part of this 2025-35 Master Plan.
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Where We Are Going
Student Apartments and Family Housing
Student Apartments & Family Housing serves members of the SOU community who would
benefit from this living situation. This is also an area that we heard addressed many times
during our listening sessions with the community and SOU stakeholders. As a result of these
conversations, a Future Development Area for expanding the Student Apartment and Family
Housing has been added to the Housing Map. It is designated as Future Development because
there is no current design or
funding for this project. But it
SPOTLIGHT: Cascade Future Development Area
has clearly been identified as a
As part of the 2010-20 Master Plan, the Cascade Complex
need, being the type of housing
was identified as having significant limitations and in need of
most in demand with an
massive renovation if it were to continue to serve as a
extensive waiting list for
residence hall. The scope of deficiencies and cost of even
available units. These units
minimal upgrades made it unsustainable to continue its
provide a flexible and
historic use. SOU discontinued use of Cascade as a residence
hall in 2012. The building was used as flex space to support
economical option for members
numerous capital renovations to other buildings on campus.
of the SOU communityand
particularly older students and
Aspen, Baker, and Cedar also functioned as SOU Conference
those with families.
space until the heating hot water infrastructure failed in late
2023. As part of the approval process for Shasta and
McLoughlin Halls, Cascade was identified for demolition,
University District Lot
with those facilities as replacements. The assessments and
We also expect that the
process for demolition are underway and this area is
identified for future development. Funding for demolition
University District Future
was allocated to SOU in 2022, through the American Rescue
Development project will
Plan Act (ARPA) and will be completed in 2025. With the
include housing facilities. The
completion of the demolition of the old Cascade facility
development of this important
comes the opportunity to create something innovative and
gateway to the SOU campus is
special. The options for the future of this area are vast, and
too undefined in scope, design,
discussed under the Future Development section of this
or funding to discuss in detail. At
Master Plan.
some time in the future, should
this project advance, we expect
that there will be more opportunities to discuss the design and uses of this area. While being
the most undefined of all potential projects identified in this Master Plan, we could see a
housing component at this site should SOU grow to the extent that this project is likely.
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Chapter 5—Future Development Areas
Generally
As shown on the Capital Improvements Map, there are areas that SOU anticipates will be
developed for certain uses in the future. At this time, because there is no specific design nor
funding, these projects are identified as “Future Development.” The University anticipates more
discussion as the design of projects in these areas evolves, but it would be the intent of the
University to develop projects within the approved Development and Design Guidelines
contained in this 2025-35 Master Plan. These designated parts of campus are identified on both
the Capital Improvements Map as well as the Maps for each type of use anticipated (Housing,
Athletics, etc.)
Housing - Future Development
Faculty housing is no longer anticipated to be a project undertaken by the University. Land
identified as potential faculty housing in the 2010-20 Master Plan is now targeted for rezoning
and potential sale. While this is no longer a part of the Master Plan, the idea of housing for
members of the SOU community, of all ages, continues to be an integral part of SOU’s mission.
StudentApartmentsandFamilyHousing(SAFH)
One of the key comments during the open forums on this Master Plan (from student leadership)
was an identification that the most in-demand housing for students is Family Housing, which is
available at the complex of apartment housing located at the north-west extension of SOU. It is
an excellent resource for a member of the SOU community, making higher education possible
while having a working spouse and children. Identified on the Housing Map as SAFH – Student
Apartments and Family Housing – this area imagines an expansion of the existing SAFH
development. The University has identified this as an area that could meet this need and would
be compatible with the adjacent new Softball Complex.
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Cascade Housing Complex
Surrounding the Campbell Center (where the Osher Lifelong Learning Institute (OLLI) program is
housed), the Cascadeproject is one of the most exciting projects on the horizon at SOU. It is
identified as a Future Development because the design and funding models are just now
beginning to be developed. The Cascade building was identified in the 2010-20 Master Plan as
an aging facility, where demolition was a likely
outcome for this resource and it is currently in
the process of being demolished. The removal
of this old facility will make way for a new
housing facility and creates an opportunity for
a new campus dynamic.
Retirement today looks very different than it
did just decades ago. As people transition
from full-time careers, today’s active and engaged retirees are looking for dynamic places to
live, learn, and play. Across the nation, communities and campuses are embracing a cohort of
older people who want to be part of a college environment. A new facility on the Cascade site
could provide a living environment where everyone is involved in not just OLLI courses, but
other campus academic courses, concerts, art installations, and athletic events. The educational
opportunities for a new residence are limitless. Similar in many ways to the newest student
housing (McLoughlin and Shasta residence halls), SOU envisions that this project would be a
public/private partnership. It has the potential to generate revenue and welcome a whole new
demographic of SOU students and community members. It is easy to imagine a facility that is
not just for living but incorporates
educational spaces where students are
engaged with and learning from older
students and residents. Residents are
anticipated to be part of the SOU
community, just as students living in Shasta
Hall or student and their families living in
SAFH apartments are today.
The University expects that development partners would work within the Design and
Development Guidelines within this Master Plan and with the City of Ashland. Determining the
viability, programming, and design for this facility is a top priority for the University.
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Academic Facilities - Future Development
Native Nations Gathering Space, Native Gardens, Learning Garden
Southern Oregon University, in this 2025-2035 Master Plan, identifies several spaces on campus
to honor and respect the history and land stewardship of the Indigenous people who lived here
since time immemorial.
We know that our community benefits from the sharing and fostering of the deep cultural
traditions and teachings made available to us by Indigenous communities. As a University, we
actively look for ways to continuously develop this connection and recognition. The 2025-35
Master Plan is just one way in which we illustrate this commitment. In partnership with Native
students, Native community members and our Native Nations Liaison, the University has
identified three Future Development Areas to intentionally create space: The Learning Garden,
the Native Garden, and the Native Nations Gathering Space.
The Learning Garden is proposed to be located in the heart of the Educational and Academic
core of campus while the Native Garden is proposed to be located near The Farm at SOU. Both
of these projects will foster Indigenous Traditional Ecological Knowledge (ITEK), implementing
and promoting biodiversity, soil health, and ecosystem resiliency. Each area will feature hands-
on learning and engagement through workshops, demonstrations, and cultural events.
The Native Nations Gathering Space is designated for a location within the North Campus Zone,
which contains most of the residential and recreational elements of campus. While there are no
current plans for specific development within this envelope, this space is envisioned to enhance
the partnership and collaboration between the SOU community and the local Indigenous
communities.
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Athletics - Future Development
Field House
Between the Lithia Motors Pavilion and
Raider Stadium, Athletics has identified an
area for a future facility. The popularity of
certain programs with student athletes
justifies considering where growth for
indoor programming might occur. There is
currently no design nor funding for this
project.
Tailgate area
Fantastic game day experiences are an important way for Ashland and all Raider fans to come to
campus and be part of SOU. Located between Raider Stadium and the new Softball Complex,
this area is identified for creating a place for game day experiences. Temporary food carts and
concessions are existing uses and are will be connected by a new pedestrian mall, but this
specific area is reserved for a more dynamic experiential area expanding and enhancing these
offerings.
Mixed Use / Other – Future Development
University District Property
After the potential new Cascade project, the University District Property is the most dynamic
and far-reaching. This property is truly a blank slate on the edge of campus. Located at the
corner of Walker Avenue and Ashland Street, this area, when developed, will become a
significant gateway and signature feature of the SOU community. It is easy to imagine a project
here embracing campus needs for housing, support services, academic space, or other retail
opportunities that would transition from adjacent commercial uses to campus residence halls.
With the widest range of potential, SOU believes it should have the widest range of
development options and standards. The City has indicated that new zoning standards related
to responsible infill and density may be appropriate here – if Ashland is to preserve its current
boundaries, creative infill will be required, which the City has chosen to pursue in many
elements of its Development Code. As such, the Design and Development standards in this
Master Plan have specific provisions addressing flexibility in the development of this University
District property.
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Chapter 6—Sustainability
SOU has an extensive history of environmental initiatives and sustainability practices. Climate
and Sustainability have only become more important to our communities and to our world over
the past fifteen years since the last Master Plan was approved. As part of the 2010 Master Plan,
SOU outlined certain goals relating to achieving carbon net zero, developing a strong economy,
ensuring sustainable use of natural resources, and preserving those resources. As discussed in
that 2010 Master Plan, SOU adopted its own Climate Action Plan and related goals. See
https://sustainability.sou.edu/climate-action/. SOU is a GOLD-rated university under the
Sustainability Tracking Assessment & Rating System (STARS), a program run by the Association
for the Advancement of Sustainability in Higher Education.
In 2019 Southern Oregon University received the national “Excellence and Innovation Award”
from the American Association of State Colleges and Universities for developing “a
comprehensive and impactful
sustainability program by
collaborating across operations,
academics, and engagement.”
This outstanding partnership
continues as Southern Oregon
University uses our land,
buildings, and infrastructure as a
living laboratory for hands-on
learning in multiple disciplines
including: hydrology, land use
planning, restoration,
sustainability management,
climate and energy, project
management, and art installation.
Campus projects are intimately
connected to the curriculum. Our
students leave SOU knowing they
can make a difference in the
world, because they already have
made a difference using the SOU campus as their lab.
In addition to the positive environmental impacts, SOU is also hoping our sustainability
measures and goals will help to mitigate future costs. Our solar generation and energy efficiency
goals, for example, will allow us to stabilize future costs and mitigate our need to raise fees to
meet the continuously rising energy costs.
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Where We Have Been
Transportation
SOU currently has 16 vehicle charging ports (8 double stations) on campus. These charging
stations are located both at residential buildings and adjacent to workplace buildings. There are
plans to continue to expand the number of electric vehicle charging ports on campus.
Recycling Program and Center
A recycling program with an on-campus recycling
center for glass, plastics, paper, cardboard, and cans
was founded by students in 2011 as part of a
capstone project focused on diverting waste from
landfill. This is supported by indoor and outdoor
central collection points. Minimizing waste
production and supporting reuse is our priority.
Having a recycling center on campus helps ensure
that the highest quality materials for recycling leave
the campus. We also recycle a number of other
materials and products including ink toner and
cartridges, batteries, lamps, lightbulbs, electronic
appliances and equipment, books, plants, oil,
furniture, wood, scrap metal, marker pens, regular pens, and spray cans.
Energy Efficiency
SOU’s proactive approach includes upgrading to energy-efficient lighting, boilers, and HVAC
systems and installing new meters to better track energy consumption.
SOU upgraded the mechanical equipment at the Central Plant Building on campus in 2019.
Boilers 1 and 2 were replaced with high-efficiency Hurst boilers with high-efficiency Riello
Burners. Boilers 3 and 4 had the burners replaced with the same high-efficiency Riello Burners.
A new Riello control system was installed to operate the boilers more efficiently. A new water
softener system was installed to help reduce chemical usage. The existing 800-ton and 500-ton
centrifugal chillers were replaced with two 800-ton, higher-efficiency centrifugal chillers. The
roof-mounted, three-cell cooling tower was replaced with a larger-capacity, high-efficiency, two-
cell cooling tower. One of the two existing condenser water pumps was replaced with a larger-
capacity pump.
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The operation of the HVAC system for each campus building on the University’s direct digital
control (DDC) system is scheduled based on the building occupancy information. When a
building is not occupied, the temperature controls go into “unoccupied” status, with a lower
setback temperature during the heating season and a higher setback temperature during the
cooling season. HVAC systems are also upgraded during renovation projects across campus.
LED lighting became the SOU campus standard in 2016 and all new construction and renovation
projects since 2016 have incorporated LED lighting. Projects with lighting retrofits throughout
the building include the Theatre Building, The Lithia Motors/SRC, Britt Hall, and the Recycling
Center. Other renovation projects with partial LED retrofits include the Music Building, Taylor
Hall, the Science Building, the Osher Lifelong Learning Institute, and Raider Stadium. SOU has
been gradually replacing exterior campus lighting with LED fixtures and more than half of the
campus has been retrofitted with LED since 2016.
Solar
For a small public university, solar is a strong story for SOU. Ideally located in the Rogue Valley,
the focus on solar energy dates back to 2000. The analysis of potential solar energy production
was a significant goal of the 2010-20 Master Plan.
SOU currently has ten solar arrays on campus, totaling 696 kW of solar capacity, plus an array at
the Higher Education Center in Medford and a pole-mounted array installed last year by a
nonprofit on land leased from SOU. SOU’s first solar
array was installed on its Library in 2000. This 6kw
solar array has 24 solar panels. In January 2019,
SOU expanded and added an additional 55.65 kW
of solar to the site, increasing the system's capacity
to 62.37 kW.
In 2013, students allocated $85,000 from the
student Green Fund to install a 32 kW solar array
on the Stevenson Union.
In 2014, McLoughlin Hall and Shasta Hall both had
solar panels added to their roof spaces.
McLoughlin Hall has a 73.7kW solar photovoltaic
(PV) system and solar thermal panels. Shasta Hall incorporates an82.5kW.
In October 2018, the Student Recreation Center/Lithia Motors Pavilion added a 63 kW solar PV
system to its facilities. The solar array contributes to the SRC/Lithia Motors Pavilion's LEED Gold
Certification as one of its many green building features.
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Designed with solar energy in mind, SOU's Recreation Storage Building boasts a south-facing
roof with an optimal tilt to maximize the region's solar resource. The building showcases a 24.14
kW system. This was SOU’s first net zero building, generating more electricity than it uses. Two
more solar arrays came online in 2021, The Farm Storage with a 15,48 kW array and the
Stadium Storage building with a 49.68kW array. Both net zero buildings mark a total of 3 net
zero buildings on campus. In June 2024, SOU installed a 241 kW solar array in addition to the
existing one on Lithia’ Motors Pavilion, making it the largest solar array in the City of Ashland.
Clean renewable energy is supported by numerous programs such as Oregon’s Clean Energy
Targets greenhouse gas emission reduction targets as well as City of Ashland Climate and Energy
Action Plan. Solar Arrays are an ideal form of clean energy in the Rogue Valley with the
abundance of sunlight and SOU has taken the initiative of working to become the first publicly
funded university to generate on campus 100%of its electrical usage. Solar Array locations are
identified on the Photovoltaic Array Map (see Appendix A) and design standards are included in
the Zoning and Design Guidelines chapter of this Master Plan.
Stormwater, Fire Resiliency, and Biodiversity
SOU has a long history of pursing and achieving distinction relating to our efforts in managing
landscaping and biodiversity. We continue to earn recognition as a Tree Campus USA—an honor
we’ve held since 2014—and SOU was the first Bee Campus USA in 2014.
Our landscape planning relies heavily on
ecological design practices, incorporating
regionally-adapted, native, and drought-
tolerant plant species. Our ongoing lawn
conversion projects aim to increase plant
biodiversity, continue to attract a greater
number of bird and pollinator species as
well as transition to a more drought-
tolerant campus in recognition of the
changing climate.
In 2019, a student project, funded by the
Student Green Fund, led to the creation
of a self-sustaining bioswale in parking lot
36, effectively managing stormwater and
significantly reducing contaminants in
local waterways. Additionally, it serves as a practical model for eco-friendly water management,
enhancing the campus’s landscape and providing educational opportunities in environmental
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science. There is also a stormwater drainage project at parking lot 4. Together these projects
show our ability to innovate, educate and be environmentally conscious all at the same time.
Our projects capture stormwater and incorporate drought-tolerant, native plant species. Our
irrigation development projects serve the long-term goal of reducing our irrigation water use
through data-driven and sensor-based technologies. Low-volume/high-efficiency sprinklers,
weather-based control systems, and lawn-replacement projects all contribute to operate with
the least possible impact to our local watershed.
Where we are going
Sustainability is more than just a design feature or construction element at SOU; it is part of the
culture. We continue to set goals that illustrate this commitment and pave the way for our
future, both environmentally and as a cost-containment measure. Some of these key goals are
set forth below.
Transportation system goals
Achieve a 100% electric campus fleet
Expand the number of electric vehicle charging stations on campus
Improve commuter transport-related greenhouse gas
Recycling Program and Center goals
Enhance waste reduction and recycling on campus to minimize landfill waste
Foster awareness and participation in waste reduction and SOU’s recycling programs
Energy Efficiency Goals
Achieve 100% daytime electricity use through renewable electricity generation on
campus by 2035
Improve energy efficiency by 25% within 10 years (base year 2022)
Reduce Scope 1 and Scope 2 emissions by 50% by 2033 (base year 2022)
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Solar Energy Goals
SOU has the goal to generate 100% of its daytime electricity use on campus by solar and be the
first public university to do so. It is aiming to have this in place by 2035. See Appendix A for the
location of existing and proposed arrays. The future development as outlined in this Master Plan
will not only address energy efficiency but will create shading of parking areas and improve
water conservation.
Stormwater, Fire Resiliency, and Biodiversity Goals
SOU’s landscape and biodiversity is
managed in a way that helps prepare for the
changing climate, including transitioning to
more drought-tolerant areas as well as ensuring
fire resilience.
To continue to enhance pollinator areas and
maintain our certification for Bee Campus USA
To explore rainwater capture and use,
specifically as part of any new solar canopy
system.
To continue to care for the trees on campus
and maintain certification for Tree Campus USA.
SOU will continueto pursue its Climate
Action Plan published 2010 and updated in
he City of Ashland’s Climate and
2021/2022 https://sustainability.sou.edu/climate-action/. T
Energy Action Plan, published in 2017, includes an assessment of Ashland’s changing climate.
We anticipate that during this 2025-2035 Master Plan, efforts towards climate change resiliency
will only intensify.
Sustainability lies at the heart of our vision for the future of this campus, driving environmental
stewardship, social responsibility, and economic resilience. By integrating innovative green
infrastructure, fostering inclusive
and equitable community
engagement, and optimizing
resource efficiency, we aim to
create a campus that not only
reduces its ecological footprint but
also enriches the lives of its
students, faculty, staff and
surrounding community. Southern
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Oregon University (SOU) has long embraced sustainability as a core principle, weaving it into
every aspect of campus operations, academics, and community engagement. The achievements
outlined in this Master Plan reflect SOU's commitment to environmental stewardship,
innovation, and leadership in addressing the challenges of our changing climate. From energy
efficiency and solar power expansion to sustainable landscaping, waste reduction, and the
transformative learning experiences provided by The Farm, SOU has established itself as a
pioneer in sustainable higher education.
Through strategic investments in
sustainable practices, we are
preparing for a future that balances
growth with environmental integrity,
enhances social well-being, and
promotes long-term financial
stability. This master plan commits to
leading by example, cultivating a
culture of sustainability that extends
beyond our campus borders and
inspires change at local, national,
and global levels.
Looking forward, this Master Plan builds on that legacy with ambitious yet attainable goals to
enhance energy efficiency, achieve carbon net zero, expand renewable energy use, and foster a
campus culture centered on resilience, ecological responsibility, and social equity. At the heart
of these efforts is a commitment to social justice—ensuring that sustainability initiatives
empower all members of our campus and surrounding community, reduce environmental
disparities, and promote inclusivity. By aligning our actions with the principles of equity, SOU
aims to create solutions that serve the most vulnerable populations, address systemic
inequities, and amplify the voices of historically marginalized groups.
Whether through curriculum that equips students to tackle social and environmental
challenges, partnerships with local organizations, or a focus on community resilience, SOU
prioritizes a holistic approach to sustainability. These efforts underscore our belief that
environmental justice and social justice are inextricably linked, and that a truly sustainable
future is one where all people thrive.
Together, we can ensure that this campus thrives as a model for sustainable development—a
place where innovation, creativity and education fuel a more equitable and resilient world. This
Master Plan embodies SOU’s enduring commitment to shaping a more sustainable, equitable,
and just world.
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Chapter 7—Zoning and Design Guidelines
The design guidelines for development under this Facilities Master Plan update are intended to
serve several goals:
• Provide for buildings at a density appropriate both to a significant university and to the scale
of the Ashland community;
• Ensure that the scale and articulation of buildings enhance the ‘sense of place’ of the
campus and support walking within the campus environment;
• Provide direction and certainty to the future development within the SO Zone;
• Express the permanence and long-term role of the University in the community.
Application of Master Plan Development Standards
The design guidelines in this Master Plan apply within the SO zone and have been adopted by
Ordinance. These guidelines apply toprojects and uses related to the educational function of
the University and those accessory uses such as Athletic facilities, Housing facilities, Offices,
Classrooms and a variety of other facilities described and anticipated in this Master Plan.
Development of the SOU campus shall comply with the provisions of the Southern Oregon
University District Overlay inthe Ashland MunicipalCode(AMC)18.3.6.
Zoning
Property owned by the University is currently zoned SO and the uses and development of this
property are addressed in AMC 18.3.6. In the past, property that is transferred from University
ownership into private ownership has been required to go through the often challenging
process of legislatively amending the zoning designation for that specific lot and the related
land use maps of the City. SO zoninguses and standards, as addressed in City Code and in this
Master Plan, are not appropriate once property is transferred to private ownership. To address
this future contingency, SOU is seeking to rezone certain property as part of this Master Plan.
These lots will obtain a new residential zone designation but still be subject to the SO District
overlay and standards until such a time as the property is no longer owned by the University.
The University has identified properties that are under-utilized (listed on the Zoning if
Transferred Map), which could conceivably be transferred in the next ten years. Adoption of
this 2025-35 Master Plan by the City is a Type IV, legislative approval process, so it is the
process necessary to address the potential zoning of property that may be transferred to
private parties. Rezoning these lots will provide certainty of future zoning and allow the City
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the opportunity to evaluate appropriate zoning of all parcels at one time, rather than lot by lot.
This process is also an opportunity to address one lot which is currently zoned SO but has
already been transferred from the University to a private party on Roca Street (668n Roca St.)
and who are joining in the application for review of this Master Plan solely for the purposes of
the proposed change in zoning from SO to R 1.75, consistent with other similarly situated lots
adjacent to it.
The zoning of properties identified on the Zoning If Transferred Map will, upon completion of a
transfer of any designated lot from the University/ State of Oregon to a private party, will no
longer be subject to the SO District overlay. (which by its terms applies only to University
owned property.)
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Site Design Review
Projects as outlined in this 2025-35 Master Plan are anticipated to follow the standards of this
Chapter. The City of Ashland has various levels of land use site plan review. For projects
expressed in this Master Plan, within the areas identified on the applicable Maps, and within
the design parameters of this Chapter and Master Plan, the following review process levels
apply:
For projects 15,000 SF or less - Type I review
For projects greater than 15,000 - Type II review
Project Design Standards
Development density within a university campus is a complex issue, with advantages and
disadvantages at both ends of the spectrum.
All new construction and major renovations by the University will strive to meet a minimum of
Silver LEED standards. For projects serving the University built and operated by private partner,
the University will encourage the builder to meet the LEED Silver standards.
Several factors specific to SOU support campus development at medium densities:
• SOU is relatively land-locked,and both the cost of land and the fact that the campus is
surrounded by established neighborhoods limit the potential for expansion of the campus.
Any future growth of campus will likely need to be accommodated within this limited land
area.
• The nature of academic programs warrants durable construction at a scale that is cost
effective and supports individual academic programs under one roof.
• Creating a cohesive campus community that is dense enough to support short walking
distances – and ultimately improved transit – requires a density higher than low residential
densities.
However, the University also recognizes that the land is located within a community with
existing neighborhoods and that its developments ought to be of a compatible scale with those
neighboring uses. This is recognized by the SO Zoning provisions calling for Type II or CUP
approval processes for projects with potentially significant impacts to surrounding properties.
BuildingMassingandOrientation
Thoughtful orientation of buildings supports several important development goals. Orientation
of entries to the pedestrian circulation system increases the walkable nature of the campus. A
generally east-west orientation can help support energy efficiency in building design. And the
treatment of building scale – how it is articulated and expressed – can help larger institutional
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buildings be compatible with nearby residential uses. To accomplish the goals described above,
the following guidelines apply to new campus construction and major renovations under this
Master Plan.
Maximum Building Height
New construction will be limited to four story construction, except as specifically noted in
this 2025-35 Master Plan document. Specific height in feet will be dependent on specific
construction types.
In areas adjacent to existing residential neighborhoods, building height will typically be lower in
order to make an appropriate transition to the surrounding context. However, in order to
create a campus that is compact, walkable, and more supportive of transit, single story
buildings are strongly discouraged in all campus areas.
Maximum Building Size
In order to avoid potentially monotonous conditions, individual buildings shall be limited in
overall length and footprint \[i.e. ground area covered\] as follows \[See Figure 16\]:
• 300’ maximum length for academic buildings
• 250’ maximum length for residential buildings
• 45,000 SF maximum footprint for buildings with retail uses open to the public
• No SF maximum footprint for academic or residential buildings
Figure 16: Building Length and Articulation Guidelines
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Building Articulation
For any building longer than 200 feet, the plan shall include design elements to prevent
unbroken wall lengths greater than 150 feet. These elements shall be an offset or ‘jog’ in the
plan or a significant recessed entry or court of at least 25’ in width.
Building Entries
Buildings that face a major street shall have a significant entry facing the street. Buildings facing
the main campus open space shall have a major pedestrian entry facing that open space. Where
a building faces both a significant street and the main campus open spaces, entries shall be
provided to both. Entries shall be strongly articulated and clearly understandable as entries.
Development Along Siskiyou Boulevard
Any development or redevelopment along the south side of Siskiyou Boulevard shall seek to
reinforce a strong relationship between the campus and the boulevard, through an appropriate
combination of the following strategies:
• Development of a strongly articulated façade and pedestrian entries facing Siskiyou
Boulevard.
• Minimization of service functions on the Siskiyou Boulevard face of the building, and
enhanced screening of these functions where they exist.
• Improved, consistent and significant signage acknowledging that visitors have entered the
campus.
Building Orientation
Wherever consistent with other design goals, such as street orientation, align buildings with
the longer dimension in the east-west configuration, to improve potential for building design to
capture energy savings related to passive solar management.
Setbacks
Where campus development occurs across a street from off-campus private housing, buildings
shall be set back from the public right-of-way by at least 15 feet, to provide a buffering
landscape.
Where campus development is across from commercial development and includes ground-
floor non-residential uses, buildings shall be allowed and encouraged to be sited at the back of
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the public right-of-way, to encourage a pedestrian-oriented urban streetscape pattern but also
balanced with the historical pattern of campus development and building placement.
Materials and Character
Materials and construction systems shall be selected for long-term durability, and shall be
generally consistent with existing campus buildings. While there is not a clear established
palette of materials for campus buildings, preference should be given to materials similar to the
more significant buildings on campus – such as Churchill Hall and Hannon Library – including
red brick, concrete, and stucco. Scale, materials, and massing should be used to create an
appropriate transition from the campus to adjacent neighborhoods. Rooftop mechanical
equipment will be screened from street view.
Lighting
Integrate architectural lighting as cohesive elements of building designs in order to contribute
to the atmosphere of the built environment and enhance safety. Exterior lighting will promote
safe pedestrian environments along roadways, at intersections, and in public spaces.
Signage on Campus
SOU requires an effective system of visual communication that projects a uniform institutional
identity, while at the same time integrating well with the present and future campus
environment.
Good signage provides a harmonious and aesthetically pleasing arrangement in the following
three areas of design:
1. Communication:What signs say, to whom, and for what purpose; how they say it;
where the signs are located and how well signs communicate.
2. Graphic Design: How typography, maps, diagrams, iconic and coded symbols, and colors
are used to organize information and emphasize messages to help create an overall
visual identity.
3. Sign Design: How signs are fabricated and installed, their size and shape, how they are
maintained and integrated within the campus physical environment and how they work
within the City of Ashland.
All SOU signage shall be requested, designed and installed by Facilities Services to ensure all
sign standards are followed. The SOU Sign Plan contained within this Master Plan governs the
signs placed on property within the SO District overlay. All signs and sign structures shall comply
with the standards identified in this Master Plan. When consistent with this Master Plan,
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signage may be installed; any sign not within the size, display, or location standards in this
Master Plan must have prior approval of the City of Ashland.
Signs that already exist upon adoption of the sign plan will continue to be approved signs. If an
existing sign is replaced, then the sign plan policies apply. All signs shall be installed in a manner
that does not damage existing buildings orstructures or alter character defining features of
buildings or structures. Additional care should be taken with the installation of signs on historic
structures. Permanent signs required by building code shall be installed consistent with
applicable regulations, standards, and guidelines. Signage along ODOT jurisdictionroadways will
comply with any applicable standards and process prior to installation.
All other sign requests not included in this document must be submitted to SOU Facility Services
for review and approval prior to installation. Any signs that exceed size limits or specific location
standards shall be submitted to the City of Ashland for review and approval by the City.
Maximum Sign Sizes
Building Identification: 10 square feet.
Scoreboards: Any replacement of existing scoreboards may be the size of the current
scoreboards at the Raider Stadium scoreboard and as approved for the Softball Complex.
Reader / Information boards: 9’-9” maximum height as described in this Master Plan. Display
features, if visible from ODOT jurisdiction/roadway, shall comply with all applicable ODOT
standards and shall go through any applicable ODOT approval process prior to installation.
Panel Boards; (3 feet square)
Sandwich Boards; (3 feet square)
Directional Signs; (ODOT Standards)
You are Here; (5 feet square unless otherwise placed in approved locations.)
Sign Area Calculations
Sign area shall include the entire area within a single perimeter composed of squares or
rectangles.
When signs are constructed of individual elements, the area of all sign elements, which
together convey a single, complete message, shall be considered as a single sign. The sign area
is determined by calculating the area enclosed by the smallest single rectangle that will enclose
the outside dimensions of the background panel or surface. The sign area is also determined by
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calculating the area enclosed by the smallest single rectangle that will enclose the outside
dimensions of the sign display.
SOU Banner Plan
The SOU Banner Plan, as established by the SOU Facilities department, identifies the
parameters for artwork, message, and placement to guarantee that banners are used for SOU-
appropriate information and represent the University with an overall institutional message. Any
banners visible from an ODOT Right-of-Way must also comply with the applicable ODOT
regulations.
As temporary signage, banners meeting the SOU Banner Plan may, upon prior approval by
Facilities, be installed for an established limited period of time. The University uses outdoor
lamp post banners to create a sense of place and as a method of celebrating SOU achievements
and the University’s strategic mission. Nothing in this chapter permits the use of the public
Right-of-Way facilities for signage without prior approval of the City.
Sign Graphic Standards
The graphic standards for SOU signage will provide uniformity throughout campus. Message
design, nomenclature, and application will be standardized according to this Master Plan (see
SOU Graphic Identity Guidelines). Message legibility is considered from the perspective of a
variety of users: visitors, university community, vendors and service visitors, people with vision
impairment and people with mobility impairment, and other users. SOU may revise and change
the graphic design, logo, and messaging within any sign provided that specifications on size,
display or location in this Master Plan are still met.
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SOU Graphic Identity Guidelines:
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Monument / Gateway Signs
At the gateways to campus, the primary entry and directional signs should be consistent in
scale and materials. The base or backdrop for these monument signs should be constructed of
durable materials and selected for compatibility with existing campus architecture. The
preferred composition shall include steel, natural stone, concrete, or masonry, sited to blend
with the natural topography. Earthen berms may be used to blend the sign base into the
natural grade where adjacent slopes warrant their use. The entry portals to the campus are an
important part of the wayfinding experience and appropriate design of these gateways should
enhance the sense of arrival for SOU visitors. There are five (5) identified gateways, two
existing and three potential future gateways, as identified on the Master Plan Educational
Facilities Map.
Smart Kiosks
SOU may place electronic smart kiosks internally and
externally facing which will have the ability to change a digital
screen for purposes like, way finding, campus information,
campus events, security, and emergency purposes. The smart
kiosks will be similar in design but not limited to the design
and size of the kiosk.
Kiosks for gateway entry, direction or informational signs
within campus will be the Smart City Kiosk (Smart City Kiosk
with 55" Display and Speakers from Peerless-AV. 84.1 x 35.4 x
9.9" / 2137 x 899 x 252 mm) or similar.
Sign Locations
Signs will be placed in standard locations where they can easily be found. Wherever possible,
signs will be placed together in a unified system to avoid clutter to the landscape. Site signage
will be located so as not to become an obstacle or to conflict with exit signs or pedestrian
traffic.
Signs will be placed to allow safe pedestrian clearance, vertically and laterally. Sandwich boards
shall not be placed on the sidewalk along Siskiyou Blvd. No sign shall be placed within the
public Right-of-Way (including sidewalks) or within the areas adjacent to intersections
defined by the City of Ashland as a “Clear Vision Triangle.”
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Site location should avoid conflict with door openings or vehicular operations. Signs will be
located wherever possible in the “natural line of vision.” Consideration of those with limited
head mobility and reduced peripheral vision will be given.Interior signage will be placed where
it can easily be found, with consideration for tactile signs where possible.
Certain permitted signage, such as scoreboards or electronic reader boards, shall be allowed
only in areas identified in this 2025-35 Master Plan. Any signage that is not in compliance with
this Master Plan shall be approved by the City of Ashland through the normal process for
obtaining a sign permit.
Sign Requests
Requests for signs can be made through the SOU Marketing Department.
Food Trucks
The perpetual operation of food trucks and seating may occur within the designated area for
food trucks in this Master Plan (See, Maps). Temporary operation of food trucks and seating or
the operation of a food truck and accessory seating lasting no more than 72 hours (including
set-up and take-down) are permitted in the SO zone. Food truck vendors shall obtain a business
license, register for, and pay applicable food and beverage tax, and receive any requisite
inspections from the Building and Fire Departments and the Jackson County Environmental
Public Health Department.
Tree Preservation and Removal
Climate change in the Rogue Valley has applied extreme stress to many of SOU’s legacy trees,
including campus Douglas Fir, Ponderosa Pine, Sequoia, Ash & Oak species. Drought, prolonged
excessive heat, the flat-headed fir borer, the emerald ash borer and the pine beetle have put
unprecedented strain on SOU’s tree population. Despite our best efforts and practices, some of
SOU’s trees do fall ill and die or become so unsafe that they must be removed. The decision to
remove a tree is not taken lightly. SOU adheres to the following principles when deciding the fate
of a tree:
Identify the affliction;
Contract with a licensed arborist to confirm diagnosis and recommend a care plan;
Implement an appropriate care plan to be performed by SOU landscapers or a licensed
arborist. Appropriate personnel will be decided on a case-by case basis jointly between
the SOU Landscape Supervisor and contracted arborist;
Selectively prune & remove dead or dying branches to boost afflicted tree’s survival
chances;
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If a tree has died, it shall be removed as quickly as possible by SOU landscapers or a
licensed arborist. Appropriate personnel will be decided on a case-by-case basis jointly
between the SOU Landscape Supervisor and contracted arborist;
SOU will replant a minimum of (1) tree for each tree that is removed.
Healthy trees shall be maintained wherever possible but can be removed if:
The tree is unavoidably within the footprint of a remodeled or newly constructed
building;
The tree is causing significant damage to a building or infrastructure that cannot be
economically remediated, other than through tree removal;
The tree is deemed unsafe by a licensed arborist.
SOU shall have a certified arborist on staff or have a contract arborist (two year minimum
agreement) who will maintain a comprehensive list of all significant trees as defined by Ashland
Municipal Code 18.6.1.030, and who will document the reason for the removal of any such tree.
The arborist shall maintain all supporting documentation demonstrating the need for removal.
The staff or contract arborist will deliver to the City an annual report (similar to what is provided
at the time of this Master Plan by the City Parks Department) and documentation to the City.
SOU will remove significant trees only upon consultation with licensed arborist (either on staff
or contract). SOU will maintain records of any significant tree removal and arborists consultation
and recommendations. The annual report will summarize significant tree removals on campus.
Locations shall be marked on a campus map and an accompanying spreadsheet shall detail:
location, species, cause of death (if applicable), reason for removal, actions taken for
replacement.
Parking Lot Trees
The 2010 SOU Campus Master Plan established that: “Parking areas shall be shaded by
deciduous trees, buffered from adjacent non-residential uses and screened from non-residential
uses” and that new parking areas comply with City standards for parking lot shading and
landscaping.
With SOU’s commitment to becoming the 1st publicly funded university to generate enough
solar power to completely offset our daytime electrical consumption (estimated at 7.2GW),
SOU will be installing parking lot canopies with solar arrays. This is consistent with the recently
adopted Climate Initiatives adopted by the State and being implemented at the City level.
Pursuing this Sustainability goal requires a change in SOU’s practices to prepare our parking lots
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to be solar canopy ready. Parking lot
design moving forward will prioritize
maximum solar exposure to the South
and limit tree plantings in traditional
planter wells that used to be
distributed throughout a parking lot.
New parking facilities will comply with
State and City standards for the
number, location and maintenance of
trees within parking areas and / or the
creation of solar arrays.
Solar Arrays
Solar Arrays are supported by the Oregon Climate Initiative. SOU has taken the initiative of
becoming the first publicly funded university to completely offset its electrical usage with solar
power generation. Solar Array locations
are identified on the Photovoltaic (PV)
Array Map below (and in Appendix A)
and equipment as described generally
herein may be installed as rooftop or
parking lot canopies. It is anticipated
that while the technology of solar
energy capture may evolve even
through the duration of this Master
Plan, SOU may continue to install similar
equipment in these locations. Further,
solar is anticipated to be an option on
any new facilities, new development, or new parking areas on campus and is hereby approved
to be installed in those locations consistent with the standards of this Master Plan.
Arrays within the areas identified on the Photovoltaic (PV) Map and meeting the following
standards are permitted:
painted steel canopies
max length: approx. 120 ft
max width: approx. 45 ft.
max height: approx. 25 ft.
Demolition or Relocation of Buildings
As an enduring university institution, SOU has continually adapted to the needs of the community
and its students. The combination of perpetual ownership and public benefit mission has
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required an evolution of facilities, including the demolition and replacement of buildings. A
university campus of this size is substantially different from the development and ownership of
other individually owned lots within the City. As such, the provisions of Demolition and
Relocation Standards of AMC 15.04 will generally not apply to redevelopment within the SO
District overlay, except it is required to salvage or recycle construction and demolition debris.
Prior to Demolition of facilities, SOU shall submit a plan for the salvage or recycling of
construction and demolition debris to the City of Ashland Demolition Review Committee for
conformance with City standards, which will reasonably approve or modify this Plan in
accordance with those standards.
Art Installations
SOU believes that art in public places promotes visually diverse and culturally rich
environments that enhance public spaces and contribute to the lives of Ashland’s residents and
visitors. Selection of art for permanent installation on
Campus will be made by a SOU Arts Selection
Committee. The installation of permanent artwork on
Campus shall follow the guidelines of Art in Public
Places legislation.
Temporary installations of artwork are an important
part of the University culture and contribute to an
environment of innovation and growth. Temporary
installations of art shall be located in designated areas
established in this Master Plan (see Academic Facilities
Map) pursuant to approval by the SOU Arts Section
Committee.
Water Resource Protection Zones
Nothing in this Master Plan exempts property within the SO District from the standards of AMC
18.3 as it implements State policy, providing that SOU may work with the City and state and
federal agencies such as DSL or the Army Corps. to identify applicable Water Resources.
Future Development Areas – Special Standards
This 2025-35 Master Plan contemplates several distinct areas of Future Development, as shown
on the Capital Improvements Map: The University District lot, the Cascade Housing Facility
redevelopment, expanded Family Housing, a Native Nations Facility and Gardens, as well as a
new Athletics Field House and Tailgating area. Unlike other designated projects which have a
fixed scope, purpose, and funding – the University anticipates these general projects to happen
in the area shown but does not currently have project designs. As discussed in more detail in
57
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the chapter on Future Development, these projects will either be built to the standards of this
Chapter or pursuant to a Conditional Use Permit, pursuant to City Code.
University DistrictLot – Corner of Walker St. and Ashland St.
The University and the City share common goals of in-fill, increased density, and efficient
development where possible. The City has promoted higher density and innovative
development in many ways such as with its Transit Triangle district and its Cottage Cluster
ordinance. The University anticipates that the University District Lot and privatelyowned
property surrounding will create a focal hub of living and working in Ashland, centrally located
between the historic downtown and larger commercial / employment areas to the south of
town (such as the Croman area). Buildingheight is limited to the height of the tallest existing
building in Ashland. While these standards differ from surrounding current development, the
option of vertical development could contribute to this node of Ashland. Parking needs, if any
will be evaluated on a campus-wide basis.
CascadeHousing
For the Cascade Future Development Area. While not intended to substantially alter the nature
of the surrounding neighborhood the density may be higher than the density of the prior
Cascade Complex which was approximately 194,000 square feet of student housing. A
maximum of five stories including residential living, educational instruction space and mixed-
use is allowed including; the establishment of common areas, classrooms, medical offices,
daycare, support uses (e.g. haircare, nailcare), and retirement living and/or medical facilities
which may or may not be required to be licensed by the State of Oregon. Parking needs, if any
will be evaluated on a campus-wide basis. Alternatively, the design of a new facility could have
a lower architectural profile creating an expansive footprint.
Student Apartment and Family Housing
The existing demand for units with the existing Student Apartment and Family Housing area is
very high. The University and the City share a common value in addressing the housing crisis
facing all members of the Ashland community. Adequate housing stock is a national, state and
local issue but it is acute to Ashland because of the livability here and the demands of both the
University and the tourism industry. The City has promoted higher density and innovative
housing development. Expansion of the SAFH units, as shown on the Housing Map may be a
maximum of four-story housing units. Residential living and mixed-use is allowed including; the
establishment of common areas, classrooms, daycare, and support uses (e.g. laundry,
university services, and counseling). Maximum parking standards for this intensity of residential
use shall be followed for this project.
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Native Nations
The Native Nations Future Development Area reflects a desire to create a meeting and
programming space for Native Nations activities for the campus and to liaise with the
community at large. The University envisions a remodel of the existing single-family residential
home or a new facility to accommodate the meeting and programming needs. A maximum of a
three-story building may be considered that would meet with the character of the surrounding
university athletic property and the multi-family housing that is being built near it. Parking
needs, if any will be evaluated on a campus-wide basis.
Learning Garden
For the Learning Garden area identified in Attachment A, Map 2, Capital Improvements, LG the
University desires to create an educational space and gathering space for projects will foster
Indigenous Traditional Ecological Knowledge (ITEK), implementing and promoting biodiversity,
soil health, and ecosystem resiliency. This area will feature hands-on learning and engagement
through workshops, demonstrations, and cultural events.The university envisions a new facility
to accommodate the meeting and programming needs. A maximum of three-story building
may be installed with both indoor and outdoor spaces and meet with the architecture of the
academic buildings surrounding it. No minimum or maximum parking on-site shall be required.
Native Garden & Greenhouse
For the Native Garden & Greenhouse area identified in Attachment A, Map 2, Capital
Improvements, NG, the University desires to create an educational gardening space with a
greenhouse to jumpstart a vision for Indigenous Traditional Ecological Knowledge (ITEK),
implementing and promoting biodiversity, soil health, and ecosystem resiliency. This area is
currently raw land that is planted and has water and electricity. The university envisions a new
facility to accommodate the meeting and programming needs. A greenhouse will be installed
and outdoor gardens will be planted. The university may install adjacent parking. No minimum
or maximum parking on-site shall be required.
Conclusion
Like all development codes, these Design Guidelines will provide specific standards and
direction to the University and its stakeholders. Renovation, development and wayfinding will
all be improved by having this understanding with the City. While Master Plans cannot capture
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all the future changes that may occur on a dynamic campus, it will provide the base standards
for a new decade of success and positive growth.
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Acknowledgments
2025 Facilities Master Plan Amendment
Acknowledgments
We would like to acknowledge the following individuals and groups for their help in
compiling this plan.
CONSULTANTS
Alan Harper, Land Use Consultant
ZCS, Architectural Consultant
Hathaway Larson, LLP, Legal
MASTER PLAN TEAM
Rob Patridge, Executive Sponsor & General Counsel
Leon Crouch, Director of Facilities Services
James McNamara, Projects & Planning Manager
Susan Dyssegard, Executive Assistant
Holly Frazier, Executive Assistant
SOU CABINET
Dr. Richard J. Bailey, Jr., President
Dr. Casey Shillam, Executive Vice President & Provost
Dr. Peter Angstadt, Interim Vice President for Finance & Administration
Dr. Carson Howell, Vice President for Finance & Administration
Janet Fratella, Vice President for University Advancement
Rob Patridge, General Counsel
Sabrina Prud’homme, Board Secretary
Jonathan Chavez Baez, Assistant Vice President for Equity, Diversity & Inclusion
Dr. Carrie Vath, Dean of Students
Matt Sayre, Athletics Director
SPECIAL THANK YOU TO
Faculty & Staff
Associated Students of Southern Oregon University (ASSOU)
Tiana Gilliland, President ASSOU
Dr. Vince Smith, Dean School of Science & Business
Becs Walker, Director of Sustainability
61
Kenwani’cahee Kravitz, Native Nations Liaison
Patricia Syquia, Attorney for the office of General Counsel
Total Page Number: 194
Appendix A — Maps
1) Current Conditions
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2) Capital Improvements
63
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3) Academic Facilities
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4) Housing Facilities
65
Total Page Number: 198
5) Athletic Facilities
66
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6) Zoning if Transferred
67
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7) Photovoltaic EV Arrays
68
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Appendix B — Campus Facilities Details
69
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70
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71
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72
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Appendix C — The Farm Design and Site Plan Documents
73
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Southern Oregon University
Board of Trustees
RESOLUTION
Delegation of Authority for the Sale of Real Property
Whereas, Southern Oregon University (SOU), on July 1, 2015, became an independent
university with its own governing Board of Trustees.
Whereas, the State of Oregon has substantially changed its investment in Oregon
universities and their ability to obtain funding for capital construction during the last decade;
Whereas, SOU has experienced a shift in student population over the past decade,
including a significant number of students taking online courses that do not require the same
level of academic facilities;
Whereas, upon an evaluation of current real estate owned by SOU, it has determined
that there are specific properties in the university’s portfolio that have no near-term or long-
term plans to be used by the university;
Whereas, the university is facing a one-time revenue downturn related to the failure of
the Federal Government’s Free Application for Federal Student Aid (FAFSA) systems update,
which has adversely impacted our ability to recruit new students;
Whereas, SOU has the lowest financial reserves of any university in the State of
Oregon and has less than twenty-five days of operating expenses, which places the SOU in an
insecure financial condition;
Whereas, Oregon Revised Statute 352.113 (2) provides that the Board of Trustees may
authorize the disposal of real property;
Whereas, the Board of Trustees may delegate the disposal of real property to the
President of the University or his designee in accordance with the Bylaws and Board
Statement of Delegation of Authority.
Now, therefore, the Board of Trustees of Southern Oregon University approves the following:
1.Resolved, the Board of Trustees authorizes the President or his designee to
dispose of and sell for the financial benefit of the university the properties listed
in Attachment A to this resolution;
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2.Be it further resolved that the President or his designee is authorized to
negotiate and enter into transactions they believe will be in the best interests of
the university in disposing of properties in Attachment A;
3.Be it further resolved that the President or his designee may take all necessary
direct, indirect, and ancillary actions necessary to facilitate the sale of the
property, including but not limited to working with the City of Ashland, Jackson
County, and any neighboring or impacted landowners regarding land use
designations, property line adjustments, and property vacations that may be
required to facilitate a sales transaction;
4.It is further resolved that any proceeds generated by the sale of the properties
listed in Attachment A may only be used to close the current year budget gap of
any approved budget by the Board of Trustees and for university-ending fund
balance reserves.
VOTE:
Barry Yes
Chavez Yes
Clough Yes
Franks Yes
Lee Yes
Medina Absent
Mendoza Absent
Santos Yes
Schepmann Absent
Sharma
Shelby Yes
Taitano Yes
Thalden Yes
Thorndike Absent
DATE: October 18, 2024
Recorded by,
_________________________
Sabrina Prud’homme
University Board Secretary
Total Page Number: 210
Attachment A - Delegation of Authority for the Sale of Real Property
1 of 2
OREGON
NATIONAL
GUARD
STUDENT
ARMORY
APARTMENTS
& FAMILY
HOUSING
THALDEN
PAVILION
STUDENT
THE FARM AT SOU
QU
INC
Y
ST
APARTMENTS &
FAMILY HOUSING
SOFTBALL
COMPLEX
SOU
FARM FIELDS
I
OW
A
ST
IO
WA
S
T
Parking Lot
#34
39 1E 09DD
TL 400 & 500
PRACTICE
approx 0.38 ac
FIELDS
RAIDER
STADIUM
FACILITIES
MANAGEMENT
PLUNKETT
& PLANNING
CAMPUS
CENTER
PUBLIC
SAFETY
STUDENT
RECYCLING
RECREATION
CENTER
CENTER
LEE
ST
HE
NR
Y S
T.
DIGITAL
MEDIA
H
OM
ES
CENTER AVE
STEVENSON
UNION
BOOK
WEB
ST
ER
ST
STORE
WE
BS
TER
ST
JEFFERSON
PUBLIC
MUSIC
RADIO
PA
RKE
R S
T
RAIDER
TAYLOR
OREGON STUDENT
CENTER SERVICES
GREENSPRINGS
FOR THE
ARTS
COMPUTING
CENTRAL
SERVICES
AS
HLA
ND
ST
MARION
ASH
LAN
D
STR
ADY EE
T
DEBOER
SCIENCE
HANNON
SCULPTURE
SCHNEIDER
LIBRARYART
MUSEUM
Henry St. Properties
(8) vacant rental houses
STUDENT
OUTREACH &
HEALTH &
ENGAGEMENT
& garden)
SUSANNE
WELLNESS
HOMES
39 1E 09DD
COX
TL 6000, 6199, 6100,
M
ADR
ON
E
ST
PLE
AS
ANT
W
AY
6198, 6200, 5801, 5800,
F
ERN
ST
5700, 5600, 5500,&5300
approx 3.42 ac.
CAMPBELL
CENTER
MADRONE
Roca St. Properties
39 1E 15BB
OR
EG
ON
ST
TL 1500, 1501, 1502, 1503,
1352 Madrone St.
1600, 6800, & Fern St. ROW
single family house
approx 2.55 ac (including
P
RO
SPE
CT 39 1E 15BB TL 9200
ST
P
RO
SPE
Fern St. ROW)CT
ST
0.23 ac
WI
ND
SOR
S
T
EL
MS
ST
F
IEL
DER
ST
LIL
AC
CIR
E
MM
A S
T
W
OO
DLA
ND
D
R
CAMPUS MAP
010050400
January 31, 2024
Total Page Number: 211
Attachment A - Delegation of Authority for the Sale of Real Property
2 of 2
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_________________________________
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Memo
DATE: April 22, 2025
TO:City Council & Planning Commissioners
FROM: Derek Severson, Planning Manager
RE: Potential Personal Conflict
Background
The Planning Division has received a land use application to amend the Southern Oregon
University Master Plan. This will be a legislative action reviewed by the Planning Commission
and approved by the City Council with adoption of an ordinance. Staff would have an
advisory role, and make recommendations to both bodies.
At the City Attorney’s direction I’m providing the following statement for the record:
1.My half-sister is a full-time hourly SOU employee. The SOU Master Plan is a legislative
action, and I do not believe my sister’s employment by SOU creates an actual conflict.
2.After consulting the City Attorney, I will continue to work on this application, providing
input to the Staff Advisor in preparing analysis and recommendations to the Planning
Commission and City Council.
3.If at any point it becomes clear that the Master Plan directly affects my half-sister’s
employment (e.g., funding a position she might hold), I will inform the Community
Development Director and City Attorney and recuse myself from further involvement
with the application.
4.I will reassess if unforeseen circumstances arise and discuss with the Director/Staff
Advisor and City Attorney.
REFERENCES & ATTACHMENTS
Attachment #1: Email Exchange with the City Attorney
COMMUNITY DEVELOPMENT DEPARTMENT
51 Winburn Way Tel: 541.488.5305
Ashland, Oregon 97520 Fax: 541.552.2050
ashland.or.usTTY: 800.735.2900
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Planning Commission Meeting Agenda
ASHLAND PLANNING COMMISSION
Tuesday, April 22, 2025
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.
I. CALL TO ORDER
p.m., Civic Center Council Chambers, 1175 E. Main Street
II.CONSENT AGENDA
1.Approval of Minutes
a.February 25, 2025 Special Meeting
b.April 8, 2025 Regular Meeting
I.PUBLIC FORUM
Note: To speak to an agenda item in person you must fill out a speaker request form at the meeting
and will then be recognized by the Chair to provide your public testimony. Written testimony can be
submitted in advance or in person at the meeting. If you wish to discuss an agenda item
electronically, please contact PC-public-testimony@ashland.or.us by April 22, 2025 to register
to participate via Zoom. If you are interested in watching the meeting via Zoom, please utilize the
following link: https://zoom.us/j/93401903957
V.UNFINISHED BUSINESS
1.Approval of Findings for PA-T2-2024-00053, 231 Granite Street
VI.OPEN DISCUSSION
VII.ADJOURNMENT
Next Meeting Date: April 29, 2025
If you need special assistance to participate in this meeting, please contact Derek Severson at
planning@ashlandoregon.gov or 541.488.5305 (TTY phone number Notification at least three
business days before the meeting will enable the City to make reasonable arrangements to ensure accessibility
to the meeting in compliance with the Americans with Disabilities Act.
Page 1 of 1
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Planning CommissionMinutes
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.
February 25, 2025
Special Meeting
DRAFT Minutes
I.CALL TO ORDER:
Chair Verner called the meeting to order at 7:00 p.m. at the Civic Center Council Chambers, 1175 E.
Main Street. Commissioner Perkinson attended the meeting via Zoom.
Commissioners Present: Staff Present:
Lisa Verner Brandon Goldman, Community Development Director
Eric Herron Derek Severson, Planning Manager
Gregory Perkinson Michael Sullivan, Executive Assistant
Russell Phillips
Susan MacCracken Jain
Kerry KenCairn
Absent Members: Council Liaison:
John Maher Doug Knauer
II.ANNOUNCEMENTS
1.Staff Announcements:
Community Development Director Brandon Goldman made the following announcements:
The Housing and Human Services Advisory Committee will hold a community resource
fair at the Ashland Library on February 26, 2025.
The April 22, 2025 Study Session will be a joint meeting with the City Council to review the
SOU Masterplan update and the City’s recent Economic Opportunity Analysis.
The Council approved a carbon pollution impact fee at its February 18, 2025 meeting,
which will go into effect in January, 2026. They also approved Ordinance 3245, which are
amendments to Chapter 2.11 and will introduce universal standards for Advisory
Committees.
An appeal of the Kestrel Park Phase III subdivision will be received by the Council at its
March 4, 2025 meeting.
Following the recent snow storm, the City has suspended enforcement of the removal of
hazard trees if they became damaged during the storm. This suspension will end on April
30, 2025.
2.Advisory Committee Liaison Reports – None
Page 1 of 4
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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).
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Planning CommissionMinutes
IV.PUBLIC FORUM – None
V.UNFINISHED BUSINESS
1.Approval of Findings for PA-T1-2024-00255, 110 Terrace Street.
Ex Parte Contact
No ex parte contact was disclosed.
Decision
Commissioner KenCairn/Phillips m/s to approve the Findings as presented. Roll Call Vote: All
AYES. Motion passed 6-0.
VI.OTHER BUSINESS
1.Climate-Friendly Areas Code Update Discussion with 3J Consulting & JET Planning
Consultant Presentation and Discussion
Elizabeth Decker of JET Planning provided an update on the firms’ ongoing code audit and proposed
updates to align with the state’s Climate-Friendly and Equitable Communities (CFEC) guidelines,
which includes the implementation of Climate-Friendly Areas (CFAs). CFAs, in addition to zoning
code updates, parking reform, and an updated Transportation System Plan (TSP), also included the
following guidelines that appropriate cities must adopt:
Allow multifamily residential (with ground-floor mixed-use)
Allow townhouses
Allow commercial, office and civic uses
Allow at least 50-foot building height
Require at least a minimum density of 15 du/ac
Apply no maximum density
Ms. Decker stated that the two CFAs proposed are in the Railroad Property and the commercial
section of the Transit Triangle (see attachment #1), and that the Commission could also consider
the following optional code updates:
Remove maximum density in C-1 and E-1 zones citywide?
o The Commission expressed concern about the potential unintended consequences of
removing maximum density in these zones.
Companion changes to downtown (C-1-D) zoning for similar CFA-scale development,
Page 2 of 4
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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).
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Planning CommissionMinutes
without CFA designation
o The Commission was generally in favor of increasing building height allowances to
60ft and removing density maximums. The Commission wanted to discuss this further
with the Council.
Consider whether to limit other auto-oriented uses
o The Commission generally agreed to limit, but not eliminate, auto-oriented uses within
CFAs and determined to continue this discussion at a later date.
Consider whether to limit large-scale storage uses
o The Commission generally agreed that this could be permitted in mixed-use
buildings.
Consider any changes to industrial and employment uses in E-1
o The Commission generally agreed not to limit industrial uses within CFAs as it could
have unintended consequences on small, owner-operated businesses.
Consider whether to limit applicability of solar setbacks within CF Overlay
o The Commission generally agreed that solar and height setbacks should be limited or
removed in CFAs except near residential buildings on the periphery of those CFAs.
Consider any specific design goals for the CF Overlay, beyond Detail Site Review Overlay
and walkable urban design standards
o Commissioner MacCracken Jain suggested design standards that promote outdoor
spaces as part of the townhouse, and that there should be intent behind developing
whole neighborhoods rather than developing building-by-building.
2.Walkable Design Standards Code Update Discussion with Cascadia Partners
Pauline Ruegg provided a brief presentation on the Walkable Design Standards Code Audit her team
at Cascadia Partners conducted, stating that this project focused on land use requirements and
guidelines from the Department of Land Conservation and Development (DLCD) to support
compact, pedestrian friendly, mixed-use land use development patterns. Walkable Design Standard
code changes included promoting clear transitions in residential properties to public areas; a higher
percentage of ground-floor windows on residential and commercial buildings; and requiring
weather protection along a percentage of the ground floor façade of a certain depth to support use
of sidewalk in all weather conditions. Ms. Ruegg also provided information regarding areas where the
City abides by, exceeds, or falls short of Oregon Administrative Rules (OARs) (see attachment #2).
Ms. Ruegg provided the following questions to facilitate the Commission’s discussion:
What questions do you have about the CFEC rules and model code?
Are there any code concepts that you have major concerns about?
What issues related to walkable design are a high priority for you?
Page 3 of 4
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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).
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The Commission was generally in favor of the suggestions made by the consultants. Commissioner
KenCairn suggested that guidelines regarding street orientation include language for groupings of
houses that do not have street frontage.
The Commission discussed the difficulty in promoting affordability while enforcing guidelines that
increase development costs, and emphasized the need to include clear and objective development
standards.
VII.OPEN DISCUSSION
The Commission expressed interest in reviewing the TSP update in conjunction with the new
Walkability Design Standards. Mr. Goldman informed them that the TSP has a two-year development
process and would not be completed by the time the Walkability Design Standards are implemented.
VIII.ADJOURNMENT
Meeting adjourned at 9:12 p.m.
Submitted by,
Michael Sullivan, Executive Assistant
Page 4 of 4
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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).
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Planning CommissionMinutes
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.
April 8, 2025
REGULAR MEETING
DRAFT Minutes
I.CALL TO ORDER:
Chair Verner called the meeting to order at 7:00 p.m. at the Civic Center Council Chambers, 1175 E.
Main Street. Commissioner Perkinson attended the meeting via Zoom.
Commissioners Present: Staff Present:
Lisa Verner Brandon Goldman, Community Development Director
Eric Herron Derek Severson, Planning Manager
Gregory Perkinson Veronica Allen, Associate Planner
Russell Phillips Michael Sullivan, Executive Assistant
Susan MacCracken Jain
John Maher
Absent Members: Council Liaison:
Kerry KenCairn Doug Knauer
II.ANNOUNCEMENTS
1.Staff Announcements:
Community Development Director Brandon Goldman made the following announcements:
The City Council approved an application requesting the annexation and development of
300 Clay St.
The Council will deliberate over the new biennium budget for its next several meetings.
2.Advisory Committee Liaison Reports – None
III.CONSENT AGENDA
A.Approval of Minutes
1.February 11, 2025 Regular Meeting
2.March 11, 2025 Regular Meeting
Chair Verner pulled approval of the February 11, 2025 Regular Meeting minutes as they had been
mistakenly been included in the agenda.
Commissioners Herron/MacCracken Jain m/s to approve the consent agenda with the removal of
the February 11, 2025 Regular Meeting minutes. Voice Vote: All AYES. Motion passed 6-0.
Page 1 of 4
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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).
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IV.PUBLIC FORUM – None
V.TYPE II PUBLIC HEARING – CONTINUED
PLANNING ACTION: PA-T2-2024-00053
SUBJECT PROPERTY: 231 Granite Street
PROPERTY OWNERS: Stephanie & Bryan DeBoer
APPLICANTS: Carlos Delgado Architect
DESCRIPTION: A request for a Physical and Environmental (P&E) Constraints permit to
construct a new single-family dwelling in steep slopes greater than 25% within the hillside overlay
area, including exceptions to the hillside design standards. The proposal includes a Type 2 variance
due to the proposed driveway grade exceeding 18%. The applicant also requests a tree removal
permit to remove 67 trees, 63 of which are between 6” and 12” Diameter at Breast Height (DBH), 8 of
which are dead, and 4 are significant trees which are larger than 12” DBH. COMPREHENSIVE
PLAN DESIGNATION: Low Density Residential; ZONING: RR-.5; MAP: 39 1E 08 DA; TAX LOTS:
1800
Chair Verner reminded the Commission that the Public Hearing for this item had been closed on
March 11, 2025 and that the Public Record had closed on April 1, 2025. She pointed to the public
comments that the Commission had received from parties of record before the record was closed,
which were included in the meeting packet. The Commission determined not to include comments
submitted by non-parties of record submitted during that same timeframe.
Deliberations
Chair Verner pointed to a set of draft conditions that the Commission could consider for this project,
if approved (see attachment #1).
The Commission determined that an exception to AMC 18.3.10.090.E.2 for the vertical height of the
house should have a maximum of 25ft. Commissioner Maher expressed concern with the applicant’s
terracing plans.
The Commission removed specific mention of Thornton Engineering from Condition #4.L.
After reviewing the applicant’s rebuttal on page 64 of the packet, the Commission determined to
remove proposed condition #4.M as the subject 34-36inch madrone was found to be within the
legal access utility easement and would need to be removed.
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Planning CommissionMinutes
Commissioner Phillips proposed rounding up the driveway grade limit on Condition #9.F from 23.8%
to 24%. The Commission agreed.
Commissioner Perkinson expressed the opinion that the site should be developed with greater
attention to fire-wise criteria. Commissioner Herron suggested amending Condition #8, such that it
read: “All measure installed for the purposes of long-term erosion control and fire mitigation
including but not limited to vegetative cover, rock walls, retaining walls and landscaping shall be
maintained with perpetuity on all areas in accordance with AMC 18.62.089.B.7.” The Commission
agreed.
Commissioners Perkinson/Phillips m/s to approve the application and issue the exception,
variance, and tree removal requests with the following amended conditions: that the exception to
AMC 18.3.10.090.E.2 for vertical height of the house not exceed 25ft, including the roof; that
Thornton Engineering be removed from Condition #4.L; to remove Condition #4.M; to round up
the driveway grade limit in Condition #9.F from 23.8% to 24%; to amend Condition #8 such that it
read: “All measure installed for the purposes of long-term erosion control and fire mitigation
including but not limited to vegetative cover, rock walls, retaining walls and landscaping shall be
maintained with perpetuity on all areas in accordance with AMC 18.62.089.B.7.”
Roll Call Vote: Commissioners Perkinson, Herron, Phillips, MacCracken Jain, and Verner: AYE.
Commissioner Maher: NAY. Motion passed 5-1.
IV.TYPE III PUBLIC HEARING
PLANNING ACTION: PA-T3-2024-00012
SUBJECT PROPERTY: 2320 Ashland St
APPLICANT: City of Ashland
DESCRIPTION: A request to modify the officially adopted maps for the locally adopted
Ashland Modified Floodplain to be consistent with the original studies conducted and City
Council Approvals. The amendment would remove the Local Ashland Floodplain along
Hamilton Creek from Mistletoe Road downstream to Interstate Five. This amendment would
have no change on the FEMA flood zones, and those regulations would stay in full effect.
Staff Presentation
Senior Planner Aaron Anderson stated that the application was a request to modify the officially
adopted maps for the locally adopted Ashland Modified Floodplain to be consistent with the original
studies conducted and City Council Approvals. The amendment would remove the Local Ashland
Modified Floodplain along Hamilton Creek from Mistletoe Road downstream to Interstate-5. He
added that this amendment would have no change on the Federal Emergency Management
Agency (FEMA) flood zones and the related flood administration regulations. The reason for this
Page 3 of 4
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Planning CommissionMinutes
amendment is because it came to Staff’s attention that the stretch of Hamilton Creek, while shown
on the official maps since 2010, was adopted in error. The amendment would impact 12 properties
within the city limits and two properties that are within the UGB but outside of the City (see
attachment #2).
The Public Hearing and Public Record were closed at 8:31 p.m.
Commissioners Perkinson/Herron m/s to recommend that the City Council approve the removal
of the Ashland Modified Floodplain from this portion of Hamilton Creek. Roll Call Vote: All AYES.
Motion passed 6-0.
V.OPEN DISCUSSION
Commissioner MacCracken Jain asked if a letter the Commission received required any action (see
attachment #3). Mr. Goldman responded that this letter had included the Commission as one of the
recipients, but that any action would be taken by the Public Arts Advisory Committee.
Commissioner Herron reminded the rest of the Commission to register with the Oregon Government
Ethics Commission.
VI.ADJOURNMENT
Meeting adjourned at 8:34 p.m.
Submitted by,
Michael Sullivan, Executive Assistant
Page 4 of 4
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BEFORE THE PLANNING COMMISSION
April 22, 2025
IN THE MATTER OF PLANNING ACTION #PA-T2-2024-00053,A)
PHYSICAL AND ENVIRONMENTAL(P&E) CONSTRAINTS REVIEW )
PERMIT FOR THE CONSTRUCTION OF A NEW SINGLE-FAMILY )
RESIDENTIAL HOME ON A VACANT PARCEL AT 231GRANITE )
STREET. IN ADDITION TO THE P&EPERMIT, THE DEVELOPMENT )
REQUIRESA VARIANCE TO FLAG DRIVESTANDARDS OF AMC )
FINDINGS,
18.5.3.060.F FOR BOTH MAXIMUM DRIVEWAY GRADE AND LENGTH,)
CONCLUSIONS &
A TREE REMOVAL PERMIT FOR THE REMOVAL OF74 TREES )
ORDERS.
INCLUDING NINE SIGNIFICANT TREES,AND AN EXCEPTION TO THE )
DEVELOPMENT STANDARDS FOR HILLSIDE LANDS. )
)
OWNERS:BRYAN & STEPHANIE DEBOER)
APPLICANT:CARLOS DELGADO,ARCHITECT)
_______________________________________________________________)
RECITALS:
1)The subject property is tax lot #1800 of Assessor’s Map 39-1E-08-DA and has a site address
of 231 GraniteStreet.
2)The property is zoned Rural Residential (RR-.5) and is 2.182acres in size.
3)The subject property was created prior to the current Physical & Environmental Constraints
Ordinance (AMC 18.3.10) and has an average slope of approximately 27 percent. As provided
at AMC 18.3.10.090.A.1.a, “Existing parcels without adequate buildable area less than or
equal to 35-percent shall be considered buildable for one single-family dwelling and an
accessory residential unit or a duplex…”
4)The application proposes the construction of a new single-family residential home which
requires a Physical & Environmental (P&E) Constraints Review Permit due to thesite’s
topography. The application also requires aVariance to the flag drive standards in AMC
18.5.3.060.F, a Tree Removal Permit to remove 74 trees including nine significant trees, and
an Exceptions to the Development Standards for Hillside Lands.
5)On January 31, 2025,theapplicationwas deemed complete, and in accordance with AMC
18.5.1.050.B.4 a Notice of Complete applicationand public meeting was posted on February
19, 2025 at theentrance of the access easement along Granite Streetin clear view from the
public right-of-waythat accesses the subject property. Notice was also mailed to all property
owners of record within 200 feet of the subject parcel.
6)The Planning Commission, following proper public notice, held apublic hearing on March 11,
2025. The meeting was conducted in person and electronically via Zoom. Public testimony
was received,and exhibits were presented. Prior to the closing of the public hearing, members
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of the public requested that the hearing be continued. As provided under ORS 197.767.6.a-e,
the Planning Commission voted to close the hearing but leave the public record open to allow
for new information from parties of record for seven days (until March 18 at 4:30 p.m.),
rebuttal from parties of record for the next seven days (until March 25 at 4:30 p.m.), and for a
final seven days, only the applicant could provide their final legal arguments, but not new
evidence, in response to all previously submitted information(until April 1 at 4:30 p.m.). The
Planning Commission reconvened for deliberation on April 8, 2025at 7:00 p.m. The Chair
provided her summation of all conditions of approval recommended by the Staff Advisor,
Commissioners and through public comments contained within the whole record. Following
deliberations, the Planning Commission approved the application subject to a numberof
modified conditions pertaining to the appropriate development of the site.
7)The criteria for approval for a Physical& Environmental (P&E)Constraints Review Permit
are described inthe AshlandMunicipal Code (AMC) 18.3.10.050 which requires that all of
the following criteria are met:
A.Through the application of the development standards of this chapter, the potential impacts
to the property and nearby areas have been considered, and adverse impacts have been
minimized.
B.That the applicant has considered the potential hazards that the development may create
and implemented measures to mitigate the potential hazards caused by the development.
C.That the applicant has taken all reasonable steps to reduce the adverse impact on the
environment. Irreversible actions shall be considered more seriously than reversible
actions. The Staff Advisor or Planning Commission shall consider the existing development
of the surrounding area, and the maximum development permitted by this ordinance.
8)The criteria for approval for an Exception to the Development Standards for Hillside Lands
are described in the Ashland Municipal Code (AMC) 18.3.10.090.H which require that all of
the following criteria are met:
1.There is demonstrable difficulty in meeting the specific requirements of this chapter due to
a unique or unusual aspect of the site or proposed use of the site.
2.The exception will result in equal or greater protection of the resources protected under
this chapter.
3.The exception is the minimum necessary to alleviate the difficulty.
4.The exception is consistent with the stated Purpose and Intent of chapter 18.3.10, Physical
and Environmental Constraints Overlay, and section 18.3.10.090, Development Standards
for Hillside Lands.
9)The criteria for approval for a Variance are described in the Ashland Municipal Code (AMC)
18.5.5.050 which require that all of the following criteria are met
1.The variance is necessary because the subject code provision does not account for special
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or unique physical circumstances of the subject site, such as topography, natural features,
adjacent development, or similar circumstances. A legal lot determination may be
sufficient evidence of a hardship for purposes of approving a variance.
2.The variance is the minimum necessary to address the special or unique physical
circumstances related to the subject site.
3.The proposal’s benefits will be greater than any negative impacts on the development of
the adjacent uses and will further the purpose and intent of this ordinance and the
Comprehensive Plan of the City.
4.The need for the variance is not self-imposed by the applicant or property owner. For
example, the variance request does not arise as result of a property line adjustment or land
division approval previously granted to the applicant.
10)The criteria for approval of a Tree Removal Permit are described in the Ashland Municipal
Code (AMC) 18.5.7.040.B.2 which require that all of the following criteria are met:
a.The treeis proposed forremovalin order to permit the application to be consistent with
other applicable Land Use Ordinance requirements and standards, including but not
limited to applicable Site Development and Design Standards in part 18.4 and Physical
and Environmental Constraints in part 18.3.10.
b.Removalof thetreewill not have a significant negative impact on erosion, soil stability,
flow of surface waters, protection of adjacent trees, or existing windbreaks.
c.Removalof thetreewill not have a significant negative impact on thetreedensities, sizes,
canopies, and species diversity within 200 feet of the subject property. The City shall grant
an exception to this criterion when alternatives to thetree removalhave been considered
and no reasonable alternative exists to allow the property to be used as permitted in the
zone.
d.Nothing in this section shall require that the residential density to be reduced below the
permitted density allowed by the zone. In making this determination, the City may consider
alternative site plans or placement of structures of alternate landscaping designs that
would lessen the impact ontrees, so long as the alternatives continue to comply with the
other provisions of this ordinance.
e.The City shall require the applicant to mitigate for theremovalof eachtree granted
approval pursuant to section 18.5.7.050. Such mitigation requirements shall be a condition
of approval of the permit.
SECTION 1. EXHIBITS
For the purposes of reference to these Findings, the attached index of exhibits, data, and
testimony will be used.
Staff Exhibits lettered with an "S"
Proponent's Exhibits, lettered with a "P"
Opponent's Exhibits, lettered with an "O"
Hearing Minutes, Notices, and MiscellaneousExhibits lettered with an "M"
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SECTION 2. CONCLUSORY FINDINGS
Now, therefore, the Planning Commission of the City of Ashland finds, concludes, and
recommends as follows:
2.1The Planning Commission finds that it has received all the informationnecessary to render
a decision based on thecomplete application materials, staff report, public hearing testimonyand
exhibits; and by theirreference each of these are incorporated hereinas if set out in full.
2..2The Planning Commission findsthatAMC Title 18 Land Use regulates the development
of land envisioned by the Comprehensive Plan to encourage efficient use of land resources among
other goals. The Planning Commission finds that there is substantial evidence in the record to make
findings that each of the requestedactions have been shown to meet the relevant approval criteria
or to meet those approval criteria through the imposition of certain binding conditions of approval.
2.3. The Planning Commission finds that the purpose of the Hillside Ordinance is to: “Provide
for safe, orderly, and beneficial development of districts characterized by diversity of
physiographic conditions and significant natural features; to limit alteration of topography and
reduce encroachment upon, or alteration of, any natural environment and to provide for sensitive
development in areas that are constrained by various natural features.”
The Planning Commission notes that AMC 18.3.10.090.A.1 generally provides that all
development is to occur on lands defined as having a buildable area. Slopes greater than 35 percent
are considered to be unbuildable except that existing parcels without adequate buildable area less
than or equal to 35 percent shall be considered buildable for one single-family dwelling and an
accessory residential unit or a duplex. In this instance, the subject parcel was created prior to the
adoption of the hillside regulations, and the Commission finds that it does not have an adequate
building area of less than or equal to 35 percent when considering the need to minimize broader
disturbance by limiting development of the site to an area as near the driveway as possible while
also providing for access and circulation.
The Planning Commission finds that the home has been located to minimize hillside disturbance
by limiting cuts and fill for construction. The application notes that through the application of the
requirements of the Hillside Ordinance;the oversight of a geotechnical expert, a civil engineer and
a structural engineer; and the implementation of erosion control, tree protection/preservation, and
wildfire fuels management plans, potential adverse impacts have been minimized.
The Commission recognizes that development of the 2.18-acre site is focused in the area nearest
the location of the vehicular access, and this retains the majority of the large property in an
undeveloped state. The construction of a single-story residence with a basement reduces the
building height and limits visual impacts to adjacent properties. The residence is cut into the hill’s
slope without the use of substantial amounts of fill. The proposed development minimizes fire
hazard through the implementation of a fire management plan, minimizes slope failure through the
implementation of appropriate drainage and retaining wall construction. The proposed
development has steppedstructural retaining walls to lessen the impact of a structure on the lot
through the use of terracing, and erosion control plant materials.
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The application notes that the site is heavily treed, and the plan seeks to reduce fuel loads in the
wildfire land overlay adjacent to the construction while protecting healthy, preservable trees to
reduceadverse impacts. Adequate fire truck apparatus access is proposed. There will be residential
sprinklers, and a nearby private fire hydrant is present within the neighborhood accessed on the
private driveway. The property owners have proposed a small outdoor pool area thatcan provide
emergency firefighting water outflow. The proposed fire safety measures demonstrate all
reasonable steps have been taken to reduce adverse impacts on the environment. The application
further notes the pool is a small lap pool, and the majority of the area where the pool is placed has
existing grade slopes of less than 25 percentand is within an area of excavation for the construction
of the house that will provide a contractor staging area during the construction of the residence.
The Commission finds that the proposed site disturbance is substantially less than allowed. For
this property, the required percentage of the site to remain undisturbed is 52 percent \[27% average
slope + 25% = 52% required to be retained in a natural state\], ensuring that development is
balanced with environmental preservation by limiting excessive grading and modification of the
site. For the proposal, there is 18,738 square feet of disturbance proposed on the 94,960 square
foot lot, which equates to 80 percent (75,969 square feet)of the lot being retained in anatural state.
This is substantially greater than the minimum percentage required.
The Planning Commission concludes that the proposal meets all applicable criteria and standards for
aPhysical & Environmental (P&E) Constraints Review Permit as provided at AMC 18.3.10.The
least-steep portion of the lot is near the end of the flag drive and the application has made every
effort to minimize the impacts to the site by locating the home as close to the driveway access as
possible, in this area of least-steep slopes. The Planning Commission finds that the application
includes erosion and sediment control plans as well as a geotechnical report and that by following
the recommendations in both,that the potential hazards will have been mitigated. The Planning
Commission finds that the landscaping plan and erosion control plan will minimize any adverse
impacts, that irreversible actions have been considered more seriously than reversible actions and
that the single-family home retains substantially more of the site in its natural state that required
by ordinance.
2.4The Planning Commission notes that the application as originally submitted involved two
Exceptions to the Development Standards for Hillside Lands. The first of these was to AMC
18.3.10.090.E.2.c which requires that downhill building wall heights greater than 20 feet require
at least a six-foot step back. The applicant had asserted that this standard was limited to the wall
face, and that the height measurement considered in the standard did not include the fascia and
roofing above. As such, while they had proposed an 18-foot 9-inch wall face, with the inclusion
of the fascia and roof above, the total height above natural grade was 23-feet 10-inches tall without
the requisite setback. The Planning Commission, however, finds that excluding the fascia and roof
measurements from the wall height would run counter to the intent of the standard which seeks to
have the structure step back meaningfully with the hillside. The Commission therefore finds that
the proposal as presented requires an Exception.Inconsidering this Exception, the Commission
notes that the application asserts that the building step backs are minimal to keep the building
shorterand closer to parallel with the slope of the lot, without interfering with the ridgeline,
explaining that the lot is one long, consistent linear hill with rock outcroppings, and the proposed
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structure has differentiated it’s masses to mimic these smaller masses. The applicant further asserts
that the design minimizes alteration of the area of natural slope retention and protects the
topographic character and integrity of the hillside lands. The proposal reduces the amount of
cutting and scarring, and when considering the difficulty of constructing in the neighborhood, the
proposal is sensitive to the adjacent properties and the impacts of construction by locating the
residence on the lesser slopes of the property.The applicant concludes that the Exception allows
for a reasonable use that complements the natural and visual character of the city on a challenging
site. The Planning Commission concludes that in this instance, the Exception is merited subject
to a condition that with final grading, the total height of the wall, fascia and foot above shall not
exceed 25 feet.
The second Exception requested involved AMC 18.3.10.090.E.2.d, which requires that,
“Continuous horizontal building planes shall not exceed a maximum length of 36 feet. Planes
longer than 36 feet shall include a minimum offset of six feet.” The applicant had initially requested
an Exception to provide only a four- to five-foot offset where six feet was required, however
subsequent to the close of the public hearing, the applicant provided revised designs providing the
full required offset while the record remained open to the submittal of new materials. As such, the
Planning Commission finds that the second Exception is no longer necessary and has included a
condition (#9e) below requiring that the building permit drawings reflect the revised design.
2.5The Planning Commission further notes that the application requiresa Varianceto the flag
drive standards in AMC 18.5.3.060.F which speaks to the maximum grade and length of flag
driveways. AMC 18.5.3.060.F specifically provides that, “Flag drive grades shall not exceed a
maximum grade of 15 percent. Variances may be granted for flag drives for grades in excess of
15 percent but no greater than 18 percent; provided, that the cumulative length of such variances
across multiple sections of the flag drive does not exceed 200 feet. Such variances shall be required
to meet all of the criteria for approval in chapter 18.5.5 Variances.”
The Planning Commission notes that the driveway is via an existing shared access easement to
utilizean existing long, steep, partially paved private driveway. The proposed driveway
improvement to serve the subject property is approximately 197 feet in total length andhas an
average slope of approximately 24 percent.
The Planning Commission finds that the lot configuration, site topography and existing natural
features are unique circumstances which prevent meeting the standard. The existing driveway
serving the lot exceeds 15 percent grade and is a legal, non-conforming situation. The average
existing grade is 27 percent, and there is no feasible area to mitigate the driveway grade with
switchbacks given the narrow 33.04-foot width of the flagpole access to the propertyand no
alternative access available.
The Commission further finds that allowing access via the existing easement to this otherwise
landlocked parcel is the minimum necessary to address the unique physical circumstances related
to accessing the subject property. The Commission finds that allowing the driveway will provide
access to serve a single-familyresidence on a legal, residentially-zoned lot of record. The
Commission notes that with the proposal, one additional home serving a lot with a pre-existing
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easement, will be served from the shared driveway.The Commission further notes that the
proposal has been reviewed by the Fire Marshal, and as proposed the residence will have a fire
suppression system to mitigate fire risk, and that the driveway gradeand the final driveway design
will be reviewed by the Fire Marshal for compliance with all applicable fire codes. To ensure
compliance with the requirements for a fire suppression system, driveway grade and turnout,
adequate hydrant pressure, and fuels management, the Commission has included conditions of
approval ( #10, 11, &12) addressing these criteria.
The Commission notes that staff have provided a March 22, 1992 letter from Planning Director
John McLaughlin to the record which discussed access to the subject property in the early 1990’s.
This letter stated that access from Granite Street would be the “most appropriate” means to access
the subject property if an access easement were to be acquired. The alternative access considered
at the time, via a driveway from Strawberry Lane, was noted as requiring a Variance to allow for
more parcels to take access off a private easement than was allowed. A subsequent August 12,
1992 letter from McLaughlin stated, “To summarize the above statements, if an easement is
granted for access to lot 1800 from the existing drive from Granite Street, the City will allow this
as the driveway to this parcel, even though it exceeds the current allowable grades. Further, a
minor land partition survey will be required for the parcels to approve the boundary line
adjustment previously made illegally. Once these are complete, parcels 1800 and 1801 become
buildable parcels, subject to all development requirements of the City regarding driveway
surfacing and hydrant/sprinkler requirements.” The required partition plat was recorded as P-43-
1996 on April 12, 1996. Based on this historical information, the Commission finds that the
driveway grade was recognized as an issue with the lot’s creation, that the lot creation predates the
current hillside standards, and that the need for a Variance has not been self-imposed by the current
property owners.
The Commission finds that the driveway’s location is determined by the existing private drive and
the lot’s flagpole configuration, which extends to the established driveway access. The natural
slope within the flagpole area averages 24%, making it impossible for the applicant to comply with
the standard requirement for a driveway on slopes less than 15%. The Commission finds that as
the proposed building envelope is situated immediately adjacent to the end of the flag pole along
the east property line, it is evident that the proposed building location minimizes the length of the
driveway to the greatest extent feasible while still providing necessary vehicular and emergency
vehicle access to the property. The Commission concludes that the requested flag drive Variance
is the minimum necessary deviation to facilitate development of the site while ensuring compliance
with safety and accessibility requirements. The Variance criteria are met, as the standard code
provisions for maximum driveway grade and lengthdo not account for the unique physical
characteristics and topography of the site which is recognized as a pre-existing legal lot of record.
2.6The Planning Commission notes that there are 74 tree removals proposed as part of the
application, including nine significant trees. The application materials explain that there are
hundreds of treeson the propertyand that the design of the project has sought to minimize required
tree removals. The application states that those trees identified for removal are because they are
“…within the building envelope/footprint…within the proposed driveway or within the identified
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area of disturbance.” The application asserts that, “The tree assessment retains most of the site
slope stabilizing trees…The property will remain heavily treed following the removal of the small
diameter fuels, the dead trees and the trees in poor condition. Tree protection zones are included
on the tree protection plan including preservation plans for tree conservation during
construction.”With that said, the application includes a requestfora Tree Removal Permit to
remove 74 trees including nine significant treesto develop the site and reduce wildfire fuels in the
area of disturbance.
The Tree Management Advisory Committee (TMAC) reviewed the initial application which
identified the removal of 67 treesat their regular monthly meeting. While expressing that the
number of trees proposed for removal was substantial, the TMAC recognized that all trees
proposed for removal were either within the building envelope or very close to required
excavation.
The most significant tree near the project, a 36-inch diameter at breast height (d.b.h.) Madrone, is
on an adjacent property and it initially appeared that the Tree Protection Plan providedadequate
protection to its critical root zone. Revised submittals received on March 18, 2025 included several
trees that were not originally identified on the tree inventory, including two ten- to 12-inch d.b.h.
Madrones on the property line, as well as arevised location for the 36-inch Madrone that is also
on or near the property line but within the access easementand thus necessary to remove. The
Planning Commission finds that while the 36-inch d.b.h. Madrone and seven additional trees that
were to be removed were not initially identified in the applicant's submittals, their presence was
raised during the hearing and subsequent to the close of the hearing, they were identified in revised
submittals whilethe record remained openand therefore received due process. The applicant’s
narrative and final argument submittals made clear that the 36-inch d.b.h. Madrone tree was within
the driveway easement, and that its removal was necessary to construct the driveway and to provide
access to the property. The Planning Commission concludes that the driveway construction will
significantly impact the 36-inch d.b.h. Madrone’s root system, and that its removal is necessary in
order to provide driveway access to this otherwise landlocked property.
2.7The Planning Commission discussed the applicant’s voluntary proposal to provide a public
pedestrian access easement across the property along the TID Trail. While such a dedication is not
a requirement for the development of a single-family home, the Commission recognized the public
benefit of formalizing trail access in this location. As a result, the proposal has been included as
Condition of Approval #14, reflecting the applicant’s willingness to dedicate the easement and the
Commission’s support for securing long-term public access along the trail corridor.
2.8 The Planning Commission notes that after the hearing was closed but the while the record
remained open, six comments were received from non-parties of record. The Planning
Commission finds that because the hearing was closed and the record left open to new submittals
only from parties of record who had participated orally or in writing while the hearing was open,
these six comments must be excluded from the record and were not considered by the Planning
Commission.
The Planning Commission further notes that while the record remained open to new submittals,
th
on March 18 Planning staff provided memos to the record responding directly to a number of
public comments that had been submitted. Staff responses are adopted here as findings of the
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Commission as if set forth in full.
2.9In summary, the applicants have submitted substantial findings addressing allthe relevant
approval criteria and applicable standards for the planning action, the requested Exception and
the Variances. The application addresses the unique factors requiring the need for the requested
Variance due to the site’s topography and the fact that the lot is pre-existing with little to no
slopes under 25 percent to develop, and much of the lot having 25 to 30 percent slopes, or
greater, along with the requirement to take access via a pre-existing easement from Granite
Street, which is an existing driveway with considerable slope, greater than the maximum allowed
15percent driveway grade. This driveway location allows for access to an otherwise land-
locked property from an existing driveway.
2.10The Commission finds that with the conditions below attached, the proposal satisfies the
applicable approval criteria. The Planning Commission finds that the proposal meets all applicable
criteria for a Physical & Environmental (P&E) Constraints Review Permit as provided at AMC
18.3.10.050, for an Exception to the Development Standards for Hillside Lands in AMC
18.3.10.090.H, for a Variance as provided at AMC 18.5.5.050, and for a Tree Removal Permit to
remove 74 trees, including nine significant trees, as provided at AMC 18.5.7.040.
SECTION 3. DECISION
3.1 Based on the whole record of the public hearingon this matter, and all materials
submitted by staff, the applicant and other participants, the Planning Commission concludes that
the applicant’s site planning, building design, engineering and landscape planning have
adequately addressedthe criteria and standards for the approval of a Physical & Environmental
(P&E) Constraints Review Permit with anassociated Exception to the Development Standards
for Hillside Lands to allow a downhill wall height exceeding 20 feet, a Variance to the flag drive
standards for maximum grade and length in AMC 18.5.3.060.F, and aTree Removal Permit to
remove a total of 74trees, including nine significant trees.Therefore, the Planning Commission
approves the application, with the attached conditions of approval, noting that this decision is
supported by evidence contained within the whole record.
1.Thatall proposals of the applicantbecome conditions of approval.
2.A VerificationPermitshall be appliedforand approved by the Ashland Planning Division
prior tositework,treeremoval, building demolition, and/or storage of materials.The
VerificationPermitistoinspect the identification of the 74 treesto be removedand the
installation of tree protection fencingfor the remainingtrees on andadjacentto the site.The
tree protection shall be chainlinkfencingsixfeettallandinstalledinaccordancewith
18.61.200.B.
3.All recommendations of the TreeManagement Advisory Committee,where consistent with
the applicableordinancesand standards andwithfinal approval of the Staff Advisor, shall be
conditions of approval unless otherwise modifiedherein.
4.Priorto building permitissuance:
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a.The plans submittedfor the building permitshall be in substantial conformance with
those approved aspart of this application. If the plans submittedfor the building permit
are not in substantial conformance with those approved aspart of thisapplication,an
applicationto modify the VarianceandPhysicaland Environmental Constraints
Reviewpermit approval shall be submittedand approved prior toissuance of a building
permit.
b.Identification of alleasements, including public and private utilityeasements, mutual
accesseasements, public pedestrianaccesseasements,andfireapparatusaccess
easementsshall be identified on building permit plans.
c.Solarsetbackcalculations demonstrating thatallnew construction complieswithSolar
SetbackStandard A in the formula \[(Height –6)/(0.445 + Slope) = RequiredSolar
Setback\]andelevations or crosssection drawings clearly identifying the highest
shadow producing point(s) and the height(s) fromnaturalgradeshall be met.
d.Lotcoveragecalculations including all building footprints, driveways, parking, and
circulationareas.Lotcoverageshall be limitedto no morethan 20 percentasrequired
inAMC 18.2.5.030.C.
e.Stormwaterfromallnew impervious surfacesand runoff associatedwithpeakrainfalls
must be collected on siteandchanneledto the Citystormwatercollectionsystem (i.e.,
curb gutter at public street, public storm pipe or public drainage way) or through an
approved alternativeinaccordancewith Ashland Building Division policy BD-PP-
0029.On-sitecollectionsystemsshall be detailed on the building permitsubmittals.
f.A revisedTreeProtectionPlan consistent with the standards describedin 18.4.5 be
submittedfor approval by the Staff Advisor. The tree protection fencingshall be
installedaccordingtothe approved planpriortoanysite work, storage of materials
onsite or issuanceofthe building permit.Theplanshallidentify the locationand
placementoffencing around the driplinesoftreesidentifiedfor preservation. The
amount of filland grading within the driplineshall be minimized. Cuts within the drip
lineshall be noted on thetree protection planandshall be executed by handsawand
kept to a minimum.Nofillshall be placed around the trunk/crown root.
g.No construction shalloccurwithin the treeprotection zone including dumping or
storage of materials such as building supplies, soil,waste, equipment, or parked
vehicles.
h.A landscaping andirrigationplanto include irrigationdetails satisfying the
requirementsof the SiteDesignandUse Standards Water Conserving Landscaping
Guidelines andPoliciesshall be provided.
i.Thetree protection andtemporary erosion control measures(i.e.siltfenceandbale
barriers)shall be installedaccordingto the approvedplanand approved by the Staff
Advisor prior toanysite work, storage of materials,issuanceofanexcavationpermit
and issuance of a building permit.The erosion control measuresshallbeinstalledas
identifiedin the Marquess & Associates’ report datedDecember 5, 2024 andas
approved by Public Works.
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j.A writtenverificationfrom the projectgeotechnicalexpert addressing the consistency
of the building permitsubmittalswith the geotechnicalreport recommendations (e.g.
grading plan, storm drainage plan, foundation plan, etc.)shall be submittedwith the
building permit.
k.Applicant shall provide documentation for the accesseasement.
l.Applicant shallhave the retainingwall designed by the project engineer to conform
withAMC 18.3.10.090.B.
5.Mitigationtrees,to be planted on-site, off-site, or payment inlieu,shall be plantedat the rate
of 1:1 of regulatedtree removals.
6.A preconstruction conferencetoreview the requirements of the Hillside Development Permit
shall be held prior tosite work, the issuanceofanexcavationpermit or the issuanceof a
building permit,whicheveractionoccursfirst.Theconferenceshallinclude the Planning
Department, Building Department, the project engineer, projectgeotechnicalexperts(i.e.
Marquess & Associates), landscape professional, arborist(i.e. Canopy) and the general
contractor.Theapplicant or applicant’s’representativeshallcontact the Planning Department
to schedule the preconstruction conference.
7.The foundation plans of the house shall be stamped by anengineer or architectwith
demonstrable geotechnical design experienceinaccordancewithAMC 18.3.10.090.F.
8.Allmeasuresinstalled for the purposes of long-term erosion control and firemitigation,
including but not limitedtovegetativecover,rockwalls,retainingwallsand landscaping shall
be maintainedinperpetuity on allareasinaccordancewith 18.3.10.090.B.7.a.
9.PriortoCertificate of Occupancy:
a.The landscaping andirrigationforre-vegetation of cut/fill slopes anderosion control
shall be installedinaccordancewith the approved plan.Vegetationshall be installedin
such a manner asto be substantiallyestablishedwithin one year of installation.
b.All landscaping in the newlandscapedareasshall be installedaccordingto the
approved planandtiedinto the onsite irrigationsystem.
c.Marquess & Associatesshall provide a final report indicatingthat the approved
grading, drainageand erosion control measureswereinstalledasperthe approved
plans, andthatallscheduled inspections wereconducted by the projectgeotechnical
expert periodically throughout the project.
d.Theflag drive shall be pavedto 12 feet,have a verticalclearance of 13-feet, 6-inches
and be abletowithstand 44,000 lbs. of pressure.Theflag drive shall be constructedso
asto prevent surface drainage from flowing over the private propertylinesand / or
public wayinaccordancewith 18.76.060.B.
e.The house shall be constructedasshown on the amended plans submitted on March 12,
2025,with the 6-foot horizontal offset, per AMC 18.3.10.090.E.2.
f.Applicant shall provide a surveyor’s mapthatconfirms the driveway grade does not
exceed 24 percentandthat the length of the portion of the drivewayinexcess of 35
percent slopes does not exceed 100 feet, per AMC 18.3.10.090.A.2.
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10.Requirements of the Ashland FireDepartment shall be met, including thatall addressing shall
be approved, thatfireapparatusaccessbe provided, that a final approval of the accessplan
(turnouts, etc.) be obtained, that a fires suppression system be installedinthe home, that a new
fire hydrant and pump be installed,ifnecessary, and that a fuelbreakisrequired.
11.Priorto bringing combustible materials on site,applicantsshall provide documentation of fire
hydrant locationwithin 600 feet of the southwest cornerof the house and of the access
(easement).Fire sprinklers shall be installedin the house asrequired by the Ashland fire
department.
12.A Fire Prevention and Control Plan addressing the GeneralFuelModificationArea
requirementsinAMC 18.3.10.100.A.2 shallbe provided prior to bringing combustible
materials onto the property. New landscaping proposed shall comply withthese standards and
shall not include plants listed on the Prohibited FlammablePlantListper Resolution 2018-
028.
13.Final grading andretainingwall plans shallmeet the terracingrequirements of AMC
18.3.10.090.B.4.b tothe satisfaction of the Staff Advisor.
14.Priortoissuance of building permitsfor the proposed residence, applicants/property owners
shallexecuteand deliver to the City a perpetual public traileasementin favor of the City of
Ashland along the existing “DitchTrail”,whichgenerally follows the TalentIrrigation
District’s(TID) “Ashland Canal”asittraverses the subject property(TaxLot 1800).
Applicants shallalso provide a centerlinelegal description of the EasementAreato be
appended to the easement document andreflectinganeasementarea 10-feetinwidthandshall
include the traveled portion of the existingDitchTrail crossing the property. This condition
was voluntarily offeredby the applicants/property owners andthis public traileasementis not
anexactionrequired by the Cityandis not subjectto constitutional takings concernsor
nexus/proportionality analysis.
April 22, 2025
Planning Commission Approval Date
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