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Home My WebLink About2025-05-20 Council Mtg MINASHLAND CITY COUNCIL BUSINESS MEETING MINUTES Tuesday, May 20, 2025 I. 5:30 P.M. Executive Session Mayor Graham and Councilors DuQuenne, Bloom, Dahle, Kaplan, and Hansen were present. City Manager Sabrina Cotta, City Attorney Johan Pietila, Assistant City Attorney Carmel Zahran, Human Resources Director Molly Taylor, and City Recorder Alissa Kolodzinski, were present. From the media Morgan Rothborne of Ashland.news. a. To conduct deliberations with persons designated by the governing body to carry on labor negotiations pursuant to ORS 192.660 (2)(d). 6:00 PM Business Meeting Council Present: Mayor Graham, Councilors Dahle, DuQuenne, Bloom, Kaplan, and Hansen. Council Absent: None Staff Present: Sabrina Cotta City Manager Johan Pietila City Attorney Alissa Kolodzinski City Recorder Tighe O'Meara Police Chief Marianne Berry Finance Director Molly Taylor Human Resources Director Brandon Goldman Community Development Director Rocky Houston Ashland Parks and Recreation Director II. CALL TO ORDER Mayor Graham called the meeting to order at 6:02 p.m. a. Land Acknowledgement" Councilor DuQuenne read the land acknowledgement. 111. PLEDGE OF ALLEGIANCE Councilor Dahle led the pledge of allegiance. IV. ROLL CALL V. MAYOR'S CHAIR OF THE COUNCIL ANNOUNCEMENT Graham read the proclamations for the record. a. Bike Safety Month Proclamation b. Building Safety Month Proclamation VI. APPROVAL OF MINUTES a. Minutes of the May 5, 2025 -Study Session Meeting b. Minutes of the May 6, 2025 -Business Meeting Motion made to approve the Study Session and Business Meeting Minutes of May 5 and May 6. Motion: Bloom Second: Hansen Roll Call Vote: Councilor DuQuenne, Kaplan, Hansen, Dahle, and Bloom. YES. Motion passed. May 20, 2025 Page 1 of 6 VII. CONSENT AGENDA Citizen spoke of their concern regarding the budget and the proposed fees. Request to remove item a from the consent agenda. a. Contract for East and West Forks Project - Bridge Replacement b. Resolution Adopting Corrections to the 2023-2025 Biennial Budget c. Resolution Adopting a Supplemental Budget and Budget Adjustments for SN 2023-25 d. Historic Preservation Advisory Committee Appointment e. Resolution Adopting Miscellaneous Fees for Fiscal Year 2026 Motion made to approve the consent agenda letters a through d, as is. Motion: Hansen Second: Bloom Roll Call Vote: Councilor Kaplan, Hansen, Dahle, Bloom, and DuQuenne. YES. Motion passed. Consent agenda item e: Request made to make a change to the miscellaneous fee schedule. After discussion, the following motion was adopted. Motion made to modify page 39, the subsection entitled "Field Usage" in the section "Field Usage and Calle Seating" of the City of Ashland FY26 'Miscellaneous Fees and Charges' that is effective July 1st, 2025 and is referenced as Exhibit A in Resolution 2025-09 as follows: Delete the line "Per hour/per field charge" Add an additional subsection entitled "Facility Usage" And add the following lines under the subsection "Facility Usage": 1 Day per week per season (each organization) $300 for 2025/2026 2 Days per week per season (each organization) $450 for 2025/2026 3-4 Days per week per season (each organization) $600 for 2025/2026 5-7 Days per week per season (each organization) $750 for 2025/2026 Motion: Dahle Second: Bloom Roll Call Vote: Councilor Hansen, DuQuenne, Kaplan, Dahle, and Bloom. YES. Motion passed. Discussion: Council discussed the rest of the miscellaneous fee schedule. Concern was expressed about the increased rental and cleaning fees outlined for the Community Center and Pioneer Hall, and the public records request fee. Staff spoke that anticipated utility and cleaning costs and a study of comparable regional rates were considered when calculating the fees. Decision: After discussion and amendments, the following motion was adopted: Motion made to direct staff to delete the increases for all fees associated with Pioneer Hall and the Community Center and bring back a revised fee structure that takes into account affordability and possible lower rates for cleaning, shared cleaning, and potential longer use, reviewed by the Parks Commission, as soon as possible. Motion: Kaplan Second: Bloom Roll Call Vote: Councilor Hansen, DuQuenne, Kaplan, Dahle, and Bloom. YES. Motion passed. May 20, 2025 Page 2 of 6 Motion made to approve the Resolution No. 2025-09 titled, "A Resolution Adopting Miscellaneous Fees & Charges Schedule and Repealing Prior Fee Resolution 2024-14 as amended. Motion: Bloom Second: Kaplan Roll Call Vote: Councilor Hansen, Kaplan, Dahle, and Bloom. YES. DuQuenne. No. Motion passed. Motion made to add an item to the agenda regarding the Hearts from our Sister City of Guanajuato. Motion: DuQuenne Second: Kaplan Roll Call Vote: Councilor Hansen, Kaplan, Dahle, DuQuenne, and Bloom. YES. Motion passed. Item added to the end of the agenda under New Business. Vill. SPECIAL PRESENTATIONS a. Proposed Changes to Enhanced Law Enforcement Area (ELEA) Process Presentation made by O'Meara (see agenda packet). • Failure to have a dog license is not a qualifying violation for the ELEA, however violations regarding dog control will remain a qualifying violation. • Discussion regarding ELEA expulsion order notification and appeal process was initiated but pushed to a study session. Public comment - Citizens spoke about their concerns regarding the ELEA proposal for repeat offenders and expulsion process, the fee related to the appeal process, need for an outreach court, how to petition the Judge, and concern about the rights of citizens. Council provided direction for staff to bring back an updated ordinance for discussion at the next study session to include clarification about dog control versus dog license, legal guidance from City Attorney, statistics that would inform suggested actions, and a potential separate discussion of an outreach court. Five-minute recess taken. b. Comp and Class Study Results Taylor provided background information on this topic including the request for this study to be conducted and the goal to ensure positions are competitive and equitable throughout the organization. Victoria McGrath, CEO of McGrath Resources Group who was contracted by the City for this study, provided a presentation (see attached). • The methodology used for the study included interviews with administration and department leaders, review of the City's current compensation system and job descriptions, position questionnaires from all positions including union and non -union positions, and a comparison with other public organizations. • Workforce demographics were reviewed and compared with other organizations.'Comp ratio' is defined as a comparison ratio where 50% means the position is at market average with an acceptable comp ratio range of 45% and above. • Minimum salary analysis yielded 58% of positions were under and 42% aligned with market rate. Midpoint salary analysis yielded 75% of positions were under and 25% aligned with market rate. Maximum salary analysis yielded 69% of positions do not have the same earning capacity May 20, 2025 Page 3 of 6 as other organizations. Incumbent salary analysis, referred to as most reflective of the current market, yielded that 79% of positions were under and 23% aligned with market rate. Current salary systems include 11 different salary schedules with 3 to 16 pay grades, 3 to 5 Steps ranging from 2%-15% apart, and without a consistent numbering system. The recommended salary schedule integrates all into a single schedule with a market average compensation philosophy that aligns positions for internal equity, external market, and minimized compression within the hierarchy of positions. The recommended step system includes eight steps for all pay grades with 3% between each step and Step 4 representing the average market rate for the position. Separate groups may be needed depending on union representation, and Electric has a significant difference that may require it to remain separate. Placement on the salary schedule considered external market, internal comparability, position analysis and compression considerations along with staff feedback prior to finalization. Best practices for moving forward with this study include an annual look at the salary schedule with a consistent economic indicator such as CPIU to adjust for inflation with a market re- analysis every three to five years and minor course corrections along the way. IX. PUBLIC FORUM - citizen spoke requesting a softening with officer discretion regarding the rules of the night lawn, lack of beds for the unhoused, and an upcoming tour with OHRA (Opportunities for Housing, Resources, & Assistance). X. PUBLIC HEARING a. Public Hearing and First Reading of ORD 3261; An Ordinance Amending the Officially Adopted Physical and Environmental Constraints Map Removing the Locally Adopted Ashland Modified Floodplain from Hamilton Creek (Planning Action #PA-T3-2025- 000012) Per AMC 2.04.040 Section 11 "Public hearings shall conclude at 8:00 p.m. and be continued to a future date to be set by the Council' Motion made to table the first reading of Ordinance #3261 "Amending the officially adopted Physical and Environmental Constraints Map removing the locally adopted Ashland Modified Floodplain from Hamilton Creek" and schedule the first reading to July 15, 2025. Motion: Dahle Second: Kaplan Roll Call Vote: Councilor Hansen, DuQuenne, Kaplan, Dahle, and Bloom. YES. Motion passed. Five-minute recess taken. XI. ORDINANCES, RESOLUTIONS AND CONTRACTS XII. UNFINISHED BUSINESS a. Water Cost of Service and Rate Study Final Draft Update Fleury provided background information on the request from Council for updated information on the water rate study to include extending the shoulder seasons to May through October, decreasing the rate for the first 500 cubic feet of water, and increasing the rate of upper -end tier differential. Josiah Close of HDR Engineering Inc. provided a presentation on this analysis (see agenda packet). All May 20, 2025 Page 4 of 6 alternatives use a peak season of May through October with November through April as off-peak and reaching the same financial result by year five. • Base Case - Same approach as Alternative 2 presented in March Council meeting • Alternative 1 - Increase tier differential with lower initial tier cost • Alternative 2 - transition rate increase starting with minimal increase and increasing regularly • Alternative 3 - increase Tier 1 to 500 cubic feet (from 300 cubic feet) • Alternative 3A - alternative 3 with increase tier differential like alternative 1 Discussion: Councilors discussed alternatives and how to achieve the lowest water rate increase for the lowest two tiers of water users. Decision: Motion made to accept the Water Cost of Service Study utilizing Alternative 1 for the preferred rate structure. Motion: Kaplan Second: Hansen Roll Call Vote: Councilor Kaplan and Hansen: YES. DuQuenne, Dahle, Bloom: No. Motion failed. Motion made to accept the Water Cost of Service Study utilizing the rate structure alternative 3A. Motion: Dahle Second: Bloom Roll Call Vote: Councilor Dahle, Bloom and Hansen: YES. DuQuenne, Kaplan No. Motion Passed. b. Resolution Adopting a Parks Fee for BN 25-27 Cotta introduced the item as requested from May 7, 2025, joint City Council and APRC (Ashland Parks and Recreation Commission) meeting to bring a $5 per electric meter Parks Fee resolution to Council. Public comment - Citizens spoke on the importance of Ashland's Parks (especially Lithia Park and the Ice Rink), in support of this fee, in support of private -public partnerships, and to find secure funding for Parks moving forward through alternative measures such as clarified restaurant tax provisions for Parks operations. Discussion: • Mayor Graham polled councilors regarding interest in limiting the Parks fee to two years: Hansen and Kaplan will support the fee regardless of time limit or not. Bloom and Dahle will only support the fee with a time limit. DuQuenne supports a time limit but does not support the fee overall. Decision: Motion made to approve Resolution 2025-13 approving a Parks Fee of $5.00 per electric meter to take effect on July 1, 2025, until June 30, 2027, after which it will automatically expire unless renewed by the City Council. Motion: Dahle Second: Bloom Roll Call Vote: Councilor Hansen, Kaplan, Bloom, and Dahle: YES. DuQuenne: No. Motion passed. XIII. NEW BUSINESS a. Guanajuato Heart Public Art May 20, 2025 Page 5 of 6 Graham spoke that she has been in conversation with the Mayor of Guanajuato about a recommitment ceremony to reaffirm their Sister City relationship and will both be traveling to each other's cities this year. Cassie Preskenis, Chair of the Public Arts Advisory Committee (PAAC) spoke about the topic. The artist has heart sculptures around the City of Guanajuato and was supported in their business plan through Southern Oregon University's (SOU) School of Business and SOU students. The artist offered to make and donate two hearts at no cost to Ashland. PAAC found an in -kind donation for lodging for the artist and is asking for $3,600 of funding for the paint and some materials ($600), shipping ($2,000), and travel for the artist ($1,000). The unveiling is proposed for July 4, 2025, at the already identified SOU instillation site on Churchill Lawn near Siskiyou Blvd. The second heart location would then be selected and is in conversation with Ashland Parks and Recreation and require some additional funds for concrete at the time of installation. Councilors discussed the value of the Sister City relationship with Guanajuato and accepting this donation. Motion made to approve the $4,600 for the gift and the art of the two Guanajuato hearts. Motion: DuQuenne Second: Bloom Roll Call Vote: Councilor Hansen, Kaplan, DuQuenne, Bloom, and Dahle: YES. Motion passed. XIV. CITY MANAGER REPORT XV. OTHER BUSINESS FROM COUNCIL MEMBERSIREPORTS FROM COUNCIL LIAISONS XVI. ADJOURNMENT The meeting was adjourned at 9:30 p.m. City Recorder Alissa Kolodzinski Mayor T nya Graham May 20, 2025 Page 6 of 6 —\CITY OF ASHLAND Classification and Compensation McGrath HI N 1N RFSUI BCFS ( IROI'F n� AboutUs • Int erviews with Administration and Department leaders. • Review of data from current Compensation Systems, current Job Descriptions, and current Policies. • All positions requested to complete a Position Questionnaire (PQ). At least one (1) PQ was required per position. • Solicited compensation data from public organizations (Minimum, Midpoint, Maximum, and Incumbent Salary). • Human Resources reviewed the compensation system with Department Directors • Collected information on benefits McGrath Human Resources Group am�Ph-hrntino 9..r YPnrS • McGrath Consulting Established in 2000 • Sept 2012 - McGrath Human Resources Group • 620 Client Projects in 41 States Companywide • Public Sector Consultants • Human Resources • Public Safety (Police, Fire, EMS, Dispatch) • Specialize In • Compensation Studies • Performance Management • Development of Policies and Procedures/Handbooks Methodology • Interviews with Administration and Department leaders. • Review of data from current Compensation System, current job descriptions, and current policies. &A- • All positions requested to complete a Position Questionnaire (PQ). At least one (1) PQ was required per position. • Solicited compensation data from public organizations (Minimum, Midpoint, Maximum, and Incumbent Salary). • Human Resources reviewed the compensation system with Department Directors • Collected information on benefits McGrath Human Resources G-c,:o qV 4. M Demographics 33% of workforce under age 40 (mobile workforce) 59% of workforce are within the 40-59 age group - more stable workforce 34% of workforce are age 50 and above Recruitment and Retention Focus McGrath Human Resources Group Public ComDarable Orvanizations Approved Comps City McMinnville Electric -Additional Comps City of Central Point Canby Utility Board City of Corvallis City of Canby City of Eugene City of Monmouth City of Forest Grove Forest Grove Light & Power City of Grants Pass McMinnville Water and Light City of Hermiston Fire -Additional Comps City of Klamath Falls City of Newberg* City of Lake Oswego City of Redmond City of Lebanon City of Wilsonville City of Medford, City Jackson County Fire District City of Milwaukie Redmond Fire & Rescue City of Roseburg Tualatin Valley Fire & Rescue District City of Sherwood Park - Additional Comps City of Wilsonville Bend Parks & Recreation Jackson County PW-Additional Comps Josephine County IMedford Water Commission • Did not participate McGrath Human Resources Group Market Analysis Comp Ratio • A comparison of the City's Salary Range and/or salaries to the "Market" • Average Market Rate: 50% • Acceptable Comp Ratio Range: 45% + McGrath Human Resources Group Minimum Salary Analysis 58% under Market 42% aligned with Market Rounding may not result in i00% McGrath Human Resources Group ■ Midpoint Salary Analysis 75% under Market 25% aligned with Market Traditional schedules reach the midpoint 4-7 years Rounding may not result in ioo Maximum Salary Analysis 69% of positions do not have the same earning capacity as other organizations Rounding may not result in too`: _ —, �..,_ Incumbent Salary Analysis Is most reflective of current market 79% under Market 23% aligned with Market Considerations: Time in position and performance are typical factors Rounding may not result in i00% McGrath Human Resources Group Current Salary S stems 11 Different Salary Schedules • 3 - 16 different pay grades • 3 - 5 Steps that range from 2% - 15% apart • No consistent numbering system • Integrated all schedules into one • Considerable overlap of pay grades • Compression between positions in different pay ranges • Difficult to determine the hierarchy of positions due to different pay ranges • No methodology to place positions • Major issue within the compensation study McGrath Human Resources Group Constructine the New Salary Schedule Compensation Philosophy An organization's commitment of compensation for its employees. The goal of a compensation philosophy (and practice) is to attract, retain, and motivate qualified people. A consistent philosophy sets the direction for determining the compensation package to offer employees and should align with the overall Mission of the organization. Lead the local market for competitive recruitment/retention by setting the ranges over average market. Can the City afford to lead the market? v Meet the local market by aligning the ranges to the average market. Most organizations strive for average. Follow the local market by not reaching average. This typically only happens for financial purposes, and fiscal resources will then be allocated to recruitment and turnover. McGrath Human Resources Group Recommended Salary Schedule Compensation Philosophy set to market average Created one salary schedule for all positions within the City • Aligned all positions for internal equity • Aligned all positions to the external market • Minimized compression within the hierarchy of positions Step System • 8 steps for all pay grades • 3% between each step (reduction in the percentage) • Step 4 represents the average market rate • Will not reach the maximum too quickly - stagnate increases • Provides ability to hire above step one; retention incentive with more steps May need to break out schedule by represented groups If separated - try to maintain same percentage increase to schedule - minimize compression Electric has a very different schedule - may need to keep separate McGrath Human Resources Group Position Placement Utilization of several factors used to place positions: All position placements discussed with the City to provide feedback prior to finalization. McGrath Human Resources Group Em to ee Placement • Step Placement • Placed on the Step closest to current pay — WITHOUT a decrease • Does not take into account years in the position • In -range compression can occur • Average Increase - 3% • 28 employees = 0% • 179 employees = 1— 4% increase • 35 employees = 5% or greater McGrath Human Resources Group Growth of Real GOP v.OM a 0 A 20M 2005 2010 2015 2020 2025 2090 2005 McGrath Human Reso—es Group :..max.,.,.. Other Considerations Compensation Considerations • Incentive pay • Fire - added 2 tiers within the pay grade • Police - consider a limit on the incentive pay Benefit Considerations • Health insurance • Time off benefits • Holiday • Vacation Sick leave • Four -day work week McGrath Human Resources Group luestions