HomeMy WebLinkAbout2025-05-27 Planning PACKET
Planning Commission Meeting Agenda
ASHLAND PLANNING COMMISSION
MEETING AGENDA
Tuesday, May 27, 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
III.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 May 27, 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/93228874966
IV.DISCUSSION ITEMS
1.Walkable Design Stands Draft Code
2.Transportation System Plan (TSP) Public Engagement Plan
V.
EGISLATIVE PUBLIC HEARING
Economic Opportunities Analysis Update
VI.
OPEN DISCUSSION
VII.
ADJOURNMENT
Next Meeting Date: June 10, 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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City of Ashland
Climate Friendly and Equitable
Communities
Walkable Design Standards
Draft Ordinance Amendments
May 1, 2025
Online Resources
Ashland Walkable Design Standards Project
Page
https://www.ashlandoregon.gov/walkabledesign
Oregon Walkable Design Standards Guidebook
https://www.oregon.gov/lcd/CL/Documents/CFECWalkableDesignStan
dards.pdf
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Ashland Municipal CodeCFEC Walkable Design Standards Amendments
DRAFTMay 1, 2025
18.2.3.100 Drive-Up Use
Wheredrive-upusesareallowed,theyaresubjecttoallofthefollowingcriteria.
A.
Drive-up uses are allowed only in the C-1 zone, and they are limited to the area east of a line drawn
perpendiculartoAshlandStreetattheintersectionofAshlandStreetandSiskiyouBoulevard.The
numberofdrive- upusesshallnotexceed the12inexistenceon July1,1984.
B.
Drive-upusesaresubjecttothefollowingstandards:
1.Theaveragewaitingtimeinlineforeachvehicleshallnotexceedfiveminutes.Failureto
maintainthis average waiting time may be grounds for revocation of the approval.
2.All facilities providing drive-up service shall provide a waiting area to accommodate at least
two customer vehicles outside of the queue immediately beyond the service window or
provide other satisfactory methods to allow customers requiring excessive waiting time to
receive service.
3. A meansofegressforvehicularcustomerswhowishtoleavethewaitinglineshallbeprovided.
4.The grade of the stacking area to the drive-up shall either be flat or downhill to eliminate
excessive fuel consumption and exhaust during the wait in line.
5.Thedrive-upshallbedesignedtoprovideasmuchnaturalventilationaspossibletoeliminate
the buildup of exhaust gases.
Stackingareashallbeprovidedtoensurethatpublicrights-of-wayarenotobstructed..
6.
Stacking lanes shall be designed so that they do not prevent access toparking spaces
or blockthe public right-of-way. The minimum length of stacking lanes shall be 160 feet
for a single stacking laneand80 feet per lane when there is more than one stacking lane.
A stacking lane is measured between the lane entrance and the service area.
7. All driveway entrances, including stacking lane entrances, shall be at least 50 feet from
any street intersection. If a drive-through facility has frontage on two streets, the drive-
through facilities shall receive access from the street with the lower classification.
8.Service areas and stacking lanes shall not be located between the building and a street
lot line.
9. Drive-up uses shall provide at least one walk-up pedestrian service area. Examples of a
walk-up service area include an indoor service area directly accessible from a public
street or an outdoor walk-up service window. Walk-up service areas shall be accessible
by customers arriving on foot, using a mobility device, or by bicycle. Customers using
walk-up service area shall have the same or better access to goods and services as
customers using the drive-up service. If the walk-up service area is limited to an
outdoor service window, it shall meet the following standards:
a.The walk-up service area shall not also be used by vehicles. Walk-up service
may be provided by facility staff or by automatic teller-style machines.
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b.Service access for pedestrians and bicycles shall be subject to Pedestrian and
Access Circulation Standards in Chapter 18.4.3.090.
c.The walk-up service area shall be connected to the street by a walkway or a
pedestrian plaza. Plazas and pedestrian areas may be counted as floor area for
the purposes of meeting the minimum FAR as provided in AMC 18.4.2040.C.1.a.
710.
Thesoundlevelofcommunicationssystemsshallnotexceed55decibelsatthepropertyline
andshall otherwise comply with the Ashland Municipal Code regarding sound levels.
811.
Drive-upusesmaybetransferredtoanotherlocationinaccordwithallrequirementsofthis
section.The numberofdrive-upwindowstallsshallnotexceedoneperlocation,evenifthe
transferredusehadgreater than one stall.
912.
A ministerialDrive-Up Transferpermitshallbe obtainedforthetransfer ofanydrive-upuses
whensuch transfer is not associated with a Site Design Review or Conditional Use Permit
application in order to document transfer of the use.
1013.
Drive-up uses discontinued without a Drive-Up Transfer permit shall be deemed to have
expired after beingunusedforsixmonths.Discontinuationof a drive-upuseisconsideredto
haveoccurredwhentheStaff Advisordocumentsthedrive-up useashavingceasedon site
through a planning applicationreview,or upon on-site verification.
1114.
Allcomponentsof a drive-up useshallberemovedwithin 60daysofdiscontinuation ofthe
usethrough abandonment, transfer, relocation, or redevelopment.
C
. Drive-up uses are prohibited in the Historic District Overlay except that the four existing
nonconforming financialinstitutiondrive-upusesinoperationintheHistoricDistrictOverlayasof
August7,2012mayredevelop or relocate within the C-1 and C-1-D zones in the Historic District
Overlay subject to the following additional requirements:
1.Relocationorredevelopmentof a drive-upusewithinthe C-1 or C-1-D zonesintheHistoric
District OverlayshallbesubjecttoSiteDesignReviewinchapter18.5.2through a TypeII
procedureinsection 18.5.1.060.
2.Relocatedorredevelopeddrive-upusesshallbeplacedon a secondarybuildingelevation,and
accessed for an alley or driveway.
3.Drivewaysservingrelocated orredevelopeddrive-up usesshallnotenterfrom orexitto a
higherorder street frontage or through a primary building elevation. Driveways or queuing
lanes shall not be placed between a building and the right-of-way other than an alley.
4.No demolition of or exterior change to a building considered to be a historic resource shall be
permitted to accommodate the relocation or redevelopment of a drive-up use.
5.Regardless of the number of drive-up windows/lanes in use in the current location, with a
relocation or remodel the number of windows/lanes shall be reduced to one. (Ord. 3229 § 3,
amended, 12/19/2023)
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18.2.5.090 Standards for Single-Family Dwellings and Duplexes
Thefollowingstandardsapplytonewsingle-familydwellingsandduplexesconstructedinthe R-1, R-
A.
1-3.5, R-2,and R-3 zones;thestandardsdonotapplytodwellingsintheWRorRRzones.
Single-familydwellingsandduplexessubjecttothissectionshallutilizeatleasttwoofthefollowing
B.
design features to provide visual relief along the front of the residence:
Dormers;
1.
Gables;
2.
Recessedentries;
3.
Coveredporchentries;
4.
Cupolas;
5.
Pillarsorposts;
6.
Baywindow(min.12"projection);
7.
Eaves(min.6"projection);
8.
Off-setsinbuildingfaceorroof(min.16").(Ord.3199 § 11,amended,06/15/2021)
9.
Entry Orientation. Single-family dwellings and duplexes located within 40 feet of a street lot
C.
line constructed in the R-1, R1-3.5, R-2, and R-3 zones shall provide at least one main
entrance that meets the following standards. Any detached structure for which more than 50
percent of its street-facing façade is separated from the street property line by a dwelling is
exempt from meeting these standards.
The entrance shall be within 8 feet of the longest street-facing façade of the building;
1.
and
The entrance shall either face the street; be at an angle of up to 45 degrees from the
2.
street;or open onto a covered porch that shallbe no less than six feet in depth and
eight feet in width - deep enough to allow a person to stand while the door is opening
and large enough to allow at least one person to sit facing the street.
Transparency.A minimum of 15% of the ground-levelwall area of any wall that is within 30
D.
feet of a street lot line between 2 and 8 feet above sidewalk grade must be transparent. For
the purposes of this standard, “transparent” means meeting a visible transmittance index
(VTI) of a least 0.60. This standard shall apply to both street frontages on corner lots. For an
area to be considered transparent, the following standards must be met.
Windows and/or clear glass within doors may be used to meet this standard.
1.
Transparent areas shall be calculated based on transparent areas only, excluding any
2.
framing, interior grids, mullions, or sashes.
Required windows must be clear glass and not mirrored, frosted, reflective, or treated in
3.
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such a way to block visibility into the building.
Windows into storage areas, mechanical and utility areas, and garbage and recycling
4.
areas do not qualify. Windows into garages do qualify.
Garages. The following standards apply to garages, carports, canopies, and other
E.
permanent and temporary structures used for parking or storing vehicles, including those
parking and vehicle storage structures accessory to detached single-family dwellings. The
standards are intended to balance residents’ desire for a convenient, safe, and private
vehicle access to their homes with the public interest in maintaining safe and aesthetically
pleasing streetscapes. The standards therefore promote pedestrian safety and visibility of
public ways, while addressing aesthetic concerns associated with street-facing garages. For
the purpose of this subsection, a garage opening is considered to be facing a street where
the opening is parallel to or within 45 degrees of the street right-of-way line.
AlleysandSharedDrives.Where a lotabuts a rearorsidealley,or a shareddriveway,
1.
includingflag drives, the garage or carport opening(s) for that dwelling shall orient to
the alley or shared drive, as applicable, and not a street.Garages fronting or accessed
from the alley shall have a minimum rear yard setback of four feet
Garage Setback. Where no alleys are present, garages shall be located a minimum of 20
2.
feet from the street lot line.A garage entrance shall not be closer to the street lot line
than a façade that encloses living area along the same street frontage, except the
garage entrance may extend up to 6feet in front of a façade that encloses living area if
there is a covered front porch having dimensions of not less than 6feet in depth and 8
feet in width and the garage entrance does not extend beyond the roof of the porch.
Width of Garage Opening. The maximum allowed width of a garage opening is 22 feetor
3.
50% of the width of the street-facing façade, whichever is less.
Setback for Multiple Garage Openings. Where three or more contiguous garage
4.
entrances face the same street, the garage opening closet to a side property line shall
be recessed at least 2 feet behind the adjacent opening(s). Side-loaded garages are
exempt from this standard.
18.4.2.030 Residential Development
A.Purpose and Intent.
For new multifamily residential developments, careful design considerations
must be made to assure that the development is compatible with the surrounding neighborhood.
For example, the use of earth tone colors and wood siding will blend a development into an area
rather than causing contrast through the use of overwhelming colors and concrete block walls.
1.Crime Prevention andDefensibleSpace.
a.Parking Layout. Parking for residents should be located so that distances to dwellings
are minimized. However, avoid designs where parking areas are immediately abutting
dwelling units becausethereislittleornotransitionfrompublictoprivateareas.
Parkingareasshouldbeeasilyvisible from adjacent areas and windows.
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b.OrientationofWindows.Windowsshouldbelocatedsothatvulnerableareascanbe
easilysurveyed by residents.
c.Service and Laundry Areas. Service and laundry areas should be located so that they
can be easily observedbyothers.Windowsandlightingshouldbeincorporatedto
assuresurveillanceopportunities. Mailboxesshouldnotbelocatedindarkalcoves
outofsight.Barrierstopolicesurveillancesuchastall shrubsandfencesshouldbe
avoided.
d.Hardware. Reliance solely upon security hardware in lieu of other alternatives is
discouraged.
e.Lighting.Sitedevelopmentshouldutilizelightingprudently.Morelightingdoesnot
necessarilymean better security. Lighting should be oriented so that areas vulnerable
to crime are accented.
f.Landscaping.Plantmaterialssuchashigh shrubsshouldbeplaced sothat
surveillanceof semi- publicandsemi-privateareasisnotblocked.Thornyshrubswill
discouragecrimeactivity.Lowshrubs and canopy trees will allow surveillance, hence,
reduce the potential for crime.
B.Applicability.
Exceptasotherwiserequiredbyanoverlayzoneorplandistrict,thefollowing
standardsapply toresidentialdevelopment pursuanttosection18.5.2.020. Seeconceptualsite
plan ofmultifamilydevelopment in Figure 18.4.2.030.
C.BuildingOrientation.
Residentialbuildings that are subject to the provisions of this chapter shall
Where the site is adjacent to two or more streets,
conform to all of the following standards.
these standards shallbe met on the frontage of the higher order street. If both streets have
the same classification, the applicant may choose on which street to meet the standard.
See
also solar orientation standards in section 18.4.8.050.
1.Building Orientation to Street. Dwelling units shall have their primary orientation toward a
shall have a
street. Where residentialbuildings arelocatedwithin20 feetof a street,they
primaryentranceopening toward the street and connected to the right-of-way via an
approved walkwayshall have at least one main entrance for each building that meetsthe
following standards.
a.The entrance shall be within 8 feet of the longest street-facing façade of the building.
b. The entrance shall either face the street; be at an angle of up to 45 degrees from
the street; face a courtyard that abuts the street that shall be at least15 feet in
width; or open onto a covered porch that shall be at least 25 square feet in area.
c.The entrance shall connect to the right of way via an approved walkway.
2.Limitation on Parking Between Primary Entrance and Street. Automobile circulation or off-street
parking isnotallowedbetweenthebuildingandthestreet.Parkingareasshallbelocatedbehind
buildings, oronone or both sides.
3. Build-to Line. Where a new building is proposed in a zone that requires a build-to line or
maximum front setbackyard,exceptasotherwise requiredforclearvision at
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intersections,thebuilding shallcomplywiththe build-to line standard.
3. Ground Floor Dwellings. The following standard applies to residential developments
with ground floor dwelling units that are10 feet or closer to a street lot line. The intent of
the standard is to create inviting and interesting ground floors that activate the street
while providing an adequate level of privacy to the unit. Residential buildings subject to
this to the provisions of this chapter shall meet the following standards:
a. A minimum of 50% of dwelling units on the ground floor abutting a street lot line
shall have a main entrance that is either accessed from a public sidewalk that
faces the street; faces a courtyard that abuts the street that shall be at least 15
feet in width; or opens onto a covered porch that shall be at least 25 square feet
in area.
b. Where a building is located on a corner lot, the standard above shall be met on
the frontage of the higher order street.
c. Main entrances providing direct access to dwelling units shall be set back a
minimum of 5 feet and a maximum of 10 feet from the street lot line and provide
at least two of the following within the setback to provide a transition from the
public realm to the private realm:
i.A wall or fence that is 18 to 36 inches highwith a gate or other opening that
connects the approved walkway to the right of way;
ii.Landscaping that meets the Landscaping and Screen Standards in Chapter
18.4.4.030not exceeding 36 inches in height at full growth;
iii.One small canopy tree between 1.5 and less than 6 inches in diameter per
entrance; or
iv. Individual private open space of at least 48 square feet designed so that a 4-
foot by 6-foot dimension will fit entirely within it.
4. Transparency. The following standards apply to the wall areaof the ground-level of any
street-facing façades that are within 20 feet of a street lot line or a pedestrian amenity
space. A minimum of 15% of the area of the ground-level, street-facing façade between 2
and 8 feet above sidewalk grade must be transparent. For the purposes of this standard,
“transparent” means meeting a visible transmittance index (VTI) of a least 0.60.The
following standards must be met for an area to be considered transparent:
a.Windows and/or clear glass within doors may be used to meet this standard.
b.Transparent areas shall be calculated based on transparent areas only,
excluding any framing, interior grids, mullions, or sashes.
c.Required windows must be clear glass and not mirrored, frosted, reflective, or
treated in such a way to block visibility into the building.
d.Windows into storage areas, mechanical and utility areas, and garbage and
recycling areas do not qualify. Windows into garages do qualify.
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D.Garages.
Thefollowingstandards applytogarages,carports, canopies,andotherpermanent and
temporary structuresusedforparkingorstoringvehicles,includingthoseparkingandvehicle
storagestructuresaccessoryto detached single-family dwellings. The standards are intended to
balance residents’ desire for a convenient, safe, and private vehicle access to their homes with the
public interest in maintaining safe and aesthetically pleasing streetscapes. The standards therefore
promote pedestrian safety and visibility of public ways, while addressing aestheticconcerns
associatedwithstreet-facinggarages.Forthepurposeofthissubsection, a garageopeningis
considered to be facing a street where the opening is parallel to or within 45 degrees of the street
right-of-wayline.
1.AlleysandSharedDrives.Where a lotabuts a rearorsidealley,or a shareddriveway,including
flag drives, the garage or carport opening(s) for that dwelling shall orient to the alley or shared
Garages fronting and or accessed from the alley shall
drive, as applicable, and not a street.
have a minimum rear yard setback of four feet
2.SetbackforGarageOpeningFacingStreet.The following standards do not apply to garages
The minimum setback for a garage (or carport) opening facing a
oriented to an alley.
street is 20 feet. This provision does not apply to alleys.
a.The minimum setback for a garage (or carport) opening facing a street is 20
feet.
b.A garage entrance shall not be closer to the street lot line than a façade that
encloses living area along the same street frontage, except the garage entrance
may extend up to 6 feet in front of a façade that encloses living area if there is a
covered front porch having dimensions of not less than six feet in depth and
eight feet in width and the garage entrance does not extend beyond the roof of
the porch
3.Width of Garage Openings. The combined width of garage openings facing the street
must be less than 50% of the width of the street-facing building façade. This standard
applies only to the street-facing façade on which the main entrance is located.
E.Building Materials.
Building materials and paint colors should be compatible with the surrounding
area. Very brightprimary or neon-type paint colors, which attract attention to the building or use,
are unacceptable.
F.Streetscape.
Onestreettreechosenfromthe streettreelistshallbeplaced foreach30feetof
frontage for that portion of the development fronting the street pursuant to subsection 18.4.4.030.E.
G.Landscaping and Recycle/Refuse Disposal Areas.
Landscaping and recycle/refuse disposal
areas shall be provided pursuant to chapter 18.4.4.
H.OpenSpace.
Commonand/orprivateopenspaceisrequiredtobeprovidedpursuanttosection
18.4.4.070.
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18.4.2.40Non-Residential Development
\[…\]
B. BasicSiteReviewStandards.
Exceptasotherwiserequiredbyanoverlayzoneorplandistrict,the
following requirements apply to commercial, industrial, non-residential and mixed-use development
pursuant to section 18.5.2.020.SeeconceptualsiteplanofbasicsitereviewdevelopmentinFigure
18.4.2.040.B.6.
1.OrientationandScale.
Buildings shall have their primary orientation toward the street and not a parking area.
a.
Automobile circulationoroff-streetparking isnotallowedbetween thebuildingand the
street.Parkingareasshall be locatedbehindbuildings, ortooneside.SeeFigure
18.4.2.040.B.1.
A building façade or multiple building facades shall occupy a large majority of a
b.
project’s street frontage as illustrated in Figure 18.4.2.040.B.6, and avoid site design
that incorporates extensive gaps betweenbuilding frontagescreatedthrougha
combinationofdriveway aprons,parkingareas,or vehicle aisles.Thiscanbe
addressed by,butnotlimited to,positioningthewider sideofthebuilding ratherthan
the narrow side of the buildingtoward the street. In the case of a corner lot, this
standard applies toboth street frontages. Spaces between buildings shall consist of
landscaping and hard durable surface materials to highlight pedestrian areas.
Buildingentrancesshallbeorientedtowardthestreetandshallbeaccessedfrom
c.
a publicsidewalk. Theentranceshallbedesignedtobeclearlyvisible,functional,
andshallbeopentothepublicduringall business hours. See Figure
18.4.2.040.B.1.
Building entrances shall be located within 20 feet of the public right-of-way to which
d.
they are required to be oriented. Exceptions may be granted for topographic
constraints, lot configuration, designswhere a greatersetbackresultsinanimproved
accessorforsiteswithmultiplebuildings,such as shopping centers, where other
buildings meet this standard.
Where a building is located on a corner lot, its entrance shall be oriented toward the
e.
higher order streetortothelotcorneratthe intersectionofthestreets.The building
shall belocatedasclosetothe intersection corner as practicable.
Publicsidewalksshallbeprovidedadjacentto a publicstreetalongthestreetfrontage.
f.
g. Thestandardsinsubsections18.4.2.040.B.1.athroughdf, above,maybewaivedifthe
buildingisnot accessed by pedestrians, such as warehouses and industrial buildings
without attached offices, and automotive service stations.
2. Transparency. A minimum of40% of the area of the ground-level, street-facing façade
between 2 and 8 feet above sidewalk grade shallbe transparent. For the purposes of this
section, “transparent” means a minimum visible transmittance of at least 0.60. The
following standards must be met for an area to be considered transparent.
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a. Windows and/or glass within doors may be used to meet this standard.
b.Transparent areas shall be calculated based on transparent areas only,
excluding any framing, interior grids, mullions, or sashes.
c.Required windows shallnot be mirrored, frosted, reflective, or treated in such a
way to block visibility into the building.
d.Windows into storage areas, vehicle parking areas, mechanical and utility
areas, and garbage and recycling areas do not qualify.
3. Weather Protection. Weather protection, such aspermanent awnings, canopies,
overhangs, or architectural features providing protection from the rain or shade during
periods of hot weather, shallbe provided along 50% of the length of the ground level
façade that is within 5 feet of street, plaza, or other public or common open space.
a. The weather protection shallproject out at least 5feet from the adjoining wall.
b. Weather protection shall have a minimum clearance height above the sidewalk
or ground surface of 8 feet, and may encroach into the street right-of-way.
c.Weather protection may be adjusted where necessary to accommodate street
trees required in 18.4.4.030.E.
2 4.
Streetscape.Onestreettreechosenfromthestreettreelistshallbeplacedforeach30feetof
frontage for that portion of the development fronting the street pursuant to subsection
18.4.4.030.E.
3 5.
Landscaping.
a.Landscapeareasatleasttenfeetinwidthshallbufferbuildingsadjacenttostreets,
exceptthe bufferisnotrequired intheDetailSiteReview, HistoricDistrict,and
Pedestrian Placeoverlays.
b.Landscapingandrecycle/refusedisposalareasshallbeprovidedpursuanttochapter
18.4.4.
4 6.
Designated Creek Protection. Where a project is proposed adjacent to a designated creek
protection area, the project shall incorporate the creek into the design while maintaining
required setbacks and buffering, and complying with water quality protection standards. The
developer shall plant native riparian plants in and adjacent to the creek protection zone.
5 7.
NoiseandGlare.Artificiallightingshallmeettherequirementsofsection18.4.4.050.
Compliancewith AMC 9.08.170.Crelated to noise is required.
68.
ExpansionofExistingSitesandBuildings.Forsitesthatdonotconformtothestandardsof
section18.4.2.040(i.e.,nonconformingdevelopments),anequalpercentageofthesitemustbe
madetocomplywith the standards of this section as the percentage of building expansion. For
example, if a building area isexpanded by 25 percent, then 25 percent of the site must be
brought up to the standards required by this document.
C. DetailedSiteReviewStandards.
DevelopmentthatiswithintheDetailSiteReviewoverlayshall,in
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addition tocomplyingwiththestandardsforBasicSiteReviewinsubsection18.4.2.040.B, above,
conformtothefollowing standards.Seeconceptualsite planofdetailsitereview developmentin
Figure 18.4.2.040.C.1andmapsofthe DetailSiteReviewoverlayinFigures18.4.2.040.C.2through
5.
1.OrientationandScale.
a.Developmentsshallhave a minimumFloorAreaRatio(FAR)of0.50.Where a siteis
one-halfanacre or greater in size, the FAR requirement may be met through a
phased development plan or a shadow plan that demonstrates how development may
be intensified over time to meet the minimum FAR. See shadowplanexamplein
Figure18.4.2.040.C.1.a. Plazasandpedestrianareasshallcountasfloorareafor the
purposes of meeting the minimum FAR.
b.Buildingfrontagesgreaterthan100feetinlengthshallhaveoffsets,jogs,orhaveother
distinctive changes in the building façade.
c.Any wall that is within 30 feet of the street, plaza, or other public or common
open space shall contain at least 20 percent of the wall area facing the street in
display areas, windows, or doorways. Windows must allow view into working
areas, lobbies, pedestrian entrances, or display areas. Blank walls within 30 feet
of the street are prohibited. Up to 40 percent of thelength of the building
perimeter can be exempted for this standard if oriented toward loading or
service areas
d.c.
Buildings shall incorporate lighting and changes in mass, surface or finish to give
emphasis to entrances.
ed.
Infill or buildings, adjacent to public sidewalks, in existing parking lots is encouraged
and desirable.
f. Buildingsshallincorporatearcades,roofs,alcoves,porticoes,andawningsthat
protectpedestrians from the rain and sun
2.Transparency.
a.Any wall that is within 30 feet of the street, plaza, or other public or common
open space shall contain transparency of at least 2050%of thestreet-facing
façade between 2 and 8 feet above sidewalk gradewall areafacing the street in
display areas,in the form of windows or doorways. Windowsmustallowview
intoworkingareas,lobbies,pedestrianentrances,ordisplayareas.Upto40
percentofthelengthofthebuildingperimetercan be exempted for this
standard if oriented toward loading or service areas.For the purposes of this
section, “transparent” means a minimum visible transmittance of at least 0.60.
b. Windows and/or glass within doors may be used to meet this standard.
Transparent areas shall be calculated based on transparent areas only,
excluding any framing, interior grids, mullions, or sashes.
c.Required windows shallnot be mirrored, frosted, reflective, or treated in such a
way to block visibility into the building.
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d.Windows into storage areas, vehicle parking areas, mechanical and utility
areas, and garbage and recycling areas do not qualify.
3. Weather Protection. Weather protection (e.g., permanent awnings, canopies,
overhangs, or architectural features providing protection from the rain or shade during
periods of hot weather) shallbe provided along 50% of the length of the ground level
façade that is within 5 feet of a street, plaza, or other public or common open space.
a. The weather protection shallproject out at least 5feet from the adjoining wall.
b. Weather protection shall have a minimum clearance height above the sidewalk
or ground surface of 8 feet, and may encroach into the street right-of-way.
c. Weather protection may be adjusted where necessary to accommodate street
trees required in 18.4.4.030.E.
2.4.
Streetscape.
a.Hardscape(pavingmaterial)shallbeutilizedtodesignate“people”areas.Sample
materialscouldbe unit masonry, scored and colored concrete, grasscrete, or
combinations of the above.
b.A building shall be set back not more than five feet from a public sidewalk unless the
area is used forpedestrianactivities suchasplazasoroutside eatingareas,orfor a
required publicutilityeasement. This standard shallapply to both street frontages on
corner lots. If more than one structure is proposed for a site, at least 65 percent of the
aggregate building frontage shall be within five feet of the sidewalk.
3.5.
BufferingandScreening.
a.Landscapebuffersandscreeningshallbelocatedbetweenincompatibleusesonan
adjacentlot. Those buffers can consist of either plant material or building materials
and must be compatible with proposed buildings.
b.Parkinglotsshallbe bufferedfromthemainstreet, crossstreets,andscreenedfrom
residentially zoned land.
4. 6.
BuildingMaterials.
a.Buildingsshallincludechangesinreliefsuchascornices,bases,fenestration,and
flutedmasonry, for at least 15 percent of the exterior wall area.
b.Brightorneonpaintcolorsusedextensivelytoattractattentiontothebuildingor
useare prohibited.Buildingsmaynotincorporateglassas a majorityofthebuilding
skin.
D.AdditionalStandardsforLargeScaleProjects.
IntheDetailSiteReviewoverlay,developments
thatare greater than 10,000 square feet in gross floor area or contain more than 100 feet of
building frontage shall, in additiontocomplyingwiththestandardsforBasic(subsection
18.4.2.040.B) andDetail(subsection18.4.2.040.C) SiteReview,above,conformtothefollowing
standards.Seeconceptualelevationoflargescaledevelopmentin Figure18.4.2.040.D.1and
conceptualsiteplanoflargescaledevelopmentinFigure18.4.2.040.D.2.
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1.OrientationandScale.
a.Developments shalldivide large building masses into heights and sizes that relate to
human scale byincorporatingchanges inbuildingmasses ordirection,sheltering
roofs, a distinctpatternof divisions on surfaces, windows, trees, and small scale
lighting.
b.OutsideoftheDowntownDesignStandardsoverlay,newbuildingsorexpansionsof
existing buildings in the Detail Site Review overlay shall conform to the following
standards:
i.Buildingssharing a commonwallorhavingwallstouchingatorabovegradeshall
be considered as one building.
ii.Buildingsshallnotexceed a buildingfootprintareaof45,000squarefeetas
measuredoutside of the exterior walls and including all interior courtyards. For the
purpose of this section an interior courtyard means a space bounded on three or
more sides by walls but not a roof.
iii.Buildingsshallnotexceed a grossfloorareaof45,000squarefeet,includingall
interiorfloor space, roof top parking, and outdoor retail and storage areas, with
the following exception:
Automobile parking areas located within the building footprint and in the basement
shall not count toward the totalgross floor area. For the purpose of this section,
“basement” means any floor level below the first story in a building. “First story”
shall have the same meaning as provided in the building code.
iv.Buildingsshallnotexceed a combinedcontiguousbuildinglengthof300feet.
c.InsidetheDowntownDesignStandardsoverlay,newbuildingsorexpansionsof
existingbuildings shall not exceed a building footprint area of 45,000 square feet or a
gross floor area of 45,000 square feet, including roof top parking, with the following
exception:
Automobile parking areas located within the building footprint and in the basement
shall not count toward the total gross floor area. For the purpose of this section,
“basement” means any floor level belowthefirststoryin a building.“Firststory”shall
havethesamemeaningasprovidedinthebuilding code.
2.DetailSiteReviewPlazaSpaceStandards.
a.Onesquarefootofplazaspaceshall berequiredforeverytensquarefeetofgross
floorarea, except for the fourth gross floor area.
b.Withinthe C-1-D zone,orDowntownDesignStandardsoverlay,noplazaspace
shallberequired.
c. A plazaspaceshallincorporateatleastfourofthefollowingelements:
ittingSpace – atleastonesittingspaceforeach500squarefeetshallbeincluded
i.S
intheplaza. Seatingshallbe a minimumof16inchesinheightand30inchesin
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width.Ledgebenchesshallhave a minimum depth of 30 inches.
ii. A mixtureofareasthatprovidebothsunlightandshade.
iii.Protectionfromwindbyscreensandbuildings.
iv.Trees – providedinproportion tothespaceat a minimum ofonetreeper500
square feet,at least two inches in diameter at breast height.
v.Waterfeaturesorpublicart.
vi.Outdooreatingareasorfoodvendors.
TransitAmenities.Transitamenities,busshelters,pullouts,anddesignatedbikelanes
3.
shallberequired in accordance with the Ashland Transportation Plan and guidelines
established by the Rogue Valley Transportation District.
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18.4.3.80Vehicle Area Design
\[…\]
VehicularAccessandCirculation.
Theintentofthissubsectionistomanageaccesstolanduses
A.
andon-site circulation and maintain transportation system safety and operations. For transportation
improvement requirements, refer to chapter 18.4.6, Public Facilities.
Applicability.Thissectionappliesto allpublicstreetswithin theCityandtoall propertiesthat
1.
abutthese streets. The standards apply when developments are subject to a planning action
(e.g., site design review, conditional use permit, land partition, performance standards
subdivision).
Site Circulation. New development shall be required to provide a circulation system that
2.
accommodates expectedtrafficonthesite.Allon-sitecirculationsystemsshallincorporate
street-likefeaturesasdescribedin subsection18.4.3.080.B.4.Pedestrianconnectionsonthe
site,includingconnections throughlargesites,and connections between sites and adjacent
sidewalks must conform to the provisions of section 18.4.3.090.
Intersection and Driveway Separation. The distance from a street intersection to a driveway, or
3.
from a driveway to another driveway, shallmeet the minimum spacing requirements for the
street’s classification in theAshlandTransportationSystemPlan(TSP)asillustratedinFigures
18.4.3.080.C.3.aand18.4.3.080.C.3.b.
a.Innocaseshalldrivewaysbecloserthan24feetasmeasuredfromthebottomofthe
existingor proposed apron wings of the driveway approach.
b.Partitionsandsubdivisionsofpropertylocatedinan R-2, R-3, C-1, E-1,CM,or M-1
zoneshallmeet thecontrolledaccessstandardssetforthbelow.Ifapplicable,cross
accesseasementsshallberequired so that access to all properties created by the
land division can be made from one or more points.
c.Streetanddrivewayaccesspointsinan R-2, R-3, C-1, E-1,CM,or M-1 zoneshallbe
limitedtothe following:
Distancebetweendriveways
i.
Onboulevardstreets:100feet
Oncollectorstreets:75feet
Onneighborhoodstreets:24feet
Distancefromintersections.
ii.
Onboulevardstreets:100feet
Oncollectorstreets:50feet
Onneighborhoodstreets:35feet
d.AccessRequirementsforMultifamilyDevelopments.Allmultifamilydevelopments
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whichwillhave automobile trip generation in excess of 250 vehicle trips per day shall
provide at least two driveway accesspointstothedevelopment. Tripgenerationshall
bedeterminedbythemethods establishedby the Institute of Transportation
Engineers.
SharedUseofDrivewaysandCurbCuts.
4.
a.Plans submitted for developments subject to a planning action shall indicate how
driveway intersections with streets have been minimized through the use of shared
driveways and all necessary accesseasements.Wherenecessaryfrom trafficsafety
andaccessmanagement purposes,theCitymay require joint access and/or shared
driveways in the following situations:
Forsharedparkingareas.
i.
Foradjacentdevelopments,whereaccessontoanarterialislimited.
ii.
Formultifamilydevelopments,anddevelopmentsonmultiplelots.
iii.
b.Developmentssubjectto a planningactionshallremoveallcurbcutsanddriveway
approachesnot shown to be necessary for existing improvements or the proposed
development. Curb cuts and approaches shall be replaced with standard curb, gutter,
sidewalk, and planter/furnishings strip as appropriate.
c.Ifthesiteisservedby a sharedaccessoralley,accessformotorvehiclesmustbefrom
theshared access or alley and not from the street frontage.
AlleyAccess.Where a propertyhasalleyaccess,vehicleaccessshallbetakenfromthealleyand
5.
driveway approaches and curb cuts onto adjacent streets are not permitted.
D.DrivewaysandTurn-AroundDesign.
Drivewaysandturn-aroundsprovidingaccesstoparking
areasshall conform to the following provisions:
A drivewayfor a single-familydwellingor a duplexshallbe a minimumofnineexceptthat
1.
drivewaysover50feetinlengthorserving a flaglotshallmeetthewidthanddesign
requirementsofsection 18.5.3.060.Accessoryresidentialunitsareexemptfromthe
requirementsofthissubsection.
1.Driveway Width.The following standards apply to the width of driveways. Driveway width
shall be measured lengthwise along the property line, and such measurement shall not
include the width of wings connecting the top of the curb to the lowered curb or apron.
a.Driveways directly serving a single-width parking stall or garage shall be a minimum
of 9 feet and a maximum of 12 feetin width.
c.For a double-width vehicle parking area that is shared by two detached units, the
maximum driveway width shall be 12 feet. For a double-width vehicle parking area
that is shared by two attached units, driveways shall be shared using a taper with a
maximum driveway width of 14 feet. There must be a recorded easement
guaranteeing reciprocal access and maintenance for all affected properties.
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c.All other driveways serving parking areas with seven or fewer parking spaces shall
be a minimum of 12 feet and a maximum of 24 feet in width.
d. Parking areas of more than seven parking spaces shall be served by a driveway
constructed to: facilitate the flow of traffic on or off the site, with due regard to
pedestrian and vehicle safety; be clearly and permanently marked and defined;
provide adequate aisles or turn-around areas so that all vehicles may enter the street
in a forward manner; and a driveway width as follows:
A drivewayaccommodatingtwo-wayvehicularcirculationonsiteshallbe20
i.
feetinwidth.
A drivewayconfiguredforone-wayvehicularcirculationonsite,which
ii.
providesseparatedingress andegressaccessontothepublic street,maybe
reducedto15 feetinwidthupon demonstrationthat adequate fire apparatus
access is provided.
e. Drivewaysover50feetinlengthorserving a flaglotshallmeetthewidthand
designrequirementsofsection 18.5.3.060.
f. Accessoryresidentialunitsareexemptfromtherequirementsofthis
subsection.
Parkingareasofsevenor fewerspacesshallbeserved by a drivewayof 12 feet,except
2.
forthose drivewayssubjecttosubsection18.4.3.080.D.1.Accessoryresidentialunitsare
exemptfromtherequirements of this subsection.
Parkingareasofmorethan sevenparkingspacesshall beservedby a driveway
3.
constructedto:facilitate the flow of traffic on or off the site, with due regard to
pedestrian and vehicle safety; be clearly and permanentlymarkedand defined;provide
adequate aislesorturn-aroundareas sothatallvehiclesmay enter the street in a
forward manner; and a driveway width as follows:
A drivewayaccommodatingtwo-wayvehicularcirculationonsiteshallbe20feetin
b.
width.
A drivewayconfiguredforone-wayvehicularcirculationonsite,whichprovides
c.
separatedingress andegressaccessontothepublic street,maybereducedto15
feetinwidthupon demonstrationthat adequate fire apparatus access is provided.
4 2.
Thewidthofdrivewaysandcurbcutsintheparkrowandsidewalkareashallbeminimized.
5 3
. For single-family lots and multifamily developments, the number of driveway approaches and
curb cuts shall not exceed one approach/curb cut per street frontage. For large multifamily
developments and other uses, the number of approaches and curb cuts shall be minimized
where feasible to address traffic safety or operations concerns.
6 4.
Vertical Clearances. Driveways, aisles, turn-around areas and ramps shall have a minimum
vertical clearance of 13.5 feet for their entire length and width. Parking structures are exempt
from this requirement.
7 5.
Vision Clearance. No obstructions may be placed in the vision clearance area except as set
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forth in section 18.2.4.040.
8 6
. Grades for new driveways in all zones shall not exceed 20 percent for any portion of the
driveway. If required by the City, the developer or owner shall provide certification of driveway
grade by a licensed land surveyor.
9 7.
All driveways shall be installed pursuant to City standards prior to issuance of a certificate of
occupancy for new construction.
10 8
.Driveways for lots created or modified through a land division or property line adjustment,
including those for flag lots, shall conform to the requirements of chapter 18.5.3, Land Divisions
and Property Line Adjustments.
\[…\]
18.4.6.060 Transit Facilities
A. Dedication of Public Use Areas.
Where a proposed park, playground, trail, or other public use
shown in a plan adopted by the City is located in whole or in part in a subdivision, the City may
require the dedication of this area to the City, or the designation of this area on the final plat for
future dedication to the City, provided that the impact of the development on the City park system is
roughly proportional to the dedication, conforms to the requirements of this ordinance, and is
consistent with applicable parks and trails master plans.
B. Projects that meet the following thresholds will be reviewed to determine if transit facilities
are required to beprovided:
1. Projects on development sites within 100 feet of an existing or planned transit stop or
located on an existing or planned transit route.
2. Residential developments with more than 25 dwelling units. This includes any
development application for any residential building type, including but not limited to,
residential or mixed-use subdivisions and multifamily development.
C. Applicable projects may be required to provide additional transit facilities where substantial
evidence ofprojected transit ridership or other transit impacts is presented by Rogue Valley
Transitto conclude both that a nexus exists between the proposed development and public
transit and that the degree of impact provides reasonable justification. The City may require
the developer to grant a public easement or dedicate a portion of the lot for transit facilities.
D. If, upon review of an application for development meeting or exceeding thethresholds in
18.4.6.060.A.above, Rogue Valley Transportation District (RVTD) recommends,based on the
Ashland Transportation Plan,that a bus stop be constructed or that an easement or
dedication be provided for a bus stop consistent with the TSP or an RVTD-approved plan at
the time of development, the City may require such improvement. Requirements may
include existing facilities that are in disrepair or in need of replacement.
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18.6.1 Definitions
Driveway
.The area that provides vehicular access to a site from a street or the area that provides
vehicular circulation on a site.
Drive-Up Uses.
Drive-up uses are defined as any establishment which by design, physical facilities,
service, or by packaging procedures encourages or permits customers to receive services, obtain goods
other than automobile fuel, or be entertained while remaining in their motor vehicles. The components of
a drive-up use are regulated as part of such facility and include kiosks, canopies, or other structures;
windows; stalls; and queuing lanes and associated driveways.
Garage.
A covered permanent structure designed to provide shelter for vehicles, and which is accessory
to a dwelling. Carports are considered garages.
Ground-Floor Dwelling Unit.
A residential unit with the entrance, front or rear, that is within fivefeet of
the finished grade. The distance to finished grade is measured vertically at a right angle from the doorsill
to the finished grade.
Main Entrance. A main entrance is the entrance to a building that is designed to facilitate ingress
and egress for the highest volume of building users. Generally, each building has one main
entrance, but if design features do not make it possible to determine which entrance is the main
entrance, all entrances providing the same capacity of ingress and egress shall be treated as
main entrances.
Walk-Up Service Area.An area, either internal or external to a building, that is directly accessible
from a public street by customers arriving on foot, by bicycle, or using a mobility device. Walk-up
service may be provided by facility staff or by automatic teller machines and must offer the same
or better access to goods and services to users as customers using drive-up service.
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_________________________________
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_________________________________
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ASHLAND PLANNING DEPARTMENT
STAFF REPORT
Before the Planning Commission May 27, 2025
PLANNING ACTION:
PA-L-2025-00017
APPLICANT:
City of Ashland
LOCATION:
N/A - Legislative
ZONE DESIGNATION:
N/A
COMP. PLAN DESIGNATION:
N/A
ORDINANCE REFERENCES:
660-009-0015, Oregon Revised Statues-
Economic Opportunity Analysis
18.5.9 Comp Plan, Zoning & LUO Amendments
18.6.1 Definitions
APPLICATION DATE:
April 21, 2025
DLCD NOTICE:
April 21, 2025
PUBLICMEETINGNOTICE:
April 30, 2025
MEETING DATE:
May 27, 2025
120-DAY DEADLINE:
N/A
(*Type III applications are not subject to 120-day limits)
PROPOSAL:
A request to adopt the 2025 Economic Opportunities Analysis update prepared by
Community Attributes Inc. (CAI) as a technical supporting document to the City of Ashland
Comprehensive Plan.
I.Introduction
1)The current application
The City of Ashland has completed an updated Economic Opportunities Analysis (EOA) in
accordance with Statewide Planning Goal 9 and OAR 660-009. The EOA is intended as a
technical study and does not establish new policy, goals, or regulatory changes. Instead, it serves
as a foundational resource to inform future strategic planning efforts, comprehensive plan
amendments, and economic development initiatives by providing an updated factual basis for
decision-making.
Prepared by the consulting firm Community Attributes Inc. (CAI), with grant support from the
Oregon Department of Land Conservation and Development (DLCD), this 2025 EOA replaces
the City’s previously adopted 2007 analysis. The document presents a comprehensive, data-
driven evaluation of Ashland’s economic trends, employment land needs, and development
opportunities for the 2025–2045 planning horizon.
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2)Background
Ashland’s prior Economic Opportunities Analysis was prepared in 2007 and reflected the
economic and land use conditions of that time. In the nearly two decades since, the city and
region have experienced significant changes in employment patterns, demographic composition,
real estate markets, and land development constraints. The 2008 recession, COVID-19
pandemic, the rise of remote work, inflationary pressures, and broader housing market dynamics
have reshaped the economic landscape in ways that warrant a full reassessment of Ashland’s land
capacity to accommodate future employment growth.
In response to these changes and to remain in compliance with Statewide Planning Goal 9, the
City initiated an update to its EOA in 2024. CAI was selected through a competitive process to
complete the analysis, with financial assistance provided by a DLCD technical assistance grant.
The analysis was completed in May 2025 and draws upon employment data from the Oregon
Employment Department, land capacity estimates from the City’s adopted 2024 Buildable Lands
Inventory, stakeholder interviews, regional surveys, and extensive community engagement. The
result is a current and locally tailored assessment of Ashland’s economic base and the availability
of land for commercial and industrial uses over the 20-year horizon.
II.Key Findings
The Economic Opportunities Analysis concludes that Ashland has a total of 181 net buildable
acres of employment land, compared to a projected 20-year demand of approximately 76 acres.
This indicates an overall surplus of employment land within the city and its urban growth
boundary. However, while the overall supply exceeds forecasted demand, the analysis identifies
specific deficiencies in the location, size, and type of available parcels—particularly a lack of
small, centrally located commercial sites suited for visibility-dependent retail and tourism uses.
In contrast, there is greater capacity in the Employment (E-1) and Industrial (M-1) zones, with
larger sites available that may not align with the needs of small or service-oriented businesses.
Employment growth is projected to be concentrated in sectors such as Leisure and Hospitality,
Health Care, and Finance, Insurance, and Real Estate. Total employment within Ashland’s urban
growth boundary is expected to increase from 8,644 in 2025 to 10,045 by 2045.
III.Ashland’s Economic Character: Strengths and Constraints
The Economic Opportunities Analysis identifies that Ashland benefits from several distinctive
assets that contribute to its economic potential. The presence of Southern Oregon University and
the Oregon Shakespeare Festival anchor Ashland’s identity as a regional center for arts, culture,
and higher education. The city’s highly educated population—62% of residents hold a bachelor’s
degree or higher—offers a skilled labor pool that supports creative industries, professional
services, and remote work. In addition, Ashland’s walkable downtown, scenic surroundings, and
quality-of-life amenities continue to attract visitors and new residents seeking a small-town
environment with urban features and cultural amenities.
At the same time, the city faces structural constraints that limit economic expansion. The
availability of affordable and workforce housing is one of the most frequently cited barriers to
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attracting and retaining employees. Employers in sectors such as education, health care, and food
services report difficulty filling positions due to high housing costs and limited inventory. While
the city has an adequate overall supply of employment land, challenges remain in assembling
development-ready sites, especially in desirable locations like the historic downtown which is
substantially developed. Key opportunity sites, such as the Croman Mill District and the Railroad
Property, have long held promise for redevelopment but remain largely inactive due to ownership
dynamics, infrastructure limitations, and environmental cleanup needs. In addition, feedback
from local stakeholders indicates that perceptions of Ashland’s regulatory environment—
particularly regarding permitting and zoning and community opposition to development—
continue to present obstacles to business expansion or relocation.
Together, these strengths and weaknesses underscore the need for deliberate, strategic economic
planning. While the EOA does not prescribe policy, it provides critical baseline data to support
future goal setting that builds on Ashland’s strengths while addressing longstanding constraints.
IV. Regional and State Context
Within the broader Rogue Valley and state of Oregon, Ashland occupies a unique position. The
city’s population growth has been modest compared to nearby Medford and Jackson County as a
whole. From 2010 to 2024, Ashland’s compound annual growth rate was 0.5%, while Medford
grew at 1.2% annually. Ashland also has an older median age—48.2 years in 2022—compared to
42 in Jackson County and 39.5 in Medford, a demographic profile that contributes to lower labor
force participation and a greater demand for services oriented toward seniors.
Economically, the analysis shows Ashland diverges from its regional peers in several ways. The
city has a higher share of jobs in the cultural, hospitality, education, and health care sectors,
while Medford’s economy includes a broader mix of industrial and service-sector employment.
In terms of commuting, Ashland functions both as an employment center and a residential base
for workers employed elsewhere. Only 37% of Ashland residents work within the city, and 69%
of jobs in Ashland are filled by workers commuting from outside the city limits. These patterns
reflect regional interdependence but also highlight the mismatch between local job opportunities
and the housing available for the city’s workforce.
Compared to the state overall, Ashland has a more educated and older population, higher median
housing costs, and a tighter real estate market. Although Oregon has seen steady growth in
employment and housing production, Ashland’s constrained geography, high land costs , and
urbanization strategy to maintain a compact urban form have moderated its growth and preserved
its compact character. This unique profile reinforces the importance of planning tools like the
EOA to ensure Ashland maintains an appropriate balance of livability, economic opportunity, and
resource stewardship.
IV.Procedural –Approval Criteria
Plan Amendments and Zone Changes
AMC 18.5.9.020 provides the Applicability and Review Procedure for Plan Amendments and
Zone Changes. Because the proposal is legislative in nature approval criteria are not required.
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Applications for Plan Amendments and Zone Changes are as follows:
A.Type II. The Type II procedure is used for applications involving zoning map
amendments consistent with the Comprehensive Plan map, and minor map
amendments or corrections. Amendments under this section may be approved if
in compliance with the Comprehensive Plan and the application demonstrates
one or more of the following:
1.The change implements a public need supported by the
Comprehensive Plan.
2.A substantial change in circumstances has occurred since the existing
zoning or Plan designation was proposed, necessitating the need to
adjust to the changed circumstances.
3.Circumstances relating to the general public welfare exist that require
such an action.
4.Proposed increases in residential zoning density resulting from a
change from one zoning district to another zoning district will provide 25
percent of the proposed base density as affordable housing consistent
with the approval standards set forth in section 18.5.8.050.G.
5.Increases in residential zoning density of four units or greater on
commercial, employment, or industrial zoned lands (i.e., Residential
Overlay) will not negatively impact the City’s commercial and industrial
land supply as required in the Comprehensive Plan, and will provide 25
percent of the proposed base density as affordable housing consistent
with the approval standards set forth in section 18.5.8.050.G.
6.The total number of affordable units described in subsection
18.5.9.020.A.4 or 18.5.9.020.A.5, above, shall be determined by rounding
down fractional answers to the nearest whole unit.
7.A deed restriction, or similar legal instrument, shall be used to
guarantee compliance with affordable criteria for a period of not less than
60 years for units qualified as affordable rental housing, or 30 years for
units qualified as affordable for-purchase housing. Subsections
18.5.9.020.A.4 and 18.5.9.020.A.5 do not apply to Council-initiated
actions.
B.Type III. It may be necessary from time to time to make legislative
amendments in order to conform with the Comprehensive Plan or to meet other
changes in circumstances or conditions. The Type III procedure applies to the
creation, revision, or large-scale implementation of public policy requiring City
Council approval and enactment of an ordinance; this includes adoption of
regulations, zone changes for large areas, zone changes requiring
comprehensive plan amendment, comprehensive plan map or text amendment,
annexations (see chapter 18.5.8 for annexation information), and urban growth
boundary amendments. The following planning actions shall be subject to the
Type III procedure.
1.Zone changes or amendments to the Zoning Map or other official
maps, except where minor amendments or corrections may be processed
through the Type II procedure pursuant to subsection 18.5.9.020.A,
above.
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2.Comprehensive Plan changes, including text and map changes or
changes to other official maps.
3.Land Use Ordinance amendments.
4.Urban Growth Boundary amendments.
VI.Conclusion and Recommendations
Staff recommend that the Planning Commission recommend to the City Council that they
approve Planning Action PA-L-2025-00017, adopting the 2025 Economic Opportunities
Analysis as a technical supporting document to the Ashland Comprehensive
The adoption of the updated 2025 Economic Opportunities Analysis (EOA) as a technical
support document to the Economic Element of the City of Ashland Comprehensive Plan
complies with Ashland Land Use Ordinance section AMC 18.5.9.010, which establishes the
procedure for legislative amendments to the Comprehensive Plan. As required by this section,
the EOA is adopted through a legislative process that includes public hearings before the
Planning Commission and City Council.
Adoption will satisfy state planning requirements under Goal 9 and OAR 660-009-0015, and
provide the factual foundation for future discussions about zoning, economic development
strategy, and employment land use policy. This action does not establish new policies or
regulations, but instead incorporates the EOA as a planning resource to guide future decision-
making.
VII.Attachments
Draft Ordinance 3265, EOA
2025 Economic Opportunities Analysis, Community Attributes Inc., dated May 20, 2025
Outreach Summary of Public Engagement Process
Planning Action:PA-L-2025-00017Ashland Planning Department – Staff Report (bg)
55
Page of
Total Page Number: 71
ORDINANCE NO. 3265
AN ORDINANCE ADOPTING THE 2025 ECONOMIC OPPORTUNITIES ANALYSIS
AS A TECHNICAL SUPPORT DOCUMENT TO THE ECONOMIC ELEMENT OF THE
CITY OF ASHLAND COMPREHENSIVE PLAN
Annotated to show deletions and additionsto the Ashland Municipal Code sections being
bold lined throughbold underlined.
modified. Deletions are , and additions are
WHEREAS,
Article 2. Section 1 of the Ashland City Charter provides:
Powers of the City. The City shall have all powers which the constitutions, statutes, and
common law of the United States and of this State expressly or impliedly grant or allow
municipalities, as fully as though this Charter specifically enumerated each of those
powers, as well as all powers not inconsistent with the foregoing; and, in addition thereto,
shall possess all powers hereinafter specifically granted. All the authority thereof shall
have perpetual succession.
WHEREAS,
The City of Ashland is required under Oregon Statewide Planning Goal 9
(Economic Development) and Oregon Administrative Rule (OAR) 660-009 to provide an
adequate factual basis for employment land needs in its Comprehensive Plan.
WHEREAS,
The City of Ashland’s most recent Economic Opportunities Analysis (EOA) was
completed in 2007, and a technical update is necessary to reflect current economic trends,
employment projections, and land capacity over the next 20-year planning period.
WHEREAS,
The City, with technical assistance funding from the Oregon Department of Land
Conservation and Development (DLCD), retained Community Attributes Inc. (CAI) to prepare
an updated Economic Opportunities Analysis. The final report, dated May 20, 2025, provides a
comprehensive analysis of Ashland’s employment land supply and demand and includes findings
on demographic and economic trends, buildable lands capacity, and employment forecasts
consistent with Goal 9 and OAR 660-009.
WHEREAS,
The 2025 Economic Opportunities Analysis (EOA) does not establish new
policies, zoning regulations, or land use designations. Rather, it is intended to serve as a
technical support document to inform future amendments to the Ashland Comprehensive Plan
and to support ongoing planning and policy development.
WHEREAS,
The Ashland Planning Commission conducted a duly noticed public hearing on
May 27, 2025 reviewed the EOA, and recommended its adoption as a technical support
document.
WHEREAS,
The Ashland City Council conducted a public hearing on June 3, 2025 and
concluded that the 2025 Economic Opportunities Analysis is consistent with the requirements of
Statewide Planning Goal 9 and OAR 660-009 and supports the long-range economic
development objectives of the City.
12
ORDINANCE NO. 3265 Page of
Total Page Number: 72
THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS:
SECTION 1.
The City of Ashland hereby adopts the 2025 Economic Opportunities Analysis,
prepared by Community Attributes Inc. and dated May 20, 2025, as a technical support
document to the Economic Element of the Ashland Comprehensive Plan, amending Chapter 7 –
Economy, 7.08 Technical Reports as follows:
The following reports are adopted by reference as part of the Economy Element of the
Ashland Comprehensive Plan:
(April 2007) (June 2025)
1. City of Ashland: Economic Opportunities Analysis.
SECTION 2.
The adopted EOA shall serve as the factual basis for future amendments to the
City’s Comprehensive Plan and land use regulations relating to employment land needs,
economic development, and Goal 9 implementation.
SECTION 3.Severability.
Each section of this ordinance, and any part thereof, is severable,
and if any part of this ordinance is held invalid by a court of competent jurisdiction, the
remainder of this ordinance shall remain in full force and effect.
SECTION 4.Codification
. Provisions of this Ordinance shall be incorporated in the City Code
and the word “ordinance” may be changed to “code”, “article”, “section”, “chapter” or another
word, and the sections of this Ordinance may be renumbered, or re-lettered, provided however
that any Whereas clauses and boilerplate provisions (i.e. Sections 3-4) need not be codified and
the City Recorder is authorized to correct any cross-references and any typographical errors.
The foregoing ordinance was first read by title only in accordance with Article X, Section
2(C) of the City Charter on the _______day of____________________, 2025, and duly
PASSED and ADOPTED this _______day of____________________, 2025
.
PASSED by the City Council this ________ day of _______________________, 2025.
ATTEST:
__________________________________
Alissa Kolodzinski, City Recorder
SIGNED and APPROVED this ________ day of __________________________, 2025.
__________________________________
Tonya Graham, Mayor
Reviewed as to form:
___________________________________
Johan Pietila, City Attorney
22
ORDINANCE NO. 3265 Page of
Total Page Number: 73
City of Ashland
Economic Opportunity Analysis
May 20, 2025
Prepared by:
Prepared for:
Total Page Number: 74
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
Dominic Roche
Carrianne Cusak
Community Attributes Inc.
119 Pine St, Suite 400
Seattle, WA 98101
www.communityattributes.com
C
ONTENTS
Executive Summary.......................................................................................................iv
CITY OF ASHLAND MAY 20, 2025 PAGE ii
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Introduction .................................................................................................................... 1
Background and Purpose ............................................................................................. 1
Economic Opportunity Assessment Requirements ....................................................... 1
Methods ....................................................................................................................... 2
Organization of Report ................................................................................................. 2
Overview of Existing Conditions in Ashland................................................................... 3
Geographic Setting ....................................................................................................... 3
People and Housing ...................................................................................................... 3
Local Land Use Setting .............................................................................................. 19
Climate ...................................................................................................................... 20
National, State, and Regional Economic Trends ............................................................ 22
Macroeconomic Indicators .......................................................................................... 22
Southern Oregon and the Rogue River Valley ............................................................ 23
Local Economic Characteristics and Trends .................................................................. 31
Industry and Workforce ............................................................................................. 31
Ashland’s Market Conditions ..................................................................................... 40
Employment Lands Sufficiency Assessment .................................................................. 47
Background ................................................................................................................ 47
Supply of Employment Land ...................................................................................... 49
Forecasted Employment Land Demand...................................................................... 53
Employment Lands Sufficiency .................................................................................. 55
Summary of Findings ................................................................................................. 59
Community Economic Development Priorities .............................................................. 61
Public Engagement .................................................................................................... 61
Key Engagement Findings ......................................................................................... 61
Strategic Themes and Implications for Policy ............................................................... 65
Strengths, Weaknesses, Opportunities, Threats (SWOT) Analysis ............................ 65
Strategic Themes ....................................................................................................... 69
CITY OF ASHLAND MAY 20, 2025 PAGE iii
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ES
XECUTIVE UMMARY
Ashland’s Existing Conditions
Ashland is a compact city of approximately 21,600 residents,
characterized by its pleasant downtown, cultural amenities, and
opportunities for outdoor recreation.
People and Housing
Population growth has been relatively slow in Ashland, with a
compound annual growth rate (CAGR) of 0.5% from 2010 to 2024—less
than half of Medford’s 1.2% CAGR.
Compared to the region and its nearby peers, Ashland’s population
tends to be older, more educated, and more racially homogenous.
Ashland’s median age is 48.2 in 2022 compared to 42 in Jackson
County and 39.5 in Medford.
As of 2023, small households make up the majority of Ashland’s
community, with 78% of households consisting of one or two people.
As of 2023, 45% of Ashland’s households were homeowners and 44%
were renters, while 11% of housing units were vacant or partially
vacant—including those used as short-term rentals or second homes.
Household income in Ashland (as well as in Medford and Jackson
County) has seen a slight increase over time with Ashland increasing
at a CAGR of 4% from 2010 to 2022.
The proportion of households in Ashland experiencing cost burden (or
spending more than 30% of their income on housing costs) decreased
at a CAGR of -2% from 2010-2023.
According to the U.S. Department of Housing and Urban
Development’s (HUD) Comprehensive Housing Affordability Strategy
(CHAS) data, housing units are categorized by the maximum rent or
home price affordable to households earning 30%, 50%, and 80% of
area median income (AMI). For HUD CHAS data, the term “affordable
housing” means that a household spends no more than 30% of its gross
income on housing costs. In 2021, 26% of Ashland’s households earned
less than 50% AMI, but only 12% of housing units were affordable at
that income level.
As of 2023, Ashland’s housing inventory includes 11,499 units, 59% of
which are single-family homes.
The median home sale price Ashland peaked at $690,000 in September
of 2024. It has since dropped to $470,000 (as of last recorded data in
March 2025).
Homes also sell quickly in Ashland; as of March 2025, 43% of new
listings in Ashland were sold within two weeks.
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Land Use and Climate
Commercial land comprises about 4% of Ashland’s land area,
industrial land 1%, and employment-zoned land about 8%, with
overlays and regulations limiting some development potential.
The city faces multiple climate risks—wildfire, drought, and extreme
heat were all rated as high-probability, high-vulnerability hazards in
the 2024 hazard mitigation plan.
National and Regional Economic Trends
Macroeconomic Indicators
National unemployment fell to 4.1% in 2024, returning to pre-
pandemic lows, while labor force participation rebounded to 62.6%—
still below early 2000s levels.
Inflation rose sharply after 2020, with the Consumer Price Index (CPI)
increasing 15% between 2020 and 2022; as of late 2024, CPI remained
elevated at 175 (base 1999 = 100).
The Federal Reserve’s policy response led to a sharp increase in the
Secured Overnight Financing Rate (SOFR), which peaked at 5.31% in
2023 before easing slightly to 4.8% in 2024.
Southern Oregon and the Rogue River Valley
Oregon’s overall population growth has been steady, but Jackson and
Josephine Counties ranked mid-range among counties, with Medford
growing faster than Ashland post-2020.
The regional economy is service-oriented, with Services, Retail Trade,
and Education and Health each accounting for about 21–24% of
private jobs in the Jackson-Josephine region as of 2021. Private
employment does not include public jobs like government or public
school positions
Since 2010, Jackson County added over 14,000 private jobs, growing at
a CAGR of 1.5%, with the fastest growth in Construction (+5.4%
CAGR), Education (+4.1%), and Resources (+4.0%). Private
employment does not include public jobs like government or public
school positions
In Ashland, the share of total workers who report working from home
grew from 13.3% in 2010 to 21.1% in 2023, maintaining a higher rate
than Medford or the region.
High-growth, specialized industries in Jackson County include
Sporting Goods (LQ >10), Healthcare Services, and Food and Beverage
establishments, with strong local employment and growth.
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Local Economic Trends
Workforce and Commuting
Ashland’s workforce is highly educated: 62% of residents hold a
bachelor’s degree or higher, compared to 28% in Medford.
Commuting patterns show regional interdependence—only 37% of
Ashland residents work in the city, while 69% of local jobs are filled by
commuters from outside.
Ashland’s jobs-to-housing unit ratio declined from 0.78 in 2013 to 0.74
in 2023. This ratio is lower than the region’s and is likely impacted by
a relatively high share of senior residents, who may be more likely to
be retired. The regional laborshed is highly dynamic, with workers
often traveling to other cities for work.
In 2022, industries with the highest net labor inflow included
Accommodation and Food Services (+638), Educational Services
(+596), and Retail Trade (+354), reflecting Ashland’s tourism and
institutional economy.
Industry and Employment
Total employment in Ashland was 9,104 in 2022, with top sectors
including Leisure and Hospitality, Retail, Education, and Health
Care.
From 2013 to 2023, private sector job growth was modest—growing at
a 0.6% CAGR—with the fastest growth in Construction and related
sectors (+9.9%), while industries such as Education and Wholesale
Trade declined. Private employment does not include public jobs like
government or public school positions.
Ashland’s private employment is forecast to grow from 8,644 in 2025
to 10,045 by 2045, with the most growth in Leisure and Hospitality
(+654 jobs), Health Care (+422), and Finance, Insurance, and Real
Estate (FIRE) (+165). Private employment does not include public jobs
like government or public school positions.
Commercial Market
Commercial real estate has seen uneven performance—retail lease
rates fell from a 2018 peak of $29.73/sqft to $20.99 in 2024, while
vacancy remains low at 2%.
Downtown Ashland retail has rebounded post-COVID, with lease rates
at $17.00/sqft in 2024 and vacancy down to 1.6%, after a spike to
11.3% in 2021.
Industrial vacancy increased sharply to 26.7% in 2024, due to new
supply outpacing demand, while lease rates declined to $10.47/sqft
from a 2023 peak of $13.59.
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Employment Lands Sufficiency
Ashland’s Buildable Lands Inventory (BLI), adopted in 2024,
identified 181 net buildable acres of land designated for employment
uses, including commercial, industrial, and employment zones.
This analysis finds that, with a total net buildable supply of 181 acres
of “employment lands” and only 76 total acres of demand projected for
industrial and commercial uses, Ashland has a likely surplus of over
100 acres within the City and UGB urbanized area.
However, there may be a shortage of small, centrally located
commercial sites. While overall supply is sufficient, further analysis
suggests a relative lack of small Downtown Commercial and mid-sized
(1-5 ac) range commercial sites. Some of this demand could be
absorbed by surplus E-1 employment lands; however, businesses that
depend on visibility and foot traffic—such as those tied to the Oregon
Shakespeare Festival—will continue to prefer prominent downtown
locations. Improving pedestrian connectivity, signage, and branding
between downtown and the northern E-1 node may help support
business attraction in those areas.
Ownership dynamics limit redevelopment of key opportunity sites.
The Croman Mill and Railroad District properties represent the city’s
largest groupings of buildable land, but lack of proactive ownership
and incentives to sell have historically stalled redevelopment efforts.
There is capacity to accommodate stronger-than-forecasted
employment growth. If employment growth is greater than forecasts
indicate in coming years, there will likely be sufficient land in Ashland
to accommodate it given the surplus employment land supply
identified within the City / UGB. In particular, certain segments
within industrial – such as outdoor recreation manufacturing or craft
food and beverage – may be worth consideration for targeted economic
development efforts by Ashland to synergize with its evolving
economic base.
Community Economic Development Priorities
This EOA was informed by widespread engagement of Ashland’s
community including; interviews, focus groups, public forums with
Ashland’s stakeholders and a regional survey which captured
responses from residents and business interests in Ashland.
Engagement covered a diverse range of perspectives including city
leadership, developers, landowners, institutional partners, SOU
students, and major employers in Ashland.
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Downtown Revitalization
Community members across stakeholder groups expressed strong
interest in revitalizing Downtown Ashland as a vibrant hub for retail,
culture, and civic life.
Priorities included activating ground-floor spaces, supporting local
businesses, improving public safety and perception, and investing in
streetscape upgrades.
Public-private partnerships and strategic use of city-owned land were
identified as key tools to catalyze redevelopment.
Economic Diversification
Stakeholders emphasized the need to expand beyond a tourism-
centered economy by supporting growth in health care, education,
professional services, and the creative sector.
There is interest in pursuing year-round employment opportunities
and encouraging emerging industries suited to Ashland’s workforce
and values.
Participants highlighted the need for supportive infrastructure and
available land to accommodate diverse business types.
Housing Affordability and Workforce Retention
Employers, institutions, and residents consistently identified housing
affordability as a top barrier to retaining and attracting talent.
Workforce instability was seen as a growing concern for local
businesses, particularly in service and health care sectors.
There is strong alignment between economic and housing goals, with
support for policies that increase attainable housing options.
Barriers to Development
Developers and business owners noted challenges related to
infrastructure readiness, zoning flexibility, and the permitting
process.
Stakeholders expressed concern that the city’s existing land inventory
does not include enough large or easily developable sites.
Suggestions included streamlining permitting and incentivizing
redevelopment in already urbanized areas.
Regional Coordination and Partnerships
Participants across sectors called for improved coordination between
the City, Southern Oregon University, Ashland School District, and
regional economic partners.
Students and young adults expressed a desire for stronger career
pathways and a more inclusive role in civic life.
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Better alignment between local education, housing, and economic
development efforts was seen as essential to long-term success.
Ashland’s Strengths and Opportunities
Distinctive Assets and Identity
Ashland’s cultural institutions, especially the Oregon Shakespeare
Festival and Southern Oregon University, provide a unique identity
and draw regional and national attention.
The city’s walkable downtown, access to parks and recreation, and
small-town character are consistently cited as quality-of-life strengths.
Skilled and Engaged Workforce
A highly educated population—62% with a bachelor’s degree or
higher—creates a strong talent base for knowledge-sector and creative
economy jobs.
Local institutions, including SOU, provide a foundation for growing
partnerships around talent development and job pathways.
Economic Specialization and Tourism
Strength in tourism, arts, and hospitality remains a key driver of local
employment and business activity.
Opportunities exist to build on creative economy assets and extend
visitor spending into shoulder seasons or year-round models.
Health and Education Sectors
Ashland’s role as a hub for regional health care and education
presents opportunities to grow jobs in these stable, high-value sectors.
Investment in medical facilities and supportive services can further
anchor the local economy.
Sustainable Growth and Redevelopment
Compact urban form, transit access, and sustainability goals create a
strong platform for infill development and adaptive reuse.
Mixed-use zones and employment overlays provide a foundation for
creative redevelopment and incremental land use change.
Regional Connectivity and Collaboration
Ashland’s location along I-5 and near Medford offers opportunities for
cross-jurisdictional collaboration and regional market access.
Stronger partnerships across public agencies, businesses, and
institutions can align resources and expand economic opportunity.
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I
NTRODUCTION
Background and Purpose
The City of Ashland requires an Economic Opportunity Analysis (EOA) as
intended and funded by the Oregon Department of Land Conservation and
Development (DLCD). A strategic planning document, the EOA ensuresthat
there is enough available land and adequate public improvements to realize
economic growth for the next 20-year horizon. This requirement originates
from Oregon’s Land Use program, established by Senate Bill 100 in 1973,
which established the Land Conservation and Development Commission
(LCDC) and the Oregon Department of Land Conservation and
Development (DLCD) and mandated that Statewide Planning Goals serve as
the basis for local Comprehensive Plans. This EOA serves to meet the first
key element required by State Planning Goal Nine, which requires local
governments to ensure adequate land is zoned for industrial and commercial
activities to support economic growth, sustain living wage jobs, and maintain
quality of life within established urban growth boundaries.
As the second-largest city in Jackson County, Ashland plays a unique role in
the regional economy of the Rogue Valley. Home to both the Oregon
Shakespeare Festival and Southern Oregon University, Ashland provides
surrounding rural communities in Southern Oregon and Northern California
with premier medical services, shopping centers, sports parks, access to two
different airports, and a variety of tourism-based businesses. Through
updating Ashland’s EOA, the city works to align projected employment
growth with land needs and availability based on current data and extensive
community engagement.
Economic Opportunity Assessment Requirements
An Economic Opportunity Assessment (EOA), as outlined in OAR 660-009-
0015, is a technical study that compares projected demand for land for
industrial and other employment uses to the existing supply of such land. It
helps communities implement their local economic development objectives
and forms the basis for industrial and other employment development
policies in the comprehensive plan.
This rule requires inclusion of the following four interrelated elements:
1.Review of national, state, regional, county and local trends.
2.Identification of required site types expected to be needed to
accommodate the expected employment growth
3.Inventory of industrial and other employment lands
4.Assessment of community economic development potential
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5.There is also an optional fifth item, which is a strong encouragement
for the EOA process to include a public visioning process (or similar).
Each of these five items are covered throughout this EOA report, either as
standalone sections or integrated across multiple sections.
Methods
This EOA integrates qualitative and quantitative data collection and
analysis to meet the requirements outlined in OAR 660-009-0015. Qualitative
findings are informed by community engagement feedback and activities,
including:
Interviews and focus groups of local civic leaders and businesses
Public forums
Committee meetings (including the City’s Committee for Community
Involvement, CCI)
Regional business and resident surveys
Quantitative analysis draws from publicly available data sources, such as the
U.S. Census Bureau, Oregon Employment Department and many others; as
well as private sector vendor sources such as Placer.ai, Esri and others. All
data are sourced and referenced throughout the report.
Organization of Report
Describes the
Overview of Existing Conditions in Ashland.
geographic setting of Ashland as well as outlines basic population,
housing and land use information.
Describes contextual
National, State, and Regional, Trends.
information on the larger economies affecting Ashland.
Explores targeted employment,
Local Characteristics and Trends.
industry, workforce, and market data on Ashland and Jackson County.
Summarizes key findings and
Employment Lands Assessment.
analysis based on Ashland’s commercial and industrial buildable lands
inventory.
Distills findings
Community Economic Development Priorities.
from stakeholder engagement.
Details
Competitive Outlook and Anticipated Demand for Land.
land needed to accommodate local expressions of economic
development trends using employment forecasts and economic
development potential
Synthesizes
Strategic Themes and Implications for Policy.
strategic themes from data collection and analysis, and refreshes
Ashland’s goals and policies for economic development.
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OECA
VERVIEW OF XISTING ONDITIONS IN SHLAND
This section introduces the City of Ashland including it’s geographic setting,
position and role in the Rogue Valley, and recent trends in community
demographics, housing, land uses, and climate.
Geographic Setting
Ashland is located in the Rogue Valley of Southwestern Oregon. With
approximately 21,600 residents, Ashland is the second largest city in Jackson
County, behind Medford. Ashland is adjacent to Interstate-5, with other
communities in the region including Medford, Phoenix, Talent, Central Point,
and Grants Pass. Ashland is known regionally as a tourism hub—home to the
Oregon Shakespeare Festival and an array of cultural, recreational, and
culinary attractions. The city serves as a gateway to the surrounding
mountains, offering access to walking and biking trails, winter recreation,
and 17 city parks, including the iconic Lithia Park. Covering 4,256 acres,
Ashland’s land use is predominantly residential, with a built environment
characterized by single-family neighborhoods surrounding a compact, vibrant
downtown that features specialty retail, fine dining, seasonal events, and
Southern Oregon University.
People and Housing
Community Demographics
Compared to the region and its nearby peers, Ashland’s population tends to
be older, more educated, and more racially homogenous. However, regional
demographic shifts, seen in Jackson County, Medford and Ashland, include a
growing population and a growing proportion of seniors. As of 2022, this
aging trend is more pronounced in Ashland than in Medford, while Ashland
population growth is less pronounced than Medford’s.
According to the Population Research Center at Portland State University,
Ashland’s population grew from 20,095 in 2010 to 21,579 in 2024, reflecting a
compound annual growth rate (CAGR) of 0.5% (. Over the same
Exhibit 1)
timeframe, Medford saw a CAGR of 1.2%.
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Exhibit 1. Historic Population, Ashland, 2010 – 2024
Sources: State of Oregon, Population Research Center at Portland State University, 2010-2023;
CAI, 2025.
In 2022, Jackson County’s median age was 42 years old, while Medford’s was
39.5 and Ashland’s was 48.2. Ashland saw the 65+ population grow from 16%
of the population in 2010 to almost 28% in 2022 (. Over the same
Exhibit 2)
period, Ashland’s working-age population decreased by about 6% and the
population 19 and under dropped by about 8%.
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Exhibit 2. Change in Age Distribution, Jackson County, Medford, and
Ashland, 2010 and 2022
Sources: American Community Survey(ACS), 2010 & 2022, CAI 2024.
1
Another demographic shift in Ashland’s population is a slow increase in
racial diversity in the population.
While 86% of Ashland’s community identified as white only in 2010, this
proportion decreased by 4% by 2022.Jackson County and Medford also both
experienced an increase in racial diversity from 2010 to 2022 with Jackson
County’s white-only proportion decreasing by 6%, and Medford’s by 9%. In all
geographies the largest non-white racial cohort in 2022 identified as Hispanic
and Latino, making up 18% of Medford’s population and 10% of Ashland’s.
Characteristics of Ashland’s Households
As of 2023, Ashland’s households are largely small households, of 1-2 persons
(78%) (). The prevalence of small households suggests a higher
Exhibit 3
The Census Bureau’s ACS uses the "current residence" concept, meaning
1
individuals are counted at the address where they live or stay most of the time.
Following this, students are counted in these ways:
a) Students living on-campus (e.g., in dormitories or residence halls) are counted at
their campus address. These facilities are classified as group quarters.
b) Students living off-campus (e.g., in rented apartments) are counted at their off-
campus residence.
c) Students living at their parents' or guardians' home while attending college are
counted at that home address.
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demand for smaller housing typologies which accommodate small households
as opposed to larger structures.
Exhibit 3. Households by Household Size, Ashland, 2023
Source: ACS 5-Year Estimates, 2023; CAI, 2025.
The majority of households in Jackson County (61%) and the state of Oregon
(59%) are owner-occupied in 2023 (. Ashland, however, shows a
Exhibit 4)
closer split between homeowners (45%) and renters (44%). The remaining
11% of units in Ashland are those which are not occupied as a primary
residence, including second homes, short term rentals, or otherwise vacant
properties. The higher proportion of units in Ashland which are not occupied
as a primary residence, compared to other geographies, speaks to the impacts
of short-term rentals and second homes in Ashland.
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Exhibit 4. Housing Tenure, Oregon, Jackson County,
Medford and Ashland, 2023
Sources: American Community Survey, 2023; CAI 2024.
The average household size for renters in Ashland was 2.22 people per
household. For homeowning households, this value is higher at 2.56 people
per household.
The size of housing units tends to be larger for owner-occupied housing units
than for renter-occupied units (). 75% of owner-occupied units in
Exhibit 5
Jackson County have at least 3 bedrooms, compared to only 34% of renter-
occupied housing units.
CITY OF ASHLAND MAY 20, 2025 PAGE 7
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Total Page Number: 89
Exhibit 5. Housing Unit Size by Tenure, Jackson County, 2023
Sources: American Community Survey, 2023; CAI, 2025.
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. The median annual household income in
Ashland was $71,800 in 2023. This is comparable to Jackson County’s
median income of $71,400, and lower than Oregon’s median annual income of
$80,400.
For HUD CHAS data, the term “affordable housing” means that a household
spends no more than 30% of its gross income on housing costs. Housing costs
include rent or mortgage payments plus utilities. The Area Median Income
(AMI), a commonly accepted metric created by the US Department of
Housing and Urban Development (HUD) used for assessing housing
affordability, is used to evaluate housing affordability and determine
eligibility for subsidized housing. HUD sets income thresholds categorized as
extremely low, very low, low, and median for households ranging from one to
eight members. These income limits are specified only for particular
metropolitan areas. shows the 2021 and 2025 income limits by
Exhibit 6
household size in the Medford Metro Area, which includes Ashland and most
of Jackson County. These metrics are used to understand the affordability of
the existing housing stock in Ashland. For 1 person in Jackson County, the
AMI for 2021 is $51,150 while low income is designated as $38,300 or less. By
2025, the median income for 1 person in Jackson County is $64,700 while low
income is designated as $51,750 or less.
CITY OF ASHLAND MAY 20, 2025 PAGE 8
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Total Page Number: 90
Exhibit 6. HUD Household Income Limits, Jackson County, 2021& 2025
HUD Household Income Limits, Jackson County, 2021
Household Size (Persons in Family)
Income Level
12345678
Extremely Low (30% AMI)
$14,350$17,420$21,960$26,500$31,040$35,580$40,120$44,660
Very Low Income (50% AMI) $23,950$27,350$30,750$34,150$36,900$39,650$42,350$45,100
Low Income (80% AMI) $38,300$43,750$49,200$54,650$59,050$63,400$67,800$72,150
Median Income$51,150$58,500$65,800$73,100$78,950$84,800$90,650$96,500
HUD Household Income Limits, Jackson County, 2025
Income LevelHousehold Size (Persons in Family)
12345678
Extremely Low (30% AMI)
$19,400$22,200$26,650$32,150$37,650$43,150$48,650$54,150
Very Low Income (50% AMI) $32,350$37,000$41,600$46,200$49,900$53,600$57,300$61,000
Low Income (80% AMI)
$51,750$59,150$66,550$73,900$79,850$85,750$91,650$97,550
Median Income
$64,700$73,900$83,150$92,400$99,800$107,200$114,600$121,950
Sources: HUD, 2025; CAI, 2025.
shows the proportion of households in Ashland by income segment
Exhibit 7
in 2021.According to HUD, a slight majority of Ashland’s households, (53%)
in 2021 earned above 100% of Ashland’s area median income (AMI) in 2021,
which was $73,100 for a household size of four persons (). 28% of
Exhibit 6
Ashland’s households fell into the low income or very low-income categories
(earning between 30%-80% the AMI), and 13% of Ashland’s households fell
into the extremely low-income category, (earning 30% AMI or less). In 2021,
more homeowners (70%) in Ashland make incomes at or higher than the AMI
than renters (33%) ( & )
Exhibit 8Exhibit 9
CITY OF ASHLAND MAY 20, 2025 PAGE 9
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Total Page Number: 91
Exhibit 7. Total Households by Area Median Income, Ashland, 2021
Source(s): CHAS 2017-2021; CAI 2025.
Exhibit 8. Renting Households by Area Median Income, Ashland, 2021
Source(s): CHAS 2017-2021; CAI 2025.
CITY OF ASHLAND MAY 20, 2025 PAGE 10
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Total Page Number: 92
Exhibit 9. Homeowner Households by Area Median Income, Ashland, 2021
Source(s): CHAS 2017-2021; CAI 2025.
Cost burdened refers to a household that spends more than 30% of its income
on housing costs, including rent or mortgage payments and utilities.
Since 2010, Oregon, Jackson County, Medford and Ashland have all seen
household income increase while cost burden due to housing decreased. As of
2023, at least 34% of households in Ashland are experiencing cost burden due
to housing (). "Not calculated" means that the cost burden
Exhibit 10
percentage could not be calculated for those housing units due to missing or
unreliable income or housing cost data. This value may be impacted by
2
senior households who own their homes outright or report limited income by
making affordability ratios difficult to calculate.
Renters face higher rates of cost burden than homeowners. As of 2023, 48% of
renting households in Ashland experienced cost burden compared to 21% of
households which own their home ().
Exhibit 11
3
“Not Calculated” category includes units where reported income was $0 (as this
2
makes cost ratios unreliable), unusual or inconsistent values triggered data
suppression to preserve accuracy, or the unit was occupied without payment of rent
or mortgage.
“Not computed” values are often higher among renters because: Income is more
3
likely to be unreported, unstable, or very low, rent-free arrangements are more
common, and housing and financial data may be less reliably reported
CITY OF ASHLAND MAY 20, 2025 PAGE 11
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Total Page Number: 93
Exhibit 10. Housing Cost Burden, Ashland& Medford, 2010 & 2023
Sources: American Community Survey, 2010 & 2023; CAI 2024.
Exhibit 11. Housing Cost Burden by Tenure, Ashland & Medford, 2023
Sources: American Community Survey, 2010 & 2023; CAI 2024.
CITY OF ASHLAND MAY 20, 2025 PAGE 12
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Total Page Number: 94
Housing in Ashland
Of Ashland’s total housing stock (11,499 units in 2023), 10,264 or 89% are
occupied. The remaining 1,235 units are classified as either vacant or
partially vacant, which includes units for rent or sale that are not yet
occupied at the time of the survey; units for seasonal, recreational, or
occasional use (such as short-term rentals); and units intended for vacation
or occasional use (such as second homes).
Single-family homes make up 59% of Ashland’s total housing inventory
(6,784 out of 11,499 units) (). This is slightly lower than Oregon’s
Exhibit 12
proportion of single-family homes (62%). Multi-unit structures of five or more
units make up approximately 17% of the housing stock.
Exhibit 12. Housing Units by Structure Size, Ashland, 2023
Sources: ACS 5-Year Estimates, 2023; CAI, 2024.
Median home sale prices have increased steadily in Medford, Ashland,
Jackson County and Oregon since 2012. Ashland’s market, however, shows
pronounced seasonal variation, with recurring peaks and troughs throughout
the years. As of September 2024, Ashland reaches the highest median home
sale price at approximately $690,000. Outside of some low troughs
occasionally appearing after 2022, Ashland's home prices have consistently
exceeded the averages for Medford as well as regional and state averages. As
of March 2025 (the most recent data collected), Ashland’s median home price
was $470,000, compared to $510,000 in Oregon, $445,000 in Jackson County,
and $435,000 in Medford.
CITY OF ASHLAND MAY 20, 2025 PAGE 13
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Total Page Number: 95
Exhibit 13. Median Home Sale Price, Ashland, Medford, Jackson County
and Oregon, Jan 2012 – March 2025
Sources: Redfin, 2025; CAI, 2025.
The share of homes sold within two weeks of listing remained relatively low
and stable across all areas from 2012 to 2020, when this indicator spiked
sharply in all geographies, such that in Medford 74% of listings were
removed within two weeks (). Ashland’s peak was 68%, recorded
Exhibit 14
in May of 2022. Since then, the rate of two-week sales has declined somewhat
but remains elevated compared to pre-2020 levels. As of May 2024, this value
was 18%. Most recent data (March of 2025), shows that 47% of all of
Medford’s new listings and 43% of all of Ashland’s new listings were sold
within two weeks.
CITY OF ASHLAND MAY 20, 2025 PAGE 14
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Total Page Number: 96
Exhibit 14. Housing Units off the Market within Two Weeks of Listing,
Ashland, Medford, Jackson County and Oregon, Jan 2012 – March 2025
Sources: Redfin, 2025; CAI, 2025.
As of 2023, median housing costs per rental unit, including rent, utilities, or
other costs, was $1,367 per month, which is slightly lower than that of the
state ($1,450) (). Housing costs for owner-occupied units however,
Exhibit 15
were a median of $2,398 monthly including mortgage, taxes, utilities,
insurance, and HOA fees as applicable. This is over $1,000 higher than the
rental units 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 (). The largest grouping of rental units in Ashland
Exhibit 16
(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.
CITY OF ASHLAND MAY 20, 2025 PAGE 15
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Total Page Number: 97
Exhibit 15. Monthly Housing Costs by Tenure, Ashland, 2023
Source: ACS 5-year Estimates, 2023; CAI, 2025.
Exhibit 16. Housing Units by Rental Rate, Ashland
Source: ACS 5-Year Estimates, 2023; CAI, 2025.
CITY OF ASHLAND MAY 20, 2025 PAGE 16
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Total Page Number: 98
According to the U.S. Department of Housing and Urban Development’s
CHAS data, housing units are categorized by the maximum rent or home
price affordable to households earning 30%, 50%, and 80% of area median
income (AMI). For HUD CHAS data, "affordable housing" means that a
4
household spends no more than 30% of its gross income on housing costs.
shows the total number of housing units available at different
Exhibit 17
income levels in Ashland. While 26% of Ashland’s households earn less than
50% AMI (), only 12% of Ashland’s housing stock is affordable at
Exhibit 7
that income level. Ashland has more housing units affordable at 50% - 80%
AMI and 80% AMI and more than there are households that earn incomes at
those levels.
Exhibit 17. Household Earnings Compared to Housing Affordability Levels,
Ashland, 2021
Source(s): CHAS 2017-2021; CAI 2025.
shows the availability of Ashland’s housing stock at various
Exhibit 18
levels of affordability. 95% of owner-occupied housing in Ashland is only
HUD CHAS data dictionary is available online for viewing at:
4
https://view.officeapps.live.com/op/view.aspx?src=https%3A%2F%2Fwww.huduser.go
v%2Fportal%2Fdatasets%2Fcp%2FCHAS%2F2007Data%2FDimensions.doc&wdOrig
in=BROWSELINK
CITY OF ASHLAND MAY 20, 2025 PAGE 17
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Total Page Number: 99
available for households making 80% AMI or higher. Renter-occupied units,
however, show some (13%) housing options affordable for households making
less than 30% AMI, another 9% of units available at the 30%-50% AMI range,
and 41% of units available at 50% - 80% AMI.
Exhibit 18. Housing Units by Tenure and Affordability Level, Ashland, 2021
Source(s): CHAS 2017-2021; CAI 2025.
CITY OF ASHLAND MAY 20, 2025 PAGE 18
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Total Page Number: 100
Local Land Use Setting
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
Exhibit 19
be 3,553 acres, of which 46% are zoned for single-family residential uses.
Exhibit 19. Ashland Zoning Map
Sources: Ashland Open Data Portal, 2024.
Commercial-zoned land represents about 4% of Ashland’s land area (net
rights-of-way), while industrial land represents 1% (). Ashland’s
Exhibit 20
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) each offer mixed uses, which includes employment
potential, but are subject to development regulations.
CITY OF ASHLAND MAY 20, 2025 PAGE 19
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Total Page Number: 101
Exhibit 20. Ashland Land by Zoning Designation, 2024
Source: Ashland Open Data Portal, 2024; CAI, 2025.
Climate
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.
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. Climate related risks which have been rated as both high
probability and high vulnerability for Ashland are Wildfire, Severe Weather
(such as Extreme Heat, Windstorm, Winter Storm), Earthquake hazard,
Drought hazard, and Air Quality (). Air quality issues are linked
Exhibit 21
to increased frequency and severity of wildfire smoke and climate change
impacts, including higher ground-level ozone and fine particulate matter.
These climate risks have impacts on public health and safety as well as
impacts on economic activities and growth.
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Total Page Number: 102
Exhibit 21. Climate Hazards Analysis, Ashland, 2024-2029
HazardHistoryVulnerabilityMaximum ThreatProbabilityTotal Threat ScoreHazard RankHazard Tiers
Wildfire184510070233#1
Extreme Heat Event18408070208#2
Top Tier
Emerging Infectious Dise164010049205#3
Earthquake - Cascadia25010049201#4
Winter Storm20506070200#5
Drought20506063193#6
Windstorm20505070190#7
Middle Tier
Air Quality18406063181#8
Landslide10358056181#9
Flood20306070180#10
Earthquake - Crustal2257021118#11
Bottom Tier
Volcanic Event2550764#12
Sources: City of Ashland Addendum to the Jackson County Multi-Jurisdictional Natural
Hazard Mitigation Plan, 2024.
CITY OF ASHLAND MAY 20, 2025 PAGE 21
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Total Page Number: 103
N,S,RET
ATIONAL TATE AND EGIONAL CONOMIC RENDS
This section summarizes economic trends at the national, state and regional
levels that influence local economic conditions in Ashland.
Macroeconomic Indicators
Nationally, the unemployment rate in 2024 matches pre-pandemic level lows.
The national estimate for 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
Exhibit 22
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.
Exhibit 22. U.S. Unemployment Rate and Labor Force Participation
Sources: U.S. Bureau of Labor Statistics, 2024; CAI, 2024.
Meanwhile, the national Consumer Price Index (CPI) has consistently
climbed upward since 2018, reaching a local high at the end of 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,
Exhibit 23)
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Total Page Number: 104
when it increased to a peak of 5.31% in 2023 as the Federal 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 late 2024, CPI remains high
compared to pre-pandemic levels, at 175%, while SOFR decreased to 4.8%.
Exhibit 23. 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
Southern Oregon and the Rogue River Valley
Population
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.
Since 2020, the populations of both Medford and Ashland have grown more
quickly than the state. Medford’s growth rate was the highest of these
geographies ().
Exhibit 24
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Total Page Number: 105
Exhibit 24. Historic Population Growth Estimates, Jackson County, Josephine County,
Medford and Ashland, 1980-2023
CAGR
Geography1980200020202023
(2020-2023)
Oregon State2,633,1563,421,3994,268,0554,296,6260.2%
Jackson County132,456181,269223,240222,762-0.1%
City of Medford83,11590,8873.0%
City of Ashland21,10521,4570.6%
Josephine County58,85575,72686,56088,8140.9%
Sources: University of Portland Population Research Center, 2023; CAI, 2024.
Industry and Employment
Both Oregon and Jackson County economies are heavily reliant on the
Services sector, making up nearly half of all jobs. Jackson County also shows
an emphasis on Retail Trade, underscoring the presence of regional
commercial hubs within the county.
For the Jackson and Josephine 2-County region, the major industry sectors
which account for the most private jobs in 2021 are Services (with 24% of all
jobs within the two counties) and Trade, Transportation, & Utilities (21%)
and Education and Health (21%) (). A full list of which 2-digit
Exhibit 25
NAICS code industries are included in each major industry sector is
described in .
Exhibit 26
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Total Page Number: 106
Exhibit 25. Covered(Private)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.
Exhibit 26. Major Industry Sectors by Corresponding NAICS Codes, 2022
Source: CAI, 2025.
Workforce and Wages
Jackson County’s private employment has grown steadily since 2010, adding
14,350 jobs at a CAGR of 1.5% to reach approximately 89,800 total jobs in
2022 (). The fastest growing 2-digit NAICS code industry sectors
Exhibit 27
from 2010 to 2022 were Construction (adding 2,439 jobs with a CAGR of
CITY OF ASHLAND MAY 20, 2025 PAGE 25
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Total Page Number: 107
5.4%), Education (+379, CAGR of 4.1%) and Resources (+1,343, CAGR of
4.0%) industries. This measure of private employment includes both part-
time and full-time workers covered by unemployment insurance. It excludes
self-employed individuals, independent contractors, military personnel,
certain farmworkers, employees of religious organizations, and most
government workers, including those in public education.
Exhibit 27. Employment Change Over Time by Industry,
Jackson County, 2010 & 2022
Sources:Oregon Employment Department, 2001, 2010 & 2022; CAI 2024.
The proportion of working residents (16 and older) who report working from
home has increased significantly across Oregon and Jackson County since
2010 (). In 2010, 6.1% of Oregon’s working residents reported
Exhibit 28
working from home; by 2023, that figure had risen to 17.0%, representing a
compound annual growth rate of 8.2%. Ashland had the highest share of at-
home workers in 2010 at 13.3%, and experienced a similar growth trajectory,
with a CAGR of 7.8% over the same period. By 2023, 21.1% of Ashland’s
residents who work reported working from home. While the Census Bureau’s
American Community Survey does not differentiate between remote workers,
CITY OF ASHLAND MAY 20, 2025 PAGE 26
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Total Page Number: 108
home occupations or other work-from-home arrangements, the elevated
proportion of workers reporting at-home work aligns with larger trends
towards remote work following the pandemic. In Ashland, the higher share of
working residents working from home may reflect both the local shift toward
remote jobs and the city’s appeal to remote workers relocating from
elsewhere in response to broader remote work trends.
Exhibit 28. Proportion of Workers 16+ Who Work from Home, Oregon,
Jackson County, Ashland & Medford, 2010 & 2023
Source: ACS 5-year Estimates, 2023; CAI, 2025.
Jackson County’s top earning industries include Management (making an
average annual wage of $109,600), Finance and Insurance ($82,700), and
Information ($80,200) (). Average annual wages in Jackson
Exhibit 29
County are generally lower than wages at the State level.
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Total Page Number: 109
Exhibit 29. Average Annual Wages by Occupation, Oregon & Jackson County, 2022
Sources:Oregon Employment Department, 2022; CAI 2024.
Jackson County has a fairly specialized workforce, with 3-digit NAICS
industries such as Sporting Goods, Healthcare Services, and Food and
Beverage Locations growing and providing jobs.
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
Exhibit 30
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%.
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
CITY OF ASHLAND MAY 20, 2025 PAGE 28
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Total Page Number: 110
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 30. 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.
Commercial Real Estate
Retail consistently leads in real estate inventory in Jackson County, showing
steady growth over time. Meanwhile, Office and Industrial inventories
generally maintained moderate levels with slight upward trends.
shows Jackson County’s retail inventory increasing from 10
Exhibit 31
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.
CITY OF ASHLAND MAY 20, 2025 PAGE 29
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Total Page Number: 111
Exhibit 31. Commercial Real Estate Inventory, Jackson County, 2007-2023
Sources: Costar, 2007-2023; CAI 2024.
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Total Page Number: 112
LECT
OCAL CONOMIC HARACTERISTICS AND RENDS
This section analyzes data on Ashland’s local economy—including industry
composition, employment, workforce and commuting patterns, market
conditions, and other key metrics—to describe local economic characteristics
and trends.
Industry and Workforce
Ashland’s Labor- and Commute- Sheds
Ashland’s residents are highly educated, contributing to a well-qualified
labor pool. As of 2023, 62% of the population holds a bachelor’s degree or
higher, compared to 28% in Medford ().
Exhibit 32
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Total Page Number: 113
Exhibit 32. 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.
CITY OF ASHLAND MAY 20, 2025 PAGE 32
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Total Page Number: 114
However, the Rogue Valley’s labor and commute sheds are very intertwined.
Ashland’s residents travel all over the valley to work, including to Medford,
which serves as a primary employment hub in the Rogue Valley.
According to the Census Bureau’s 2022 commute data, Ashland had 5,783
employed residents in 2022 (). Just 37% worked within the city,
Exhibit 33
while 63% commuted to jobs outside of Ashland.
Ashland’s workforce, however, included 6,910 people. Of these, only 31%
(2,158 individuals) both lived and worked in Ashland, while the remaining
69% commuted in from other communities.
Exhibit 33. Commuting Patterns of Ashland’s Workforce and Residents,
Ashland, 2022
Share of Share of
MetricCountAshland Ashland
ResidentsWorkers
Total Employed in Ashland6,910
Total Living in Ashland5,783
Net Inflow of Workers1,127
Both Live and Work in Ashland2,15837%31%
Work in Ashland, Live Outside4,75269%
Live in Ashland, Work Outside3,62563%
Sources: U.S. Census Bureau Longitudinal Employer-Household Dynamics
(LEHD), 2021; CAI, 2024.
Considering that many of Ashland’s working residents commute elsewhere
for employment, while a significant share of local jobs are filled by workers
commuting into the city. This dynamic suggests a mismatch between the
types of jobs available in Ashland and the skills or preferences of its resident
workforce.
Ashland’s jobs-to-housing unit ratio is 0.74 in 2023, down slightly from 0.78
in 2013 (). This modest decline points to a growing imbalance
Exhibit 34
between local employment opportunities and housing availability. A ratio
below 1.0 indicates there are fewer jobs than housing units, which may
reflect demographic factors—such as a higher share of retirees—and regional
commuting patterns. Compared to the Rogue Valley (0.85) and Medford
(1.35), Ashland’s lower ratio is likely impacted by both a reduced labor force
participation due to a high proportion of seniors () and the outflow
Exhibit 2
of residents commuting elsewhere for work (as described in
Exhibit 33
above).
CITY OF ASHLAND MAY 20, 2025 PAGE 33
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Total Page Number: 115
Exhibit 34. 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.
In 2022, these dynamics come together to result in a net inflow of 1,685
workers into Ashland (). It's important to note that inflow/outflow
Exhibit 35
values do not reflect the actual number of commuters; rather, they represent
the net difference between the total number of jobs located in Ashland and
the total number of Ashland residents working in each industry. As such,
they do not account for residents who may commute elsewhere for similar
jobs, and should be interpreted as a rough indicator of industry-level labor
exchange.
In Ashland, industries with the highest net inflow include Accommodation
and Food Services (+638), Educational Services (+596), and Retail Trade
(+354). These patterns suggest relatively higher demand for labor in these
sectors compared to the local workforce available to fill them.
CITY OF ASHLAND MAY 20, 2025 PAGE 34
DRAFT ECONOMIC OPPORTUNITIES ANALYSIS
Total Page Number: 116
Exhibit 35. Total Employment Labor Inflow & Outflow by Industry,
Ashland, 2022
Jobs of Share of Share of Ashland's
Jobs in Inflow /
Jobs in AshlandAshland Ashland's Jobs Residents by
Ashland(Outflow)
Residentsby IndustryIndustry
Accommodation and Food Services 1,620 982 638 39%
Educational Services 1,362 766 596 44%
Retail Trade 1,379 1,025 354 26%
Arts, Entertainment, and Recreation 674 334 340 50%
Manufacturing 589 423 166 28%
Professional, Scientific, and Technical Services 480 349 131 27%
Information 244 159 85 35%
Other Services (excluding Public Administration) 377 293 84 22%
Administration & Support, Waste Management a 320 315 5 2%
Mining, Quarrying, and Oil and Gas Extraction 7 4 3 43%
Real Estate and Rental and Leasing 118 120 (2)-2%
Utilities - 11 (11)-100%
Wholesale Trade 143 163 (20)-12%
Finance and Insurance 140 168 (28)-17%
Management of Companies and Enterprises 51 96 (45)-47%
Public Administration 188 271 (83)-31%
Transportation and Warehousing 64 155 (91)-59%
Agriculture, Forestry, Fishing and Hunting 40 172 (132)-77%
Construction 179 322 (143)-44%
Health Care and Social Assistance 1,129 1,291 (162)-13%
9,1047,4191,68519%23%
Sources: U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD), 2021; CAI, 2024.
CITY OF ASHLAND MAY 20, 2025 PAGE 35
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Total Page Number: 117
Ashland’s Industries and Employment
Total (private and public) employment in Ashland has experienced both
growth and decline since 2002, ending with a total of 9,104 jobs in 2022
().
Exhibit 36
Of this total employment, Ashland’s top industries in 2022 by employment
were Accommodation and Food Services (with 1,620 jobs), Retail Trade (1,379
jobs), Educational Services (1,362 jobs), and Health Care (1,129 jobs)
().
Exhibit 35
Exhibit 36. Total Job Growth, Ashland, 2001 to 2022
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
According to non-confidential estimates from Oregon’s Office of Economic
Development (OED), Ashland had 8,470 private jobs in 2023, up from 7,954
in 2013, reflecting a 0.6% CAGR over the decade ().
Exhibit 37
Top growing private industry sectors from 2013 – 2023 were Resources,
Infrastructure and Enterprises, which expanded at a CAGR of 9.9% (+ 516
jobs), the Information sector, which grew at 1.8% CAGR (+31 jobs), and Real
Estate, which also expanded by 1.8% CAGR (+20 jobs).
Private sector 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).
CITY OF ASHLAND MAY 20, 2025 PAGE 36
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Total Page Number: 118
Exhibit 37. Private, Non-confidential Employment by 2-Digit NAICSIndustry
Sector, Ashland, 2013 & 2023
Industry
2-Digit NAICS20132023CAGRChange
11, 21, 22, 23,
Construction, Resources & Enterprise*48 & 49, 55
3298459.9%516
Manufacturing (31-33)31-33
5115460.7%35
Wholesale Trade42
161111-3.7%-50
Retail Trade (44 & 45)44-45
1,4041,4710.5%67
Information51
1581891.8%31
Finance and Insurance52
178170-0.5%-8
Real Estate and Rental and Leasing53
1091301.8%21
Professional, Scientific, and Technical Services54
3393981.6%59
Administrative and Support and Waste Management a56
275245-1.1%-30
Educational Services61
124105-1.6%-19
Health Care and Social Assistance62
1,3591,3540.0%-5
Arts, Entertainment, and Recreation71
677605-1.1%-72
Accommodation and Food Services72
1,9121,860-0.3%-52
Other Services (except Public Administration)81
4184300.3%12
Unclassified99
01111
Total
7,9548,4700.6%516
Sources: State of Oregon Employment Department, 2013 & 2023; CAI 2025.
Note: Private employment does not include public sector jobs including government or public education
services, such as workers at Southern Oregon University.
summarizes projected employment growth within Ashland’s
Exhibit 38
Urban Growth Boundary (UGB) through the year 2045. These employment
forecasts inform the section of the
Employment Lands Sufficiency
Economic Opportunities Analysis (EOA).
Forecast employment in Ashland is based on estimates of covered
employment from 2013-2023 provided by the State of Oregon Employment
Department (OED) (as shown above), as well as Bureau of Labor Statistics
(BLS) Quarterly Census of Employment and Workers (QCEW) covered
employment estimates for Jackson and Josephine Counties.These were
utilized to apportion the 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 twenty-year period 2025-2045.
Total private employment is projected to increase from 8,644 in 2025 to
10,045 by 2045, a total increase of 1,401 jobs. The Leisure and Hospitality
sector is projected to add the most jobs (an estimated 654) over this time
frame, representing a compound annual growth rate (CAGR) of 0.8%.
Finance, Insurance and Real Estate (FIRE) is projected to grow the fastest
from 2025-2045, with a CAGR of 2.2% and Health Care is the second fastest
CITY OF ASHLAND MAY 20, 2025 PAGE 37
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Total Page Number: 119
growing, with a CAGR of 1.4%. Information is projected to decrease the most
over the period, with a projected loss of 53 jobs.
The Leisure and Hospitality sector is expected to see the largest absolute
growth, adding approximately 654 jobs, with a CAGR of 0.8%. Finance,
Insurance, and Real Estate (FIRE) is projected to grow the fastest, with a
CAGR of 2.2%, followed by Health Care, at 1.4%. In contrast, the Information
sector is expected to decline by 53 jobs over the same period.
These estimates reflect only private, non-confidential employment—defined
as jobs in privately owned businesses and institutions. Public sector
employment, including positions at public universities and government
agencies, is not included. As such, the employment forecast is specifically
intended to support land use planning and may not capture the full range of
community economic priorities.
Industry categories used in the forecast correspond to 2-digit NAICS codes,
as detailed in .
Exhibit 39
Exhibit 38. Covered Employment Forecast Total and by Sector, Ashland
UGB, 2025 – 2045
20 Year
Industry2013202520352045CAGR
Growth
Leisure & Hospitality2,5892,4412,7913,0956541.2%
Retail1,4041,4851,4561,443(42)-0.1%
Health Care1,3591,3531,5691,7754221.4%
Const, Resources & TWU307952887979270.1%
Professsional & Business Services6367147668261120.7%
Manufacturing511553556565120.1%
Other Services418432467500670.7%
FIRE2873033824671652.2%
Information158196162143(53)-1.6%
Wholesale161103117123190.9%
Education124102111116150.7%
Unclassified0111214 31.2%
Total7,9548,6449,27610,0451,4010.8%
Sources: BLS, 2024; Oregon Employment Department, 2024; CAI, 2025.
CITY OF ASHLAND MAY 20, 2025 PAGE 38
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Exhibit 39. Industry Groupings by 2-Digit NAICS, Ashland Employment
Forecasts, 2025
Industry AggregatesCovered NAICSIndustry Descriptions
11Natural resources and mining
21Mining and logging
Construction, Resources & TWU22Utilities
23Construction
48-49Transportation & warehousing
31-33Manufacturing
Manufacturing
42Wholesale trade
Wholesale
44-45Retail trade
Retail
51Information
Information
52Finance and Insurance
FIRE
53Real Estate and Rental and Leasing
54Professional, Scientific, and Technical Services
55Management of Companies and Enterprises
Professional & Business Services
Administrative and Support and Waste
56
Management and Remediation Services
611Private educational services
Education
62Health care and social assistance
Health Care
71Leisure and hospitality
Leisure & Hospitality
72Accommodation and food services
81Other services
Other Services
Sources: CAI, 2025.
CITY OF ASHLAND MAY 20, 2025 PAGE 39
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Total Page Number: 121
Ashland’s Market Conditions
Commercial Real Estate Inventory
Ashland’s retail inventory increased from 702,000 square feet in 2007 to
788,000 square feet in 2024, maintaining the largest share of commercial real
estate inventory in the city (). Office space grew from 350,000
Exhibit 40
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.
Exhibit 40. Square Footage of Inventory by Typology, Ashland, 2007-2024
Source(s): Costar, 2024; CAI, 2025.
CITY OF ASHLAND MAY 20, 2025 PAGE 40
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Hospitality
Hospitality real estate inventory in Ashland, measured by the number of
rooms, decreased from 947 rooms in 2007 to 770 rooms in 2024 ().
Exhibit 41
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 41. Hospitality Real Estate Inventory (by Rooms) and Occupancy
(Annually-Smoothed), Ashland, 2007-2024
Source(s): Costar, 2024; CAI, 2025.
Retail
explores retail lease rates and vacancy trends in Ashland from
Exhibit 42
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
CITY OF ASHLAND MAY 20, 2025 PAGE 41
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Total Page Number: 123
the Rogue Valley in 2022, with $17.06 per square foot, before dropping
slightly to $16.55 in 2024.
Exhibit 42. Retail Lease and Vacancy Rate, Ashland, 2007-2024
LeaseRate ($/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.
Retail lease and vacancy trends in Downtown Ashland have diverged from
the citywide market somewhat (). Downtown lease rates, like
Exhibit 43
lease rates city-wide, peaked in 2019. However, its lease rates were more
volatile than at the city level, with the peak very briefly reaching $36.81.
Downtown lease rates have decreased since, reaching $17.00 in 2024.
Similarly, downtown vacancy rates spiked sharply to 11.3% in 2021 before
declining to 1.6% in 2024, whereas citywide vacancy has remained more
stable. These patterns suggest that downtown Ashland experienced a more
intense cycle of disruption and recovery, possibly reflecting its concentration
of tourism-facing retail or greater exposure to pandemic-related impacts.
Despite this, current downtown vacancy is low, signaling potential for a
rebound in tenant demand.
CITY OF ASHLAND MAY 20, 2025 PAGE 42
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Exhibit 43. Downtown Retail Lease and Vacancy Rate, Ashland, 2012-2024
Source(s): Costar, 2024; CAI, 2025.
CITY OF ASHLAND MAY 20, 2025 PAGE 43
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Total Page Number: 125
Office
Office lease rates peaked at $22.68 per square foot in 2021 but declined to
$18.96 by 2023 (). Vacancy rates fluctuated but remained low,
Exhibit 44
ending at 2.5% in 2024. This is lower than the 2024 average vacancy rate for
office space in the Rogue Valley region of 4.73%.
Exhibit 44. Office Lease and Vacancy Rate, Ashland, 2007-2024
LeaseRate ($/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 MAY 20, 2025 PAGE 44
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Total Page Number: 126
Industrial
Industrial lease rates in Ashland peaked at $13.59 per square foot in 2023
before declining to $10.47 in 2024 (). Industrial vacancy rates
Exhibit 45
increased from near 0% in 2019 to 26.7% in 2024. The sharp rise in Ashland’s
industrial vacancy rate since 2019 may be attributed to a combination of new
space deliveries outpacing tenant demand, pandemic-related business
disruptions, and increased competition from nearby markets such as Rogue
Valley, where vacancy rates remain comparatively low ().
Exhibit 46
Exhibit 45. Industrial Lease and Vacancy, Ashland, 2007-2024
LeaseRate ($/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.
CITY OF ASHLAND MAY 20, 2025 PAGE 45
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Exhibit 46. 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 MAY 20, 2025 PAGE 46
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Total Page Number: 128
ELSA
MPLOYMENT ANDS UFFICIENCY SSESSMENT
Background
requires that cities maintain a buildable lands inventory
OAR 660-038-0060
within the UGB sufficient to accommodate the residential, employment and
other urban uses such as public facilities, streets, parks and open space
needed for a 20-year planning period.
Ashland’s Buildable Lands Inventory (BLI), adopted in 2024, mapped net
developable land supply by Comprehensive Plan and Zoning categories for
the City and Urban Growth Boundary (UGB). Along with the 2021 Housing
Capacity Analysis, the BLI largely focused on residential land capacity and
determined that sufficient supply exists to satisfy residential growth needs
for housing units for the 20-year planning horizon.
This 2024-2025 Economic Opportunity Analysis update forecasts the demand
for employment on commercial and industrial lands and utilizes the BLI to
assess whether an adequate supply of land zoned for employment uses is
available to meet this forecasted demand.
Methodology
Step 1. Supply
Isolate, extract, and further analyze the supply of buildable employment
(commercial and industrial) land from the 2024 BLI.
Step 2. Demand
Using a detailed, customized employment data based on published sources
including the Bureau of Labor Statistics (BLS) and Oregon Employment
Department, forecast employment in aggregate and by industry / land use is
modeled and utilized to estimate land demand by category.
Step 3. Reconcile Supply with Demand
Supply of employment land is reconciled with demand in aggregate and by
category.
Step 4. Site Types
A range of site types required to meet Ashland’s forecast demand for
employment land are explored and characterized.
Buildable Land Segments
Oregon statutes define Buildable Lands as “Residentially and commercially
designated , and, at the option of the local
vacant, partially vacant
jurisdiction, land within the urban growth boundary that is
redevelopable
CITY OF ASHLAND MAY 16, 2025 PAGE 47
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not severely constrained by natural hazards, (Statewide Planning Goal 7) or
subject to natural resource protection measures (Statewide Planning Goals 5
and 15).”
For the BLI analysis conducted for this EOA, the following categories were
defined and used;
Vacant lots were those parcels that were free of improvements
Vacant:
(structures) and were available for future residential or commercial
development.
5
In Commercially zoned lands, those parcels with
Partially Vacant:
additional undeveloped land area yet containing a building on a portion of
the property were considered partially vacant.
6
Ashland Employment Comp Plan / Zoning Categories
This analysis extracts and examines net buildable acreage (vacant and
partially developed) for these five Comprehensive Plan
“employment land”
land use categories:
(C-1) This district is designed to stabilize, improve and
Commercial
protect the characteristics of those areas providing commercial
commodities and services.
(C-1-D) This district is an employment zone
Commercial-Downtown
that allows retail, office, and other uses.
The district is designed to provide for a variety of
Employment (E-1)
uses such as office, retail, or manufacturing in an aesthetic
environment and having a minimal impact on surrounding uses.
) This district is designed to encourage
Industrial District (M-1
sound industrial development in the City by providing a protective
environment exclusively for such development.
The is a group of large parcels of land in
Croman Mill zone (CM-X)
south Ashland that have their own set of design elements and
permitted, special permitted, and conditional uses. The redevelopment
plan for this site was passed by the Ashland City Council in August
2010 and includes a Croman Mill site specific land use code.
Other categories of vacant land were identified but excluded from net buildable
5
supply, including vacant-unbuildable (due to physical constraints like floodplains
and steep slopes); vacant - open space; vacant – parking; and vacant – parks. Vacant
– airport may be discussed later.
Publicly owned land and sites with slopes greater than 35% were not considered
6
buildable. Commercial properties deemed “redevelopable” were included in “partially
vacant” category.
CITY OF ASHLAND MAY 16, 2025 PAGE 48
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Supply of Employment Land
Summary of Buildable Lands Inventory
The 2024 BLI found a combined total area within Ashland’s political
boundaries (City + UGB) of . Of this, there was a total of
4,958 acres542
(including Industrial, Commercial,
acres of “employment land”
Employment, Downtown Commercial, and Croman Mill Employment, Ind. &
Mixed Use) found within the City and UGB.
A total of of land were found within the City and
630 net buildable acres
UGB that are developable across all Comprehensive Plan designations, out of
a .
gross buildable area of 985 acres
Exhibit 47. Total Net Buildable Acreage, Ashlandand Urban Growth
Boundary, 2024
Source: Excerpted from Ashland Buildable Lands Inventory, 2024.
Public rights-of-way, parks/open space and civic uses accounted for 27.8% of
the City’s total gross acreage. The remaining land is classified as Residential
(60.1%), Commercial (11.4%), and Industrial (0.4%).
Total Supply
Total for all categories was
net buildable supply “employment land” 181
per the 2024 BLI analyzed for this work. Net buildable supply is
acres
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.
The 2024 BLI found that most land supply was in the Employment land use
category, comprising around 50% of the total buildable acreage, and Croman
Mill, comprising another 33%. The least constrained parcels were in the
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Industrial and Croman Mill designations. Industrial and Employment sites
had the lowest built FARs generally. Downtown Commercial parcels
represented a small fraction of supply, were heavily constrained, and had
much higher FARs.
Exhibit 48. Developable and Redevelopable Employment Lands by
Category, Ashland, 2024
Net
Number Gross 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%
Sources: Ashland Zoning Map, 2024; Ashland Future Land Use Map, 2024; CAI, 2024.
Supply Location
The 2024 BLI found that Ashland’s current buildable employment land
supply was located mainly in the City limits (69%, by net buildable acreage).
Most was located in southeast Ashland, and/or adjacent to the Central
Oregon & Pacific railroad right of way.
Major nodes were located:
South of the airport on 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
CITY OF ASHLAND MAY 16, 2025 PAGE 50
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Exhibit 49. Buildable Commercial and Industrial Lands Map, Ashland, 2024
Sources: Ashland Zoning Map, 2024; Ashland Future Land Use Map; CAI, 2025.
Short Term Supply
The Goal 9 Administrative Rule (OAR 660-009) includes provisions that
require that cities within a Metropolitan Planning Organization (MPO)
account for and ensure an adequate short-term supply of industrial and other
employment lands for near term growth needs. As Ashland is within the
Rogue Valley MPO, it is subject to this requirement.
Short term supply, per the administrative rules, refers to land that can be
ready for construction in one year based on “engineering feasibility.” For this
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assessment, CAI and the City of Ashland have interpreted this to include a
subset of sites within the above described overall employment land supply
that:
Have road access,
Have minimal contamination or environmental constraints (or are
undergoing remediation currently),
And are served with basic infrastructure (stubbed at property or
adjacent) including power, water, and sanitary sewer.
Per these criteria, the City of Ashland’s of employment
short term supply
land sites amounts to a total of comprising of land
21 parcels101.3 acres
within the city and / or urban growth boundary. Key pieces of this short term
supply include the Croman Mill employment sites, and the large Union
Pacific E-1 site north of Downtown Ashland.
In particular, the Croman Mill employment sites identified in this inventory
may satisfy this requirement, as all necessary utilities—water, sewer, and
electricity—can be extended with the installation of internal streets and
supporting infrastructure. While the site contains contaminated soil and
requires environmental remediation, a cleanup proposal is currently under
review by the Oregon Department of Environmental Quality (DEQ).
In addition to Croman Mill, the large E-1 site between A Street and Hersey
owned by Union Pacific also meets the serviceability standard. It has an
approved DEQ remediation plan, with cleanup expected to begin in the fall.
Once completed, the site will support employment uses and potentially urban
residential development. Approximately three acres of the property will
remain under a vegetative cap due to residual contamination, which may
require additional remediation if more intensive development is pursued.
All essential public facilities and services are available at the perimeter of
both sites and can be extended through the properties as needed, which
supports their classification as development-ready short term supply sites
under Oregon’s Economic Opportunity Analysis (EOA) framework.
For other industrial sites identified in the BLI south of the airport, no
impediments were identified to the extension of infrastructure necessary to
serve future development. Public facilities such as water, sewer, and
transportation connections can be extended as needed in these locations to
support employment uses.
In addition to current supply, the Rule requires cities within an MPO to
make a commitment to provide a competitive short-term supply of land and
establishes a target of 25% of total UGB employment land supply. As total
employment land supply in Ashland amounts to 542 acres, a target of 25%
CITY OF ASHLAND MAY 16, 2025 PAGE 52
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would represent . A “competitive” short term supply refers to
136 acres
having parcels in a range of sizes and designations to meet the needs of a
variety of employers interested in locating or expanding in the city.
Forecasted Employment Land Demand
In this section, future commercial and industrial employment growth is
modeled and converted into an approximation of land needed to accommodate
this growth.
Total and industry sector growth is represented by a twenty-year
employment forecast for the Ashland UGB (2025-2045). This employment
growth is then mapped to generalized land use typologies (commercial and
industrial) corresponding to Ashland’s General Comprehensive Plan
designations for employment land. Finally, demand for employment land is
modeled based on local employment densities derived from existing land
absorption patterns cross referenced with site-level employment data
Forecasted Employment Growth
Forecasted employment growth by industry, given in , is mapped
Exhibit 38
to generalized land use types corresponding broadly to Ashland’s employment
lands Comprehensive Plan designations (). By 2045, Ashland is
Exhibit 50
forecasted to experience employment growth in the form of an estimated
1,343 jobs generally requiring commercial land and 59 jobs that generally
require industrial land (). Mapped land use categories are broad
Exhibit 51
and site sufficiency is examined with greater precision in the subsequent
section.
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Exhibit 50. Mapping Employment Forecasts to Generalized Land Uses,
Ashland, 2045
20 Year Generalized
Industry
GrowthLand Use
Leisure & Hospitality654Commercial
Retail(42)Commercial
Health Care422Commercial
Construction, Resources & WTU27Industrial
Professsional & Business Services112Commercial
Manufacturing12Industrial
Other Services67Commercial
FIRE165Commercial
Information(53)Commercial
Wholesale19Industrial
Education15Commercial
Unclassified3Commercial
Total1,401
Sources: CAI, 2025.
Exhibit 51. Forecasted Employment by Generalized Land Use Types,
Ashland, 2025 & 2045
20252045Employment
Generalized Land UseEmploymentEmploymentGrowth
Commercial7,0368,3781,343
Industrial1,6081,66759
Total8,64410,0451,401
Sources: CAI, 2025.
For absorption of vacant land, this analysis converts forecast growth by land
use to land demand using locally-derived
assumptions for employment
. These density figures, in terms of )
densityEmployees Per Acre (EPA
were calculated by dividing summed site-level employment data by total
developed acres per category for Commercial, Commercial-Downtown,
Employment, and Industrial sites. Though the small number of developed
industrial sites (8) renders this data less reliable as a reference, other
comparables from Medford and recent report commissioned on Croman Mill
(by Jonson Economic), demonstrate consistent density findings.
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Exhibit 52. Employment Density Metrics by Land Use Category,
Ashland, 2025
Total 2025 Site Developed 2025
Employment Comp Plan / Employment Site Acreage Employment
Zoning Categories(Employees)(Ac)Density (EPA)
Commercial (C-1)1,96310319.1
Commercial-Downtown (C-1-D)1,2011392.4
Employment (E-1)1,93211416.9
Croman Mill (NC, MU, OE, CI)153276.5
Industrial (M-1)1421310.9
Total5,39124522.0
Source: Jackson County Assessor, 2024; City of Ashland, 2025; ESRI Business Analyst, 2025;
CAI, 2025.
Note: 500 employees for the Oregon Shakespeare Festival, though technically based in
Downtown Ashland, are in fact distributed and were removed from local employment totals.
Note: For additional reference, a 2023 report by 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. The nearby Jackson County city of Medford
was found to have an existing industrial employment density of 9.3 EPA across a much larger
sampling of sites.
For , 20-year employment growth (2025-2045) by
aggregate land demand
generalized land use category (commercial and industrial) was converted
using locally derived employment densities for generalized Commercial and
Industrial use categories (). Total aggregate land demand based
Exhibit 44
upon this method was(net of any additional required acreage for
76 acres
ROWs, public facilities, etc.), including land and
70 acres of commercial5
land.
acres of industrial
Exhibit 53. Aggregate Land Demand Forecast, Ashland, 2045
Generalized 20 Year Employment Net Land
Land UseGrowthDensity (EPA)Demand (Ac)
Commercial1,34319.170
Industrial5910.95
Total1,401-76
Source: Jackson County Assessor, 2024; City of Ashland, 2025; ESRI Business Analyst, 2025;
CAI, 2025.
Employment Lands Sufficiency
With a of “employment lands”,
total net buildable supply of 181 acres
and only projected for industrial and
76 aggregate acres of demand
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commercial uses, Ashland has a likely within the
surplus of over 100 acres
City and UGB urbanized area.
But does Ashland have the right kind of sites? The following section
examines more closely and
supply versus demand by category
in Ashland based on existing and historic
characterizes needed site types
patterns of land absorption.
Land Needed for Economic Growth
models one potential distribution of land demand given existing
Exhibit 54
shares of current employment by land use / zoning category as applied to
employment growth for the 20-year planning period (forecast at 1,401 new
jobs by 2045). Croman Mill is likely significantly underestimated given
assumptions based on current employment as the site has largely not yet
been redeveloped.
Discounting Croman Mill, which is likely to see much greater future
development, there could be a small deficit of commercial lands but surpluses
of employment and industrial lands in Ashland currently. Since the E-1
category can accommodate many commercial uses, it is possible that the city
of Ashland has sufficient supply to meet demand in all categories, possibly
excepting Downtown Commercial.
Exhibit 54. Estimated Demand for Employment Land by Land Use Type,
Ashland, 2025-2045
SupplyDemand
Net Current Share of 20-Estimated
Buildable Employment Year Job Employment Demand Surplus
Comp Plan CategoryAcres(% of Total)GrowthDensity (EPA)(Ac)(Deficit)
Commercial 15.222.7%31819.116.7(1.5)
Downtown (Commercial)0.4413.9%19592.42.1(1.7)
Employment9022.4%31316.918.571.5
Croman Mill (Employment, Ind. & MU)61.11.8%2576.50.360.8
Industrial14.61.6%2310.92.112.5
Total181.362%87439.7141.6
Sources: Jackson County Assessor, 2024; City of Ashland, 2025; ESRI Business Analyst, 2025; CAI, 2025.
Note: Current employment totals do not sum to 100% because 38% of Ashland employment occurs outside of
these zones, mainly on residential lands.
Land Sufficiency by Site Types
summarizes the number of vacant sites by size that are available
Exhibit 55
for new development on employment lands in Ashland in 2025. In total, there
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are 140 sites available to support future land demand through 2045. The
largest grouping of these are small sites of less than 0.5 acres (56). The next
largest grouping are sites sized 1-5 acres. Few sites are larger than 5 acres
(8) and even fewer are needed at the 20 acres or larger range (2). The largest
proportion of sites is in the Employment land use category (89) with the next
largest categories being commercial (24) and Croman Mill (13). These
findings inform the following discussion of demand by category.
Exhibit 55. Land Supplyby Site Size and Designation, Ashland, 2025
Number of Vacant Tax Lots
Less than .5 to 1 More than
Comp Plan Category.5 acac1-5 ac5-20 ac20 acTotal
Commercial 13551024
Downtown (Commercial)5 30008
Employment37 13353189
Croman Mill (Employment, Ind. & MU)1 254113
Industrial0 06006
140
Total56235182
Source(s): City of Ashland, 2025; Jackson County Assessor, 2024; CAI, 2025.
Commercial Zone
Site Statistics
Number of Developed Parcels:
178
Mean (Average) Parcel Size:
0.58 acres
Median (Most Frequent) Parcel Size:
0.23 acres
Ashland’s zoneallows for a range of retail, food &
Retail Commercial (C-1)
beverage, and service uses, while generally speaking, manufacturing and
industrial uses are not permitted unless they are small and contiguous to
retailing. Mini-storage is not permitted. Office is permitted in commercial,
employment, and industrial zones.
Three primary nodes of this zone encompass the area immediately
surrounding Downtown Ashland, the highway commercial along Siskiyou /
99, and the larger format retail node around I-5 and Ashland / 66.
Ashland’s Retail Commercial (C-1) zone currently has a median (most
frequent) developed site size of 0.23 acres. If current patterns of land
consumption persist, this category will require around 17 aggregate acres of
land, distributed across a range of site sizes, but predominantly small (less
than 0.5 acre) size sites, which constitute 54% of all currently buildable
Commercial sites.
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Downtown Commercial Zone
Site Statistics
Number of Developed Parcels:
77
Mean (Average) Parcel Size:
0.16 acres
Median (Most Frequent) Parcel Size:
0.12 acres
Ashland’s zoneaims to create a vibrant,
Downtown Commercial (C-1-D)
pedestrian-friendly environment by permitting a mix of uses, including high-
density housing, civic offices, and small-scale commercial, food and beverage,
and retail businesses. It emphasizes mixed-use developments and encourages
locally oriented professional and personal services. The zone is designed to
foster a compact, transit-oriented area with public spaces, extensive
landscaping, and shared parking.
This zone is the location of many of Ashland’s Oregon Shakespeare Festival
organizations (including the HQ of the festival itself) and supporting
businesses and encompasses a compact zone in downtown Ashland.
Ashland’s zonecurrently has a median
Downtown Commercial (C-1-D)
(most frequent) developed site size of 0.12 acres. If current patterns of land
consumption generally continue, this category would required only around 2
more aggregate acres of land (given extremely small lot sizes and higher built
FARs), distributed across a range of small site sizes, but predominantly less
than 0.5 acre size sites, which constitute two-thirds of the eight currently
buildable Downtown Commercial sites.
Employment Zone
Site Statistics
Number of Developed Parcels:
214
Mean (Average) Parcel Size:
0.53 acres
Median (Most Frequent) Parcel Size:
0.26 acres
Ashland’s zoneis designated to allow for various types of
Employment (E-1)
businesses, including office, retail, and manufacturing, while aiming for a
visually appealing and minimally disruptive environment. Large nodes of E-1
exist along the railroad right-of-way (ROW) north of downtown, and south of
the airport.
The as it allows many
Employment category (E-1) is more inclusive
commercial uses, in addition to office and some (lower impact) manufacturing
and industrial uses. As such, the E-1 zone could feasibly absorb demand for
both commercial and industrial land.
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In E-1, retail is limited to 20,000 square feet (sf) per lot. Mini-storage is
conditionally permitted. Marijuana retailing is conditionally permitted and
limited to C-1 or E-1. Auto service and gas stations are permitted with
conditions in C-1 and E-1.
Ashland’s zonecurrently has a median (most frequent)
Employment (E-1)
developed site size of 0.26 acres and an average size of 0.53 acres. If current
patterns of land consumption continue, this category will demand around 19
aggregate acres of land, distributed across a range of site sizes, but
predominantly small and small-mid-size sites, which constitute 42% and 15%
of currently buildable Employment sites.
Industrial Zone
Site Statistics
Number of Developed Parcels:
8
Mean (Average) Parcel Size:
1.6 acres
Median (Most Frequent) Parcel Size:
1.6 acres
Ashland has several industrial zoned areas and business parks designed to
encourage business development. These areas offer a mix of infrastructure,
zoning options, and potential for various industrial and commercial uses.
Specifically, the Croman Mill Site, the Ashland Industrial Park, and IPCO
Commercial Properties are key locations for industrial activity.
The ) in Ashland allows for a range of general
Industrial zone (M-1
manufacturing, distribution, office and industrial uses, well-buffered from
residential uses. Mini-storage is a permitted use here. Retail is limited to
serving workers in the zone but restaurants are permitted.
Ashland’s zonecurrently has a median (most frequent) and
Industrial (M-1)
average developed site size of 1.6 acres. If current patterns of land
consumption continue, this category will demand around 2 more aggregate
acres of land, most likely in the mid-size (1-5 ac) range, which constitute
100% of the currently buildable Industrial sites.
Summary of Findings
This analysis finds that, with a
total net buildable supply of 181
of “employment lands” and only
acres 76 total acres of demand
projected for industrial and commercial uses, Ashland has a likely
within the City and UGB urbanized area.
surplus of over 100 acres
However,
there may be a shortage of small, centrally located
While overall supply is sufficient, further analysis
commercial sites.
suggests a relative lack of small Downtown Commercial and mid-sized
commercial sites. Some of this demand could be absorbed by surplus
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E-1 employment lands; however, businesses that depend on visibility
and foot traffic—such as those tied to the Oregon Shakespeare
Festival—will continue to prefer prominent downtown locations.
Improving pedestrian connectivity, signage, and branding between
downtown and the northern E-1 node may help support business
attraction in those areas.
Ownership dynamics limit redevelopment of key opportunity
The Croman Mill and Railroad District properties represent the
sites.
city’s largest groupings of buildable land, but lack of proactive
ownership and incentives to sell have historically stalled
redevelopment efforts.
There is capacity to accommodate stronger-than-forecasted
If employment growth is greater than forecasts
employment growth.
indicate in coming years, there will likely be sufficient land in Ashland
to accommodate it given the surplus employment land supply
identified within the City / UGB. In particular, certain segments
within industrial – such as outdoor recreation manufacturing or craft
food and beverage – may be worth consideration for targeted economic
development efforts by Ashland to synergize with its evolving
economic base.
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CEDP
OMMUNITY CONOMIC EVELOPMENT RIORITIES
Public Engagement
Following an inclusive engagement plan, reviewed by Ashland’s Committee
for Community Involvement, this project conducted several forms of
engagement designed to speak directly with a diverse audience of
stakeholders in Ashland and solicit insights into fundamental dynamics
underlying the Ashland economy. These activities included interviews, focus
groups, forums, a regional business and resident survey, and review of other
engagement materials provided by the City of Ashland. This engagement
summary reviews the findings identified through these activities.
Key Engagement Findings
Outreach Overview & Demographics
Overall, the public survey received 472 responses from residents and
businesses owners throughout Jackson County. 174 respondents live
in Ashland, 125 work in Ashland, and 79 own or manage a business in
Ashland. (Survey)
The majority (67%) of Ashland respondents are over the age of 45,
compared to 54% of total respondents. Only 4% of Ashland’s
respondents were 25 or younger. (Survey)
88% of respondents speak English only at home, while the remaining
12% speak some combination of English, Spanish, Mandarin and/or
Russian. (Survey)
87% of respondents who identified as Ashland residents are
permanent residents, while the rest have temporary housing, move
often, or do not have stable housing in Ashland. (Survey)
Of the 146 total businesses surveyed, 97 (66%) of them are small
businesses with 4 or less employees. Of Ashland’s businesses
respondents (83), a similar majority (51 respondents, or 61% of
Ashland’s business respondents) also identified as small businesses
(with 4 employees or less). (Survey)
Just over half (52%) of Ashland’s businesses represented in the survey
have been in operation for over ten years. (Survey)
45% of Ashland business survey respondents report that their
employees work full-time, 41% part-time and 14% seasonally. (Survey)
The most common descriptors of the Ashland businesses surveyed
were locally owned (91%), women-owned (48%), and family-owned
(47%). (Survey)
Interviews and focus groups included a diverse pool of stakeholders in
Ashland, including City Councilors and Planning Commissioners,
developers and property owners, major employers, the development
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community, SOU students, and local business owners and residents.
(Interviews)
Tourism and Economic Vitality
Tourism is identified by Ashland survey respondents, and by
interviewees, as Ashland’s greatest economic asset (with an average
rank of 4.0 out of 15), along with the Rogue Valley airport (4.4),
Recreational Amenities (4.9), and Southern Oregon University (5.7).
Tourism was also ranked highly in open-ended survey questions, with
residents citing the Oregon Shakespeare Festival (OSF) and outdoor
recreation as popular attractions. (Survey, Interviews)
While survey respondents believe in the strength of Ashland’s arts and
tourism offerings, they hope for less focus to be paid to tourism and
instead hope investment goes into lowering cost of living and
supporting small businesses for year-round stability. (Survey)
Both survey respondents and interviewed stakeholders believe
tourism has a place in Ashland’s economic future, but that more work
needs to be done to diversify the tourism industry and create an
economy that supports Ashland locals – in terms of livability and
wages as well as service offerings. (Survey, Interviews)
Ashland stakeholders are actively working to expand and refine a
marketing approach which moves beyond the Oregon Shakespeare
Festival to promote the city as a year-round destination that leverages
its natural beauty, events, and quality of life. Stakeholders
highlighted efforts to brand Ashland as a basecamp for Southern
Oregon tourism, and one idea gaining traction is the concept of
“Storytown USA,” which aims to build on the city’s narrative and
cultural assets. This effort also includes expanding year-round events,
targeting families and younger audiences, and promoting outdoor
recreation and other cultural assets. (Interviews)
Post-COVID changes in tourism also includes a shift to younger,
outdoors focused visitors and away from traditional cultural
institutions like the Oregon Shakespeare Festival. (Interviews)
Wildfire smoke, rising costs, and housing availability continue to pose
significant threats to tourism viability and workforce stability.
(Interviews)
Business Priorities
There was strong consensus that Ashland must diversify its economy
beyond tourism by supporting small-scale manufacturing, remote
work, and creative industries. Stakeholders highlighted the need to
leverage regional partnerships, underutilized infrastructure like AFN,
and redevelopment sites such as Croman Mill to attract a broader mix
of employers and improve economic resilience. (Interviews, Survey)
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Almost half (49%) of Ashland businesses respondents to the survey
have plans to expand to additional locations, while 29% have no
expansion plans, and 12% plan to expand their current location.
(Survey)
When Ashland business owners were asked in the survey to rank
business challenges in order of importance, business owners, on
average, ranked inflation, qualified employees, increased labor cost
and unaffordable rents highest. (Survey)
When asked about workforce challenges, Ashland’s business owner
survey respondents largely cited talent pool offerings (35%), wage
expectations (32%) and skills gaps (28%) as primary employment
discrepancies. (Survey)
Ashland’s survey respondents who are employers mentioned inflation
(48%), real estate costs (32%) and labor costs (32%) as economic
factors with the most significant impacts on their business. (Survey)
When asked about Ashland’s economy of the future, Ashland survey
respondents describe support for local businesses and arts (29% of
responses), a diversified economy (24%), and a lower cost of living
(28%). (Survey)
Housing Affordability and Workforce
Ashland’s quality of life is a compelling draw for remote workers,
entrepreneurs, and leadership talent; however, high housing costs,
elevated development expenses, and a perceived resistance to growth
limit the city’s ability to attract and retain businesses. (Interviews)
These same housing challenges affect workforce recruitment,
prompting many employees to live in neighboring communities,
forcing Ashland-based businesses to offer higher wages to offset
commuting burdens. (Interviews)
High housing costs, and lack of housing stock in Ashland was
identified by stakeholders as a major barrier to attracting and
retaining younger residents, SOU graduates, and essential workers,
especially in healthcare, education, and service sectors. (Interviews)
Workers state that Ashland is not perceived as accessible to families
or moderate-income earners and that this effect is felt across many
areas, such as school enrollment and neighborhood services. Similarly,
when asked about barriers to equal access for economic opportunity in
Ashland, 42% of survey responses cite cost of living and 21% of
responses cite a lack of employers and opportunity. (Interviews,
Survey)
When prioritizing investments for economic development, Ashland
survey respondents ranked jobs with livable wages and upward
mobility as the top priority (receiving an average score of 8.1 out of the
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possible 11, in which a higher number indicated higher priority),
followed by small business support (7.7).(Survey)
Major employers recommended increasing alignment between local
institutions and industry to build workforce pipelines and support
economic mobility. (Interviews)
Ashland’s AFN fiber-optic infrastructure was highlighted as a
powerful but underutilized asset to support remote work and
entrepreneurship in the tech sector. (Interviews)
Community Development and Future Growth
Stakeholders broadly called for greater regional collaboration to
leverage Ashland’s unique cultural, educational, and natural assets as
part of a cohesive Southern Oregon strategy. (Interviews)
Stakeholders emphasized the importance of balancing Ashland’s
unique identity with the need for innovation and growth. Future
development should honor Ashland’s identity and support values
expressed by the community. (Interviews)
Ashland is widely perceived as a difficult place to develop, largely due
to historic barriers such as unreliable permitting, high fees, and
restrictive land use policies. While some stakeholders noted recent
improvements, the city’s historical reputation for regulatory hurdles
and community resistance continues to deter investment, especially
compared to more flexible neighboring cities. (Interviews)
About half (53%) of Ashland survey respondents believe the local
government to be “somewhat supportive” in helping businesses thrive,
while 32% believe it is “not supportive” and 15% believe it is “very
supportive”. (Survey)
Stakeholders envision a more vibrant, accessible, and visually
cohesive downtown, but note the need for infrastructure investment
and long-term planning. (Interviews)
When asked if there was a different city Ashland might take lessons
from, Ashland survey respondents cited locations across the globe
including Boulder, Colorado (5 mentions) and Davis, California (5
mentions). However, over half of responses described other cities in
Oregon, with 27 (about 30% of all mentions) listing Bend, Oregon as a
city Ashland should work to emulate. (Survey)
SOU and Student Feedback
Similar to other groups, students feel affordability in Ashland is a
great barrier to their staying and succeeding in the community post-
graduation. (Student Forum)
Students value Ashland’s walkability and natural beauty, but find
entertainment and retail options limited—especially for those without
cars or under 21. (Student Forum)
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Students desire a greater connection to the city of Ashland (and the
region) through improved public transportation, expanded attractions,
and inclusive, affordable events and activities that cater to younger,
sober, and under-21 audiences. (Student Forum)
The lack of high paying jobs and career development opportunities
further discourage SOU students from envisioning careers in Ashland.
(Student Forum)
STIP
TRATEGIC HEMES AND MPLICATIONS FOR OLICY
Strengths, Weaknesses, Opportunities, Threats (SWOT)
Analysis
This SWOT analysis assesses Ashland’s internal strengths and weaknesses,
as well as external opportunities and threats. This list has been informed
through data analysis completed as part of this EOA and further vetted and
augmented through engagement with Ashland’s stakeholders and
community, and, finally, is supplemented by recent planning work
surrounding Ashland economy including the 2022 Ashland Chamber of
Commerce’s Economic Diversification Study and Ashland’s 2023 Housing
Production Strategy.
Strengths
Strengths highlight internal advantages and positive attributes that
contribute to Ashland’s economic success.
– Natural beauty, walkability, safety, and
High Quality of Life
strong cultural identity attract visitors, remote workers, and
established professionals.
– The Oregon Shakespeare
Vibrant Arts and Tourism Brand
Festival, Cabaret Theatre, First Friday, and other arts/cultural assets
position Ashland as a unique regional destination.
– A highly educated resident base
Educated, Engaged Community
with strong civic pride and community involvement.
– Presence of SOU, high-performing public
Strong Institutions
schools, and community-oriented organizations like Ashland’s
Chamber and Travel Ashland.
– Advanced internet
Fiber-Optic Infrastructure (AFN)
infrastructure provides a solid base for remote work and digital
entrepreneurship.
– Ashland’s historic charm and
Distinctive Small-Town Character
walkable downtown create a welcoming and vibrant atmosphere for
residents, businesses, and visitors.
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– Location along Interstate-5 offers
Strategic Interstate Access
regional connectivity and logistical advantages for businesses, visitors,
and talent movement.
– A well-loved park system, access
Abundant Outdoor Recreation
to Bear Creek, mountain biking and ski trails, and nearby vineyards
enhance quality of life and attract tourism and recreation-driven
business.
– Local firms in medical devices,
A Niche Manufacturing Sector
agricultural products, and green technology provide a foundation for
light industry and economic diversification.
Publicly Owned Land Offers Additional Development Potential
– While not included in the formal buildable lands inventory, city- and
SOU-owned properties present valuable opportunities for strategic
development, partnerships, and community-serving projects.
Weaknesses
Weaknesses identifies internal challenges or limitations that hinder
Ashland’s economic progress.
– Housing
High Cost of Living and Limited Housing Options
affordability limits workforce attraction and retention, student stay
rates, and business growth.
– Perceptions of regulatory
Perceived Difficulty in Development
complexity, high fees, and limited available land deter business
expansion and investment in Ashland.
– Seasonal fluctuations and
Over-Reliance on Tourism
vulnerability to external shocks (e.g., wildfire smoke, pandemics)
threaten economic stability.
Disconnect between SOU,
Weak Talent Retention Pipeline –
Ashland’s school district, and local employers reduces youth retention
and career pathway development.
Efforts across sectors and
Fragmented Economic Coordination –
institutions are often siloed, making regional and intra-city
collaboration harder to sustain.
Limited Investment in Infrastructure and Downtown
– A lack of recent development and public or private
Revitalization
reinvestment in the downtown core and key infrastructure assets may
weaken Ashland’s economic competitiveness and long-term vitality.
A shortage of affordable,
Insufficient Childcare Availability –
accessible childcare options creates barriers to workforce participation
and family retention.
– Ashland’s high cost
Lack of Diversity in Ashland’s Community
of living contribute to limited racial, economic, and age diversity in the
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city’s population. Without housing and job options for younger
residents, Ashland risks demographic and economic stagnation.
– Some opposition among locals to
Cultural Resistance to Growth
new development, including housing and commercial uses, constrains
progress and deepens barriers to affordability and economic renewal.
– Shrinking student populations are
Declining School Enrollment
reducing funding and limiting the school district’s ability to maintain
robust academic and extracurricular offerings.
Limited Availability of Small and Mid-Sized Commercial Sites
– While some demand may be absorbed by surplus Employment (E-1)
lands, there is a shortage of centrally located, smaller-scale
commercial spaces with strong visibility and foot traffic—particularly
for businesses serving the tourism and cultural sectors who might
need a space in downtown.
– The Croman
Inactive Ownership of Key Redevelopment Sites
Mill and Railroad properties represent Ashland’s largest developable
land holdings, but disengaged ownership and speculative holding
patterns have stalled redevelopment and limited the city’s ability to
activate these strategic sites.
Opportunities
Opportunities explore external factors or trends that could be leveraged for
growth or improvement in Ashland’s economy.
– Sites at Croman Mill, the Railroad,
Redevelop Strategic Sites
University District, and Downtown all have unique opportunities to
develop in such a way as to add to Ashland’s vibrancy.
Build on Ashland’s
Expand and Diversify Tourism Offerings –
arts and culture foundation by promoting year-round tourism through
events like the Mystery and Comedy Festivals, expanded winter
activities, and outdoor recreation experiences such as skiing, biking,
and hiking. Strategies for Economic Diversification can also be found
in Ashland’s Chamber of Commerce’s Economic Diversification study
(2022).
The Rogue Valley
Leverage Agritourism and Culinary Assets –
wine region, farm-to-table culture, and local food production industries
offer growth opportunities in culinary tourism, food entrepreneurship,
and value-added agriculture.
– Encourage growth in Ashland’s non-
Diversify Beyond Tourism
tourism sectors including education, healthcare, creative
entrepreneurship, and niche manufacturing to build a more resilient
local economy.
– Support sectors that
Grow Creative and Cultural Industries
complement Ashland’s identity, including film, digital arts, visual
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arts, and culinary arts, to attract talent and expand economic
opportunities.
– Enhance Ashland’s
Capitalize on Outdoor Recreation Economy
brand as an outdoor destination by investing in assets like Mt.
Ashland Ski Area, trail systems, and nature-based events that can
draw visitors beyond peak tourist seasons.
– Advance
Support Expansion in Health and Wellness Sectors
growth in healthcare-adjacent industries, such as senior care,
functional medicine, and integrative wellness, in alignment with
regional trends and demographics.
– Collaborate with neighbors,
Deepen Regional Partnerships
including Talent, Phoenix, and Medford, and with regional partners
like SOREDI, to align workforce development, transportation, and
infrastructure investment.
– Expand housing,
Engage Younger and Diverse Populations
employment, and civic opportunities for families, students, and
younger professionals to foster long-term community vitality.
– Leverage
Elevate Ashland’s Brand and Marketing Reach
Ashland’s identity to attract new residents, businesses, and
investment through targeted branding and promotion focused on
lifestyle, creativity, and inclusivity.
– Position
Attract Remote Workers and Lifestyle Migrants
Ashland as a high-quality living destination for professionals and
retirees relocating from urban areas, bringing investment, civic
engagement, and economic stability.
Coordinate Housing and Employment Land Strategies for
As the City continues to implement policies from
Mutual Benefit –
the 2023 Housing Production Strategy, identify opportunities to
simultaneously advance goals for commercial and employment land.
Strategies such as increased residential allowances in employment
zones, adaptive reuse, and tools like land banks or MUPTE can help
support both housing production and vibrant, flexible mixed-use areas
that contribute to Ashland’s economic vitality.
Enhance Connectivity Between Downtown and E-1
Improve pedestrian access, wayfinding, and
Employment Areas –
branding between the downtown core and northern commercial nodes
to increase customer flow and visibility for businesses located outside
the traditional retail core.
Expand Retail Flexibility Within Employment Zones –
Reevaluate retail use caps in select E-1 areas—such as the Oak
Street/Clear Creek corridor—to allow for greater integration of
customer-facing businesses and support mixed commercial activity
near downtown.
CITY OF ASHLAND MAY 16, 2025 PAGE 68
DRAFT EOA
Total Page Number: 150
Threats
Threats examine external challenges or risks that could negatively impact
Ashland’s goals.
– Persistently low or negative
Stagnant Population Growth
population growth limits workforce availability, school enrollment,
and the long-term sustainability of city services and local institutions.
– Wildfire risk, poor air quality,
Impacts from Climate Change
extreme heat, and declining water availability threaten public health,
economic activity, outdoor-oriented quality of life, and Ashland’s
appeal as a destination.
– Neighboring communities offer lower costs
Regional Competition
of living, lower costs of development, easier permitting, and more
industrial space, attracting businesses and talent that Ashland could
lose.
– Other small, arts-driven
Competition from Peer Communities
cities like Bend and Santa Fe compete with Ashland for tourists, arts
funding, and business investment.
A narrow economic base anchored
Limited Economic Resilience –
in tourism and cultural institutions leaves the city vulnerable to
external shocks.
– Southern
SOU Enrollment Has Not Recovered Post-COVID
Oregon University continues to experience lower student enrollment,
reducing its economic and cultural contributions to the local
community.
An influx in high-
Rising Housing Costs from In-Migration –
income residents from out-of-state can further inflate housing prices
and risk displacing local families.
Strategic Themes
1.Strengthen Economic Resilience Through Diversification
Ashland’s economy is heavily reliant on tourism and service sectors, leaving
it vulnerable to seasonal fluctuations, wildfires, cost of living challenges, and
broader economic disruptions. There is interest expanding Ashland’s tourism
economy to attract more visitors at different times of the year, as well as to
expand the sectors which are most active in Ashland. This could include light
manufacturing, tech, food production, wellness, and specialty industries—
particularly those aligned with Ashland’s lifestyle values and small-town
character.
CITY OF ASHLAND MAY 16, 2025 PAGE 69
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2.Foster an Inclusive, Forward-Looking Community
Ashland’s strong sense of place and cultural identity are major assets, but
there is a tension between preserving what exists and adapting to future
needs. Residents recognize the need to welcome new residents, businesses,
and ideas to avoid economic and social stagnation. Embracing thoughtful
growth—especially that which supports families, younger residents, and
diverse voices—is seen as essential to keeping Ashland vibrant and relevant
for future generations.
Unlock the Potential of Local Talent and Institutions
3.
There is untapped opportunity to better connect local educational
institutions—particularly SOU and Ashland High School—to economic
development goals. Strategies could include efforts to build career pipelines,
host internships, develop networking programs, and support
entrepreneurship, especially in partnership with regional organizations.
Make Space for Business Growth
4.
Ashland’s built environment and development patterns could act as barriers
to expansion. It is important to have flexible, ready-to-develop commercial
and industrial space, as well as reasonable permitting costs and consistent
regulations, to support economic growth. Sites such as the Croman Mill and
the railroad properties are of strategic priority.
Build Regional Partnerships to Scale Impact
5.
Ashland’s economic future is closely tied to the broader Southern Oregon
region, and stakeholders highlighted the need for deeper collaboration with
neighboring cities, SOREDI, the SBDC, and workforce partners. Stronger
alignment is needed on land use planning, workforce development, business
support, and infrastructure investment—particularly to access larger labor
pools, grow entrepreneurship, and compete for state and federal funding.
Activate Ashland’s Lifestyle Advantage
6.
Ashland’s greatest strengths—its natural beauty, safety, walkability,
cultural amenities, and robust fiber infrastructure—are clear economic
assets that position the city to attract remote workers, lifestyle-driven
entrepreneurs, and talent seeking high quality of life. By strategically
leveraging these assets, Ashland can better align its economic development
efforts to attract the types of businesses, visitors, residents, and workers that
reflect its long-term vision and values.
CITY OF ASHLAND MAY 16, 2025 PAGE 70
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Total Page Number: 152
AshlandEconomic Opportunity Analysis
Outreach Summary
DRAFT Prepared by CAI
May 20, 2025
O
VERVIEW
Purpose
This outreach summary presents the engagement activities and findings that
informed Ashland’s 2025 update to the Economic Opportunities Analysis
(EOA). In collaboration with the City, the project team prioritized inclusive
outreach to ensure participation from individuals and businesses across a
diverse geographic range within Ashland. Engagement efforts were designed
to capture the perspectives of Ashland’s residents, business community,
government officials, partners, and a broad range of local leaders, following
the guidelines set forth in the project’s Inclusive Outreach Plan.
Engagement activities used a mix of in-person, virtual, and hybrid
approaches. These included a public survey, distributed regionally,
interviews and focus groups with Ashland stakeholders, an open forum with
students at Southern Oregon University, and presentations to the Planning
Commission and City Council.
Organization of this Report
The remainder of this report is organized as follows:
The section summarizes the main themes and insights
Key Findings
gathered across all engagement activities.
The section describes each
Findings by Engagement Type
engagement activity and highlights the key takeaways from each.
provides the full list of survey questions and charts
Appendix A
summarizing responses.
KF
EY INDINGS
Outreach Overview & Demographics
Overall, the public survey received 472 responses from residents and
businesses owners throughout Jackson County. 174 respondents live
in Ashland, 125 work in Ashland, and 79 own or manage a business in
Ashland ( ( (). (Survey)
Exhibit 1)Exhibit 2)Exhibit 3
Ashland EOA May 20, 2025 Page 1
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The majority (67%) of Ashland respondents are over the age of 45,
compared to 54% of total respondents. Only 4% of Ashland’s
respondents were 25 or younger (). (Survey)
Exhibit 9
88% of respondents speak English only at home, while the remaining
12% speak some combination of English, Spanish, Mandarin and/or
Russian (). (Survey)
Exhibit 8
87% of respondents who identified as Ashland residents are
permanent residents, while the rest have temporary housing, move
often, or do not have stable housing in Ashland (). (Survey)
Exhibit 4
Of the 146 total businesses surveyed, 97 (66%) of them are small
businesses with 4 or less employees. Of Ashland’s businesses
respondents (83), a similar majority (51 respondents, or 61% of
Ashland’s business respondents) also identified as small businesses
(with 4 employees or less). (Survey)
Just over half (52%) of Ashland’s businesses represented in the survey
have been in operation for over ten years. (Survey)
45% of Ashland business survey respondents report that their
employees work full-time, 41% part-time and 14% seasonally (
Exhibit
). (Survey)
16
The most common descriptors of the Ashland businesses surveyed
were locally owned (91%), women-owned (48%), and family-owned
(47%) (). (Survey)
Exhibit 17
Interviews and focus groups included a diverse pool of stakeholders in
Ashland, including City Councilors and Planning Commissioners,
developers and property owners, major employers, the development
community, SOU students, and local business owners and residents.
(Interviews)
Tourism and Economic Vitality
Tourism is identified by Ashland survey respondents, and by
interviewees, as Ashland’s greatest economic asset (with an average
rank of 4.0 out of 15), along with the Rogue Valley airport (4.4),
Recreational Amenities (4.9), and Southern Oregon University (5.7)
(). Tourism was also ranked highly in open-ended survey
Exhibit 24
questions, with residents citing the Oregon Shakespeare Festival
(OSF) and outdoor recreation as popular attractions. (Survey,
Interviews)
While survey respondents believe in the strength of Ashland’s arts and
tourism offerings, they hope for less focus to be paid to tourism and
instead hope investment goes into lowering cost of living and
supporting small businesses for year-round stability (
Exhibit 28).
(Survey)
Both survey respondents and interviewed stakeholders believe
tourism has a place in Ashland’s economic future, but that more work
needs to be done to diversify the tourism industry and create an
Ashland EOA May 20, 2025 Page 2
DRAFT Outreach Summary
Total Page Number: 154
economy that supports Ashland locals – in terms of livability and
wages as well as service offerings. (Survey, Interviews)
Ashland stakeholders are actively working to expand and refine a
marketing approach which moves beyond the Oregon Shakespeare
Festival to promote the city as a year-round destination that leverages
its natural beauty, events, and quality of life. Stakeholders
highlighted efforts to brand Ashland as a basecamp for Southern
Oregon tourism, and one idea gaining traction is the concept of
“Storytown USA,” which aims to build on the city’s narrative and
cultural assets. This effort also includes expanding year-round events,
targeting families and younger audiences, and promoting outdoor
recreation and other cultural assets. (Interviews)
Post-COVID changes in tourism also includes a shift to younger,
outdoors focused visitors and away from traditional cultural
institutions like the Oregon Shakespeare Festival. (Interviews)
Wildfire smoke, rising costs, and housing availability continue to pose
significant threats to tourism viability and workforce stability.
(Interviews)
Business Priorities
There was strong consensus that Ashland must diversify its economy
beyond tourism by supporting small-scale manufacturing, remote
work, and creative industries. Stakeholders highlighted the need to
leverage regional partnerships, underutilized infrastructure like AFN,
and redevelopment sites such as Croman Mill to attract a broader mix
of employers and improve economic resilience. (Interviews, Survey)
Almost half (49%) of Ashland businesses respondents to the survey
have plans to expand to additional locations, while 29% have no
expansion plans, and 12% plan to expand their current location
(). (Survey)
Exhibit 18
When Ashland business owners were asked in the survey to rank
business challenges in order of importance, business owners, on
average, ranked inflation, qualified employees, increased labor cost
and unaffordable rents highest (). (Survey)
Exhibit 19
When asked about workforce challenges, Ashland’s business owner
survey respondents largely cited talent pool offerings (35%), wage
expectations (32%) and skills gaps (28%) as primary employment
discrepancies (). (Survey)
Exhibit 20
Ashland’s survey respondents who are employers mentioned inflation
(48%), real estate costs (32%) and labor costs (32%) as economic
factors with the most significant impacts on their business (
Exhibit
). (Survey)
21
When asked about Ashland’s economy of the future, Ashland survey
respondents describe support for local businesses and arts (29% of
Ashland EOA May 20, 2025 Page 3
DRAFT Outreach Summary
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responses), a diversified economy (24%), and a lower cost of living
(28%) (). (Survey)
Exhibit 29
Housing Affordability and Workforce
Ashland’s quality of life is a compelling draw for remote workers,
entrepreneurs, and leadership talent; however, high housing costs,
elevated development expenses, and a perceived resistance to growth
limit the city’s ability to attract and retain businesses. (Interviews)
These same housing challenges affect workforce recruitment,
prompting many employees to live in neighboring communities,
forcing Ashland-based businesses to offer higher wages to offset
commuting burdens. (Interviews)
High housing costs, and lack of housing stock in Ashland was
identified by stakeholders as a major barrier to attracting and
retaining younger residents, SOU graduates, and essential workers,
especially in healthcare, education, and service sectors. (Interviews)
Workers state that Ashland is not perceived as accessible to families
or moderate-income earners and that this effect is felt across many
areas, such as school enrollment and neighborhood services. Similarly,
when asked about barriers to equal access for economic opportunity in
Ashland, 42% of survey responses cite cost of living and 21% of
responses cite a lack of employers and opportunity ().
Exhibit 26
(Interviews, Survey)
When prioritizing investments for economic development, Ashland
survey respondents ranked jobs with livable wages and upward
mobility as the top priority (receiving an average score of 8.1 out of the
possible 11, in which a higher number indicated higher priority),
followed by small business support (7.7) (.(Survey)
Exhibit 27)
Major employers recommended increasing alignment between local
institutions and industry to build workforce pipelines and support
economic mobility. (Interviews)
Ashland’s AFN fiber-optic infrastructure was highlighted as a
powerful but underutilized asset to support remote work and
entrepreneurship in the tech sector. (Interviews)
Community Development and Future Growth
Stakeholders broadly called for greater regional collaboration to
leverage Ashland’s unique cultural, educational, and natural assets as
part of a cohesive Southern Oregon strategy. (Interviews)
Stakeholders emphasized the importance of balancing Ashland’s
unique identity with the need for innovation and growth. Future
development should honor Ashland’s identity and support values
expressed by the community. (Interviews)
Ashland is widely perceived as a difficult place to develop, largely due
to historic barriers such as unreliable permitting, high fees, and
Ashland EOA May 20, 2025 Page 4
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Total Page Number: 156
restrictive land use policies. While some stakeholders noted recent
improvements, the city’s historical reputation for regulatory hurdles
and community resistance continues to deter investment, especially
compared to more flexible neighboring cities. (Interviews)
About half (53%) of Ashland survey respondents believe the local
government to be “somewhat supportive” in helping businesses thrive,
while 32% believe it is “not supportive” and 15% believe it is “very
supportive” (). (Survey)
Exhibit 25
Stakeholders envision a more vibrant, accessible, and visually
cohesive downtown, but note the need for infrastructure investment
and long-term planning. (Interviews)
When asked if there was a different city Ashland might take lessons
from, Ashland survey respondents cited locations across the globe
including Boulder, Colorado (5 mentions) and Davis, California (5
mentions). However, over half of responses described other cities in
Oregon, with 27 (about 30% of all mentions) listing Bend, Oregon as a
city Ashland should work to emulate (). (Survey)
Exhibit 31
SOU and Student Feedback
Similar to other groups, students feel affordability in Ashland is a
great barrier to their staying and succeeding in the community post-
graduation. (Student Forum)
Students value Ashland’s walkability and natural beauty, but find
entertainment and retail options limited—especially for those without
cars or under 21. (Student Forum)
Students desire a greater connection to the city of Ashland (and the
region) through improved public transportation, expanded attractions,
and inclusive, affordable events and activities that cater to younger,
sober, and under-21 audiences. (Student Forum)
The lack of high paying jobs and career development opportunities
further discourage SOU students from envisioning careers in Ashland.
(Student Forum)
FET
INDINGS BY NGAGEMENT YPE
Business and Resident Survey
A public survey of businesses and residents was conducted to gather
community’s perspectives on Ashland’s economic strengths, challenges,
opportunities for growth as well as strategies to support a high quality of life
for residents in Ashland. The survey, distributed regionally, also aimed to
collect feedback on Ashland’s economic role within the Rogue Valley and
provides context which helps to shape a vision for the City’s economic future.
CAI, in collaboration with the City of Medford and the City of Ashland,
designed the survey and finally published it online on January 8, 2025. The
th
Ashland EOA May 20, 2025 Page 5
DRAFT Outreach Summary
Total Page Number: 157
survey was offered in English and Spanish. The survey was accessible online,
via QR code, and was mailed and emailed to existing distribution lists from
the city communication department. The survey was closed March 5, 2025.
th
includes the full list of survey questions and analysis of the
Appendix A
responses to those questions.
Respondent Demographic Information
Overall, the public survey received 472 responses from residents and
business owners throughout Jackson County. 174 respondents live in
Ashland, 125 work in Ashland, and 79 own or manage a business in Ashland.
The following are additional characteristics of survey respondents:
Of the 174 respondents who live in Ashland, 56% (98) work in
Ashland. Of the 125 workers in Ashland, 78% (98) also live in
Ashland. ( ()
Exhibit 1)Exhibit 3
Of the 125 respondents who work in Ashland, 14 live in Medford and
another 14 live in other areas in the Rogue Valley. (
Exhibit 2)
87% of respondents who identified as Ashland residents are
permanent residents, while the rest have temporary housing, move
often, or do not have stable housing in Ashland. ()
Exhibit 4
Respondents who work in Ashland report mostly working full-time
(67%), while 20% work part-time and 8% are retired. (
Exhibit 5)
54% of Ashland respondents are female, compared to 41% reporting
male and 4% as non-binary or other. ()
Exhibit 6
88% of respondents speak English only at home, while the remaining
12% speak some combination of English, Spanish, Mandarin and/or
Russian. ()
Exhibit 8
The majority (67%) of Ashland respondents are over the age of 45,
compared to 54% of total respondents. Only 4% of Ashland’s
respondents were 25 or younger. ()
Exhibit 9
63% of respondents reported a household income over $75,000, similar
to the survey average of 64%. 6% of Ashland respondents reported
making an income of $25,000 or less annually. ()
Exhibit 10
Ashland’s Business Respondents
A total of 146 survey respondents identified as an owner or manager of a
business. 79 of these businesses were located within Ashland.
Within the Ashland business community, 16% of businesses were in
Retail Goods, 13% Professional Services, Arts and Food Services both
11%, and 10% in Lodging. ()
Exhibit 13
Just over half (53%) of Ashland business respondents have been
operational for over ten years. ()
Exhibit 14
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DRAFT Outreach Summary
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A majority of Ashland’s business respondents (61%) operate with 4
employees or less). ()
Exhibit 15
45% of Ashland business employees work full-time, 41% part-time and
14% seasonally. ()
Exhibit 16
The most common descriptors of the Ashland businesses surveyed
were locally owned (91%), women-owned (48%), and family-owned
(47%). ()
Exhibit 17
Almost half (49%) of Ashland businesses have plans to expand to
additional locations, while 29% have no expansion plans, and 12%
plan to expand their current location. ()
Exhibit 18
When Ashland business owners were asked to rank business
challenges in order of importance, business owners, on average,
ranked inflation, qualified employees, increased labor cost and
unaffordable rents highest. ()
Exhibit 19
When asked about workforce challenges, Ashland business owners
largely cited talent pool offerings (35%), wage expectations (32%) and
skills gaps (28%) as primary employment discrepancies. ()
Exhibit 20
Ashland employers mentioned inflation (48%), real estate costs (32%)
and labor costs (32%) as economic factors with the most significant
impacts on their business. ()
Exhibit 21
When asked about other business challenges that may not have been
covered by survey questions, Ashland business owners had a wide
range of open-ended responses, with no issue mentioned by a majority
of respondents. 21% of comments were regarding regulations, 16%
included ideas for attractions and 14% expressed further need for
small business support. ()
Exhibit 22
Current Perceptions of Ashland
Survey respondents were asked multiple questions on the economic
advantages, strengths and weaknesses currently affecting Ashland business
and economic development.
Ashland respondents saw Workforce Availability and Skill as some of
Ashland’s best economic advantages. ()
Exhibit 23
Tourism is identified by Ashland respondents as Ashland’s greatest
economic asset (with an average rank of 4.0 out of 15), along with the
Rogue Valley airport (4.4), Recreational Amenities (4.9), and Southern
Oregon University (5.7). ()
Exhibit 24
About half (53%) of Ashland respondents believe the local government
to be “somewhat supportive” in helping businesses thrive, while 32%
believe it is “not supportive” and 15% believe it is “very supportive”
(
Exhibit 25)
When asked about barriers to equal access for economic opportunity in
Ashland, 42% of responses cite cost of living and 21% of responses cite
a lack of employers and opportunity. ()
Exhibit 26
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Visioning and Opportunities
Survey respondents were asked multiple questions regarding their vision for
Ashland’s future and opportunities present for improvement.
When prioritizing investments for economic development, Ashland
respondents ranked jobs with livable wages and upward mobility as
the top priority (receiving an average score of 8.1 out of the possible
11, in which a higher number indicated higher priority), followed by
small business support (7.7). (
Exhibit 27)
While respondents indicated they believe tourism currently to be an
asset to the local economy, when asked an open ended question about
changes and improvements in the business environment, 29% of
responses describe a decreased focus on tourism. A further 25%
discuss cost of living improvements. (
Exhibit 28)
When asked about Ashland’s economy of the future, Ashland
respondents describe support for local businesses and arts (29% of
responses), a diversified economy (24%), and a lower cost of living
(28%). ()
Exhibit 29
Similarly, many Ashland residents presented big ideas involving
creating attractions and improving the local quality of life. (
Exhibit
)
30
When asked if there was a different city Ashland might take lessons
from, respondents cited locations across the globe. However, over half
of responses described other cities in Oregon, with 27 mentioning
Bend, Oregon as a strong model. ()
Exhibit 31
When asked if there was a different city Ashland might take lessons
from, respondents cited locations across the globe including Boulder,
Colorado (5 mentions) and Davis, California (5 mentions). However,
over half of responses described other cities in Oregon, with 27 (about
30% of all mentions) listing Bend, Oregon as a city Ashland should
work to emulate. ()
Exhibit 31
Interviews and Focus Groups
This project engaged with many of Ashland’s stakeholders through
interviews and focus groups, gathering feedback about Ashland’s economic
strengths and challenges as well as asking about a vision of Ashland’s
economic future. Stakeholders represented the following major interest
groups:
Institutional Tourism
City Leadership
Business And Industry
City Council
Local Institutions
Commercial Development
Ashland EOA May 20, 2025 Page 8
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Notably, this effort included reaching out to several healthcare/social service
businesses for engagement, but we did not receive any feedback. The
summary below reflects key themes exploring the future of Ashland’s
economic development.
Economic Identity and Diversity
Stakeholders noted that post-COVID changes in tourism include a
shift to younger, outdoors focused visitors and away from traditional
This shift
cultural institutions like the Oregon Shakespeare Festival.
has highlighted the city’s reliance on tourism and brought concerns from
stakeholders on economic vulnerability due to the current reliance on tourism
revolving around OSF.
Both city employees and local economic leaders agree on the need for
more economic diversity to support Ashland’s long-term growth and
an economy which flourishes through all four seasons of the year.
While tourism supports many local businesses, it also brings challenges like
low wages, housing pressure, and economic vulnerability to seasonal trends
and climate events. All stakeholders describe various opportunities and
strategies to diversify Ashland’s economy.
Experts in tourism focus on how to diversify the tourism industry in
Ashland beyond the Oregon Shakespeare Festival to attract visitors
, including ski trails, mountain biking and other
with Ashland’s other assets
recreational assets, and other events such as the Mystery Festival or a
Comedy Festival.
Experts in Commercial Development and Industry emphasize the need
to diversify the economy through local entrepreneurship and existing
. Participants pointed to specialty manufacturers and
niche industries
creative firms as growth areas that could help balance the economy. Some
expressed concern that the city’s identity and policy choices overly favor
tourism at the expense of broader economic development. Other stakeholders
explore diversification through investing in new industries for the city,
including light manufacturing, green technology, and professional services.
Still others suggest strategic targeting industries already growing in Ashland,
such as healthcare, food processing, high end restaurants and retail services.
Multiple interviewees expressed how important it is for the city to
align economic development in Ashland with their established values
and identity, primarily around sustainability and environmentally
friendly growth.
Tourism in Ashland
Tourism remains the backbone of Ashland’s economy, but
stakeholders are actively working to broaden its appeal and stabilize
. Tourism stakeholders acknowledged that Ashland’s economy is
it year-round
fundamentally dependent on tourism to sustain its density of restaurants,
retail, and cultural venues. Most stakeholders are pursuing efforts to extend
Ashland EOA May 20, 2025 Page 9
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the visitor season through winter events, festivals, and new branding
strategies that diversify tourism beyond OSF. Developing Ashland as a
"basecamp" for Southern Oregon and targeting drive markets like Portland
and Seattle are seen as key tactics for long-term sustainability.
Collaboration across tourism and business sectors is fragmented, and
stronger coordination is needed to align efforts and scale impact.
While many groups and individuals are leading successful initiatives (Ashland
Chamber of Commerce, Epic Ashland, Travel Ashland, being a few mentioned),
participants noted that these efforts often happen in silos, missing
opportunities for synergy. Participants called for shared infrastructure,
communication, and cross-promotion to elevate Ashland’s collective impact.
Branding efforts like “Storytown USA” and event coordination may show
promise, but require more leadership and investment to reach scale.
Ashland is making progress in attracting families and younger
.
visitors, but infrastructure and perception challenges persist
Stakeholders highlighted emerging family-friendly assets like beginner trails,
ice cream shops, and events, but noted that more is needed to compete with
peer destinations. Accessibility, parking, and wayfinding were cited as
barriers for some visitors, especially older or disabled guests.
Wildfire smoke, rising costs, and housing availability continue to pose
significant threats to tourism viability and workforce stability.
Although local fire conditions have improved recently, the unpredictability of
regional smoke has shifted peak seasons and added financial risk. Employers
are seeing increased interest from job seekers, but housing shortages and high
costs remain major barriers to staffing, especially for seasonal or temporary
workers. Participants expressed interest in promoting Ashland as a “fire-wise”
destination and implementing resilience strategies to address long-term risks.
Stakeholders envision a more vibrant, accessible, and visually
cohesive downtown, but note the need for infrastructure investment
. Participants called for improvements to
and long-term planning
streetscape, signage, lighting, and wayfinding—especially at gateways and
downtown entry points. Existing issues like poor sidewalk ramps, outdated
fixtures, and visual clutter were described as detracting from the visitor
experience. There was shared interest in a clear 20-year plan to guide
downtown revitalization and align with broader community growth goals.
Housing Affordability and Workforce Challenges
High housing costs were identified by stakeholders as a major barrier
to attracting and retaining essential workers, especially in healthcare,
. Most workers employed by Ashland-based
education, and service sectors
firms commute from surrounding cities, which increases wage pressure and
limits talent attraction. Some viewed housing as a regional issue, suggesting
that improving public transit and commuter systems to more affordable towns
and cities around Ashland could reduce strain on Ashland’s housing stock.
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High housing costs significantly impact SOU student retention in
Ashland after graduation; despite interest in staying, many students
This limits the city's ability to
are priced out of the local housing market.
retain young, educated talent, undermines workforce development, and
contributes to the growing disconnect between the student population and
long-term community integration.
Stakeholders emphasized the urgent need for accessible, community-
Commuting into Ashland
based housing for young families and workers.
was seen as a significant detriment for business owners looking to hire entry
level or lower paying positions. One example of this is the local hospitals, with
interviewees sharing that even though the hospital system offers competitive
wages, they have difficulty filling non-clinical roles that are vital for their
operations.
Some
Stakeholders differ on ideas to improve housing affordability.
believe that the Urban Growth Boundary and the state’s land use laws pose a
barrier, while others advocate for increased building incentives and more
applicable local policy. Still others suggest that Ashland embrace a more
regional approach to housing which relies on nearby communities like Talent
and Phoenix to continue to provide affordable housing.
Ashland’s high quality of life and natural beauty help attract
leadership talent, but workforce recruitment is limited by housing
. Manufacturing employers reported
costs and regional labor dynamics
that most of their workers live in Medford, White City, or other nearby areas
due to affordability. While Ashland appeals to executives and transplants
seeking lifestyle benefits, recruiting younger or entry-level workers is more
difficult. Cost of living and a lack of suitable housing for working-age residents
and families were frequently cited as barriers to worker retention as well.
Employers recommended increasing alignment between local
institutions and industry to build workforce pipelines and support
Participants noted a disconnect between SOU, Ashland
economic mobility.
High School, and the region’s employers, with few internships, job fairs, or
training partnerships. There was interest in collaborating with education
partners to support career exploration and skill-building at the local level. On-
the-job training and entry-level pathways were seen as viable if institutional
partnerships could be strengthened.
Infrastructure, Land Use, and Development
Ashland’s limited manufacturing base and constrained space hinder
industry growth, prompting many companies to expand in other
White City and Medford were repeatedly cited as more viable
regional cities.
locations for industrial or business expansion due to cheaper land, less
regulation, and a larger labor pool. Businesses saw Ashland as an excellent
headquarters for culture and leadership, but not as the primary site for
production or scaling. The lack of large, ready-to-develop sites, and the cost of
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retrofitting older buildings, were barriers to growing Ashland’s industrial
footprint.
Ashland is often viewed as difficult to build and do business in, due to
restrictive state land-use laws and a complex permitting process.
Stakeholders criticized these regulatory hurdles as discouraging both
industrial and commercial investment. Others noted that this process has
improved in recent years, but historical perception bears a heavy influence.
include unused areas like the
Suggested opportunities for redevelopment
Croman Mill site and the railroad district, which could be turned into light
industrial zones, business incubators, or mixed-use developments.
S takeholders highlighted Croman Mill as a major opportunity for new housing,
employment, or campus-style development, but cited infrastructure and
cleanup hurdles like the area’s special planning requirements and remaining
environmental remediation needs. Participants suggested reviewing zoning
and flexibility tools and tapping state/federal programs to make these sites
development-ready.
Ashland’s AFN fiber-optic infrastructurewas highlighted as a
powerful but underutilized asset to support remote work and
entrepreneurship in the tech sector.
Stakeholders believe that
current development incentives from Ashland
or mismatched relative to local demand.
and Oregon, may be underutilized
For example, there are many incentives to build mixed-use developments, but
they do not offset the cost of building enough to lower the cost of rent. Mixed-
use development is considered desirable but financially infeasible under
current market conditions and incentive structures.Participants said that
construction and operational costs for mixed-use buildings remain too high
relative to local demand for space, while incentives such as abatements or zone
overlays were viewed as insufficient to close the cost gap or offset risk. Seismic
retrofits, elevator requirements, and lack of density demand were noted as
additional constraints.
Participants emphasized the need to
support and retain existing small
.
businesses, especially those seeking to improve or adapt properties
Stakeholders said that even modest upgrades can trigger expensive code
compliance issues, which disproportionately impact small business owners.
Supporting reinvestment in older buildings and providing technical assistance
or fee relief were suggested approaches.
Community Health
For multiple stakeholders, mental health and emotional well-being
SOU data showing
emerged as foundational concerns across sectors.
mental health as the top reason students drop out, rather than academic
performance. Business leaders noted similar challenges in workforce retention
at regional employers.
Stakeholders called for investments in community wellness
There is
infrastructure and policies that support emotional resilience.
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a strong emphasis on the idea that economic development must include social
and emotional health as part of a comprehensive strategy.
Regionalism and Community Collaboration
There is strong support among stakeholders for increased
collaboration across cities, sectors, and institutions to promote shared
Stakeholders emphasized partnerships with
regional economic goals.
organizations like SOREDI and nearby communities as essential to Ashland’s
future economic resilience. SOU’s President’s Employers Roundtable was cited
as an effective model for aligning educational outcomes with workforce needs
and long-term planning efforts.
Stakeholders broadly called for sustained regional dialogue and
coordination to better leverage Ashland’s unique cultural,
educational, and natural assets as part of a cohesive Southern Oregon
Local institutions are actively engaged in fostering cross-sector
strategy.
cooperation, such as the Chamber of Commerce’s ongoing partnerships with
SOU, the City of Ashland, and local development groups.
When it comes to supporting business, several participants expressed
a need for stronger business-to-business networking and mentorship
. Stakeholders
to support local entrepreneurship and industry growth
shared that they were often unaware of other businesses operating in Ashland
and saw value in creating sector-specific meetups or forums. Support
organizations like SOREDI and the Chamber were appreciated, but businesses
called for deeper peer-to-peer connections and practical resources. Mentorship
opportunities for new or scaling businesses were highlighted as a key gap.
Community Character and Change
Stakeholders emphasized the importance of balancing Ashland’s
While there
unique identity with the need for innovation and growth.
was recognition of the city's strong cultural, environmental, and aesthetic
character, there was also agreement that thoughtful, value-aligned
development is essential for long-term sustainability. Developers and land
owners believe that form-based development standards and community
development fees may add to Ashland’s character and desirability, but also
wonder if it adds costs to projects – costs they wouldn’t face in nearby areas.
Stakeholders encouraged a “yes, and” approach, which focused on
supporting growth that complements rather than compromises
The proposed university district, integrating
Ashland’s distinct character.
senior living, student housing, retail, and public amenities, was cited as a
model for multi-purpose development that serves diverse community needs.
There was a unified call for smart, intentional growth guided by
shared community values and a long-term vision, ensuring that
Participants took
Ashland evolves without losing what makes it special.
pride in Ashland’s distinct identity and expressed a desire to see future
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development enhance—rather than erode—the city’s sense of place, character,
and connection to the natural environment.
Southern Oregon University Student Forum
This pop-up event, hosted at the SOU Student Union, included a discussion
with 12 Students from SOU. The diverse group of participants included 5
freshman, 1 sophomore, 4 juniors and 2 seniors. The students represented
majors in Sustainability, Economics, Music, Political Science,
Communications, Chemistry, Education, Sociology, Business, and Computer
Science.
The discussion explored challenges and opportunities that students
experience living, studying and working in Ashland as well as a vision for the
future of Ashland’s economy.
Opportunities
Students appreciate Ashland’s natural beauty, small-town charm, and easy
access to hiking and outdoor recreation.
Many students chose SOU specifically because of the walkable environment
and scenic setting.
SOU has strong community ties; faculty help connect students to internships
and local job opportunities. Professors were praised for helping connect
students with opportunities, however, these connections were often limited to
university-related networks.
Students value the arts and culture scene, though some find it intimidating or
inaccessible.
Interest in youth-friendly activities, such as go-karts, non-alcoholic events,
and expanded public gatherings. Students pointed out a lack of indoor, non-
alcohol-centric venues and wanted more variety in affordable entertainment
options. Existing programs like Open Mic or First Friday were appreciated,
but not widely known or accessible. Students called for better promotion and
earlier timing of events to increase participation.
Challenges
The students perceive that Ashland’s local economy is geared more toward
retirees and tourists than young professionals, making it difficult for students
to envision their life after graduation in Ashland. The cost of living and
constrained job market pushed students to look elsewhere for their next steps
Several students described Ashland as unaffordable, particularly when
starting out in their careers. Others noted a lack of entry-level or industry-
aligned job opportunities outside the university.
Students noted that there are few job opportunities in economics, STEM fields,
and limited networking or career development events. The perception that
SOU and Ashland are heavily arts-focused is accompanied by limited
pathways in other fields like physics, economics, or agriculture. Opportunities
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in food systems, especially processing infrastructure, were described as
underdeveloped despite a strong local agricultural base.
There was a perceived disconnect between SOU and the broader Ashland
community; students often identify more with the university than the town.
This lack of broader community integration reduces students' interest in
staying after graduation.
This disconnect was partially due to a lack of activities for their age
demographic, particularly for those under 21. Students without cars also often
felt isolated on campus, as the local public transportation is insufficient for
reaching Medford or grocery stores in the surrounding region (while the Route
10 bus was praised, many said it wasn’t a viable substitute for accessing
Medford regularly). Limited shopping hours, entertainment options geared
toward older adults, and a lack of youth-oriented venues were also seen as
barriers to fully enjoying the city.
Some students, with expertise in agriculture, voiced concerns about long-term
sustainability of local farming and the lack of mid-chain processing facilities in
Ashland.
City Council and Planning Commission
Ashland’s Planning Commission reviewed the Inclusive Engagement Plan
which directed the engagement conducted in support of the Economic
Opportunity Analysis. This is the engagement described in this engagement
summary.
Preliminary findings, including analysis of the Buildable Lands Inventory
(BLI), economic forecasts, and emerging community priorities, were
presented to the Planning Commission and the City Council of Ashland in
person on April 22, 2025 at a Joint Session. Discussion at the session
included feedback on the direction of the project, and discussion on strategic
elements including concerns about limited available land controlled by a few
major owners, and the untapped potential in redevelopment, city-owned
parcels, and underutilized properties. Demographic shifts, including an aging
population and fewer families, also raised important workforce and housing
challenges that are of interest to both parties
Upcoming presentations will present the draft complete Economic
Opportunity Analysis Report. These include a virtual presentation to the
Planning Commission on 5/27/25 and an in-person presentation to City
Council on June 3.
rd
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AA:SR
PPENDIX URVEY ESULTS
About the Respondent
Exhibit 1. Where do you live? (Survey Total, All Respondents)
Exhibit 2. Where do you work? (Survey Total, All Respondents)
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Exhibit 3. AshlandResident Working Location vs AshlandWorker Living
Location, 2025(Ashland Residents and Ashland Workers)
200
Ashland Resident
Working Location,174
180
Medford,16
160
Ashland Worker
140
Living Location,126
Other,60
120
Medford,14
Other,14
100
80
60
Ashland,98Ashland,98
40
20
0
Exhibit 4. What is your living situation? (AshlandResidents Only)
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Exhibit 5.What is your work situation? (Ashland Workers Only)
Respondent Demographics
Exhibit 6. What is your gender? (Survey Total, Ashland Respondents)
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Exhibit 7.What is your race / ethnicity? (Survey Total, Ashland
Respondents)
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Exhibit 8. What language(s) is / are spoken at your home? (Survey Total)
Other languages spoken at home included Spanish, Mandarin and Russian.
Exhibit 9. What is your age?(Survey Total, Ashland Respondents)
Exhibit 10. What is your household income? (Survey Total, Ashland
Respondents)
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Local Business Demographics
Exhibit 11. Are you a business owner (or otherwise representing a
business-interest)? (Survey Total)
Yes
146
31%
No
319
69%
Exhibit 12. Where is your business located? (Survey Total)
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Ashland’s Business Community
Exhibit 13. What industry does your business operate in? (AshlandBusiness
Respondents) (N=79)
Source: Survey, 2025; CAI 2025
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Exhibit 14. How long has your business been in operation? (Survey Total
Business Respondents, Ashland Business Respondents)
Exhibit 15. How many employees do you have(Survey TotalBusiness
Respondents, Ashland Business Respondents)
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Exhibit 16. Approximately what proportionof your employees workfull
time, part time, seasonally, remotely, hybrid, and/or outside of the Rogue
Valley? (All Business Respondents)
(Ashland Businesses Only)
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Exhibit 17. Select all that apply to your business: (Survey TotalBusiness
Respondents, Ashland Business Respondents)
Exhibit 18. Does your business have plans to expand and grow in Jackson
County in the next five years? (AshlandBusiness Respondents)
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Exhibit 19. Please rank these challenges according to their importance for
your business. (AshlandBusiness Respondents)
Exhibit 20. What are your biggest workforce challenges? (Ashland Business
Respondents)
Other responses largely included businesses which did not relate to having workforce-related
challenges. Some example responses include, “we have excellent people and pay them well”, “we
are family owned and operated only”, and “I am a solo practitioner with no workforce
challenges”.
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Exhibit 21. What economic factors (local or broader) have the most
significant impact on your business? (e.g., inflation, taxation, real
estate costs, labor costs, supply chain, etc.) (Open Ended) (Ashland
Business Respondents)
Inflation
48%
Real Estate Costs/Utilities
32%
Labor Costs/Wages
32%
Decline in Business
18%
Regulations
13%
Taxes
13%
N=62
Mentions=103
Supply Chain
10%
0%20%40%60%80%100%
Mentions
Exhibit 22. Is there anything else you’d like to share about your business’s
needs, challenges, or future opportunities in Ashland?(Open Ended)
(AshlandBusiness Respondents)
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Other comments include comments on public services, Ashland’s economy, and various areas
where business owners have felt support was lacking. Responses to this question included;
Some stability would be huge relief! In the 8 years I've had the
business we have had to contend with 2 of the worst smoke summers,
lack of snow in winter, construction impeding business access, COVID-
19, the Almeda fire, a fire in my building causing business closure for
2 years, moving to a new location after struggling to find one, starting
over with new staff, and funding 2 commercial build-outs of a retail
space. I was also personally homeless for a year.
Post office in this city overwhelmed and subpar.
City needs to clean up or bus out the homeless population.
need more technology skills coming out of the local university
Our business property is located at the north entrance of the city, and
is highly visible to incoming visitors. One of our major desires is to
landscape this visible front bank, but (after some considerable
research) we see that to do so is totally unaffordable, what with the
cost of landscaping and subsequent water demands.
After my initial introduction (self initiated) I never felt any kind of
support from our local Chamber. No reaching out to see what kind of
help or support. No follow up after my initial introduction and phone
calls. No support on local special events such as the 4th of July
Parade, Halloween Parade or Mystery Fest. Felt I was pretty much
left to my own devices and the support I was able to garner from other
small local businesses.
I was looking towards the Ashland area as a potential place to break
ground on a new technology venture, but over the past few years it has
wandered away from desirability in this sphere; Medford is potentially
in reach, but there is less and less to attract me away from more
urban technology center such as Portland, Seattle or San Francisco,
and there are less of the incentives normally found in secondary tech
hubs such as Boise , Raleigh etc.
City has done no improvements to the downtown core. There are no
public restrooms for our tourists to use. We have 1000’s of acres of
parks and no restrooms are ever open for tourists to use. City keeps
stealing public parking for its employees along Winburn way and none
for people using Lithia park.
We would like to expand our business into more high end wedding and
events. Ideally we would like to open another shop in Medford.
Summer is very slow sometimes don’t have enough money to pay
Wheelchair and mobility impaired accessibility is a big problem.
Office space with these features tends to be prohibitively expensive for
small practitioners.
I want to quit this survey. There is no queer-owned or Black-owned or
Indigenous options on the previous screen. Yes, I see you had an
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option for minorities and women, but the lack of diversity in this
survey is indicative of why I'm struggling with keeping my business in
the Rogue Valley. The lack of diversity here, and how it's reflected in
every facet of business, leaves me feeling very isolated and
discouraged.
We look forward to continued growth.
The sky is the limit for film and media production in Southern Oregon
We are selling and investing in Vancouver Canada and not this
country or this climate
Better regional transportation is a primary driver for our business.
This is both locally in Ashland for a tourism-focused transportation
option, but also regionally to connect Medford with tourism options in
the south end of the valley for locals.
Current Perceptions of Ashland
Respondents were asked if they wanted to answer questions for Medford,
Ashland or both. The following exhibits include responses that were indicated
for Ashland or both.
Exhibit 23. Consider these features in the City of Ashland. Please indicate
on the following scale whether each is an economic advantage (on the
right) or disadvantage (on the left). \[Scale 1 – 5\](N=289) (Ashland
Respondents)
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Exhibit 24. Please rank these strengths and assets in order of their
importance for Ashland’seconomic future(N=281) (Ashland Respondents)
Exhibit 25. How supportive is the local government in helping businesses
thrive?(Ashland Respondents)
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Exhibit 26. Thinking of Ashland, what concerns do you have, if any,
regarding equity in the economy or in economic development? (Open
Ended)(Ashland Respondents)
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Economic Vision and Opportunities
Respondents were asked if they wanted to answer questions about Medford’s
economy, Ashland’s economy or both. The following exhibits include
responses that were indicated for Ashland or both.
Exhibit 27. Thinking of the City of Ashland, please rate the listed economic
opportunities and/or strategic consideration from an economic
development perspective on a scale of 1-10 (low to high priority). (N=298)
(Ashland Respondents)
Lower PriorityHigher Priority
6.2
Industry Growth
6.6
Combat Climate Change
6.7
Retail And Services
6.9
Inclusive/Diverse Economy
7.0
Workforce Development
7.1
Regional Partnership/Collaboration
7.3
Existing Companies/Reduce Displacement
7.4
New Businesses
7.4
Entrepreneurship/Innovation
7.7
Small Businesses
8.1
Livable Wages/ Upward Mobility
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Exhibit 28. What changes or improvements would you like to see in
Ashland’sbusiness environment?(Open Ended) (Ashland Respondents)
Exhibit 29. What is your vision for Ashland’seconomy of the future?(Open-
Ended) (Ashland Respondents)
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Exhibit 30. What is one ‘big idea’ you have for Ashland? (Open Ended)
(Ashland Respondents)
Exhibit 31. Is there a different city that you wish for Ashlandto take lessons
from? What are the characteristics of that city that appeal to you? (Open
Ended) (AshlandRespondents)
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Other cities mentioned included places across several continents, but other cities in Oregon,
California and Washington were mentioned most frequently.
Exhibit 32. Do you have anything else you would like to share with
us? (Open Ended) (Ashland Respondents)
Other responses largely included either appreciation for Ashland or complaints about political
scenarios in Ashland or about questions in the survey surrounding diversity.
Cronyism doesn't work
Diversity is killing this town. Why to liberal. We need to take down
the bird feeders. Support our police and fire more!
Get city employees back to offices. Get code compliance officer to do job
take a look at ads for short term rentals make it fair for licensed
businesses
Get the religious/conservative/elitist thinking people out of local
government
Getting permit to make home office to build company in Ashland was
a pane in the neck they did not understand how small start ups grow
into larger companies and employ people at a higher pay rate than
service workers
Hire more recreation staff!!
How soon can we elect new council or recall present one. It’s pathetic
stop spending money that isn’t yours
I HATE that you're asking about stupid things like gender and
ethnicity for a business survey. The fact that you ask at all reveals
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that you believe in some kind of racisim that doesn't exist out here in
the real business world. This is completely out of touch with what
actual business think about. Wake up please.
I have a medical practice in Medford and I have a license that I can’t
use in Medford so I have to drive Ashland to service clients there. I am
thankful we can help people but Medford needs to get it’s priorities
straight.
I have a small business that doesn't depend on local sales or local
people, except a bit in the area of film - talent and crew. So my
responses are not probably that helpful.
I hope nobody is mad or offended by my answers. Please don't make
my life hard by retaliation.
I love Ashland so much, for its culture/nature balance and being a
University town. I collect all the mentions we get on Best-of lists.
If Jackson County does not increase its healthcare access; the future is
very bleak. So OR is on the brink of turning into a healthcare desert.
I've never met anyone who started a 'multicultural' business (page 3).
And I'm unclear if the question about a '..broadly inclusive and
diverse...' economy is asking about types of businesses or someone's
skin color. Perhaps a little less woo and a little more recognition that
we should simply be looking at all types of business will make for a
better conversation and, fingers crossed, produce good results.
The above suggestions are relatively inexpensive, can be implemented
without delay, and will pay handsome returns to both the city’s
business community and the community itself.
Let's work against misinformation, especially health misinformation
based on pseudoscience. This is not a healthy thing for our local
culture.
No more parades or events in ashland please.
North Mountain Park could be an attractor to locals and tourists alike,
but many beat-up cars and shady people allowed to hang out there.
People walk their dogs there thinking it's okay because they're not
right next to the nature center. Neighbors use it as a parking lot for
their cars. It's hard to get in and out of the parking that runs from
Hershey to the nature center, because there are no stop signs and cars
travel on North Mountain Ave at a high rate of speed. It could be so
much better.
"One city's motto of Better Together is a joke. If you are on one side of
the fence, then you can be together, but if you are on the other side of
the fence you are evil, part of the problem, a bigot, transphobic, racist,
fascist pig.
The Center of It All., well that is telling the truth. You can be on
either side of the fence in that town, and not be called names that
divide people. Maybe the one city's motto should be We, the City, Can
Do Better. It sure ain't together."
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Perhaps you should have some questions about taxes.
Please get your heads out of your ass and use some common sense
when planning projects for the city. Get rid of diverse hires and
promote people who know how to do the job.
Please refrain from any references to climate change, that is a fraud.
Recallcouncil
Thanks for asking. We need a regional economic development strategy
and EDO.
The city should be better at following their own rules — for example,
the new sidewalk signage pilot program says we cannot use plastic,
but the city’s sandwich boards are plastic!
The energy of volunteers in and for the city of Ashland and for nearby
cities is admirable.
The political and ideological biases of the people that created the
survey are showing. I think that the city needs to examine that and
make some decisions on whether or not those ideologies are really
helping advance, southern Oregon economic interests or harming
them.
The Rogue Valley has incredible potential, but I think people are so
busy trying to get by that they don't realize how much more it could be
if there was a focus on something more than short-sighted short term
solutions.
The Rogue Valley is an awesome place to live but it could be better
The survey was quite interesting.
The Valley seems like it is about to fall into the same issues that
bigger cities do. We can change direction now and maybe make some
good things happen! Thank you for all of your hard work.
There are plenty of affordable/cheaper places to live in the United
States. Stop attempting to provide “affordable” housing. If it’s too
expensive to live here, look for a place that’s less expensive.
We should have more interaction with the police department.
Why is Russian an option for spoken language? Seriously?
Let all the food-trucks use the Rogue Valley Mall parking lot(s) for at
least 1 day out of each month and get people out and rubbing elbows
with one another. That needs to happen.
Yeah you should really ask myself or stop listening to the people that
have gotten you all here and think about those you have decided to
listen to without checking there work
I’ve witnessed so much waste of money from private and government
money all supposed to help the citizens and I have been threw and
seen what’s happening what actually help and what is a total scam
and theft of money
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