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HomeMy WebLinkAbout2025-10-21 Joint Council and APRC Business Meeting MIN JOINT ASHLAND CITY COUNCIL AND PARKS&RECREATION COMMISSION BUSINESS MEETING MINUTES Tuesday,October 21,2025 6:00 PM Business Meeting Council Present: Mayor Graham,Councilors Bloom, Dahle, Hansen, Kaplan, and Sherrell. Via Zoom: DuQuenne Parks Commission Present:Chair Bachman, Commissioners Adams, Gardiner, Landt, and Weiner. Staff Present: Sabrina Cotta City Manager Johan Pietila City Attorney Alissa Kolodzinski City Recorder Bryn Morrison Interim Finance Director Rocky Houston Parks & Recreation Director Tom McBartlett Electric Director Scott Fleury Public Works Director Chad Woodward Climate and Energy Analyst I. CALL TO ORDER Graham called the meeting to order at 6:01 p.m. a. Land Acknowledgement" Graham read the land acknowledgement. II. PLEDGE OF ALLEGIANCE Bachman led the pledge of allegiance. III. ROLL CALL IV. MAYOR'S CHAIR OF THE COUNCIL ANNOUNCEMENT Graham welcomed everyone to the first quarterly joint session between the City Council and Ashland Parks and Recreation Commission. She explained that these joint sessions would allow both governing bodies to receive financial updates simultaneously and discuss topics where the city and parks commission have intersecting roles. V. SPECIAL PRESENTATIONS a. Finance Update Morrison presented the preliminary fiscal year 2025 fourth quarter financial report (see attached).This is a similar report that was presented to Council at the October 7 meeting. Citywide revenue declined by 3.3% due mainly to reduced charges related to delinquent utility accounts.Transient Lodging Tax (TLT) rose by 10.1%,though Food and Beverage Tax decreased by 6.2% amidst audits of 21 providers. Planning and building fees fell by 26%due to less activity,yet investment income stayed high and franchise fees grew by 7.6% with AFN now contributing. Delinquent utility processing has been erratic since 2020 due to COVID,fires, and staffing shortages. By June 30, $6.8 million was owed on utility accounts,with $2.7 million to be collected.Tax return garnishment is expected to recover less than 10%. Expenditures aligned Business Meeting October 21,2025 Page 1 of 5 with the budget, showing reduced capital spending. The general fund fell by$1.7 million,while the electric fund dropped by $1.8 million due to delinquencies. Overall,fund balances slipped from $89.1 million to $85.2 million.The finance department is undergoing an audit,with related meetings set for December. Applications for the audit committee are open. During discussion, it was confirmed that the typical recovery rate for debt collection was less than 10% and that delinquent accounts referred to people who had moved and were no longer in the City of Ashland utility system. It was also confirmed that investment revenue had returns ranging from 4-7% through Wells Fargo and the local government investment pool. Real time transactional data is updated nightly through OpenGov,with links posted to the City's Website,where monthly and year-over-year reports are also made available within 10 business days of the month prior. VI. PUBLIC FORUM— A community member expressed concern that all public restrooms are in city parks, preventing homeless community members from accessing facilities when expelled. Another community member expressed concerns about recent median landscape changes, recommended a two-foot mulch ring around tree trunks,and expressed concern about the use of poison near streams and the loss of wildlife habitat. VII. New Business a. Review of APRC PROS Plan Houston presented an update on the Parks, Recreation, Open Space, and Senior Services (PROS) Plan (see attached).The planning process began in September 2024, it is currently in the draft master plan phase, and includes developing plan objectives, reviewing existing conditions, conducting a community survey, completing a needs assessment, and analyzing service levels.The scope of the plan will cover 10 years and inform the department's biennial budgets, capital improvement plans, and operations. The department manages 811 acres, a 25% increase from 637 acres in 2000,while staffing has decreased by 36% during that same period. A maintenance management plan identified nearly 140,000 hours of routine tasks needed annually, but the department only has about 46,000 staff hours available with a reliance on contractors, seasonal workers, and volunteers to fill the gap. Demographic data showed Ashland's population at 21,360 residents,with 48.2% over age 50, making the community 8 years older than Oregon's median age.Community survey results showed 84% of respondents live within 10 minutes of a park, 84% use parks and programs more than weekly, and the top desired amenities were natural areas, natural trails, and water views.The highest satisfaction was with Lithia Park, Siskiyou Mountain Park, and North Mountain Park,while the lowest was with the golf course, skate park, and Triangle Park.When asked about priorities for future funding, respondents ranked transient lodging tax highest,followed by general fund usage and food and beverage reauthorization. The lowest-ranked funding options were parking fees, a special district, or a park levy. Business Meeting October 21,2025 Page 2 of 5 A staffing reorganization plan was presented,that would reduce management positions from 11 to 7 and increase frontline staff from 26 to 30. This would align with city and industry benchmarks,which average 18% management to staff ratio, compared to the current 30% in parks. During discussion,the timeline for completing the PROS plan was clarified as February 2026 with adoption in April 2026. Given upcoming financial discussions in December, it was requested that preliminary financial information for Parks's financial needs be included. Houston clarified the PROS plan would include service level goals to align priorities based on established goals and mandates, but likely not the detailed matrix of service levels and cost requested. Councilors and Commissioners discussed how to include diverse public perspectives on the plan and how to prepare for the sunset of the parks fee. Houston clarified his department would continue with operational adjustments while developing the strategic plan. Public comment- a community member advocated for long-term funding for Ashland's park system as a priority investment,describing parks as fundamental pillars of what makes Ashland the gem of Southern Oregon. She urged extension of the food and beverage tax beyond the 2030 sunset date to provide stable, transparent funding. b. Citywide Strategic Plan Update Cotta reported that the city is evaluating consultants for the citywide strategic plan,with a multi-month engagement process beginning early next year.This process will include opportunities for Council and APRC participation. c. City Finances: Staffing and Service Level Adjustments Cotta explained that all city departments, including Parks, have been making operational adjustments, noting that parks fee implementation came with cuts as part of its approval. Houston presented additional information about Parks operations, noting that Parks represented 35%of the general fund budget in fiscal year 1999, but today it's at 14.37%. He explained that the department is still reviewing its organizational structure to align with municipal and industry benchmarks and detailed operational adjustments including a 20% reduction in irrigation, modified trash and pet waste collection, reduced temporary employees,and pool staffing adjustments. d. Food& Beverage Tax The Council and Commission discussed the food and beverage tax,which is set to sunset in 2030. Considerations included allocating 25%to parks operational costs,48%to general CIP (Capital Improvement Projects),and 25%for the water treatment plant.There was support for continuing the tax in perpetuity, while it was recalled that a previous ballot measure to extend the tax to 2040 failed by less than one percentage point. Further considerations included focusing first on extending the sunset date and addressing allocation changes later,as they would be more complex. It was also noted that dedicating the tax to parks would avoid having to repeatedly seek voter approval for changing allocations. Discussion on options for incorporating a public engagement process regarding the food Business Meeting October 21,2025 Page 3 of 5 and beverage tax as part of the January town hall and/or as part of the upcoming strategic planning process. e. Topics and Meeting Frequency It was discussed that the Ashland City Council and the Ashland Parks and Recreation Commission (APRC) would hold quarterly joint sessions for both governing bodies to receive financial reports together, discuss intersecting roles, and provide a public forum to work out any issues between the two bodies. Graham requested that members reach out to Council Chair Dahle or Commissioner Chair Bachman with any desired agenda items prior to the next meeting,anticipated to be in mid-January. Vill. COUNCIL BUSINESS MEETING At this point, Parks Commissioners departed, and City Council continued with the business meeting. DuQuenne was no longer available via Zoom at this point. IX. CONSENT AGENDA a. Liquor License Approval for Calypso Hotel Bloom moved to approve the consent agenda.Dahle seconded the motion. Roll Call Vote:Dahle,Sherrell,Kaplan,Hansen and Bloom-YES. DuQuenne-absent.Motion passed. X. ORDINANCES,RESOLUTIONS AND CONTRACTS a. BPA Contract Approval McBartlett requested authorization for the city manager to sign the BPA contract for wholesale power needs through 2044.Councilors expressed gratitude for McBarlett's presentation at the previous evenings Study Session and five years of negotiation work that went into securing a contract that provides clean,affordable electricity with flexibility for future needs. Kaplan moved to authorize the City Manager to sign the BPA Provider of Choice Contract. Dahle seconded the motion. Roll Call Vote:Dahle,Sherrell,Bloom,Kaplan,and Hansen-YES. DuQuenne-absent.Motion passed. b. Second Reading of Ordinance 3276 - Vacating a Portion of the Fern Street Public Right of way Fleury presented the second reading of the ordinance to vacate the extension of Fern Street to the east from the intersection with Roca Avenue to Roca Creek. Public comment- community members expressed concern about storm draining issues in the area, noting the street floods during heavy rain,and requested that the easement language be changed to ensure access from Roca Street to Southern Oregon University. Fleury explained that the city would maintain a storm drain public utility easement and that pedestrian access would be preserved through a public pedestrian easement on the northern line of the property. Business Meeting October 21,2025 Page 4 of 5 Bloom moved to approve the second reading of Ordinance Number 3276 an Ordinance relating to the vacation of a portion of Fern Street.Hansen seconded the motion. Roll Call Vote:Bloom,Dahle, Kaplan,Hansen,and Sherrell-YES. DuQuenne-absent.Motion passed. XI. NEW BUSINESS a. Annual Climate and Energy Action Plan Report& Conservation Incentives Adoption Woodward presented an update on the Climate and Energy Action Plan (CEAP) (see presentation in agenda packet). Recommendations included a simplified focus on nine primary areas, moving away from the previous complex setup of 56 emission categories and multiple strategies. He prioritized primary (high emissions, locally actionable), secondary (important but less measurable locally), and tertiary focus areas (difficult to measure and impact). Suggestions included using the DEQ emission factor for carbon measurement and tracking electric vehicle registrations rather than vehicle miles traveled. Progress was reported in emissions reduction, with transport emissions decreasing due to more electric vehicles and increased solar production. The focus is on more equitable climate initiatives, investigating solid waste impacts,and improving outreach and education. For conservation incentives, it was proposed to align with the Bonneville Power Authority's increased funding for electric conversions, offering higher rebates for various heat pumps and a 2x multiplier for income-qualified residents, plus new incentives to make homes electric-ready. Public comment- community members expressed support for bold climate action, increased community outreach,and the revised incentive structure including a suggestion for doubling incentives for low- and moderate-income households for a-bikes and limiting EV incentives to low-and moderate- income households. Kaplan moved to approve the conservation incentives as presented to Council.Dahle seconded the motion. Roll Call Vote:Kaplan,Hansen,Sherrell,Bloom,and Dahle-YES. DuQuenne-absent.Motion passed. XII. CITY MANAGER REPORT X111. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS XIV. ADJOURNMENT The meeting was adjourned at 9:38 p.m. City Recorder Alissa Kolodzinski Mayor Tonya Graham Business Meeting October 21,2025 Page 5 of 5 r +>` d Aft a OctoberFinance Upda Preliminary FY 2025 Revenue Summary(in thousands) Interest FY 2025 FY 2024 FY 2023 FY 2022 FY 2021 ' Planning 8 Building Fees aiarges for Services $ 34,567 $ 35,445 $ 36,844 $ 35,651 $ 34,626 Property Tax 13,653 13.458 12,962 12,758 12,083 SDC's Food and Beverage Tax 3,036 3,235 2,964 2,749 2,488 Transient Lodging Tax 3,037 2,758 1,941 1,868 2,078 Franchise Fees Electric Users Tax 3,361 3,564 3.811 3,721 3,533 • Ambulance Transports 2,359 3,073 2,383 2.236 1,206 Nnbutance Transports Franchise Fees 4,240 3,941 4,148 3.886 3,758 SDCs 722 950 514 535 1,216 Dectricusers Tax Planning&Building Fees 1,209 1,647 1,104 1,574 2,479 Interest 3,887 4,094 1,608 310 353 Transient Lodging Tax Food and Beverage Tax Property Tax Charges for Services S $5.000 510,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 ■June FY 21 ■June FY 22 ■June FY23 ■June FY24 ■June FY25 4 ANAFinancial • Preliminary Revenues ❖ Transient Lodging and Food & Beverage Taxes ■ TLT is 10.1%higher than previous year ■ F&B is 6.2g lower than previous year, audit underway I ❖ Planning and Building Fees ■ Planning/Building fees are 26%lower than previous year due to less activity i ❖ Investment income remains high ❖ Franchise Fee revenue increasedby7.6591' primarily due to AFN 1 ❖ Accounts receivable and collections update ■ Delinquency processing and collections efforts continue Financial Overview - Preliminary Outstanding Utility Account Balances ❖ Timeline ■ March 2020 City postponed delinquent processing due to COVID per Governor's executive order. ■ July 2020 resumed delinquent processing,to delay in September due to the Almeda Fire. October 2020 resumed delinquent processing alerting ■ customers of past due balances and agreed not to pursue disconnection until future date. March 2022 resumed delinquent processing and I disconnection. ■ August 2023 postponed delinquent processing due to staff turnover. j ■ May 2024 resumed delinquent processing and disconnection and offered extended payment plans. ■ January 2025 postponed delinquent processing due to staff turnover. Financial •verview - Preliminary Outstanding Utility Account Balances •3 Total owed on Utility Accounts June 30, 2025: • $6,796,390 Amount sent to collection and impact on Revenue =$2,713,359 • ■ General Fund-Electric Users Tax = $309,343 • Street Fund = $115,104 ■ Water Fund = $288,009 ■ Wastewater Fund = $234,421 ■ Stormwater Fund = $26,286 ■ Electric Fund = $1,620,875 ■ Telecommunications Fund = $119,321 Ir Financial Overview - Preliminary Expenditures •:- In budgetary compliance ❖ Capital spending & debt service o Water Treatment Plant construction delay City Wide Expenditures Actuals vs Budget FY 25 • $120,000.000 Actuals Budget Pct $100,000,000 Per son net Service s $ 40,248,933 $ 49,321,383 81.0% Materials and Services 44,991,088 59,033,399 76.2% $60.000,000 Capital Outlay 11,049,592 113,622,762 9.7% Debt Service 2.958,133 8.755,149 33.8% $60,000,000 Transfers 0ut 5,382.660 5.585,092 96.4% Contingencies 4,559,763 0.0% $40,000.D00 $ W4,630,406 $ 240,877,54-8 43.4% .- .::.,. $20,000,000 Personnel Services Materials and Services Capital Outlay Debt Service Transtersow Contingencies ■Actuals ■Budget Financial Overview ' • Revenue vs Expenditures - Enterprise Funds Enterprise Funds S50,00o,0oo S45.000,000 S40.000,000 • $35,000,000 ----- -- - -- - $30,000.000 - - - - $25,000,000 $20,000,000 $15,000,000 _- - - - - - - $10,000,000 S5,000,000 - --- -- 2014-15 2015.16 2016-17 2017-18 2018-19 2019-20 2020-21 2021.22 2022-23 2023d4 2024-25 Actual Actual Actual Actual Actual Actual Actual Actual Act" Actual AetuN ■Revenues ■Expenses Revenue vs Expenditures - Electric Fund Electric Fund $20,000,000 $18,000,000 --- -- - $16,000,000 ---- - • $14,000,000 - - S12,000.000 $10,00o,0o0 - - $8,000,000 $6.000,000 ---- --- ---- $4,000.000 $2,000.000 $ 2014-15 Actu a120 I S-16 Attu a12016-17 Actu a 12017-18 ActuaQ018-19 Actua12019.20 Act ual2020-21 Actuat2021-22 Act ual2022-23 Actu a L20 23-24 Actual2024-25 Actual ■Revenues Expenses OverviewFinancial Revenue vs Expenditures - Water Fund Water Fund ' $14.000,000 $12,000,000 910,000,DD0 - - --- - - - • a $8.000,D00 - $6,000,000 - S4,000.000 --- — ---- $2.D00,000 — s- 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 202421 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual a Revenues Expenses Revenue vs Expenditures - Wastewater Fund Wastewater Fund s12.000.000 sa,000,000 — 86,000,000 $2.000,000 i' --- -- 2014-15 2015-16 2016-17 2017-18 2018.19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual ■Revenues Expenses Revenue vs Expenditures - General Fund 2019-20 Actual 2020.21 Actual 2021.22 Actual 2022-23 Actual 2023-24 Actual 2024-25 Actual Revenues $ 36,058,286 $ 40,493,301 $ 38,062,681 $ 38,240,676 $ 40,842,959 $ 42,281,663 1 Expenses 35,234,686 34,550,619 37.066,082 33,427,427 42,164,274 44,590,713 Revenues Less Expenses $ 823,600 $ 5,942,682 $ 996,598 $ 4,813,250 $ (1,321,315) $ (2,309,049) $50.000,000 $45,000.000 General Fund • $40,000,000 $35,000,000 - $30,000,000 - $25,000,000 -— - $20,000,000 -- - $15,000,000 - $10,000,000 - $5,000.000 - 2014-15 2015-16 2016-17 2017-28 2018-19 2019-20 2020-21 2021-22 2D22-23 2023-24 2024-25 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual ■Revenues ■Expenses City's Net Position* ❖ Fund Balance 1 ■ City Wide = $85.2M vs $89.1M ■ General Fund = $15.4M vs $17.1M • ■ Electric Fund = $7.6M vs $9.4M ■ Collection account shown as reduction in revenue ❖ Cash & Investments • City Wide = $79.2M vs $78.6M ■ General Fund = $14M vs $13.8M * Current Year vs Previous Year, same period �r Reports ❖ OpenGov a ■ Finance Department page - Interactive Financial r- Reporting ■ Annual Report updated nightly ■ Monthly Data and Year over Year updated monthly ❖ Monthly Financial Statements ■ Finance Department page - Financial Documents ■ Preliminary June 2025 as of August 11 and October 7 /r Finance Update 14 Finance Department Updates 1F " -`� ❖ Annual Audit F � x; Onsite fieldwork began October 13 g � xA The Audit Committee will meet December 3- applications available b h ` n Report by Auditors to City Council December 16 ❖ Software Updates ■ Preparing RFP for Utility Billing Software J{ xy - Preparing for implementation of new payroll software with Human Resources Finance Ir Update C Jtw rv`pF" QUESTIONS? ice. ty i 1 T Y O F Ira Nip- 1 Strategic Plan. Parks, Recreation,Open space&Senior services plan �S ff'( Planning update c October 21, 2025 3�REC�Eh Agenda • Review the planning objectives and process • Review a summary of the Community input to date • Question and Answer Session • Discuss Next Steps ASN' WMA7� sv rs RECV'c PROS Plan (Parks,Recreation,Open space,and Senior services Plan) Project Phases&Timeline Draft Initiation Existing Kick-Off Interim Master Plan Conditions Meeting Meeting Adoption j Plan as city i Sp,imq 202LM S t` kS�RCGaEP Planning to Implemtatior Strategic Plan FC17nnformation Goals: Department Budget: Department tion Strategic Goals Plans: i Activities: •Operations Budget •Objectives Dept.Workplan Capital Budget Programs ion Actions CIP Plan Services Service Level Goals Projects Measurable •Operations Outcomes Covers 10 years Completed every 2 years Ongoing ►.sN� I r o0 t 5� i6m GOAL DEVELOPMENT • Purpose: Develop goals that provide measurable outcomes & provide strategic direction • Why?: This allows the department to report how • we are doing at achieving goals and ensure work is in alignment with strategic direction /•sN� •1� O vanso s�RrcaEP Developing Goals Department Community Capacity& Values& Resources Current Utilization Existing Plans& Benchmarks • • 1'SN� Goal /r oa a_*_,CP Q'RECRE Types of Goals imm im. Service Level Str • - • Goals • • Strategic Plan Goals s w S v� O t` rS�REGaEA i STRATEGIC GOALS • A goal that provides direction and purpose • Alignment with mission, vision and values • Forward focused • Guide to allocate resources, programs, & projects to • achieve a transformational outcome • Are actionable • Objectives & actions to assist implementation • Are measurable • X is accomplished; or • X level of satisfaction rating Ito0 SERVICE LEVEL GOALS • A methodology used to determine adequacy of parklands, facilities, and services • Generally, a ratio of element to 1,000 residents. • • Allows a provider to assess needs and expectations. • • Allows system to be compared to other providers in the region, state, or nationally (benchmarking). • It provides a measurable outcome for APRD Kko A M1 to Co Munit Data r. Community Values S Z� Demographics Snapshot Populations and People Income and Poverty QQ To,, ,,a'�on _.rm Householcl Inccme QUQiQ, 121,360 $71,782 PI 2020 Decennial Census "'9pt 2023 American Community Survey 5-Year Estimates 1Education Employment Bachelor's Degree or Higher r-d� Employment Rate 65.0% flT��fLl 154.7% S7501 2023 American Community Survey 5-Year Estimates DP03!.2023 American Community Survey 5-Year Estimates Housing Health o^ Total Housing Units .i-ut Health Care Coverage 110,966 5.8% HI 2020 Decennial Census S2701 2023 American Community Survey 5-Year Estimates Families and Living Arrangements Race and Ethnicity . TO, Hispanic or Latino(of any race) - I10,264 11,618 DPO2 12023 American Community Survey 5-1,1ear Estimates P9 2020 Decennial Census AS#q 9•D O Populations and People Ashland city,Oregon Age and Sex .,...• »x .x• 48.2.2.9 sobs.wf Median Age in Ashland city,Oregon 15b n ra axe 40.5.0.2 nmr.y.., an ' Median Age in Oregon ezbas y... asa i,n Older Population ssro5a,.. .0 , ; ••• SD b S.yN,f � aax 27.8%=2.2% .e,o.9,ws ati .N and Older in Ashland city,Oregon 19.3% t 0.1% 65 Years and Older in Oregon , ex• Poverty 17.9%'3.1% nrowy..�, ao sw people in Ashland city,Oregon o,°"." sao .x' e n9yn.+ xv5 366 12.1% 0.4% wsF►4C Poverty,All people in Oregon uwe.S r", © o .ee,e. M •ter Q kS B Hr GaEP Populations and People Youth (Under 18 years) - 17.5% Adult (19 to 50 years) - 34.3% Older Adult (over 50 years) - 48.2% ASN< r Quarter Mile Buffer ASHLAN4D from Ashland Parks d�.. _ r f 1. -�, R O ky REG *- � a R -� LOW INCOME - ��� AND -ASH LAND PEOPLE OF COLOR PARRS CENSUS BLOCKS ,1D.L�DE�LDR.�N ND ♦SIAND � LESS 1w.N 50 FERGENTILE .� Uf✓B.NI CRO`MNBOUNDMLY Cd b BD vERGENTILE .,, DATA -`f rl ESS TIWS WPBE6STILE ivUvnisO SOREST—I � / _ b.BB REIICBIRI! PTVUNMED NON EONEST I.� LMlDS +S�•r\ _,� `_1' -_• [.l BD bRE11GB111LE us—ST SERVCE FF OB.ES OERf2NIRi ..I i "'� d �S�'R E C pEr�. Park Staffing History Department Staffing(2000-2024) fio 900 811 50,55 776- 80D . SO 48.45 48.45 48.55 48.80 45.65 677 43.80 44.80 700 4010 40.20 4220 ' , 43.65 43.80 ■ • _ -- __ � � � 39.75 40 39.75 600 35.40 37.25 34.75 35.00 ' 31.90 500 • 30 400 • • 20 300 • 200 • • 0 100 0 D 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2017 2019 2021 2023 I �FTECount -Acres t o REGREP Park Staffing History • • 25% in developed properties • 36% decrease in staffing A hS B'kFGa�� Maintenance Management Plan Plan Completioi ii, • Repeat the process for every task at every property to develop a total number of hours to complete • routine maintenance • • • ofTime times i, Hours per x -. ... Standard C.mpsI.I.d• • Task L— —..AA —.A L— �A About 300 rows of tasks to review per property x 36 properties=10,800 tasks to review 10,800 potential tasks x 12 months=129,600 data points LA S M� 7y . o0 Maintenance Management Plan: Current Resources vs Need ' Total • • j Hours • Contractor • • M • • Seasonal H• 0M • • Total Hours - • 69,760, 4S 8'k�Gnf'P . PROS Plan ,. Community Survey • 84% have a park within a 10-minute walk from their home • 84% use our parks and programs more than weekly • 63% drive to a park or program • 91% walk on our trails & 43% cycle on our trails • 65% have participated in a recreation program/event in the last year /ASN'. v9 p kS P. PROS Plan Community Survey • Top 3 Park Amenities desired • Natural Areas • Natural/Soft surface trails • Water views and vistas rtt 2D v,9 0 ti n '- kS 9 R[GRP PROS Plan Community Survey • Satisfaction with current condition of specific park RankedHighest Ranked Lowest • Lithia Park Oak Knoll Golf Course • Siskiyou Mountain/Oredson- Skate Park Todd Woods Triangle Park • North Mountain Park wsN� ' ov Irs S e'k[GREP PROS Plan Community Survey • Top Priorities (from list in question) Highest Priority Lowest Priority • Clean and Well-Maintained • Separate areas for older Facilities adults to be with others • Natural/dirt walking trails their ages • Free-of-charge recreation • Free wifi opportunities • Picnic areas and shelters for large groups wf"4, ti a v9 O S S Rf:GaP PROS Plan Community Survey • Do you Agree with the following? F Need more Pickleball Need more Tennis Courts Courts - Need • . . Disagree - 44.57% Disagree - 38.570% Agree - 48.11% Agree - 17.02% Agree - 32.08% Disagree - 21.22% N/A - 38.24% N/A - 29.35% N/A - 30.67% wsti� Ir >9 0 PROS Plan • South Ashland Neighborhoods • Trails • Central Ashland Neighborhoods • Natural Resources • North Ashland Neighborhoods • Recreation • Youth & Families • Senior Services • Livability & Economic Development . s o 'p O 4S B'REGa�P. PROS Plan community values survey • Priorities Ranked Highest Ranked - . • Maintain existing parks and facilities • Operate the golf course • Meet recreational needs of community • Invest in equipment, etc. that reduces • operate youth recreation programs fossil fuel use • Operate Ice-skating rink wS �y r is&krcaEP PROS Plan Community Values Survey • How you would spend $100 on park project and operations wsH� 7� o 9q o 2 �S�kFGa�P PROS Plan How to spend $$ on projects, programs and operations Develop _ trails ■Maintenance&repair of existing parks existing parks ■Development of new park amenites @ existing parks Acquirepark lands ■Increase recreation programs ■Development of new recreation center that includes a pool and senior center q Increase senior programs ■Acquire new park lands ■Develop new trails programs �_ � ��� � � _ � ■Develop new educational ame .w�H programs �y y LWWII r 9RrS B'RFGRE P40 __. PROS Plan Community Values Survey • Funding Tools Supported Ranked RankedHighest Ranked Lowest • Transient Lodging Tax • Parking Fee Increase • Special District • General Fund • Park Levy • Food & Beverage reauthorization AL 'y y,Q O c` 4S�REGaEP • PROS . • Community Values Survey Which is a higherpriority? Limited use of pesticides (74%) Reduced prograill mming or reduced maintenance of parks (26%) Trails Youth Recreation Programs (71%) Senior Recreation Programs (29%) •' -•• Pool (70%) Dog Park (30%) Youth Recreation Programs (76%) Adult Recreation Programs (24%) 31 Community Values Survey Which is a higher priority? No reduction 1.- programs(61%) No use of pesticides (39%) SportsYouth ;' Adult Sports Maintaining Parks (87%) Pool (13%) Trails (81%) Golf Course • Pool (53%) Pickleball (47%) Trails (72%) '•• :' Low cost, high use programs and parks High cost, low use programs and parks (5%) (95%) �z DraftPROS PLAN Next Steps: • • n (February1 • 30-day commentperiod • PROS Plan • • • • • / • Z Q v� implementation • ND - tN._ �- _ •.i.. ..__..iR �r. � '*�! _.Sri _ , Citywide Strategic Plan: Plan Update Joint Session, October 21, 2025 • -. X ,ice y,�,/ `, R' .,w City Finances. "s'"�9y Staffing and Service Level Adjustments ° October 21, 2025 9q� REGR�-P An � . � '�J �•alF_`'n_p Parks Budget History PARKS UTILIZATION OF CITY BUDGET 38.00% 35.4% 38.00% 34 001Y. 32.00% 30.00% 28.00% 26.00% 24.00% 22.00% 20.00% 18.00% 16.00% 14.37% 14.00% • 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% FY99 FY00 FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY30 FY11 FY12 FY13 FY14-15 FY16-17 FY18-19 FY20-21 FY22.23 FY24.25 FY26-27 tPARKS%OF GF SPARKS%OF BUDGET SPARKS%OF BUDGET w/o CIP P.Skt{� 7� 4 O 4� 4S Q'REGR�P. Parks Budget History 59% decrease in percentage 3 .o of General Fund MS '� �aEcaE Parks Budget History BIENNIUM 2025-2027 FTE COUNT 35.00 ADOPTED OPERATIONS TOTAL $ 14,397,635 2 Year cost AVERAGE COST PER FTE $ 263,620 BIENNIUM 1997-1999* BIENNIUM 2007-2009* FTE COUNT 35.8 FTE COUNT 50.55 ADOPTED OPERATIONS TOTAL $ 11,153,674 ADOPTED OPERATIONS TOTAL $ 16,346,131 2 Year-Crust AVERAGE COST PER FTE $ 85,502 2 Year Cost AVERAGE COST PER FTE $ 128,407 Adopted Operations (2025 Dollars) $22,223,885 Adopted Operations (2025 Dollars) $25,211,854 AVERAGE COST PER FTE(2025 dollars) $ 171,863 AVERAGE COST PER FTE(2025 dollars) $ 202,871 wgH4C Parks Budget History • 42% reduction (in 2025 dollars) wsN� 7y ,� q r0 9� �eGahJ`syetrc kS B REGREP Ill. Current Actions to Streamline Operations operations ' o - • •r-wir Seniors • 20%reduction in Modification of • Assessing co- • Reviewing staff irrigation pool staffing level housing seniors locations Modification on Plan to reduce ice at The Grove • Reviewing work trash and pet rink by 2 weeks due Reviewing • Reviewing • waste receptacles to costs and usage programming community • Reduction in temp. needs employees wSN� 7� � O F4 9Q O t ks�REGREP. Ashland Parks • Recreation DeDartment c"""°""" �� Park Commission T. Director Park Operations Division Recreation Division Senior services Division IFM Pit 6•Ir Cause Wrst Pano Eft PeAu Outer P•dc ® ® ® ® V Cverda6�� �e�r Eduction AshlandParks • Recreation Department Confidential htanagemad p Park Commission 4presem.Total 39 Director IF EamAive Admm�strative AssateM C'oordirwtor Park Operations Division Programs Division North Parks South Parks ® EE]FrE Youth S Recreation Facilities Senior S Adult Programs Programs q. w r .:. :10 A 1 1 jE)qoloo 'uoisseS juior ./. G N _ H 1 0 A 1 1