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HomeMy WebLinkAbout2025-12-16 Council Meeting Council Business Meeting Agenda ASHLAND CITY COUNCIL BUSINESS MEETING AGENDA Tuesday, December 16, 2025 Council Chambers, 1175 E Main Street Live stream via RVTV Prime at rvtv.sou.edu or broadcast on Spectrum 180. Public comment is welcome on public forum topics and agenda items. To speak electronically during the meeting or to submit written comments in advance, please complete the online Public Comment Form by 10 a.m. the day of the meeting. 6:00 p.m. Regular Business Meeting I. CALL TO ORDER a. Land Acknowledgement** II. PLEDGE OF ALLEGIANCE III. ROLL CALL IV. MAYOR'S/CHAIR OF THE COUNCIL ANNOUNCEMENT V. APPROVAL OF MINUTES a. Minutes of the December 1, 2025— Retreat b. Minutes of the December 2, 2025 - Business Meeting VI. CONSENT AGENDA a. Approval of Annual OLCC License VII. SPECIAL PRESENTATIONS Vill. PUBLIC FORUM IX. PUBLIC HEARING X. ORDINANCES, RESOLUTIONS AND CONTRACTS a. Second Reading —Ordinance Language Change (Set#1) b. First Reading of Ordinance 3275: Amending Chapter 10.68 Public Parks to include provisions for special use permitted activity XI. UNFINISHED BUSINESS a. Citywide Strategic Plan XII. NEW BUSINESS XIII. CITY MANAGER REPORT a. Look Ahead XIV. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS XV. ADJOURNMENT If you need special assistance to participate in this meeting, please contact Alissa Kolodzinski at recorder(a-)ashlandoregon.gov or 541.488.5307 (TTY phone number 1.800.735.2900). Notification at least three Page 1 of 2 Page 1 of 131 Fq Council Business Meeting Agenda 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. * Items on the Agenda not considered due to time constraints are automatically continued to the next regularly scheduled Council meeting [AMC 2.04.030.(D)(3)] ** LAND ACKNOWLEDGEMENT We acknowledge and honor the aboriginal people on whose ancestral homelands we work—the Ikirakutsum Band of the Shasta Nation, as well as the diverse and vibrant Native communities who make their home here today. We honor the first stewards in the Rogue Valley and the lands we love and depend on: Tribes with ancestral lands in and surrounding the geography of the Ashland Watershed include the original past, present and future indigenous inhabitants of the Shasta,Takelma, and Athabaskan people. We also recognize and acknowledge the Shasta village of K'wakhakha- "Where the Crow Lights" -that is now the Ashland City Plaza. ***Agendas and minutes for City of Ashland Council, Commission and Committee meetings may be found at the City website,ashlandoregon.gov. Page 2 of 2 SWFI Page 2 of 131 ASHLAND CITY COUNCIL RETREAT MINUTES Monday,December 1,2025 Mayor Graham called the meeting to order at 1:00 p.m. Council Present: Mayor Graham,Councilors Bloom, Dahle, DuQuenne, Hansen, Kaplan,and Sherrell. Council Absent: none Staff Present: Sabrina Cotta City Manager Alissa Kolodzinski City Recorder Bryn Morrison Interim Finance Director Molly Taylor HR Director I. Call to Order II. Reports and Presentations a. City Finance 101 (No discussion. Information in agenda packet.) b. General Fund Forecasting and Discussion Morrison provided a presentation (see attached) and data regarding the city's revenue and expenses. Discussion consisted of factors affecting the city's finances including the impact of COVID-19 relief funds, property tax collections, and changes in cost allocation plans for internal services. Questions were raised about the effects of utility delinquency and the historical trends in revenue and expenses. Clarification was provided on the city's financial policies and forecasting, particularly regarding the general fund and internal service charges.The city is working to better align revenues with expenditures by adjusting cost allocation methodologies and fees over time. A review of the composition of the finance department's staff was conducted, emphasizing the importance of having an accountant,and conducting regular budget reviews to address emerging issues proactively. Revenue and expenditure projections were outlined, including details on grants, capital improvements,and staffing levels. Revenue projections were analyzed including property taxes and other revenue sources,and worst- case scenarios for the city's financial outlook.The potential formation of a fire district as a cost-saving measure was raised along with a request for further analysis of fire and ambulance data to be presented to the council in early spring. Discussion also included the city's wildfire fund and related planned projects.The city's health insurance history was summarized noting that the City remains fully insured through CIS after prior attempts at self-insurance. Creation of a separate Building fund was proposed to separate building safety-related services from the general fund,with a minimum fund balance of 15%. Forecasting for the general fund revenues and City Council Study Session December 1,2025 Page 1 of 4 Page 3 of 131 expenditures through 2031 was presented, highlighting projected PERS rate changes, equipment replacement,and staffing considerations. c. Reserve Fund Goal and Discussion Council discussed the city's reserve fund,currently at $1.9 million,and staff's recommendation to build up to a three-month operating reserve of $8.5-9 million in the general fund. Staff proposed allocating funds to reserves in future biennium,which would require reductions in other budget areas. Concerns were expressed about maintaining the current minimum fund balance policy of 16.67% ($7 million) and the implications of drawing balances down. Council will revisit the reserve policy, including the minimum fund balance target,with a detailed discussion planned for the second quarter of 2026. Councilors discussed strategies for increasing reserves,such as new revenue sources, service reductions,and policy changes, and asked staff to provide projections illustrating different pathways and timelines for reaching reserve targets. d. Review of Previous and Current Cost Cutting Measures, Operational Changes & Timeline Staff detailed recent cost-saving actions, including position eliminations, budget reductions,and transitions to digital services. Updates were provided on the implementation of new payroll and utility billing software,along with the need for ongoing service-level evaluations and monitoring overtime. Staff also presented options for consolidating or divesting city-owned facilities and discussed fire staffing levels and potential adjustments to the ambulance service area. Questions were raised about the timing of strategic planning relative to budget decisions and explored whether financial planning should inform strategic priorities. Staff noted that the strategic planning process will begin in January,alongside budget conversations,with key decisions needed by September. Council discussed financial stabilization and expense reduction strategies. Council will review discretionary spending across departments with a focus on whole programs rather than individual line items. Department Heads will identify potential program cuts and cost recovery options. Parks and Recreation Department programming will be discussed at the next joint meeting with the Parks Commission in January. Potential cost savings across city operations were discussed, including a review of GIS, police,fire, and IT department infrastructure. Staff explained that cloud hosting requires significant upfront costs but is moving in that direction. Staffing levels of the City Manager's Office and Human Resources were reviewed, including whether outsourcing HR functions would be cost-effective. Cemetery Services were reviewed with discussion on cost recovery for basic services. Discussion of customer-facing roles, particularly in Community Development, included exploring alternatives to in-person services while maintaining service quality. Council affirmed the need for a full-cost recovery analysis with staff noting that current fees are subsidized to keep them reasonable. City Council Study Session December 1,2025 Page 2 of 4 Page 4 of 131 A dot-voting exercise was conducted to determine which cost-cutting measures Council would like staff to prioritize. e. Revenue Generation and Additional Cost Cutting Possibilities Discussion Council considered various revenue generation options including local option levies,special districts, fees for services, and parking initiatives. Interest was expressed in exploring paid parking downtown, with concerns about potential impacts on economic development and tourism.Other considerations included the food and beverage tax, local personal income tax,and development opportunities on city-owned land.The discussion highlighted the need to balance revenue generation with economic development goals and long-term community benefits. It was agreed to follow up with additional analysis in April or May,of the fiscal impacts of potential revenue and cost-cutting measures. Staff will analyze the council's priorities and bring back recommendations for revenue generation and expenditure reductions. Council acknowledged that addressing the structural deficit is an ongoing process that will need to be revisited regularly. A dot-voting exercise was conducted to determine which revenue generating measures Council would like staff to prioritize. f. Facilities Masterplan (if time allows) Council decided to schedule a special meeting in January to discuss the facilities master plan. Summary of next steps: • Begin analysis of items that received 4 or more dots in the voting exercises (starting with highest priority items). • Prepare a reserve fund analysis showing 2-month and 3-month operating reserve scenarios with contribution requirements and timeframes. • Schedule special study session in January to discuss Facilities Master Plan. • Schedule joint meeting with Parks Commission in January to discuss Parks-related discretionary spending cuts. • Schedule separate study session to review City Council budget line by line. • Bring back fire department analysis in spring of 2026 including ambulance service area, staffing models, and single role program evaluation. • Prepare cost recovery analysis for fees and services to be presented with annual fee adoption process. III. Adjournment of Retreat The meeting was adjourned at 6:04 p.m. City Recorder Alissa Kolodzinski Mayor Tonya Graham City Council Study Session December 1,2025 Page 3 of 4 Page 5 of 131 Results of dot voting calculated post retreat: Expenses Revenue Analyze and Discuss now Analyze and Discuss now Extending life of fleet vehicles 7 Public/private Partnership to leverage public assets 6 Outsource HR 6 Paid Parking 5 Police staffing levels 5 Event Ticket surcharge 5 Fire staffing levels 4 Food&Beverage Tax Renewed 5 City Band 4 Fuel Tax 4 CM Ad hoc&advisory committees 4 Local Option Levy 4 Cemetery Cost Recovery 4 Nightly Service charge on hotel 4 Tax increment Financing 4 municipal service fee on non-taxable land 4 Discuss later if needed Discuss later if needed RVGOC Membership 3 TLT Increase 3 IT Infrastructure 3 Tax on short term rentals 3 internal services fund charges 2 Tax on vacant homes 3 HPAC local program 2 Economic Improvement District 2 All Dept cost recovery 2 Destination Training 2 Eliminating front facing customer service 1 Personal Income tax 2 Com Dev-All discretionary 1 Increase franchise fee 0 HR recruitment firms 1 City Council Study Session December 1,2025 Page 4 of 4 Page 6 of 131 CITY OF AS H NAr� Council Retreat 12/1/2025 At the 8/4/2025 City Council Business Meeting Council requested a retreat to discuss financial 2 and 5 year finanical projections and discuss fiscal sustainability. Focus: General Fund and Reserve Fund Goal of retreat: Council direction for further investigation into additional revenue opportunities and service level priorities. Fin Page 7 of 131 Agenda for today • Forecasting • Goal: understand current and future financial outlook • Reserve Policy • Goal: understand purpose of reserve fund and set goal for operating amount in reserve • Break 2:30-2:45pm • Review of actions taken during budget process and on-going • Facilitated Discussion (Mayor) • Revenue Options and Service Levels • Break 4:30-4:45p.m. • Facilities Masterplan Overview • End 6:00pm LI General Fund Forecasting - Process for forecasting Gather and analyze historical averages of revenue and expenditures 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 $ 42,905,005 Expenses 35,234,686 34,550,619 37,066,082 33,427,427 42,164,274 44,590,713 Revenues Less Expenses $ 823,6CO $ 5,942,682 $ 996,599 $ 4,813,249 $ )1,321,315) $ )1,685,708) $50,000,000 $a5,000,000 General Fund $40,000.000 $35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 n $10,000,000il I It $5,000,000 11 1$_ — 201415 2015-16 2016-17 2017-10 2016-19 201920 2020-21 2021-22 2022-23 202S24 2024-25 Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual Actual ■Revenues ■Expenses NIFFAMilft aefteir,`fogetF ,, Page 8 of 131 General Fund Forecasting - Process for forecasting - Gather and analyze historical averages of revenue and expenditures General Fund 20LS-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21Actual 2021-22 Actual 2022-23 Actual 2023-24 Actual 2024-25 Actual Taxes 16,393,610 16,920,418 17,792,584 18,621,315 18,506,893 19,222,381 19,550,084 19,943,844 20,147,540 20,183,671 Franchise Fees 3,035,118 3,156,375 3,475,651 3,588,310 3,618,053 3,699,766 3,826,950 3,359,019 3,959,069 4,240,385 Licenses and Permits 835,278 1,306,346 838,832 859,045 1,095,600 2,411,618 1,539,283 1,068,226 1,591,398 1,101,054 Intergovernmental Revenue 922,038 1,135,131 2,058,394 2,255,966 2,623,763 4,351,738 3,635,684 4,041,870 1,744,883 1,204,430 Chargesfor5ervices 13,823,567 14,511,744 14,712,098 14,916,706 15,773,652 16,363,750 10,219,429 9,614,410 10,586,886 11,121,520 Fines and Forfeitures 180,638 365,365 545,835 588,070 418,514 273,630 171,689 220,916 301,364 182,961 Miscellaneous Revenues 259,864 334,376 88,318 104,950 98,056 103,206 97,796 214,022 831,217 169,950 Interest on Investments 41,840 67,266 117,367 172,415 158,214 75,921 83,752 406,806 1,159,506 850,261 Operating Transfers In 725,435 260,003 1,551,103 825,598 404,988 391,847 7,557,807 3,617,822 521,096 3,850,774 Total $ 36,217,387 $ 38,057,024 $ 41,180,181 $ 41,932,375 $ 42,697,733 $ 46,893,857 $ 46,682,475 $ 42,486,934 $ 40,842,959 $ 42,905,006 General Fund Forecasting - Process for forecasting Gather and analyze historical averages of revenue and expenditures General Fund Expense by Category $35,000,000 S30,000,000 525.000.000 $20.000.000 $15.000.000 10,000,000 $$5,0001000 zz 4L�a` 4�Ja` G��a G`�a� ���a` G�,a` ��Ja� y� �,�a ti�P 1�P nor P � � �yP �hv ti6�� tip~� ti�~h tiQ�g tip�� ryQ�� ti4ry� �y��ry ti��� ry4ry� ■Personnel Services ■Material and Services ■Capital Outlay Page 9 of 131 General Fund Forecasting • Cost Allocation Plans InternaL Service Charges Impact on GeneraL Fund Allocations paid by General Fund 2019-20 Actual 2020-21 Actual 202i-22 Actual 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 Actual 2025-26 Budget Police Department InternalChg-Insurance Svc 52,854 5,905 344,594 344,594 267,191 267,191 72,190 216,570 Police Department InternalChg-FleetMaint 124,800 124,800 248,331 248,331 372,529 387,430 110,888 332,663 Police Department InternalChg-Equip Replacm 195,107 195,107 280,210 192,177 332,786 339,414 110,100 330,299 Fire and Rescue Department InternalChg-Insurance Svc 36,474 4,585 288,184 288,184 221,699 221,699 68,477 205,431 Fire and Rescue Department InternalChg-FleetMaint 108,625 108,625 263,246 263,246 210,043 218,445 88,105 264,315 Fire and Rescue Department InternalChg-Equip Replacm 311,096 311,096 491,332 502,572 630,244 643,403 218,163 654,488 Community Development Dept InternalChg-Insurance Svc 47,681 6,718 25,314 25,314 24,625 24,624 8,781 26,342 Community Development Dept InternalChg-FleetMaint 4,780 4,780 2,129 2,129 3,723 3,871 769 2,308 Community Development Dept InternalChg-Equip Replacm 19,04C 19,040 - - - - - - Parks Department InternalChg-Insurance Svc - 139,428 139,428 62,065 186,196 Parks Department InternalChg-FleetMaint 289,695 301,283 106,556 319,667 Parks Department InternalChg-Equip Replacm - - - - - - 13,333 40,000 $ 900,457 $ 780,656 $ 1,943,340 $ 1,866,547 $ 2,491,963 $ 2,546,788 $ 859,427 $ 2,578,279 LMM General Fund Forecasting • Cost Allocation Plans Allocations paid by Other Funds 2019-20 Actual 2020-21Actual 202i-22 Actual 2022-23 Actual 2023-24 Actual 2024-25 Actual 2025-26 Actual 2025-26 Budget Administration Department InternalChg-Insurance Svc 18,660 2,784 38,915 38,915 37,241 37,241 16,472 49,416 Administration Department InternalChg-FleetMaint - - - - - - 333 1,000 Administration Department InternalChg-Equip Replacm - - - - 1,708 5,124 City Recorder Department InternalChg-Insurance Svc 52C 520 5,410 5,4.10 3,908 3,908 - - Information Technology Dept InternalChg-Insurance Svc 1,236 1,236 19,487 19,487 12,687 12,687 3,392 10,175 Information Technology Dept InternalChg-FleetMaint 3,250 3,250 8,154 8,154 3,347 3,481 984 2,952 Information Technology Dept InternalChg-Equip Replacm 4,774 4,774 2,402 2,402 9,077 9,077 3,026 9,077 Finance Department InternalChg-Insurance Svc 6,250 5,680 36,152 36,152 28,241 28,241 6,832 20,497 Finance Department InternalChg-FleetMaint 720 720 215 215 1,153 1,199 166 499 Finance Department Internal Chg-Equip Replacm 4,918 4,918 - - - - 991 2,973 Public Works Department InternalChg-Insurance Svc 30,212 24,518 89,403 89,403 71,161 71,160 23,128 69,384 Public Works Department InternalChg-FleetMaint 31,670 31,670 37,951 37,951 48,293 50,225 14,903 44,710 Public Works Department InternalChg-Equip Replacm 42,657 42,657 54,938 56,708 80,785 80,785 28,636 85,909 $ 144,867 $ 122,727 $ 293,027 $ 294,797 $ 295,893 $ 298,004 $ 100,571 $ 301,716 /_ c Page 10 of 131 General Fund Forecasting General Fund Expense by Department S50,000,000 S45,000,000 S40,000,000 S35,000,000 S30,000,000 S25,000,000 S20,000,000 S15,000,000 S10,000,000 $5,000,000 ' ' ■ ■ , , 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 ■Administration Department ■Finance Department 6 Information Technology Dept ■City Recorder Department ■Community Development Dept■Police Department q ■Fire and Rescue Department ■Public Works Department ■Parks Department General Fund Forecasting - Process for forecasting - Gather and analyze historical averages of revenue and expenditures General Fund 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-2 1 Actu a 1 2021-22 Actual 2022-23 Actual 2023-24 Actual 2024-25 Actual Administration Department $ 3,228,929 $ 3,265,035 $ 3,485,067 $ 3,424,075 $ 3,457,547 $ 3,248,826 $ 2,889,022 $ 2,447,389 $ 4,216,230 $ 4,036,984 Finance Department 7,150,975 7,226,431 7,796,342 8,174,480 7,782,887 7,915,003 2,538,221 2,504,582 2,947,691 3,263,434 Information Technology Dept 1,372,561 1,370,890 1,301,904 1,304,149 1,299,078 1,219,507 1,083,371 1,315,699 1,B70,595 1,612,123 City Recorder Department 498,254 486,272 196,861 182,042 183,363 197,856 198,328 227,266 195,982 268,303 Community Development Dept 2,165,798 2,158,846 2,373,875 2,416,322 2,696,608 2,393,749 2,012,425 1,804,429 2,055,921 2,131,635 Police Department 6,690,677 6,796,543 7,197,266 7,504,873 7,768,441 7,576,476 7,078,771 6,865,534 8,152,677 8,844,074 Fire and Rescue Department 7,666,965 8,046,616 9,310,299 10,040,008 9,396,269 9,314,643 9,330,436 10,952,799 13,091,298 12,167,031 Public Works Department 1,934,032 2,083,203 2,123,386 2,418,314 2,627,099 2,416,693 2,867,081 2,986,759 3,256,545 3,108,117 Parks Department 5,854,414 5,837,419 5,741,266 6,258,910 6,407,902 5,641,359 6,955,855 6,771,629 6,066,835 7,812,768 $ 36,562,605 $ 37,271,255 $ 39,526,266 $ 41,723,173 $ 41,619,194 $ 39,924,112 $ 34,953,510 $ 35,876,086 $ 41,853,774 $ 43,244,469 2015-16 Actual 2016-17 Actual 2017-18 Actual 2018-19 Actual 2019-20 Actual 2020-21 Actual 2021-22 Actual 2022-23 Actual 2023-24 Actual 2024-25 Actual Personnel Services $ 21,163,046 $ 21,574,708 $ 22,698,710 $ 24,763,458 $ 24,999,794 $ 23,743,560 $ 23,332,599 $ 22,796,255 $ 26,167,870 $ 28,941,626 Material arid Services 14,465,750 15,423,064 16,613,447 16,841,981 16,418,410 16,134,539 11,509,360 12,242,235 14,747,120 12,822,642 Capita I Outlay 998,713 318,038 228,340 122,061 223,884 46,011 111,551 837,595 938,784 1,480,202 Page 11 of 131 General Fund Forecasting - Parameters we use to predict a best and worst case scenario Best Worst Scenario Scenario2 Revenue: Property Tax 3.3%n 3% Other taxes 3% 2% Franchise Fees 4% 2% Licenses and Permits Fees 2.2%n 0% Intergovernmental Revenue 2%n 0% Ch a rges for Services 3%n 1% I Intern aICharges 4% 5% Fines 2% 1% Miscellaneous 1%n 0% Interest Earnings 2% 0% Expenditure: Regular Employees 4.0% 4.0% Health Insurance 8.0%n 15.0% PERS Rate 10.0% 13.0% PERS Police&Fire Rate 14.0%n 16.0% PERS UAL Rate 13,0% 15,0% Materials&Services 3.0% 6.0% Ca p ita I I m p rovem ent 0.0% 5.0% �etCP2-�2ethc2 General Fund Forecasting Best Case Scenario 2024-25 2025-26 2926-27 2027-28 2028-29 2029-30 21139-31 Actual Forecast Change Forecast Change Forecast Change Forecast Change Forecast Change Forecast Change Re- $42,905,006 $42,854,541 0% $43,390,862 1% $44,332,433 2% $45,673,641 3% $47,060,247 3% W,459,408 3% Ta..es 20,183,671 22,371,155 10%r 23,027,439 3% 23,704,694 3%, 24,403,594 3% 25,124,83b 3%r 25,834,708 3% Franchise Fees 4,240,395 4,410,000 4%' 4,910,000 10% 5,106,400 4%' 5,310,656 4% 5,523,093 4%' 5,744,005 4% Ghargesfor Services 11,121,520 11,344,26E 2%r 11,699,840 3% 12,218,069 4%� 12,605,42E 3% 13,006,648 3%r 13,422,249 3% Intergovernmental Revenue 584,07E 595,760 2%, 607,675 2% 619,828 2%� 632,225 2% 644,869 2%' 657,767 2% Grants 620,352 250,000 -148%' 250,000 0% 250,ODU 0% 250,000 0% 250,000 0% 250,000 0% Licensesand Permits 1,101,054 1,125,277 2%, 11150,033 2% 654,334 -73%' 579,949 2% 693,EE6 21A� 709,152 2% Fina-nd Forfeitures 1E2,961 186,b20 2%r 190,353 2% 194,1b0 2%� 198,043 2% 202,004 21Ar 206,044 2% Operating Transfers In 1,950,774 1,532,545 -151%' 497,545 -208% 497,545 0%, 497,545 0% 497,545 0% 497,545 0% Intereston Pooled Investments 850,2bl 857,256 2%r 884,612 2% 902,304 2%� 920,350 2% 938,757 2%r 957,532 2% Miscellaneous Revenues 169,950 171,550 1%' 173,356 1% 175,100 1%1 175,851 1% 178,619 1%1 190,405 1% Expenses $44,590;710 $44,085,705 -1%, $44,469,683 1% $45,147,351 2%e $46,720,581 3% '48,507,388 4%' $50350,892 4% Personal Services 28,941,626 29,985,757 3%' 31,100,526 4% 31,577,334 2%' 32,898,497 4% 34,289,868 4%' 35,755,405 4% Materials&services 12,822,63E 12,105,305 -5%r 12,130,515 0% 12,471,375 3%, 13,023,441 4% 13,418,877 3%r 13,796,845 3% Capital Outlay 1,490,203 1,441,142 -3%r 885,142 -63% 445,142 -99%� 445,142 0% 445,142 0%r 445,142 0% Operating Transfers Out 1,345,243 453,500 -197% 353,500 -28% 653,500 46% 353,500 -85% 353,500 0% 353,500 0% contingency used 200,000 0 0 0 0 0 0 0 0 0 0 0 Beglnalag Fund BOian[e $17,057,723 M372,019 $14,149,855 $13,062,034 $12,247,117 $14200,177 $9,753,036 Ending Fund R.I.- $15372,019 $14,140,85S $1-wo,034 $72,247,117 $11,200,177 $w-'J'03G $7,861,552 Operating Expenditures $41,769,264 $42,191,063 $43,231,041 $44,048,709 $45,921,939 $47,709,746 $49,552,250 Fund Balance policy(16.67%) $6,962,103 $7,033.,250 $7,206,615 $7,342,920 $7,655,187 $7,953,048 $8,260,3b0 Fxress/(OeJiclerrcy) $8,409,916 $7,107,605 $5,855,420 $4,904,197 $3,544,990 $1,799,999 I$398130E) Unassigned $13,516,988 Page 12 of 131 General Fund Forecasting-Best Case Scenario 2024-25 Actual 2025-26 Forecast 2026-27 Forecast 2027-28 Forecast 2028-29 Forecast 2029-30 Forecast 2030-31 Forecast Revenues $42,905,006 $42,854,541 $43,390,862 $44,332,433 $45,673,641 $47,060,247 $48,459,408 Taxes 20,183,671 22,371,155 23,027,439 23,704,694 24,403,594 25,124,836 25,834,708 Current Property Taxes 13,4323459 143120,000 14,585,960 15,067,297 15,564,517 163078,147 16,608,725 Electric Utility User Tax 3,360,709 3,785,000 3,898,550 4,015,507 4,135;972 4,260,051 4,387,852 Lodging TOT Tax 2,1143227 2,177,654 23242,983 23310,273 23379,581 2,450,969 2,524,498 Public Safety Fee 224,833 750,000 750,000 750,000 750,000 750,000 750,600 Parks User Fee 760,000 750,000 750,000 750,000 750,000 750,000 Prior Property Taxes 226,997 286,606 282,800 285,628 288,484 291,369 294,283 Water Surcharge for AFR 395,772 - - - - - - Business License 157,417 225,000 227,250 229,523 231,818 234,136 236,477 Marijuana Tax 184.174 189,699 195,390 201,252 207,289 213,508 219,913 Peg Fees 7,443 13,000 13,000 13,000 13,000 13,000 13,000 Liquor License 8,545 9,606 9,090 9,181 9,273 9,365 9,459 Taxi Cab Certification 10,120 10,500 10,500 10,500 10,500 10,500 10,500 F&B Tax 60,695 61,302 61,915 62,534 63,159 63,791 30,600 Tobacco License 280 - - - - - - Franchise Fees 4,240,385 4,410,000 4,910,000 5,106,400 5,310,656 5,523,083 5,744,006 Charges for Services 11,121,520 11,344,268 11,699,840 12,218,069 12,605,428 13,006,648 13,422,249 Ambulance Transports;GEMT 2,229,861 2.300,000 2,323,000 2,346,230 2.369,692 2,393.389 2,417,323 Internal Charges 5,971,793 6;124,402 6,369,378 6,774,153 7,045,119 7,326,924 7,620,601 Other Charges for Services 2,919,866 2.919,866 3,007,462 3,097,686 3.190,616 3,21 3,384925 Intergovernmental Revenue 584,078 595,760 607,675 619,828 632,225 644,869 657,767 Grants 620,362 260,000 260,000 260,000 260,000 250,000 250,000 Licenses and Permits 1,101,054 1,125,277 1,150,033 664,334 678,949 693,886 709,152 Fines and Forfeitures 182,961 186,620 190,353 194,160 198,043 202,004 206,044 Operating Transfers In 3,850,774 1,532,645 497,545 497,545 497,545 497,545 497,546 Interest on Pooled 850,261 867,266 884,612 902,304 920,350 938,757 957,532 Investments Miscellaneous Revenues 169,950 171,650 173,366 175,100 176,851 178,619 180,405 L= General Fund Forecasting-Best Case Scenario 2024-25 Actual 2025-26 Forecast 2026-27 Forecast 2027-28 Forecast 202E-29 Forecast 2029-30 Forecast 2030-31 Forecast Expenses $44,590,710 $44,085,705 $44,469,683 $45,147,351 $46,720,581 $48,507,388 $50,350,892 Administration Personal Services 2,383,193 2,721,788 2,826,501 2,947,957 3,075,207 3,208,560 3,348,340 Materials&Services 1,889,272 1,646,740 1,520,069 1,559,582 1,600,217 1,642,008 1,684,992 Capital Outlay 32,820 500,000 25,000 25,000 25,000 25,000 25,000 IT Personal Services 1,098,363 744,440 757,537 794,143 832,764 873,525 916,559 Materials&Services 489,860 480,204 502,958 523,345 544,622 571,683 594,065 Capital Outlay 23,900 56,000 25,000 25,000 25,000 25,000 25,000 Finance Personal Services 1,814,306 1,602,716 1,867,716 1,969,133 2,076,066 2,188,786 2,307,637 Materials&Services 1,391,704 1,320,657 1,286,032 1,324,805 1,357,652 1,391,363 1,425,961 Capital Outlay - 300,000 100,000 100,000 100,000 100,000 Band 57,423 49,936 50,204 51,710 53,261 54,859 56,505 Police Personal Services 6,628,841 6,951,173 7,230,031 7,522,088 7,828,059 8,148,705 8,484,833 Materials&Services 2,215,234 2,086,687 2,154,026 2,211,710 2,304,066 2,366,961 2,436,196 Fire Personal Services 8,825,490 8,991,217 9,177,597 9,510,017 9,863,267 10,238,533 10,637,100 Materials&Services 2,403,112 2,780,343 2,727,372 2,816,919 3,069,203 3,163,676 3,242,145 Capital Outlay 20,142 20,142 20,142 20,142 20,142 20,142 20,142 Wildfire 918,286 =i Page 13 of 131 General Fund Forecasting-Best Case Scenario Public Works 2024-26 Actual 2025-26 Forecast 2026-27 Forecast 2027-28 Forecast 2028-29 Forecast 2029-30 Forecast 2030-31 Forecast Personal Services 1,547,611 2,307,502 2,405,866 2,611,954 2,623,234 2,739,989 2,862,621 Materials&Services 941,409 986,606 1,023,300 1,063,770 1,086,14.7 1,117,459 1,150,733 Capital Outlay 619,099 690,000 340,000 100,000 100,000 100,000 11 Community Development Personal Services 1,216,772 2,088,642 2,163,677 1,445,941 1,509,073 1,575,276 1,644,714 Materials&Services 166,641 168,932 197,696 178,928 182,241 185,652 189,165 Building 748,221 Parks Personal Services 4,230,866 4,428,344 4,621,499 4,824,392 5,037,574 6,261,634 6,497,196 Materials&Services 2,797,661 2,647,238 2,719,063 2,803,316 2,890,293 2,980,086 3,072,789 Capital Outlay 784,242 176,000 176,000 176,000 176,000 176,000 176,000 Transfer out Building Fund 300,000 Transfer out Housing 100,000 100,000 100,000 11 100,000 100,000 11 Transfer out GIP 1,064,446 200,000 100,000 100,000 100,000 100,000 100,000 Transfer out Debt Service 181,297 153,000 153,000 153,000 153,000 163,000 153,000 Transfer out Cemetery Trust 600 500 500 500 500 600 600 Contingency Used 20fl,000 Revenue Minus Expenses (61,685,704) (31,231,164) ($1,078,821) ($814,918) ($1,046,940) (S1,447,141) ($1,891,484) Beginning Fund Balartce $17,057,723 $15y372,019 $44,140,855 $13,062,034 $12,247,117 $IL200,177 $9,7531036 Ending Fund Brdorrce .$1s,172,019 $14,140,855 $13,062,034 .$12,247,117 .$n21b,177 $9,7-,036 $7,86t,552 Opemhing Expenditures $41,7154,254 $42,191,063 $43,231,041 $44,048,709 $45,921,939 $47,708,746 $49,552,250 Fund Balance PvRcy(16.67%) $6,952,102.81 $7,033,250.18 $7,206,614.54 $7,342,919.80 $7,555,187.16 $7,1353,047.89 $8,260,360.06 Excess/(Qeffciency) $3,409,916 $7,107,605 $5,&55,420 $4,904,197 $3,544,990 $1,799,988 ($398,808) General Fund Forecasting Worst Case Scenario 2024-25 2025-26 21 2027-28 2028-29 2029-30 21 Actual Forecast Change Forecast Change Forecast Change Forecast Change Forecast Change Forecast Change BeveOues 542,905,006 542,690,310 -1% $42,758,761 0% $43,509,122 2% 544,659,829 3% $4S,854,310 3% $47,060,152 3% Taxes 20,183,571 22,348,171 10%r 22,900,111 2% 23,467,269 2%r 24,050,075 2% 24,648,972 2%r 2%,22%988 2% Franchise Fees 4,240,385 4,325,193 2% 4,455,193 3% 4,544,297 2% 4,635,1&2 2% 4,727,996 2% 4,922,444 2% Chargesfor Services 11,121,520 11,344,269 2%, 11,763,931 4% 12,355,163 5%, 12,931,294 4% 13,332,270 4%' 13,860,615 4% Intergovernmental Revenue 584,078 584,078 0%r 584,078 0% 584,078 0% 584,078 0% 584,078 0%r 584,078 0% Grants 520,352 250,000 -148%� 250,000 0% 250,000 0% 250,000 0% 250,000 0% 250,000 01A Licenses and Permits 1,101,054 1,101,054 0%r 1,101,054 0% 601,054 -83%r 501,054 0% 601,054 0%r 601,054 0% Finesand Forfeitures 192,951 184,791 1%, 186,639 1% 188,505 1%, 190,390 1% 192,294 1%, 194,217 1% Operating Transfers In 3,850,774 1,532,545 -151% 497,545 -208% 497,545 0% 497,545 0% 497,545 0% 497,545 0% Interest on Pooled Investments 850,251 950,261 0%r 850,261 0% 950,261 0%r 850,261 0% 850,251 0%r 850,261 0% Miscellaneous Revenues 159,950 169,950 0% 169,950 0% 169,950 0% 169,950 0% 169,950 0% 169,950 0% Expenses $44,590,710 06,346,775 4% $46,329,343 0% $47,610,533 3% $49,655,867 4% $52,092,130 5% 554,673,972 5% Personnel Services 28,941,526 31,874,130 9%r 32,697,520 3% 33,486,592 2%r 35,170,199 5% 36,982,951 5%r 38,938,959 5% Materials&Services 12,922,539 12,178,004 -5%, 12,242,385 1% 12,778,515 4%' 13,543,436 6% 14,170,331 4%' 14,799,553 4% Capital Outlay 1,480,203 1,441,142 -3%r 985,142 -46% 545,142 -81%, 545,142 0% 545,142 0%r 545,142 0% Operating Transfers Out 1,346,243 453,500 -197%, 453,500 0% 1 47% 453,500 -80% 453,500 0% 453,500 0% Contingency Used 400,000 0 0 0 0 0 0 0 0 0 0 0 Beginning Fund Balance $17,057,723 $15372,019 $1471-1,554 $8,145,972 $41 1 1 Ending Fund Balance $1$372,019 $11,71-1,554 $8,14-1,972 $4,044,551 1 1 04,803,018) operating Expenditums $41,754,264 $44,452,133 $44,889,701 $461 $48,657,225 $51,093,488 $53;575,230 Fund Balance Palicyi $6,952,103 $7,410,171 $7,483,113 $7,703,522 $8,111,159 $8,517,285 %,947,661 Excess/(I)efici'ency) $8,409,915 $4,305,383 $562,859 1$3,658,961) 1$9,062,637) I$15,706,582) ($23,750,679) Unassigned $13,515,999 Page 14 of 131 General Fund Forecastina-Worst Case Scenario 2024-26 Actual 2026-26 Forecast 2026-27 Forecast 2027-28 Forecast 21 Forecast 21 Forecast 2030-31 Forecast Revenues $42,905,006 $42,690,310 $42,758,761 $43,509,122 $44,659,829 $45,854,310 $47,060,152 Taxes 20,183,671 22,348,171 22,900,111 23,467,269 24,050,075 24,648,972 25,229,988 Current Property Taxes 13,432,459 14,120,000 14,543,600 14,979,908 15,429,305 15,892,184 16,368,950 Electric Utility User Tax 3,360,709 21785,000 3,860,700 2,937,914 4,016672 4,097,006 4,170,946 Lodging TOT Tax 2,114,227 21156,512 2,199,642 2,243,635 2,288,507 2,334,277 2,380,963 Public Safety Fee 224;833 750,000 750,000 750,000 750,000 750,000 750,000 Parks User Fee 750;000 750;000 750,000 750;000 750;000 750,000 Prior Property Taxes 226,997 280,000 282800 285,628 288,484 291,369 294,283 Water Surcharge forAFR 395,772 - - - - - - Business License 157,417 225,000 227,250 229,523 231,818 2343136 236,477 Marijuana Tax 184;174 187,957 191,615 195,447 199,356 203,343 207,410 Peg Fees 7.443 13,000 13,000 13,000 13,000 13,000 13,000 Liquor License 8;545 9,000 9,090 9.181 9,273 9,365 9,459 Taxi Cab Certification 13.120 10,500 10,500 10,500 10.500 10,500 10,500 F&B Tax 60,695 61,302 61,915 62;534 63;159 63,791 30,000 Tobacco License 290 - - - - - - Franchise Fees 4,240,385 4,325,193 4,455,193 4,5411,297 4,635,182 4,727,886 4,822,444 Charges for Services 11,121,520 11,344,268 11,763,931 12,356,163 12,831,294 13,332,270 13,860,615 AmbulanceTransports;rEMT 2;229,851 2,300,000 2,323,000 2,346,230 2,369692 2,393,389 2,417,323 Internal Charges 5,971,793 6,124,402 6,491,866 7,031.378 7,453,261 7,900.456 8,374,484 Other Charges for Services 2,919,866 2,919,866 2,949,065 2,970,555 3,000,341 3,030,424 3,060,809 Intergovernmental Revenue 584,078 584,078 584,078 584,078 584,078 584,078 584,078 Grants 620,352 250,000 260,000 260,000 260,000 260,000 250,000 Licenses and Permits 1,101,054 1,101,054 1,101,054 6l 601,054 601,054 601,054 Fines and Forfeitures 182,961 184,791 186,639 188,505 190,390 192,294 194,217 Operating Transfers In 3,850,774 1,532,545 497,545 497,545 497,545 497,545 497,545 Interest on Pooled 850,261 850,261 860,261 860,261 860,261 860,261 850,261 Investments Miscellaneous Revenues 169,950 169,950 169,950 169,950 169,950 169,950 169,950 General Fund Forecasting-Worst Case Scenario 2024-26 Actual 2025-26 Forecast 2026-27 Forecast 2027-28 Forecast 2028-29 Forecast 2029-30 Forecast 2030-31 Forecast Expenses $44,590,710 $46,346,775 $46,328,343 $47,610,533 $49,655,867 $52,092,130 $54,673,872 Administration Personnel Services 2,383,193 2,825,561 2,955,056 3,106,644 3,269,825 3,445,894 3,636,321 Materials&Services 1,889,272 1,646,740 1,520,069 1,559,582 1,600,217 1,642,008 1,684,992 Capital Outlay 32,820 500,000 25,000 25,000 25,000 25,000 25,000 IT Personnel Services 1,098,363 756,229 801,222 854,219 912,569 976,972 1,040,228 Materials&Services 489,860 480,204 502,958 623,346 544,622 571,683 594,865 Capital Outlay 23,900 56,000 25,000 25,000 25,000 25,000 25,000 Finance Personnel Services 1,814,305 1,625,509 1,890,509 1,993,163 2,101,392 2,215,498 2,335,799 Materials&Services 1,391,704 1,323,246 1,292,644 1,348,493 1,399,942 1,453,885 1,510,460 Capital Outlay - 400,000 100,000 100,000 100,000 100,000 Band 57,423 49,936 50,204 53,216 56,409 59,794 63,301 Police Personnel Services 6,628,841 7,120,088 7,406,025 7,703,396 8,016,922 8,343,378 8,686,579 Materials&Services 2,215,234 2,085,587 2,180,485 2,276,726 2,411,068 2,519,680 2,638,378 Fire Personnel Services 8,825,490 9,372,504 9,709,576 10,174,614 10,678,421 11,225,542 11,821,150 Materials&Services 2,403,112 2,780,343 2,756,967 2,882,572 3,166,197 3,314,521 3,440,595 Capital Outlay 20,142 20,142 20,142 20,142 20,142 20,142 20,142 Wildfire 918,286 Page 15 of 131 General Fund Forecasting-Worst Case Scenario 2024.25 Actual 2025-26 Forecast 2026-27 Forecast 2027-28 Forecast 2028.29 Forecast 202940 Forecast 2030-31 Forecast Public Warks Personnel Services 1,647,611 2,439,971 2,564,788 2,702,464 2,861,222 3,012,341 3,187,280 Materials&Services 941,409 1,001,970 1,061,613 1,117,927 1,177,405 1,240,231 1,306,600 Capital Outlay 619,099 690,000 340,000 200,000 200,000 200,000 200,000 Community Development Personnel Services 1,216,772 2,899,703 2,227,201 1,525,041 1,606,637 1,694,800 1,790,286 Materials&Services 166,641 211,749 199,961 183,264 189,023 195,103 201,513 Building 748,221 Parks Personnel Services 4,230,866 4,8a,564 5,093,918 6,373,836 5,677,802 6,008,733 6,369,914 Materials&Services 2,797,661 2,648,165 2,727,689 2,886,616 3,054,973 3,233,319 3,422,250 Capital Outlay 784,242 175,000 175,000 175,000 175,000 175,000 175,000 Transfer out Building Fund 400,000 Transfer out Housing 100,000 i00,000 100,000 100,000 i00,000 i00,000 100,000 Transfer out CIF 1,064,446 2010,000 200,000 200,000 200,000 200,000 200,000 Transfer out Debt Service 181,297 153,000 i53,000 153,000 153,000 153,000 i53,000 Transfer out Cemetery Trust 600 600 500 600 500 600 500 Contingency Used 400,000 Revenue Minus Expenses ($1,685,704) ($3,656,465) ($3,569,582) ($4,101,411) ($4,996,038) ($6,237,820) ($7,613,720) Beginning Fund Balance $7057,723 $15,372,019 $11,715554 $0,145972 $4,044,561 f$951,477) f$7189,298) Ending Fund Balance $15,372,019 $11,71.5,554 $8,145y972 $4,044,561 f$951,477) f$7,984,298) f$14,803,018) Opemling Fxpearditums $41,7-,264 $44,452,133 $44,999,701 $46,211,891 $48,557,225 $51,093,488 $53,575,230 Fund Balance Policy(1&57%) $6,962,102.81 $7,410,170.52 57,493,113.22 $7,703,522.23 $8,111,159.47 '9,517,284.51 $8,947,660.90 Excess/(Deficiency) $8,409,9115 $4,305,383 $562,859 ($3,658,9b1) ($9,062,637( ($15,705,5U2 ($23,750,679( General Fund Forecasting-Food and Beverage and TLT Update • Food and Beverage Tax audits • First Quarter returns due to the City November 15 showed $152,000 in total higher than same quarter previous years to reflect audit. • FY 2025 General Fund portion $60,695. General Fund portion is 2%. • Transient Lodging Tax YearoverYear-Lodging TLT 7ax-0ctober 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 General Fund $ 1,158,421 $ 1,223,943 $ 1,227,996 $ 1,297,952 $ 568,158 $ 878,374 $ 544,646 $ 542,313 $ 644,455 $ 716,459 Tourism Fund 244,238 242,193 259,445 321,286 $ 1,158,421 $ 1,223,943 $ 1,227,996 $ 1,297,952 $ 568,158 $ 878,374 $ 788,884 $ 784,506 $ 903,900 $ 1,037,745 Percentage Ch a nge 53% 0.3% 5.7% -56.2% 54.6% -10.2% -0.6% 15.2% 14.8% Total 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 General Fund 2,818,165 2,909,529 3,134,108 2,236,782 2,072,823 1,868,282 1,941,153 1,904,994 2,114,227 Tourism Fund - - - - - - 870,482 853,267 922,661 $ 2,818,165 $ 2,909,529 $ 3,134,108 $ 2,236,782 $ 2,072,823 $ 1,868,282 $ 2,811,635 $ 2,758,261 $ 3,036,888 wpmPercentageChange 12% 7.7%n -28.6% -7.3% -9.9% 50.5% -1.9%a 10A% /_ c � Page 16 of 131 City of Ashland Healthcare History Average Average Average Monthly Claims Over %ofPaldMed1Rx Plans Offered EE Count Monthly Cost Cost per EE $100,000 Claims Fullylnsured(PacificSource) 411111-3131/12 264 $ 279,096 $ 1,066 1 119! $200 Deductible(Grandfathered) 411112-3131113 272 $ 303,853 $ 1,116 2 154U $200 Deductible(Grandfathered) 411113-6130/13 270 $ 304,943 $ 1,129 - 0% $200 Deductible(Grandfathered) Self-Insurance(PaclflcSourse) 711113-6130/14 270 $ 336,636 $ 1,246 4 359U $200 Deductible(Grandfathered) 711114-6130115 266 $ 312,407 $ 1,179 4 42% $200 Deductible(Grandfathered) 711115-6130/16 274 $ 401,085 $ 1,464 4 13* $200 Deductible(Grandfathered) 711116-6130/17 274 $ 396,330 $ 1,446 4 17ck $200 Deductible(Grandfathered) 711117-61301181 274 $ 48SA81 $ 1,786 10 261h $300 Deductible(Grandfathered) •iam�r�s Fully Insured(CIS-Regence) 711118-1213111E 276 $ 483,377 $ 1,751 8 17% $300 Deductible(Grandfathered) V1120-12131120 265 $ 300,000 $ 1,506 8 27% $500 Deductible 1$300 Grandfathered-Fire) 111121.12131121 256 $ 412,376 $ 1,611 7 341h $500 Deductible($300 Grandfathered-Fire) 111122-12131122 243 $ 395,956 $ 1,588 4 16% $500 Deductible 1$300 Grandfathered-Fire) 111123-12131123 236 $ 368,604 $ 1,526 8 32% $1,600DeductibLe+$500 Deductible Buy-Up(Police NoBuy-Up) 111124-1MI124 246 $ 4032413 $ 1,639 11 38% $1,500 Deductible+$500 Deductible Buy-Up(Police NoBuy-Up) 11112 6-9130126' 249 $ 444,826 $ 1,784 6 32% $1,600 Deductible+$500 Deductible Buy-Up(PcLice No Buy-Up) 'Part!Year W1, General Healthcare Info FULLY INSURED VS.SELF INSURED REASONS FOR COST INCREASES PROS CONS FACTORS Access to experience data(helpful Must he in afinanciaLposition to in identifyingtrends to help Increased demand for service weather"bad"experience years manage the program) GnLy fund claims when they UnfavorabLedemograpItics Shoitageofinedic all professionaLsIIncreased happen i.e.aging population,known risks wages&recru0ingcosts of such professionals resulting in increased costs Purchase stop-loss coverage to Requires more internalIncrease in high cost of illnesses-Large claims protect from large claims or administration used to be defined as over$50,000,now it is unexpected utilization defined as over$100,000 ShouLd be Large enough to spread Aging population: •Increase in cardiac!can ce r t reatment s Flexibility in plan design vs.off-the- risk over a stable population •Increase in orthopedic treatments shelf plans `Large emptoyers=200-300 •Gver age65-Medicare reduces emptoyees with a high tevet of risk reimbursements,provider cost shift to t0 teran ce and can tnu es to grow non-Medicare covered patients Increase in prescription costs: •In the Last 3 years,45 new approved drugs Stab Le industry i.e.not subjectto exceed$50,000 per year Lower administration fees downsizing due to economic -CellUgene therapies exceed$iM per year infLuences(layoffs) •Extended utilization(cancer medicationsitreatments continued past remission as"preventative"therapy) Page 17 of 131 Reserve Fund • Goal • Three months of operating expenditures $8.7 Million • Current balance $2 Million Annual 2019-20 Actual 2020-21Actual 2021-22 Actual 2022-23 Actual 2023-24 Actual 2024-25 Actual Personnel Services $ 20,787,577 $ 20,289,491 $ 19,341,615 $ 19,051,648 $ 26,167,870 $ 28,941,626 Material and Services 14,271,174 13,960,825 8,641,492 9,251,112 14,747,120 12,822,642 Capital Outlay 175,435 32,436 14,547 801,696 938,784 1,480,202 Transfer-Out,Contingency,EFB 500 267,868 9,068,428 4,322,970 310,500 1,346,243 $ 35,234,686 $ 34,550,620 $ 37,066,082 $ 33,427,426 $ 42,164,274 $ 44,590,713 3 Months $ 8,808,672 $ 8,637,655 $ 9,266,521 $ 8,356,857 $ 10,541,069 $ 11,147,678 Average $ 9,459,742 Operating $ 35,058,751 $ 34,250,316 $ 27,983,107 $ 28,302,760 $ 40,914,990 $ 41,764,268 3 Months $ 8,764,688 $ 8,562,579 $ 6,995,777 $ 7,075,690 $ 10,228,748 $ 10,441,067 Average $ 8,678,091 Reserve Fund • Roadmap to get there • Adhere to Policy • Additional direction from Council General Fund 2019 2020 2021 2022 2023 2024 2025 Ending Fund Balance $ 4,963,179 $ 5,053,650 $ 9,481,991 $ 13,565,789 $18,379,039 $20,388,843 $15,372,017 Policy 3,203,096 5,778,160 5,815,645 5,406,202 7,310,626 5,997,105 5,879,923 Assigned 1,177,370 1,177,370 1,412,660 1,104,059 1,273,362 2,398,945 1,855,029 Unassigned 3,785,809 3,876,280 8,069,331 12,461,730 17,105,677 17,989,898 13,516,988 Over(under)Requirement Less assigned 582,713 (1,901,880) 2,253,686 7,055,528 9,795,051 11,992,793 7,637,065 Annual Expenditures 35,351,618 35,058,751 34,250,316 27,983,107 28,302,761 40,914,990 41,764,268 50% 16,682,897 17,331,015 17,443,448 16,215,362 15,089,364 16,200,143 18,497,003 Amount available to transfer to Reserve (12,897,088) (13,454,735) (9,374,117) (3,753,632) 2,016,313 1,789,755 (4,980,015) 20% 403,263 357,951 Transferred to Reserve Fund 1,415,000 At such time as the unrestricted and undesignated balance exceeds 50 percent of the average annual expenditures of the prior three years,the City will transfer not less than20 percent to the Reserve Fund. Page 18 of 131 Previous/ Current Cost Cutting and Operational Changes Staffing changes: elimination of IT director, Payroll/ HR software implementation- elimination of finance manager, PD estimated implementation completed records clerk, Fire training officer, 1.5 IT user summer 2026 support, Nature center position -3-5% reduction in all GF budgets Utility Billing Software upgrade- estimated implementation completed fall/winter 2026 Reduction in Council training $ Cross training and position review prior to hire Transition to digital guides citywide Insured Paid Leave Oregon Plan Reduction in parks services (pool, rink, Transition to cloud-based services splashpad, nature center, neighborhood park maintenance, restroom hours) Review of service levels within department Review of OT usage Financial Stabilization • Appropriate utility rates (on-going) • Forthcoming- Electric, Wastewater & Stormwater. • Right size staffing (on-going) • Balance of technology and manual processes • Payroll software, utility billin software, AMI, pesticides • Ratio of manager to front line staff �on-going) • Finance and Parks department adjusting • Fleet Evaluation (complete- building consolidation needed to reduce cost) • Contract evaluation (complete & on-going) • Building Department Fund (on-going- need infusion from GF to transition- consideration for next BN) • Consideration of contractual services (on-going) • Building Consolidation and Divestment (need Council direction) • Single Role Program/Fire staffing levels/ Reginal Fire Study (will come to Council Spring /Summer 20267 • Long-term financial planning (post strategic planning process) • Essential versus non-essential/ community service level desire/ sufficient reserves L Fri Page 19 of 131 Impact:Authority .• . - Steps: ResidentsRevenue Generation Fuel Tax Elector approval Minimal Medium High Draft resolution for ballot TILT increase Elector Approval Medium Minimal High Draft resolution for ballot Local Option Elector Approval High High (non- High Draft resolution Levy regressive) for ballot Special District Elector Approval High High (non- High More research Creation regressive) and engagement Increase Council Low High Low Staff prepare franchise fees necessary agreements Municipal Council Medium High Low Draft resolution Service Fees (regressive) Fees for Service Council Minimal Medium Low Update fee book Paid Parking Council Medium Medium High RFP for partners QUESTIONS? i Page 20 of 131 ASHLAND CITY COUNCIL BUSINESS MEETING MINUTES Tuesday,December 2,2025 EXECUTIVE SESSION 5:00 PM a. To Executive Session:To review and evaluate the employment-related performance of the chief executive officer of any public body, a public officer,employee or staff member who does not request an open hearing pursuant to ORS 192.660 (2)(i). Mayor Graham and Councilors DuQuenne, Dahle, Kaplan, Hansen and Sherrell were present. Staff present were Johan Pietila and from the media Emma Maple from the Daily Courier. 6:00 PM Business Meeting Council Present: Mayor Graham,Councilors Bloom, Dahle, DuQuenne, Hansen, Kaplan,and Sherrell. Council Absent: None Staff Present: Sabrina Cotta City Manager Johan Pietila City Attorney Alissa Kolodzinski City Recorder Brandon Goldman Community Development Director Scott Fleury Director of Public Works Jordan Rooklyn Deputy City Manager Chad Sobotka AFN Manager Linda Reid Housing Program Manager Graham called the meeting to order at 6:08 p.m. a. Land Acknowledgement" Kaplan read the land acknowledgement. II. PLEDGE OF ALLEGIANCE Graham led the pledge of allegiance. III. ROLL CALL IV. MAYOR'S CHAIR OF THE COUNCIL ANNOUNCEMENT Graham announced a Sviatohirsk Aid Benefit Concert and Film for Ukraine scheduled for December 14th from 2:00-4:30 PM at Ashland High School Theater.Tickets can be purchased at ASAPAshland.org. V. APPROVAL OF MINUTES a. Minutes of the November 17,2025 - Study Session Meeting b. Minutes of the November 18,2025 - Business Meeting Bloom moved to approve the minutes as listed in the packet.Kaplan seconded the motion. Roll Call Vote:Sherrell,Dahle,Bloom,DuQuenne,Kaplan,and Hansen-YES. Motion passed. Business Meeting December 2,2025 Page 1 of 8 Page 21 of 131 VI. CONSENT AGENDA a. Resolution 2025-30 Extending the Pilot Program for Portable Signs in Commercial Areas b. Contract for Ashland Fiber Network DOCSIS 3.1 Upgrade Project Request to pull both items from the consent agenda - to be discussed under Unfinished Business. VII. SPECIAL PRESENTATIONS VIII. PUBLIC FORUM- Residents spoke during the public forum,with most expressing concerns about the city's use of glyphosate on the medians along Main Street/Highway 99. Several speakers expressed concern about the impact on pollinators, noting that Ashland is designated as a Bee City.Other public forum topics included concerns about budget amendments. IX. PUBLIC HEARING a. First Reading - Ordinance Language Change (Set#1) Pietila presented a series of administrative code changes that were previously discussed at a study session. He explained that these were primarily housekeeping changes that did not involve substantive policy matters. b. Ordinance 3260 Removing Section 2.29.020(P) to Reduce Redundancy Pietila noted changes for Ordinance 3260 removed section 2.29.020(P) to reduce redundancy, as it contained identical language to section 2.29.020(F). Public Hearing Open No speakers Public Hearing Closed Bloom moved to approve first reading of Ordinance 3260 removing section 2.29.020(P)to reduce redundancy.Dahle seconded the motion Roll Call Vote:DuQuenne,Kaplan,Hansen,Sherrell,Bloom,and Dahle-YES. Motion passed. c. Ordinance 3262 Updating 2.54.070 to Allow for Electronic Payments of Surplus Property Pietila noted changes for Ordinance 3262 updated section 2.54.070 to allow for electronic payments for surplus property, bringing practices in line with government auction websites. Public Hearing Open No speakers Public Hearing Closed Hansen moved to approve first reading of Ordinance 3262 updating 2.54.070 to allow for electronic payments of surplus property and schedule second reading on December 16,2025.DuQuenne second to motion. Roll Call Vote:DuQuenne,Kaplan,Hansen,Sherrell,Bloom,and Dahle -YES. Motion passed. d. Ordinance 3266 Updating 6.04.105, 6.04.120, 6.04.130 so that Business License Fees are Set by Resolution Business Meeting December 2,2025 Page 2 of 8 Page 22 of 131 Pietlia noted changes to Ordinance 3266 updated Chapter 6.04 so that business license fees are set by resolution rather than being listed directly in the code. Public Hearing Open No speakers Public Hearing Closed Dahle moved to approve first reading of Ordinance 3266 updating Chapter 6.04 so that business license fees are set by resolution and schedule second reading on December 16,2025.Sherrell second the motion. Roll Call Vote:DuQuenne, Kaplan, Hansen,Sherrell, Bloom,and Dahle -YES. Motion passed. e. Ordinance 3274 Updating AMC Chapter 6.42 Tobacco Control, to reflect State Changes in Tobacco Retail Licensing and Administer Fees by Resolution Pietila noted changes to Ordinance 3274 updated AMC Chapter 6.42 regarding tobacco control to reflect state changes in tobacco retail licensing and to administer fees by resolution. Public Hearing Open No speakers Public Hearing Closed Kaplan moved to approve first reading of Ordinance 3274 updating AMC Chapter 6.42 Tobacco Control to reflect state changes in tobacco retail licensing and to administer fees by resolution and schedule second reading on December 16,2025.Bloom seconded the motion. Roll Call Vote:DuQuenne, Kaplan, Hansen,Sherrell, Bloom,and Dahle-YES. Motion passed. f. Ordinance 3277 Updating 14.12.020 so Fees are Set by Resolution Pietila noted changes to Ordinance 3277 updated section 14.12.020 so electric fees are set by resolution, consolidating all fees into the city's miscellaneous fee book rather than having them listed in multiple places. Public Hearing Open No speakers Public Hearing Closed Hansen moved to approve first reading of Ordinance 3277 updating 14.12.020 so fees are set by resolution and schedule second reading on December 16,2025.Bloom second the motion. Roll Call Vote:DuQuenne, Kaplan, Hansen,Sherrell, Bloom,and Dahle-YES. Motion passed. g. Ordinance 3278 Updating 14.12.050(D) to Correct for the Proper Federal Agency Name Pietila noted changes to Ordinance 3278 updated section 14.20.050(D) to correct a federal agency name, replacing "Federal Power Commission"with "Federal Energy Regulation Commission." Public Hearing Open No speakers Public Hearing Closed Bloom moved to approve first reading of Ordinance 3278 updating 14.050(D)to correct the proper agency name.Dahle second the motion. Roll Call Vote:DuQuenne, Kaplan, Hansen,Sherrell, Bloom,and Dahle-YES. Motion passed. Business Meeting December 2,2025 Page 3 of 8 Page 23 of 131 h. Ordinance 3279 Updating 14.12.060(B)(1) so Fees are Set by Resolution Pietila noted changes to Ordinance 3279 updated section 14.20.060(B)(1) so fees are set by resolution, continuing the consolidation of all fees into the city's miscellaneous fee book. Public Hearing Open No speakers Public Hearing Closed Dahle moved to approve first reading of Ordinance 3279 updating 14.12.060(B)(1)so fees are set by resolution and schedule second reading on December 16,2025.Hansen seconded the motion. Roll Call Vote:DuQuenne, Kaplan, Hansen,Sherrell, Bloom,and Dahle-YES. Motion passed. i. Ordinance 3280 Updating 14.12.080 to Correct for the Proper ORS Reference Pietila noted changes to Ordinance 3280 updated section 14.12.080 to correct a reference to state law, replacing ORS 456.763 with ORS 455.420. Public Hearing Open No speakers Public Hearing Closed Sherrell moved to approve first reading of Ordinance 3280 updating 14.12.080 to correct for the proper ORS reference and schedule second reading on December 16,2025.Bloom second the motion. Roll Call Vote:DuQuenne, Kaplan, Hansen,Sherrell, Bloom,and Dahle-YES. Motion passed. j. Ordinance 3281 Updating 14.16.020 to Align with State ORS Pietila noted changes to Ordinance 3281 updated section 14.60.020 to align with state law by directly citing ORS Chapter 225 rather than copying language from the ORS. Public Hearing Open No speakers Public Hearing Closed Hansen moved to approve first reading of Ordinance 3281 updating 14.60.020 to align with state ORS and schedule second reading on December 16,2025.Bloom second the motion. Roll Call Vote:DuQuenne, Kaplan,Hansen,Sherrell, Bloom,and Dahle-YES. Motion passed. X. ORDINANCES,RESOLUTIONS AND CONTRACTS a. Second Reading of Ordinance 3255: An Ordinance Relating to Liquor License Review; Repealing and Replacing AMC Chapter 6.32 Cotta introduced the item,which had no changes. Hansen moved to approve Ordinance 3255:An Ordinance Relating to Liquor License Review; Repealing and Replacing AMC Chapter 6.32.DuQuenne seconded the motion. Roll Call Vote:Kaplan, Hansen,Sherrell,Bloom, Dahle,and DuQuenne- YES. Motion passed. The Council discussed the potential for changing the term 'marijuana'to 'cannabis'when used in city documents while State law still refers to the term 'marijuana tax' in legal contexts. Business Meeting December 2,2025 Page 4 of 8 Page 24 of 131 Direction was given to staff to investigate the legal implications for changing the term'marijuana' to'cannabis'when used in city documents and bring back to council. b. Second Reading of Ordinance 3272: 'An ordinance annexing property and withdrawing an annexed area from Jackson County Fire District no. 5 and also repealing ordinances 3215 and 3194 which were the previous annexation approvals in Casita 1 and Casita 2." (1511 Highway 99 - Planning Action #PA-T3-2024-00011) Cotta introduced the topic. Goldman noted a scrivener's error in the ordinance indicating the first reading was approved on August 19,2025,when it was approved on November 4,2025. Bloom moved to approve the second Reading of Ordinance No.3272,an ordinance annexing property and withdrawing the annexed area from Jackson County Fire District No. 5,and repealing Ordinances 3215 and 3194,which were the previous annexation approvals for Casita 1 and Casita 2. He further move to approve the findings for Planning Action#PA-T3-2024-00011,including the exception to the affordable housing phasing standard in AMC 18.5.8.050.G.4,that the dates be amended as stated by staff,and to adopt the Planning Commission's findings by reference as the Council's own.Dahle seconded the motion. Roll Call Vote:Bloom,Dahle,DuQuenne,Kaplan,Hansen and Sherrell-YES. Motion passed. XI. UNFINISHED BUSINESS a. Request to Begin the Surplus Property Process for the Imperatrice Property Cotta introduced the topic and Fleury provided a presentation (see agenda packet). Fleury explained that the Imperatrice property was purchased in 1996 to support wastewater treatment plant operations,specifically to spray effluent on the hill and create sludge ponds. However, the city later chose a different approach, upgrading the treatment plant to a tertiary system.After years of wastewater treatment planning,staff have determined the property is no longer needed for wastewater applications. Several options for the property were outlined, including: • Partitioning the property along the Talent Irrigation Ditch line,selling the lower portion,and retaining the upper portion • Selling all 846 acres outright • Releasing interest in the upper portion to the Southern Oregon Land Conservancy • Doing nothing and continuing minimal fire management Fleury also discussed a potential land swap with a Parks Department property adjacent to the wastewater treatment plant,which would allow for future plant expansion. Fleury noted that Parks is coordinating with the state to determine if such a swap is possible,as the Parks property was purchased with conservation funds that place restrictions on its use. Steve Wise, Executive Director of Southern Oregon Land Conservancy (SOLC),addressed the Council about the organization's interest in the property.While the area above the ditch has the highest conservation value,the SOLC sees conservation value in the entire property. He noted that the lower portion has value for migratory animal connectivity,and conservation easements could still apply to Business Meeting December 2,2025 Page 5 of 8 Page 25 of 131 working agricultural lands. SOLC would prefer to acquire the entire property but is open to other arrangements. Council discussion focused on: • The appraised value of the property (approximately $2.4 million for the lower section and $1.4 million for the upper section) • Requirements that proceeds from any sale go back to the wastewater fund since the property was purchased with food and beverage tax money dedicated to the wastewater plant • Potential recreational uses and access points • Options for conservation and agricultural uses • Potential housing development opportunities on the property adjacent to the treatment plant if restrictions allow The significance of the decision was discussed in reference to other historic land decisions that have made Ashland special. Support for selling the lower portion to help the wastewater treatment plant financially while potentially reducing the burden on ratepayers was also expressed. Bloom moved to direct staff to begin the surplus property process for the property known as the Imperatrice Property.Kaplan seconded the motion. Roll Call Vote:Sherrell, Hansen,Bloom,Dahle, DuQuenne,and Kaplan-YES. Motion passed. Direction given to staff to work with SOLC for potential lease/lease-to-own options,continue to coordinate with Parks on land swap opportunities,and obtain appraisals for the upper and lower portions with steps needed for land bid/sale,to be brought back to council at a spring study session. Ten-minute recess taken Items from the Consent agenda a. Resolution 2025-30 Extending the Pilot Program for Portable Signs in Commercial Areas Councilors noted this was a good example of the City's ability to adapt to requests of the business community and asked when this might become permanent. Rooklyn clarified this would come before the Planning Commission with her recommendation from council to go through the process of adopting the appropriate ordinance changes. Hansen moved to approve the Resolution Extending the Pilot Program and to allow it to remain in place while the Planning Commission reviews recommended code changes for permanent adoption. DuQuenne second the motion. Roll Call Vote:Hansen,Sherrell,Bloom,Dahle,DuQuenne,and Kaplan-YES. Motion passed. b. Contract for Ashland Fiber Network DOCSIS 3.1 Upgrade Project Sobotka clarified the goal to have a signed contract for DOCSIS 3.1 upgrade by December 22nd,and that the project is estimated to take about six weeks.With current long lead times,the bulk of the work for upgrading the nodes will be from roughly the middle of April until June. Business Meeting December 2,2025 Page 6 of 8 Page 26 of 131 Dahle moved to award a Goods and Services contract to ePlus for the DOCSIS 3.1 Upgrade with a not-to-exceed amount of$1,179,589.Bloom seconded the motion. Roll Call Vote:Bloom,Dahle,DuQuenne,Kaplan,Hansen and Sherrell-YES. Motion passed. XII. NEW BUSINESS a. Request to Begin the Surplus Property Process for 380 Clay Street Rooklyn presented information about the property at 380 Clay Street,which is approximately 14,000 square feet with a dilapidated home.The property was recently appraised at $250,000 "as is" and noted that a local developer has submitted a proposal to purchase the property to build housing. Several challenges with the property were discussed, including a very large cottonwood tree that takes up a significant portion of the lot.The city has twice applied for permits to remove the tree to increase development potential but was denied both times.There is also an abandoned well on the property that needs to be filled in. Council discussed that the property could potentially accommodate 5-8 housing units,depending on how the tree issue is resolved.Goldman confirmed that with density bonuses and smaller units, up to 8 units could fit on the property. Discussion also included challenges of site development and whether to place deed restrictions for affordable housing on the property with some preferring to allow for market-rate housing to be built quickly,while others expressed a desire for requiring affordable options. Several councilors noted that given the property's constraints, particularly the tree,a market- rate approach might be more practical. Sherrell moved to surplus 380 Clay Street and direct staff to initiate negotiations with the developer for the sale of the property.Hansen seconded the motion. Roll Call Vote:Hansen,Sherrell,Bloom,Dahle,DuQuenne,and Kaplan- YES. Motion passed. b. Discussion of Use of Affordable Housing Trust Fund Graham and Sherrell presented a proposal regarding the use of the city's Affordable Housing Trust Fund.The fund's RFP paused last year to reconsider strategy, particularly whether funds should be focused more on building new affordable units rather than supporting emergency housing. Reid explained that since 2018, approximately 46% of the fund (just over $1 million total) has supported new housing development,11% has gone to capacity building,and 38% funded shelter services with a significant portion of shelter funding occurring during the pandemic.Goldman noted that even small amounts from the trust fund can help affordable housing developers demonstrate local support when applying for state or federal funding. Community members spoke in support of the process, highlighting the importance of the Community Land Trust (CLT) model,the Council's recent decision to accept Trusted Homes CLT proposal to develop six affordable homes,and how the fund can advance affordable housing projects with childcare components. Business Meeting December 2,2025 Page 7 of 8 Page 27 of 131 Council discussion included support for a targeted RFP limited to funding new affordable housing development and capacity building for nonprofit housing developers. It was also discussed that proceeds from property sales may be allocated to infrastructure or facilities funds to support housing development,and if no suitable housing applications arise funds may be carried over to future cycles without harm. Alternative housing types and innovative strategies to maximize impact will be explored in future work. After discussion and amendment,the following motion was adopted: Sherrell moved to direct staff to move forward with issuing the Request for Proposals for the use of Affordable Housing Trust Funds,and to target the Request for Proposals for Construction and Capacity Building.Hansen seconded the motion. Roll Call Vote:Bloom,Dahle,DuQuenne,Kaplan,Hansen and Sherrell-YES. Motion passed. Councilors expressed interest in exploring alternative housing types such as recreational vehicles and tiny houses as legal dwellings, noting that other Oregon communities have adopted codes allowing these options. However,due to time constraints,the Council agreed to address this topic at a future meeting when the Housing and Human Services Advisory Committee presents its work plan. Kaplan moved to direct staff to assist the city council in investigating potential structures for focused investment of the Affordable Housing Trust Fund beyond the current biennium.Dahle seconded the motion. Roll Call Vote:Bloom,Dahle,DuQuenne,Kaplan,Hansen and Sherrell-Yes.Motion passed. XIII. CITY MANAGER REPORT- a. Look Ahead None - due to time constraints,the meeting was adjourned. XIV. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS XV. ADJOURNMENT Bloom moved to adjourn.Seconded by DuQuenne All Ayes. Motion passed. The meeting was adjourned at 9:30 p.m. City Recorder Alissa Kolodzinski Mayor Tonya Graham Business Meeting December 2,2025 Page 8 of 8 Page 28 of 131 1211125, 1 30 PM Online Form Submittal:City Council Public Comment Form-Ashland City Recorder-Outlook de Outlook Online Form Submittal: City Council Public Comment Form From rtor'eply@civicplus.com <noreply@civicplus.com> Date Sun 11/30/2025 5:12 AM To Ashland City Recorder trecorder@ashland.or.us> [EXTERNAL SENDER] City Council Public Comment Form Public Comment Use this form to submit public comment for City Council meetings. This form must be submitted by 10 a.m. the day of the meeting to be on the record. If you wish to speak to the Council in person at a meeting, you must fill out a Speaker Request form available on-site. Do not use this form. Full Name Rich Rohde Meeting Date Dec 2 2025 Email Address Are you a City of Ashland Yes resident? Indicate if you want to Written provide written testimony, or if you want to speak via Zoom. Which agenda item would X I I I New Business a.Request to Begin the Surplus Property you like to address? foro 380 Clay St Comments (Leave this Dear Mayor and Council. I am very opposed to the sale of this section blank if you are property at 380 Clay St to Allen Sandler. First I do not believe requesting to speak he is the right person to develop this valuable property.And he electronically.) requests that that development not have income restriction that would make the development affordable according to Ashland goals and standard. Our city goals outlined in several place such as the Housing Production Strategies are designed to encourage housing affordable income families. The developer requesting that there by no income restrictions goes against the housing goals we about blank Page 29 of IS1 12/1/25, 1:30 PM Online Form Submittal:City Council Public Comment Form-Ashland City Recorder-Outlook have outlined for several years. With new non-profits growing in Ashland we will soon have the appropriate developers available for income restricted homes. That neighborhood on Clay St is such an interesting and vital space you should be very thoughtful for how that property is developed. Sandler is not the right person or plan for us. Upload a file or image Field not completed. Email not displaying correctly?View it in your browser. about:blank Page 30 of Y9-1 From: norenlv(&civicnl us.com To: Ashland City Recorder Subject: Online Form Submittal: City Council Public Comment Form Date: Monday,December 01,2025 3:07:17 PM [EXTERNAL SENDER] City Council Public Comment Form Public Comment Use this form to submit public comment for City Council meetings. This form must be submitted by 10 a.m. the day of the meeting to be on the record. If you wish to speak to the Council in person at a meeting, you must fill out a Speaker Request form available on-site. Do not use this form. Full Name Geoff Lowry Meeting Date 12/2/1025 Email Address Are you a City of Yes Ashland resident? Indicate if you want to written provide written testimony, or if you want to speak via Zoom. Which agenda item Discussion of Use of Affordable Housing Trust Fund-City would you like to Manager's Office address? Comments (Leave this I am writing to request that OCDC, as a partner with Sunstone section blank if you are and a trusted community service provider, submit public requesting to speak comment in support of releasing the Ashland Housing Trust Fund electronically.) RFP for 2026. This will provide gap and capacity funding for the Ashland affordable housing development. This is an opportunity for the city to reinforce its stated values and goals around cohesive community development, specifically addressing two of our greatest needs: housing for families and childcare. The Affordable Housing Trust Fund is designed to support the creation and preservation of affordable housing for low-and moderate-income families, with eligible uses including Page 31 of 131 predevelopment, construction, capacity building, and direct benefits to households. The City's continued investment in this fund and the release of the 2026 RFP will help ensure that Ashland's families have access to stable housing and essential services. Thank you! Upload a file or image Field not completed. Email not displaying correctly?View it in your browser. Page 32 of 131 From: norenly(&civicol us.com To: Ashland City Recorder Subject: Online Form Submittal: City Council Public Comment Form Date: Tuesday,December 02,2025 10:00:22 AM [EXTERNAL SENDER] City Council Public Comment Form Public Comment Use this form to submit public comment for City Council meetings. This form must be submitted by 10 a.m. the day of the meeting to be on the record. If you wish to speak to the Council in person at a meeting, you must fill out a Speaker Request form available on-site. Do not use this form. Full Name Matthew Havniear Meeting Date 12/2/2025 Email Address Are you a City of No Ashland resident? Indicate if you want to written provide written testimony, or if you want to speak via Zoom. Which agenda item Affordable Housing Fund would you like to address? Comments (Leave this I support directing the Affordable Housing Fund toward section blank if you are permanent housing construction and capacity-building for requesting to speak nonprofit developers as a necessary step to address the ongoing electronically.) housing needs following the 2020 wildfires. This approach directly aligns with the recovery goals outlined in Rogue Reimagined, the Regional Long-Term Recovery Plan, and will strengthen Ashland's ability to respond to future housing disruptions. Investing in local development capacity and exploring flexible options like occupied RVs will enhance regional resilience and help protect against future disaster-related housing loss. Page 33 of 131 Thank you for prioritizing permanent recovery and forward- looking housing strategies. Matthew Havniear Executive Director JCC LTRG/RV COAD Upload a file or image Field not completed. Email not displaying correctly?View it in your browser. Page 34 of 131 From: norenly(&civicol us.com To: Ashland City Recorder Subject: Online Form Submittal: City Council Public Comment Form Date: Tuesday,December 02,2025 10:07:44 AM [EXTERNAL SENDER] City Council Public Comment Form Public Comment Use this form to submit public comment for City Council meetings. This form must be submitted by 10 a.m. the day of the meeting to be on the record. If you wish to speak to the Council in person at a meeting, you must fill out a Speaker Request form available on-site. Do not use this form. Full Name Jill Franko Meeting Date 12/02/2025 Email Address Are you a City of No Ashland resident? Indicate if you want to written provide written testimony, or if you want to speak via Zoom. Which agenda item The Ashland Housing Trust Fund would you like to address? Comments (Leave this Hello Council and Mayor, section blank if you are requesting to speak As co-founder of Sunstone Housing Collaborative, and a former electronically.) School Board Director, I understand the important role that institutions play in building and sustaining a healthy, vibrant community. The Ashland Housing Trust Fund has been essential in addressing Ashland's greatest challenge: the shortage of affordable housing. By providing seed funding for innovative projects like ours, Institutions can help ease the burden for those working to solve these problems. Please continue supporting the AHTF and release the next RFP Page 35 of 131 for the upcoming biennium budget. Trust the committee to designate funds to initiatives with a real chance to improve the lives of those most in need. In the end, the community benefits when its people are well cared for. What a gift you all have to be in a position to do such a thing. Thank you and thank you for your service. With appreciation, Jill Franko Upload a file or image Field not completed. Email not displaying correctly?View it in your browser. 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N tT p a)LnN ll O d O L N Yr O O �, O U Cn C > O N a� O a O N N ro M L. , 41 IJ� �' U U a C � O a) � `� � � Ii LO O C p �O p .�"1 m ° p- Un r0 Lij i LA N Q O U 0) ra U) -° a' :Lj l4a _ O_ ° E W E z o ° a 4Q)a � � ra Z3 .� N a- O z O LJ Un H O O a Q N �- O m m N a rn N O QUjv- 0) � � ry `n +1 � Lu O cQn T� TT roNp fa°O a) T n � ra4 a N �1 Q L N m LO Z Q Q a T3 O G ro a cn o Paul Mozina Council Violates ORS 294.4-50 December 2, 2025 Oregon Budget Law allows the Council to make changes to the budget that was approved by the citizens budget committee, AFTER a public hearing has been held on the budget as approved. The Council doesn't need to go back to the citizens budget committee for their approval if the changes are less than 10% of the fund. Call this the 10% rule. See ORS 294.456 https://oregon.public.law/statutes/ors 294.456) This Council may think it was OK to amend the 2025-2027 budget at a study session without making a motion, because the 10% rule allows you change the budget. The 10% rule does not nullify the Ashland Charter, which requires a public motion and vote on ANY decision made by the Council, nor does it nullify ORS 294.453, which requires a public hearing on the budget document as approved by the budget committee. https://oregon.public.law/statutes/r 294.453 Deputy City Administrator, Jordan Rooklyn's, introduction to the public hearing on the 2025-2027 budget at the June 3 business meeting declared your intention to violate ORS 294.453: "1 do want to highlight for you all, the changes to this version of the budget, compared to what was passed and recommended by the citizens budget committee, and that is the source of the childcare grant funds, that was supported by Council via motion. And, so that is the budget before you all for adoption...". Rooklyn claimed that the change to the funding for the childcare grant program "...WAS SUPPORTED BY COUNCIL VIA MOTION". There was no motion made on the amendments at the study session. This Council should have brought forward the budget amendments after the public hearing with a motion and vote. This Council blatantly violated the ORS by amending the budget before the public hearing, and flagrantly violated the Ashland Charter by not having a public motion and vote on the action to amend the 2025-2027 budget. Page 49 of 131 rn Council Business Meeting Date: December 16, 2025 Agenda Item Approval of Annual OLCC License Department City Recorder From TIME ESTIMATE 1 minute CATEGORY Action Needed - Motion to approve an action SUMMARY This is a request for approval of a liquor license application for Next Level Salsa located at 33 N. 3rd St. POLICIES, PLANS & GOALS SUPPORTED AMC Chapter 6.32 Liquor License Review. AMC Chapter 6.32 has been updated and will take effect on January 1, 2026, eliminating the need for this step in the process. BACKGROUND AND ADDITIONAL INFORMATION The application is for a New License— Limited On-Premises Sales The Planning, Police, and Fire departments have reviewed the applications and recommended approval of the liquor licenses. The businesses comply with the City's land use requirements and have a Business License. FISCAL IMPACTS SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS I move to approve the OLCC application for Next Level Salsa. REFERENCES &ATTACHMENTS 1. OLCC New License - Next Level Salsa Redacted Page lofl OFF1 Page 50 of 131 OREGON LIQUOR & CANNAM Local Government Recommendation — Liquor License Annual Liquor Licen ti C3ff Ps ec�gises Sales 7(3rpwpry-Public House Limited On-Premises Sales wery Ful) On-Premises, Caterer Distillery Cull On-Premises,Commercial Grower Sales Privilege Full On-Premises, I-or Profit private Club Winery Full On-Premises, Non Profit Private Ciob Wl)u3esale Malt Reverage&Wine Full On-Premises, Other Public Location warehouse Cull an-Vr-emises, Public Passenger Carrier Section Z—Submission To be completed by Applicant: Legal Entity/(ndividual AppticantName(s); Proposed Trade Name-. Prem#ses A dctress: n� A/ 3 r+- f Unit: 3 City: g„-,FG.g" County' �#e ' Zip; '97" Application Type: � New License Application 0 change of Ownership 0 Change of Location License Type: L/ � Lf°r`� � ,fe t7—< Q Additional Lug_ation for an Existing License Contact Name: 14Ar7— � Phone Malting Address: 2-0 City: 45�,e"4,� 1b State. KI Zip: 97. Email Address: please check ail that aPPly to YOU proposed business operations at Ehis location: Ma�n ufactu ring/Prod tiction E Retail Off-Premises Safes Retail Qn-Premises Sales&ConsuMPticr" If there will be On-Premises Car:sumAtic�n at this 3acativri: J Qutdc)or Consumption Indoor Consur"P Lion ProobSing to Mow Minors �r ORLGON LIQUOR& CANNABIS Liquor COM.MIS6ii N Local Government Recommendation - Li L' q ense Section 1 Continued--Submission -To be completed by Applicant'-.' ~ Legal Entity/Individual Applicant Name(s): 0977— k1l1.,s797ZT"r1e GClir1V44 Proposed Trade Name: 41k4r -9i4crA IMPORTANT: You MUST submit this form to the local government PRIOR to submitting to OLCC. Section 2 must be completed by the local gover►ament for this form to be accepted with your CAMP application. Section 2 —Acceptance-To be completed by Local Government: Local Government Recommendation Proof of Acceptance ffAfteraccepting this form, please return a copy to the applicant with received and accepted information City or County Name: Ashland Optional Date Received Stamp Date Application Received: 10.27.2025 Received bY.' Kerrick Gooden Section 3—Recommendation -To be completed by Local Government: 0 Recommend this license be granted Recommend this license be denied (Please include documentation that meets_AR 845-005-0308) Q No RecomrnendationlNeutral Name of Reviewing Official: Title: ©ate: Signature: Page 52 of 131 Vq Council Business Meeting Date: December 16, 2025 Agenda Item Second Reading —Ordinance Language Change (Set#1) Department Legal From Johan Pietila, City Attorney, Carmel Zahran, Assistant City Attorney, Jordan Rooklyn TIME ESTIMATE 15 minutes CATEGORY Ordinance/Resolution - a motion is needed to adopt the ORD. or RESO. SUMMARY This is the second reading of nine ordinances to update the Ashland Municipal Code. In the first reading of these ordinances, held on December 2, 2025, no changes were made at that meeting. As a reminder, improvements largely fall into three categories (1) updating references to the proper authority, (2) making it so that fees are by resolution, and (3) correcting for stylistic clarifications. POLICIES, PLANS & GOALS SUPPORTED It is a good practice to update Code to align with current changes that occur in state and federal contexts. Additionally, these update will promote transparency and ease of access for both the citizens of Ashland as well as staff. BACKGROUND AND ADDITIONAL INFORMATION These code updates were first introduced to Council in the November 17th Study Session and Council approved First Reading during the December 2, 2025 business meeting. FISCAL IMPACTS There will be no fiscal impact to the City outside of staff time. In some instances, such as the recent removal of the Alarm Systems Ordinance, these updates may save the City costs. SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS I move to approve Second Reading of the following ordinances: 3260 An Ordinance Removing 2.29.020(p)to Reduce Redundancy 3262 An Ordinance Updating 2.54.070 to allow for Electronic Payments of Surplus Property 3266 An Ordinance Updating Chapter 6.04 so that Business License Fees are Set by Resolution 3274 An Ordinance Updating 6.42.030-050 to Reflect Current Tobacco Licensure Standards 3277 An Ordinance Updating 14.12.020 So Fees are Set by Resolution 3278 An Ordinance Updating 14.12.050.d. to Correct for the Proper Agency Name 3279 An Ordinance Updating 14.12.060.B.1 so Fees are Set by Resolution 3280 An Ordinance Updating 14.12.080 to Correct for the Proper ORS Reference 3281 An Ordinance Updating 14.16.020 to Align with State ORS REFERENCES &ATTACHMENTS 1. 3260 An Ordinance Removing 2.29.020(p)to Reduce Redundancy 2. 3262 An Ordinance Updating 2.54.070 to allow for Electronic Payments of Surplus Property 3. 3266 An Ordinance Updating Chapter 6.04 so that Business License Fees are Set by Resolution 4. 3274 An Ordinance Updating 6.42.030-050 to Reflect Current Tobacco Licensure Standards—V2 5. 3277 An Ordinance Updating 14.12.020 So Fees are Set by Resolution Page 1 of 2 Page 53 of 131 V Council Business Meeting 6. 3278 An Ordinance Updating 14.12.050.d. to Correct for the Proper Agency Name 7. 3279 An Ordinance Updating 14.12.060.B.1 so Fees are Set by Resolution 8. 3280 An Ordinance Updating 14.12.080 to Correct for the Proper ORS Reference 9. 3281 An Ordinance Updating 14.16.020 to Align with State ORS Page 2of2 IF 11 or I Page 54 of 131 ORDINANCE NO. 3260 AN ORDINANCE REMOVING SECTION 2.29.020(P) TO REDUCE REDUNDANCY Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are , and additions are bold underlined. WHEREAS,Article 2. Section I 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. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. 2.29.020 Definitions A. "Acquisition"means the inclusion of an artwork in the Ashland Public Art Collection by any means including direct purchase, commission or acceptance of a gift. B. "Artwork"means visual works of public art as defined herein. C. "Ashland public art collection"means all public art acquired by the City by any means. D. "Capital improvement program (CIP)"means the City's program for advance planning of capital improvements. E. "City project" or"project" means any capital improvement project in an amount over $25,000.00 paid for wholly or in part by the City of Ashland to purchase or construct any public building, decorative or commemorative public structure, sidewalk, or multi-use pathway construction,park facility construction, or any portion thereof, within the limits of the City of Ashland. "City project" or"project" does not include public utility improvements (e.g., electric, water, sewer, or storm water), LID improvements, including but not limited to streets, sidewalks and associated improvements,property acquisition, earth work, emergency work, minor alterations, rehabilitation, minor or partial replacement, remodeling or ordinary repair or maintenance necessary to preserve a facility.Notwithstanding the above limitation, the Council or responsible contracting officer may include any new City street or utility project(limited to water, sewer and storm water projects) in an amount over $25,000.00 as a City project under this chapter, by either vote of the Council or inclusion in the contract solicitation documents prepared by the responsible contracting officer. ORDINANCE NO. 3260 Page 1 of 3 Page 55 of 131 F. "Commercial development fee" means funds deposited by a commercial developer into the public art account when the developer prefers not to incorporate public art into the project and follow the public art process for art acquisition and approval. G. "Commission" means the Ashland Public Arts Commission created by AMC 2.17.010, consisting of seven (7) members appointed by the Mayor and confirmed by the Council. H. "Eligible funds"means a source of funds for projects from which art is not precluded as an object of expenditure. I. "Participating department"means the department that is subject to this chapter by its sponsorship of a City project. J. "Percent for art"means the program established by this chapter to set aside a percentage of the total cost of city projects for public art. K. "Public art" means all forms of original works of art in any media that has been planned and executed with the specified intention of being sited or staged on City property or on property owned or controlled by the City of Ashland,usually outside and accessible to the public. L. "Public art account"means the City of Ashland public art account in the City budget established by this chapter into which all moneys donated, appropriated or derived pursuant to the percent for art program shall be deposited. Funds within the public art account shall be utilized for the purposes outlined in this chapter. M. "Removal"means the exclusion of an artwork from the Ashland public art collection by the removal and disposal through any available means, such as relinquishing title through sale, gift or destruction. N. "Selection panel"means a group of individuals selected by the Commission that will evaluate the proposals associated with a particular project in a public meeting. O. "TLT funds"means the portion of transient lodging tax funds allocated for public art. P. "Commer-eial development fee" means funds deposited by a eommer-eial developer- into the publie ar-t fteeouiat when the developer-prefers not t i te publie ar-t into th-e pr-ojeet and follow the publie art pr-oeess for- art nequisition and approval. Q P. "Total cost"means the entire amount of the City's financial contribution toward construction and maintenance of a project. SECTION 2. 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. ORDINANCE NO. 3260 Page 2 of 3 Page 56 of 131 SECTION 3. 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 3-5)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 52025. 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: Carmel Zahran, Assistant City Attorney ORDINANCE NO. 3260 Page 3 of 3 Page 57 of 131 ORDINANCE NO. 3262 AN ORDINANCE UPDATING 2.54.070 TO ALLOW FOR ELECTRONIC PAYMENTS OF SURPLUS PROPERTY Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are , and additions are bold underlined. 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 aims to update its municipal code to permit electronic payments for surplus property transactions, enhancing administrative efficiency and aligning with state practices on the government auction website. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. 2.54.070 Payment Full payment must be made within five (5)business days, unless otherwise specified in the invitation to Bid. Payment must by made by cash, cashier's check, money order, or by electronic payment . The methods of payment, time limit for making full payment, and the place where payment must be made will be specified in invitation to Bid. SECTION 2. 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 3. 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 3-5)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 52025. ORDINANCE NO. 3262 Page 1 of 2 Page 58 of 131 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: Carmel Zahran,Assistant City Attorney ORDINANCE NO. 3262 Page 2 of 2 Page 59 of 131 ORDINANCE NO. 3266 AN ORDINANCE UPDATING 6.04.105, 6.04.120, 6.04.130 SO THAT BUSINESS LICENSE FEES ARE SET BY RESOLUTION Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are , and additions are bold underlined. 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 has a miscellaneous fee book, and for administrative efficiency, the City wishes to remove specific fee references from the ordinance and instead refer to those fees by resolution THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. 6.04.105 Duplicate License A duplicate license shall be issued upon application and payment of a fee, as set by resolution, of$10 to replace the license previously issued which was lost or destroyed. SECTION 2. 6.04.120 Temporary License If a business activity licensed under this chapter is for a limited duration of not more than 30 days, a flat fee will be set by resolution the fee will be $25, regardless of the number of employees. SECTION 3. 6.04.130 Delinquent Penalty There shall be a penalty, as set by resolution, ° added to all business license fees paid later than 30 days after they are due SECTION 4. Severability. Each section of this ordinance, and any part thereof, is severable, and if any part of this ordinance is held invalid by a court of competent jurisdiction, the remainder of this ordinance shall remain in full force and effect. ORDINANCE NO. 3266 Page 1 of 2 Page 60 of 131 SECTION 5. 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 3-5)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 52025. 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: Carmel Zahran, Assistant City Attorney ORDINANCE NO. 3266 Page 2 of 2 Page 61 of 131 ORDINANCE NO. 3274 AN ORDINANCE UPDATING AMC CHAPTER 6.42 - TOBACCO CONTROL—TO REFLECT STATE CHANGES IN TOBACCO RETAIL LICENSING AND ADMINISTER FEES BY RESOLUTION Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are , and additions are bold underlined. 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, Senate Bill 587 requires Oregon retailers selling cigarettes,tobacco, and/or inhalant delivery system products to obtain a license to sell these products beginning January 1, 2022. This ordinance is an update to reflect that legislative change regarding tobacco retail licensing. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. 6.42.010 Purpose and Intent The purpose of this chapter is to provide measures for controlling the access of tobacco products and inhalant delivery systems to persons under the age of 21 by licensing retailers of tobacco products. 6.42.020 Definitions For the purpose of this chapter the following definitions shall apply: A. "Employee" means any person who is employed by any employer in consideration of direct or indirect monetary wages or profit, and any person who volunteers his or her services to a nonprofit entity. B. "Employer"means any person or entity who employs the services of one or more employees. C. "Inhalant delivery system" has the meaning given that term in ORS 431A.175. ORDINANCE NO. 3274 Page 1 of 3 Page 62 of 131 D. "License"for the retail sale of tobacco products means a license issued under State Tobacco Retail Licensing requirements this ehapter. E. "Licensee"means the holder of a valid license for the retail sale of tobacco products. F. "Self service display"means the open display of tobacco products to which the public has access without the assistance of a store employee. G. "Tobacco product"has the meaning given that term in ORS 431A.175. H. "Vendor assisted sale"means a sale where only the licensee or an employee of the licensee has access to the tobacco product or inhalant delivery systems and assists the customer by supplying the tobacco product or inhalant delivery systems and where the customer does not take possession of the tobacco product or inhalant delivery systems until after it is purchased. 6.42.030 License Requirement No person may sell tobacco products or inhalant delivery systems unless such person is a licensee or is employed by a licensee. A license is required for each location in which tobacco products or inhalant delivery systems are to be sold. All licenses shall be renewed under State Tobacco Retail Licensing requirements annualty on or before june 30 of eneh year. 6.42.040 License Fee No license shall be issued or continue to be valid unless the licensee has complied with State Tobacco Retail Licensing requirements paid a fee,the amomat of whieh is established by resolution of the City Couneil, oft or before june 30 of eneh year. 6.42.050 Nontransferability of License Licenses shall be nontransferable, except that a new license will be issued upon application to any licensee who changes the location of where tobacco products are sold. 6.42.060 Sales to Person Under 21 Years Of Age No person shall sell, make available or otherwise provide, any tobacco product or inhalant delivery system to a person under 21 years of age. 6.42.070 Vendor Assisted Sales No person shall sell,permit to be sold, offer for sale or make available or accessible any tobacco product or inhalant delivery system by means of a vending machine or self-service display or any means other than vendor assisted sales, except in a store or other establishment that prohibits persons under 21 years of age from entering the store or establishment. 6.42.090 Nonretaliation No employer shall discharge,refuse to hire, or in any manner retaliate against any employee, applicant for employment, or customer because such employee, applicant, or customer reports or attempts to prosecute any violation of this chapter. 6.42.100 Penalties ORDINANCE NO. 3274 Page 2 of 3 Page 63 of 131 A. Any person who violates any provision of this chapter is subject any to fees as set forth by resolution. Appeals are subiect to AMC 2.30. shall be subJeet toA"'�r�m'z0 issued tinder- this ehapter- suspended fts followsi. L in the ease of a seeond violation within a two year- period, the lieensee shall be fined no 2. in the ease of thr-e .olations within a two year- period, the lieensee shall be fined $500.00 and the lieense r-evoked. Any per-son whose lieense has been r-evoked shall be ineligible to apply for- a new lieense, at any loention, for- six months after- the effeetive date of the r-evoetition. B. Any per-son who violates AAIC 6.42.030 shall be subJeet to a fine of$500.00 for- eneh day a violation oeetws-. SECTION 2. 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 3. 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 3-5)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 ORDINANCE NO. 3274 Page 3 of 3 Page 64 of 131 ORDINANCE NO. 3277 AN ORDINANCE UPDATING 14.12.020 SO FEES ARE SET BY RESOLUTION Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are bold lined through, and additions are bold underlined. 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 has a miscellaneous fee book, and for administrative efficiency, the City wishes to remove specific fee references from the ordinance and instead refer to those fees by resolution. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. 14.12.020 Construction and Temporary Service There is a eharge for temporary serviee for ne,�v eonstruetion requiring only a serviee drop and meter- settifig,whieh is its foliows.2 150.00 for three phase A charge for temporary service for new construction requiring onlv a service drop and meter setting will be set by resolution. The amount of the charge shall be paid at the time of request for service. Such temporary service, when overhead, must be attached to a secured structure and have the state electrical inspection tag before connection. Where possible, the location of the temporary service should be such that it can be also used with a minimum of alteration for the permanent service. Other temporary service requires a deposit equal to the City's costs. SECTION 2. 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. ORDINANCE NO. 3277 Page 1 of 2 Page 65 of 131 SECTION 3. 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 3-5)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 12025. 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: Carmel Zahran,Assistant City Attorney ORDINANCE NO. 3277 Page 2 of 2 Page 66 of 131 ORDINANCE NO. 3278 AN ORDINANCE UPDATING 14.12.050(D) TO CORRECT FOR THE PROPER FEDERAL AGENCY NAME Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are , and additions are bold underlined. 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 wishes to update the correct name of the federal agency that is involved in this section. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. 14.12.050(D) Metering and Interruption of Deliveries A. If the seal of the City's meter is broken or if the meter, for any cause, does not properly register,the customer shall be liable for an average monthly bill for that period of the year. B. The rate schedules of the City are applicable only for service supplied entirely by the City without interconnection with an outside source except that interconnection may be made through a double pole switch where necessary to meet minimum requirements for emergencies. C. The City will exercise reasonable diligence and care to furnish continuous and sufficient supply of electricity to its customers and to avoid any shortage or interruption of delivery thereof. It cannot, however, guarantee complete freedom from interruption. The City will not be liable for interruption or shortage or insufficiency of supply, or any loss or damage occasioned thereby if same is the result beyond its reasonable control. The City may suspend service temporarily for repairs but will attempt to give a reasonable notice to the customers as circumstances permit. Such repairs and improvements will be performed as rapidly as may be practical and where reasonable shall be performed at such times as will cause the least inconvenience to the customers. D. During times of shortage of supply the City will apportion its available supply of electricity among its customers as directed by the Public Utilities Commission or Federal Energy Re2ulatory Commission . In the absence of such direction it will apportion the supply in the manner that appears most equitable under conditions then prevailing. ORDINANCE NO. 3278 Page 1 of 3 Page 67 of 131 E. All City meters will be sealed by the City, and it is unlawful for any person, other than an authorized representative of the City to break or tamper with the seal for the purpose of supplying electricity to the premises. When an unauthorized breaking or tampering of the meter seal is discovered,the City shall remove the meter entirely, and shall install a blank in the meter socket. Electric service will not be reinstated until a fee, double the usual reconnect fee,has been paid by the customer. Any customer who damages or causes a City electric meter to malfunction shall be held liable for any expenses incurred by the City to repair or replace said meter, and the bill must be paid in full before service can be restored. F. Sub-metering shall be the customer's own responsibility where master meters are installed. G. For metering installations on customer premises the City furnishes necessary instrument transformers, test facilities and meters, for the City's billing purposes and tests only. SECTION 2. 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 3. 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 3-5)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 72025. ATTEST: Alissa Kolodzinski, City Recorder SIGNED and APPROVED this day of , 2025. Tonya Graham, Mayor Reviewed as to form: ORDINANCE NO. 3278 Page 2 of 3 Page 68 of 131 Carmel Zahran, Assistant City Attorney ORDINANCE NO. 3278 Page 3 of 3 Page 69 of 131 ORDINANCE NO. 3279 AN ORDINANCE UPDATING 14.12.060(B)(1) SO FEES ARE SET BY RESOLUTION Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are bold lined through, and additions are bold underlined. 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 has a miscellaneous fee book, and for administrative efficiency, the City wishes to remove specific fee references from the ordinance and instead refer to those fees by resolution. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. 14.12.060 Meter Testing A. Prior to Installation. Every meter will be tested before installation and no meter will be placed in service if found to register more than two percent(2%) fast or two percent(2%) slow. New factory meters will not necessarily be tested other than at the factory. B. Customer Request. A customer may, on notice of not less than one (1)week, require the City to test the meter used to measure customer's requirements.No charge will be made for such a test except: 1. If a customer requests a meter test within six (6) months after installation or more than once per year, a deposit to cover the reasonable cost of the test will be set by resolution. ff.- $10.00 b-. Single phase metersivith instrument tr-nits formers $15.00 Tare. Phase meters $25.00 four pereent fLThe deposit will be r-ettf r-ned if the Hieter- is fou nd to register- more than 0 ORDINANCE NO. 3279 Pagel of 3 Page 70 of 131 eustomer for the period of twelve (12) months. The eustomer, or authorized representative, may witness the tests. C. Nonregistering of meters found more than four percent(4%) slow shall require the City to render an additional billing on an estimated basis for the previous three (3) month period based on the City's experience with the customers of the same class and general characteristics of the customer's operations. D. When it is found that the error in a meter is due to causes, the date of which can reliably be established, the billing will be computed back to that date; provided, however, that in no case will a bill for undercharge on residential service be rendered for a period exceeding three (3) months. SECTION 2. 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 3. 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 3-5)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: Carmel Zahran,Assistant City Attorney ORDINANCE NO. 3279 Page 2 of 3 Page 71 of 131 ORDINANCE NO. 3279 Page 3 of 3 Page 72 of 131 ORDINANCE NO. 3280 AN ORDINANCE UPDATING 14.12.080 TO CORRECT FOR THE PROPER ORS REFERENCE Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are , and additions are bold underlined. 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 wishes to update the correct name of the federal agency that is involved in this section. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. 14.12.080 Electricity—Resale A. A customer shall not resell electricity received from the City to any person, except: 1. By special written permission; or 2. Where the charge is absorbed in the rental for the premises or space occupied, excepting multiple-family units which shall be individually metered pursuant to ORS 455.420 4 , and billed by the City. 3. Should a customer resell electricity otherwise than as provided in the foregoing paragraphs, the City may either discontinue service to such customer or supply electricity directly to the sub- customer as the City may elect. SECTION 2. 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 3. 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 ORDINANCE NO. 3280 Page 1 of 2 Page 73 of 131 that any Whereas clauses and boilerplate provisions (i.e. Sections 3-5)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: Carmel Zahran, Assistant City Attorney ORDINANCE NO. 3280 Page 2 of 2 Page 74 of 131 ORDINANCE NO. 3281 AN ORDINANCE UPDATING 14.16.020 TO ALIGN WITH STATE ORS Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are bold lined through, and additions are bold underlined. 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,this ordinance seeks to align with current state regulations. THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. 14.16.020 Transfers to General Fund The City Council may appropriate an amount for transfer to the General Fund for other municipal purposes, as permitted by ORS 225. u.ublie Law 96 501 and the Power- Sales Contr-aet with the Bonneville PoweF AdministFation (draft of August 25, 1981; Contrae No. DE AIS79 811%IP90432). SECTION 2. 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 3. 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 3-5)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 12025. ORDINANCE NO. 3281 Page 1 of 2 Page 75 of 131 ATTEST: Alissa Kolodzinski, City Recorder SIGNED and APPROVED this day of 72025. Tonya Graham, Mayor Reviewed as to form: Carmel Zahran,Assistant City Attorney ORDINANCE NO. 3281 Page 2 of 2 Page 76 of 131 Vq Council Business Meeting Date: December 16, 2025 Agenda Item First Reading of Ordinance 3275: Amending Chapter 10.68 Public Parks to include provisions for special use permitted activity Department Parks & Recreation From TIME ESTIMATE CATEGORY Ordinance/Resolution - a motion is needed to adopt the ORD. or RESO. SUMMARY POLICIES, PLANS & GOALS SUPPORTED BACKGROUND AND ADDITIONAL INFORMATION FISCAL IMPACTS SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS REFERENCES &ATTACHMENTS 1. CC_Bus inessMeetingAgenda-FirstReadingAMC10.68Parks 2. 10.68 amendments FINALDRAFT Page 1ofI Page 77 of 131 Vq Council Business Meeting Date: December 16, 2025 Agenda Item First Reading of Ordinance 3275 amending AMC 10.68 Public Parks to include provision for special use permitted activity Department Parks and Recreation From Rocky Houston, Director TIME ESTIMATE 15 minutes CATEGORY Ordinance/Resolution-a motion is needed to adopt the ORD. or RESO. SUMMARY Ashland Municipal Code (AMC) Chapter 10.68-Public Parks does not permit many of the uses that the Parks Department allows via special permit.To include provisions for special use permitted activity, edits were made to the AMC 10.68. Proposed changes in the following subsections of 10.68. are recommended: • 10.68.060 Unpermitted Commercial Activity • 10.68.080 Posting Notices Prohibited • 10.68.120 Park Property Prohibited Uses • 10.68.170 Park Waters Use • 10.68.260 Swings Hammocks • 10.68.330 Camping Prohibited POLICIES.PLANS&GOALS SUPPORTED Economic Development- The proposed ordinance changes will benefit the community by continuing to bring more events to Ashland and making it easier to plan and execute for event organizers. BACKGROUND AND ADDITIONAL INFORMATION Parks and Recreation previously worked with the City Council to update 10.68.090 Alcohol use in parks in December 2023. This change has helped to increase events within the parks system. Seven concerts were held in Summer 2025 where alcohol sales assisted in fundraising efforts for both EPIC Ashland and Ashland Folk Collective. The concerts held in Lithia attracted over 1500 people at each show. For the proposed changes,the Parks Commission (PC) reviewed edits for chapter 10.68 on June 4, 2025, and July 2, 2025, study sessions. On July 9, 2025, at the Regular Business Meeting, the PC Page 1 of 2 Page 78 of 131 rn Council Business Meeting approved by motion the edits made to the amendment of the AMC and moved it forward to the Ashland City Council. FISCAL IMPACTS If adopted,these changes to AMC 10.68 would require some additional staff time for implementation. Once implemented the changes would provide more potential revenue opportunities for special use permits within the park system as well as more flexibility for event organizers. SUGGESTED ACTIONS,MOTIONS andLor OPTIONS I move to approve the first reading of Ordinance 3275: An Ordinance relating to public parks to include provision for special use permitted activity; repealing and replacing AMC Chapter 10.68 REFERENCES&ATTACHMENTS 1. Ordinance 3275 Chapter 10.68 Public Parks Review Draft Page 2 of 2 Page 79 of 131 i ORDINANCE NO. 3275 AN ORDINANCE AMENDING AMC CHAPTER 10.68 PUBLIC PARKS SUB- SECTIONS 10.68.060, 10.68.080, 10.68.120, 10.68.170, 10.68.260 AND 10.68.330. Annotated to show deletions and additions to the Ashland Municipal Code sections being modified. Deletions are bold lined through, and additions are bold underlined. 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, WHEREAS, THE PEOPLE OF THE CITY OF ASHLAND DO ORDAIN AS FOLLOWS: SECTION 1. Sub-section 10.68.060 Unpermitted Commercial Activity is amended as follows: A. No one shall sell or offer for sale any article or perform or offer to perform any service for hire in any of the parks without a written permit for sueh e . operly and regularly granted by the Park . except as otherwise authorized by a special use or special event permit issued by the Parks Director. No one shall hawk or peddle popcorn, ice cream, candy, soda water,peanuts, or similar wares within or on any of the park grounds of the City without first securing a permit to do so_from the Park Commission. B. Any person who violates any provision of this Chapter is subject to Section 1.08.020 of the Ashland Municipal Code. Any violation of this section is a Class I violation. (Ord. 3137, amended, 2017; Ord. 3026, amended, 08/03/2010) SECTION 2. Sub-section 10.68.080 Posting Notices prohibited is amended as follows: A. No one shall place, post, attach or erect any billposter, sign or similar posting-on any pole, ef� post , wire, rod or cord to any tree, shrub, fence railing, fountain, wall, post, structure or other device of any kind whatever, on any of the bases, statues, ORDINANCE NO. 3275 Page 1 of 3 Page 80 of 131 i bridges, or monuments in any park . except as otherwise authorized by a special use permit issued by the Parks Director. B. Any person who violates any provision of this Chapter is subject to Section 1.08.020 of the Ashland Municipal Code. Any violation of this section is a Class IV violation. (Ord. 3137, amended, 2017; Ord. 3026, amended, 08/03/2010) SECTION 3. Sub-section 10.68.120 Park property Prohibited uses is amended as follows: A. No one shall climb any tree, or walk, stand, or sit upon the monuments, vases, fountains, railings, or fences in any park:except as otherwise authorized by a special use permit issued by the Parks Director. Individuals issued a permit must still comply with the `no climbing' rule outside of the specific activities permitted in the special use permit. B. Any person who violates any provision of this Chapter is subject to Section 1.08.020 of the Ashland Municipal Code. Any violation of this section is a Class 11 violation. (Ord. 3137, amended, 2017; Ord. 3026, amended, 08/03/2010) SECTION 4. Sub-section 10.68.170 Park waters Use is amended as follows: A. No one shall fish, wade, swim, or bathe in any of the parks except the places designated for such purposes, -PeFfflit4ed to fish wit4ift the present, er-hereinafter-designated, be�tftdar-ies of 1=44ia . except as otherwise authorized by a special use permit issued by the Parks Director. B. Any person who violates any provision of this Chapter is subject to Section 1.08.020 of the Ashland Municipal Code. Any violation of this section is a Class II violation. (Ord. 3137, amended, 2017; Ord. 3026, amended, 08/03/2010) SECTION 5. Sub-section 10.68.260 Swings Hammocks is amended as follows: A. No swings,hammocks or other attachments to trees or structures shall be hung or swung in any of the parks, except on the posts erected for the purpose: except as otherwise authorized by a special use permit issued by the Parks Director. B. Any person who violates any provision of this Chapter is subject to Section 1.08.020 of the Ashland Municipal Code. Any violation of this section is a Class IV violation. (Ord. 3137, amended, 2017; Ord. 3026, amended, 08/03/2010) ORDINANCE NO. 3275 Page 2 of 3 Page 81 of 131 i SECTION 6. Sub-section 10.68.330 Camping prohibited is amended as follows: A. No person shall camp within the park limits within the City of Ashland, or on the park side of any street adjacent to the parks:except for special events as otherwise authorized by a special use permit issued by the Parks Director. Otherwise, Prohibited Camping is a Class 71%7yiol.,*c,..,. is subiect to the rules and enforcement outlined in Chapter 10.46. B. Any per-son who violates any provision of this Chapter- is subjeet to Seetion 1.08.020 o the Ashland 1%4unieipal Code.Any violation of this seetion is a Class JAI . (Ord. 3137, amended, 2017; Ord. 3026, amended, 08/03/2010) SECTION 7. 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 8. 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 3-5) 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 12025. ATTEST: Alissa Kolodzinski, City Recorder SIGNED and APPROVED this day of ) 2025. Tonya Graham, Mayor Reviewed as to form: Johan Pietila, City Attorney ORDINANCE NO. 3275 Page 3 of 3 Page 82 of 131 Vq Council Business Meeting Date: December 16, 2025 Agenda Item Citywide Strategic Plan Department City Manager's Office From Sabrina Cotta TIME ESTIMATE 5 minutes CATEGORY Informational -this is to inform the body on a particular topic. No motion or direction needed. SUMMARY Update on the City-wide strategic planning project POLICIES, PLANS & GOALS SUPPORTED Excellence in governance and City services. BACKGROUND AND ADDITIONAL INFORMATION The City of Ashland is embarking on a strategic planning process to establish a shared direction that will help set priorities, focus resources, and align efforts over the next three bienniums. The City has contracted with SSW Consulting for the facilitation and support of the planning process. The first internal kick-off meeting is December 18th, 2025. At this meeting, City Management will meet with the consultant to begin Phase I of the project. The entire process is estimated to take eight months to complete. • Phase I: Project Scoping and Planning -City Management will work with the consultant to refine project goals and establish a work plan and schedule. • Phase II: Strategic Planning Workshop -The Consultant will conduct interviews and a workshop with City Council and staff leadership to get a shared understanding of the community and the City, identify emerging priorities, and develop the plan for community engagement. • Phase III: Strategic Plan Engagement-The Consultant will develop a Communications and Engagement plan to guide outreach and communication activities throughout the project and then will work closely with City staff to conduct the outreach and foster authentic conversations with the community. • Phase IV: Strategic Plan Development- Using the goals and themes identified through engagement, the Consultant will work with staff and subject-matter experts to develop goals, strategic initiatives, and supporting narrative. • Phase V: Plan Adoption -After a comment and review period, the final draft of the strategic plan will be presented to the Council for approval. FISCAL IMPACTS The BN25/27 budget sets aside $80,000 for the strategic planning project. The strategic planning contract is for a not-to-exceed amount of$79,550. SUGGESTED ACTIONS, MOTIONS, AND/OR OPTIONS None needed REFERENCES &ATTACHMENTS 1. SSW Consulting Strategic Planning Contract 2. SSW Consulting 2026 Strategic Plan Proposal Page 1 of 2 Page 83 of 131 vim Council Business Meeting Page 2 of 2 wi M Iraw Page 84 of 131 � ' 7 Y 0 r SHLAND Personal Services Agreement City Information Consultant Information City of Ashland Firm Name: SSW Consulting Attn: Sabrina Cotta Contact: Sara Singer Wilson 20 E Main St Address: 644 N State St, Suite 1 Ashland, Oregon 97520 Lake Oswego, OR 97034 Phone:(541) 488-6002 Phone: 503-305-5067 Email: sabrina.cotta@ashlandoregon.gov Email: sara@ssw-consulting.com Contract Summary Procurement Method: Intermediate Completion Date: 08/31/2026 Contract Amount: $ 79,550.00 Description of Services: Strategic Planning & Facilitation Services Supporting Documents: SSW Consulting Proposal Dated: 11/15/25 Dated: Dated: Dated: This Personal Services Agreement (hereinafter"Agreement") is entered into by and between the City of Ashland, an Oregon municipal corporation (hereinafter "City") and the Consultant listed under Consultant Information above, ("hereinafter "Consultant"), for the services listed under Description of Services and Supporting Documents as noted in the Contract Summary above. In the event of conflict between provisions of the Supporting Documents, the Supporting Documents shall be given precedence in the order listed above. This Agreement, the Exhibits and the Supporting Documents shall be construed to be mutually complementary and supplementary wherever possible. In the event of a conflict which cannot be so resolved, the provisions of this Agreement itself shall control over any conflicting provisions in any of the exhibits or supporting documents. The Consultant's initials ;sw ] herein signify acknowledgment and agreement to this provision, if applicable, or if not sign "N/A". Consultant's services are collectively referred to in this Agreement as the "Work." Page 1 of 8 Personal Services Agreement Between the City of Ashland and SSW Consulting Page 85 of 131 NOW THEREFORE, in consideration of the mutual covenants contained herein, the City and Consultant hereby agree as follows: 1. Effective Date and Duration: This Agreement shall become effective on the date of execution on behalf of the City, as set forth below (the "Effective Date"), and unless sooner terminated as specifically provided herein, shall terminate upon the City's affirmative acceptance of Consultant's Work as complete and Consultant's acceptance of the City's final payment therefore, but not later than the Completion Date listed under the Contract Summary in the table one page one of this agreement. 1.1. Time is of the essence. Time is of the essence for Consultant's performance of each and every obligation and duty under this Agreement. City, by written notice to Consultant of default or breach, may at any time terminate the whole or any part of this Agreement if Consultant fails to provide the Work called for by this Agreement within the time specified herein or within any extension thereof. 2. Compensation: City shall pay Consultant the sum listed as the "Contract Amount" under the Contract Summary on page one of this document as full compensation for Consultant's performance of all Work under this Agreement. In no event shall Consultant's total of all compensation and reimbursement under this Agreement exceed the Contract Amount without the express, written approval from the appropriate Department Head or City Manager. Payments shall be made within thirty(30) days of the date of receipt by the City of Consultant's invoice. Should this Agreement be terminated prior to completion of all Work, payments will be made for any phase of the Work completed and accepted as of the date of termination. 3. Consultant Obligations: 3.1. Independent Contractor Status. Consultant is an independent contractor and not an employee of the City for any purpose. Consultant shall have the complete responsibility for the performance of this Agreement. Consultant shall provide workers' compensation coverage as required in ORS Chapter 656 for all persons employed to perform Work pursuant to this Agreement. Consultant is a subject employer that will comply with ORS 656.017. 3.2. Qualified Work. Consultant has represented, and by entering into this Agreement now represents, that all personnel assigned to the Work to be performed under this Agreement are fully qualified to perform the services to which they will be assigned in a skilled manner and, if required to be registered, licensed, or bonded by the State of Oregon, are so registered, licensed, or bonded. 3.3. Assignment. Consultant shall not assign this Agreement or subcontract any portion of the Work without the written consent of City. Any attempted assignment or subcontract without written consent of City shall be void. Consultant shall be fully responsible for the acts or omissions of any assigns or subcontractors and of all persons employed by them, and the approval by City of any assignment or subcontract of the Work shall not create any contractual relation between the assignee or subcontractor and City. Page 2 of 8 Personal Services Agreement Between the City of Ashland and SSW Consulting Page 86 of 131 3.4. Work Performance Obligation. Consultant shall, at its own risk, perform the Work described in the Description of Services and in the Supporting Documents and, unless otherwise specified in this Agreement, furnish all labor, equipment, and materials required for the proper performance of such Work. 3.5. Certification. Consultant agrees to and shall sign the certification attached hereto as "Exhibit U and incorporated herein by this reference. 4. Insurance: Consultant shall, at its own expense, maintain the following insurance: 4.1. Worker's Compensation. Worker's Compensation insurance in compliance with ORS 656.017, which requires subject employers to provide Oregon workers' compensation coverage for all their subject workers. 4.2. Workers' Compensation Exemption. If applicable, Consultant affirms and certifies that it is exempt from providing Workers' Compensation per ORS 656.027. Exemption criteria: Enter criteria here or delete if not applicable Consultant initials if exempt: Date: Dec 8,2025 4.3. Professional Liability insurance with a combined single limit, or the equivalent, of not less than $2,000,000 (two million dollars) per occurrence. This is to cover any damage caused by error, omission or negligent acts related to the Work to be provided under this Agreement. 4.4. General Liability insurance with a combined single limit, or the equivalent, of not less than$2,000,000(two million dollars) per occurrence for Bodily Injury, Death, and Property Damage. 4.5. Automobile Liability insurance with a combined single limit, or the equivalent, of not less than $2,000,000 (two million dollars) for each accident for Bodily Injury and Property Damage, including coverage for owned, hired or non-owned vehicles, as applicable. 4.6. Notice of cancellation or change. There shall be no cancellation, material change, reduction of limits or intent not to renew the insurance coverage(s)without thirty(30) days' prior written notice from the Consultant or its insurer(s) to the City. 4.7. Additional Insured/Certificates of Insurance. Consultant shall name the City of Ashland, Oregon, and its elected officials, officers and employees as Additional Insureds on any insurance policies, excluding Professional Liability and Workers' Compensation, required herein, but only with respect to Consultant's services to be provided under this Agreement. The consultant's insurance is primary and non-contributory. As evidence of the insurance coverages required by this Agreement, the Consultant shall furnish acceptable insurance certificates prior to commencing the Work under this Agreement. The certificate will specify all of the parties who are Additional Insureds. Insuring Page 3 of 8 Personal Services Agreement Between the City of Ashland and SSW Consulting Page 87 of 131 companies or entities are subject to the City's acceptance. If requested, complete copies of insurance policies; trust agreements, etc. shall be provided to the City. The Consultant shall be financially responsible for all pertinent deductibles, self-insured retentions, and/or self-insurance. 5. Termination: 5.1. Mutual Consent. This Agreement may be terminated at any time by the mutual consent of both parties. 5.2. City's Convenience. This Agreement may be terminated by City at any time upon not less than thirty (30) days' prior written notice delivered by certified mail or in person. 5.3. For Cause. City may terminate or modify this Agreement, in whole or in part, effective upon delivery of written notice to Consultant, or at such later date as may be established by City under any of the following conditions: • If City funding from federal, state, county or other sources is not obtained and continued at levels sufficient to allow for the purchase of the indicated quantity of services; or • If federal or state regulations or guidelines are modified, changed, or interpreted in such a way that the services are no longer allowable or appropriate for purchase under this Agreement or are no longer eligible for the funding proposed for payments authorized by this Agreement; or • If any license or certificate required by law or regulation to be held by Consultant to provide the services required by this Agreement is for any reason denied, revoked, suspended, or not renewed. 5.4. For Default or Breach. Either City or Consultant may terminate this Agreement in the event of a breach of the Agreement by the other. Prior to such termination the party seeking termination shall give to the other party written notice of the breach and its intent to terminate. If the party committing the breach has not entirely cured the breach within fifteen (15) days of the date of the notice, or within such other period as the party giving the notice may authorize in writing, then the Agreement may be terminated at any time thereafter by a written notice of termination by the party giving notice. 5.4.1. Default: The Consultant shall be in default of this Agreement if Consultant: commits any material breach or default of any covenant, warranty, certification, or obligation under the Agreement; institutes an action for relief in bankruptcy or has instituted against it an action for insolvency; makes a general assignment for the benefit of creditors; or ceases doing business on a regular basis of the type identified in its obligations under the Agreement; or attempts to assign rights in, or delegate duties under, this Agreement. Page 4 of 8 Personal Services Agreement Between the City of Ashland and SSW Consulting Page 88 of 131 5.5. Obligation/Liability of Parties. Termination or modification of this Agreement pursuant to subsections 5.1, 5.2, or 5.3 above shall be without prejudice to any obligations or liabilities of either party already accrued prior to such termination or modification. However, upon receiving a notice of termination (regardless of whether such notice is given pursuant to subsection 5.1, 5.2, 5.3, or 5.4 of this section, Consultant shall immediately cease all activities under this Agreement, unless expressly directed otherwise by City in the notice of termination. Further, upon termination, Consultant shall deliver to City all documents, information, works-in-progress and other property that are or would be deliverables had the Agreement been completed. City shall pay Consultant for Work performed prior to the termination date if such Work was performed in accordance with this Agreement. 5.6. The rights and remedies of City provided in this subsection are not exclusive and are in addition to any other rights and remedies provided by law or under this Agreement. 6. Indemnification: Consultant hereby agrees to defend, indemnify, save, and hold City, its officers, employees, and agents harmless from any and all losses, claims, actions, costs, expenses, judgments, or other damages resulting from injury to any person (including injury resulting in death), or damage (including loss or destruction) to property, of whatsoever nature arising out of or incident to the performance of this Agreement by Consultant (including but not limited to, Consultant's employees, agents, and others designated by Consultant to perform Work or services attendant to this Agreement). However, Consultant shall not be held responsible for any losses, expenses, claims, costs, judgments, or other damages, caused solely by the gross negligence of City. 7. Consultant's Compliance with Tax Laws: Consultant represents and warrants to the City that: Consultant shall comply with all Oregon tax laws, including but not limited to ORS 305.620, ORS 305.380(4), and ORS Chapters 316, 317, 318, in addition to any rules, regulations, charter provisions, or ordinances that implement or enforce any of the foregoing tax laws or provisions and any tax provisions imposed by a political subdivisions of the State of Oregon. 8. Living Wage Requirements: If the amount of this Agreement is $26,429.65 or more, Consultant is required to comply with Chapter 3.12 of the Ashland Municipal Code by paying a living wage, as defined in that chapter, to all employees performing Work under this Agreement and to any Subcontractor who performs 50% or more of the Work under this Agreement. Consultant is also required to post the notice attached hereto as "Exhibit B" predominantly in areas where it will be seen by all employees. 9. Notice: Whenever notice is required or permitted to be given under this Agreement, such notice shall be given in writing to the other party by personal delivery, by sending via a reputable commercial overnight courier, by mailing using registered or certified United States mail, return receipt requested, postage prepaid, or by electronically confirmed at the addresses set forth on page one of this agreement with a copy to: Page 5 of Personal Services Agreement Between the City of Ashland and SSW Consulting Page 89 of 131 City of Ashland — Legal Department 20 E. Main Street Ashland, Oregon 97520 Phone: (541) 488-5350 10. General Provisions: 10.1. Ownership of Work/Documents: All Work, work product, or other documents produced in furtherance of this Agreement belong to the City, and any copyright, patent, trademark proprietary or any other protected intellectual property right shall vest in and is hereby assigned to the City. 10.2. Non-appropriations Clause - Funds Available and Authorized: City has sufficient funds currently available and authorized for expenditure to finance the costs of this Agreement within the City's fiscal year budget. Consultant understands and agrees that City's payment of amounts under this Agreement attributable to Work performed after the last day of the current fiscal year is contingent on City appropriations, or other expenditure authority sufficient to allow City in the exercise of its reasonable administrative discretion, to continue to make payments under this Agreement. In the event City has insufficient appropriations, limitations or other expenditure authority, City may terminate this Agreement without penalty or liability to City, effective upon the delivery of written notice to Consultant, with no further liability to Consultant. 10.3. Statutory Requirements: The following laws of the State of Oregon are hereby incorporated by reference into this Agreement: ORS 27913.220, 27913.230 and 27913.235. 10.4. Nondiscrimination: Consultant agrees that no person shall, on the grounds of race, color, religion, creed, sex, marital status, familial status or domestic partnership, national origin, age, mental or physical disability, sexual orientation, gender identity or source of income, suffer discrimination in the performance of any Work under this Agreement when employed by Consultant. Consultant agrees to comply with all applicable requirements of federal and state civil rights and rehabilitation statutes, rules and regulations. Further, Consultant agrees not to discriminate against a disadvantaged business enterprise, minority-owned business, woman-owned business, a business that a service-disabled veteran owns or an emerging small business enterprise certified under ORS 200.055, in awarding subcontracts as required by ORS 279A.110. 10.5. Governing Law: This Agreement shall be governed by the laws of the State of Oregon without regard to conflict of laws principles. Exclusive venue for litigation of any action arising under this Agreement shall be in the Circuit Court of the State of Oregon for Jackson County unless exclusive jurisdiction is in federal court, in which case exclusive venue shall be in the federal district court for the district of Oregon. Each party expressly waives any and all rights to maintain an action under this Agreement in any Page 6 of Personal Services Agreement Between the City of Ashland and SSW Consulting Page 90 of 131 other venue, and expressly consents that, upon motion of the other party, any case may be dismissed, or its venue transferred, as appropriate, so as to effectuate this choice of venue. 11. Merger: This agreement and the attached exhibits constitute the entire understanding and agreement between the parties. No waiver, consent, modification or change of terms of this agreement shall bind either party unless in writing and signed by both parties. Such waiver, consent, modification or change, if made, shall be effective only in the specific instance and for the specific purpose given. There are no understandings, agreements, or representations, oral or written, not specified herein regarding this agreement. Consultant, by signature of its authorized representative, hereby acknowledges that he/she has read this agreement, understands it, and agrees to be bound by its terms and conditions. Page 7 of 8 Personal Services Agreement Between the City of Ashland and SSW Consulting Page 91 of 131 WITNESS WHEREOF, the parties have executed this Agreement in their respective names by their duly authorized representatives as of the dates indicated below. This Agreement may be executed in two counterparts, each of which shall be deemed an original, with equal force and effect as if executed in a single document. City of Ashland: SSW Consulting (Consultant) By: Sabrinda Cotta, City Manager Sam Wsol? Sa a W i Ison(Dec 8,20251536:19 PST) Dec 8,2025 Signature Sara Wilson Date Printed Name Principal/Owner Title Purchase Order No. Dec 8,2025 Date (W--9 is to be submitted with this signed Agreement) APPROVED AS TO FORM: City Attorney Dec 8,2025 Date Page 8 of 8 Personal Services Agreement Between the City of Ashland and SSW Consulting Page 92 of 131 City of Ashland, Oregon City of Ashland LIVING • . . • . • . • • . . . • WAGE per hour, effective June 30, 2025. ,= The Living Wage is adjusted annually every June 30 by the Consumer Price Index. a project or portion of the 401K, and IRS eligible business of their employer, if cafeteria plans (including the employer has ten or more childcare) benefits to the employees, and has received employee's amount of wages. ➢ For all hours worked under a financial assistance for the service contract between their project or business from the Y Note: For temporary and part- employer and the City of City of Ashland over$27,163. time employees, the Living Ashland if the contract Wage does not apply to the exceeds$27,163 or more. > If their employer is the City of first 1040 hours worked in any Ashland, including the Parks calendar year. For more For all hours worked in a and Recreation Department. details, please see Ashland month, if the employee spends Municipal Code Section 50%or more of the employee's In calculating the living wage, 3.12.020. time in that month working on employers may add the value of health care, retirement, For additional information: Call the Ashland City Manager's office at 541-488-6002 or write to the City Manager, City Hall, 20 East Main Street, Ashland, OR 97520, or visit the City's website at www.ashlancl.or.us. Notice to Employers: This notice must be posted in areas where it can be seen by all employees. A§H- LAND Page 93 of 131 Exhibit C Certifications/Representations: Consultant, by and through its authorized representative, under penalty of perjury, certifies that (a) the number shown on the attached W-9 form is its correct taxpayer I D (or is waiting for the number to be issued to it and (b) Consultant is not subject to backup withholding because: (i) it is exempt from backup withholding, or (ii) it has not been notified by the Internal Revenue Service (IRS) that it is subject to backup withholding as a result of a failure to report all interest or dividends, or (iii) the IRS has notified it that it is no longer subject to backup withholding. Consultant further represents and warrants to City that: (a) it has the power and authority to enter into this Agreement and perform the Work, (b) the Agreement, when executed and delivered, shall be a valid and binding obligation of Consultant enforceable in accordance with its terms, (c) the work under the Agreement shall be performed in accordance with the highest professional standards, and (d) Consultant is qualified, professionally competent, and duly licensed (if applicable) to perform the Work. Consultant also certifies under penalty of perjury that its business is not in violation of any Oregon tax laws, it is an independent contractor as defined in the Agreement, it is authorized to do business in the State of Oregon, and Consultant has checked four or more of the following criteria that apply to its business. W1- (1) Consultant carries out the work or services at a location separate from a private residence or is in a specific portion of a private residence, set aside as the location of the business. W1- (2) Commercial advertising or business cards or a trade association membership are purchased for the business. (3) Telephone listing is used for the business separate from the personal residence listing. (4) Labor or services are performed only pursuant to written contracts. (5) Labor or services are performed for two or more different persons within a period of one year. (6) Consultant assumes financial responsibility for defective workmanship or for service not provided as evidenced by the ownership of performance bonds, warranties, errors and omission (professional liability) insurance or liability insurance relating to the Work or services to be provided. Sam W soit Sa a W i I,.n(Dec 8,20251536:19 PST) Consultant's signature Dec 8,2025 Date Page 1 of 1: Exhibit C Page 94 of 131 � R 2�w �l t 1 J yfl SSW CONSULTING ©2025 SSW CONSULTING SSW-CONSULTING.COM ,503,305.50671 SARA�SSW-CONSULTING.COM 644 N.STATE STREET,STE.i, LAKE OSWEGO 97034 40 SSW CONSULTING Dear Sabrina and Team, Thank you for the opportunity to support the City of Ashland in developing its first comprehensive strategic plan. We are excited about the possibility of partnering with you to create a clear, community- informed roadmap that will guide Ashland's future direction and investments. Based on our discussions, We've identified the following key goals for this Work together: • Create Ashland's first long-range strategic plan that moves beyond the biennial budget to guide priorities, decisions, and resource allocation. • Lead robust community and staff engagement—leveraging both broad and targeted approaches— to gather representative input and build shared understanding of challenges and opportunities. • Facilitate Council alignment on vision and priorities, helping the Council move beyond issue- specific focus to a unified long-term direction grounded in community needs and realistic resource constraints. • Clarify Ashland's future identity and strategic choices, enabling the community and leadership to determine the city's desired direction and priority investments for the next 5-lo years, leading to adoption by Summer 2026. This proposal outlines our approach to achieving these goals, along With information about our firm and relevant experience. The SSW team has a strong track record of designing and delivering strategic planning processes that help organizations define clear direction, strengthen alignment, and build internal ownership. We're passionate about supporting communities and teams as they navigate complex choices, and We Would Welcome the opportunity to partner With you on this important Work. Thank you again for considering us. Please let us know if you have any questions—We look forward to collaborating With you on next steps. Sincerely, Sara Singer Wilson, Principal Strategist+ Owner saraC ssW-consulting.com 503 305 5067 2 Page 96 of 131 Contents About SSW 04 Project Approach 10 Cost Breakdown 16 References 17 3 Page 97 of 131 ABOUT SSW SSW is a Portland, Oregon-based consulting firm dedicated to helping local governments and leaders develop beautiful, thriving communities and engaging, supportive organizations. We specialize in facilitation and strategic planning, We tailor our approach to each client's unique using creative approaches to foster collaboration needs,combining years of expertise with best and drive positive change. practices to benefit your team.Whether in-person or virtual, our Workshops use visual tools to create As seasoned graphic facilitators,We use powerful engaging and collaborative experiences. visuals and draw on our clients' mission,vision,and values to bring teams together and build We Work closely With each team to establish clear relationships that get Work done.With more than expectations, communication protocols,and a two decades of experience in the public sector, customized project approach.These elements are We're passionate about supporting the dedicated outlined during the scoping meeting and revisited people Who sign up to serve their communities. By throughout the project to ensure open Working together,We make engagement a fun and communication and progress toward our goals. rewarding experience for everyone involved. 4 Page 98 of 131 SSW TEAM EXPERIENC• ■ .. . Consuffing, August 2017 present 0 Vice President, J Robertson • Company 0RO 0October 2015 to December 17 • Deputy City Manager,•OR, February 2011 October 2015 Senior• Administrative City of Rancho PaLos Verdes, CA, March ••iFebruary 2011 • Other Local.government positions heLd with City of Shawnee, KS, City of • HiLLs City Merriam, KS, SARA SINGER WILSON • fentwood, MO PRINCIPAL STRATEGIST + OWNER EXPERTISE Sara is a seasoned community builder with 25 years of Community • • experience working with local governments across Oregon, 0 Strategic • California, Kansas, and Missouri. Since 2015, she has served 0 Graphic as a consultant for both large and small communities, 0 CommunityEngagement guiding them through visioning and strategic planning 0 CommunicationsStrategy processes. 0 Project M -•_ StrengthsBased Leadership A skilled leader and graphic facilitator, Sara is known for guiding groups through important conversations and using EDUCATION engaging visuals to bring meetings and concepts to life. Her 0 BacheLorof Science, ■. graphics and illustrations help her clients summarize plans, Science, Benedictine CoLLege, enhance their outreach efforts, and achieve their goals. Atchison, KS 0 Master of PubLic Sara's future-oriented, collaborative leadership style brings Administration, of people together. She understands the importance of Lawrence,Kansas authentic engagement and building strong relationships _StrengthD_• • ment between constituents and leadership. By combining these Inventory _ connections with strategic planning and visioning, she helps • ' • tor communities develop shared goals and create powerfulStrengthsCertified ' �' "'change. FaciLitation/Designing Sara is an active member of the International City/County Leading Change/Strategi Management Association (ICMA), the Oregon City/County PLanning, The Grove Management Association (OCCMA), and other professional ConsuLtants International. groups. She has served on various professional association Certified FaciLitator, Mid- committees and participated in conferences as a facilitator, America Regional. . planner, and speaker. 5 Page 99 of 131 SSW TEAM ASHLEY SONOFF FACILITATION + STRATEGY ASSOCIATE Ashley is a policy and program expert with 20+ years of experience across the public, nonprofit, and private sectors. She enjoys using her skills in strategic planning, data analysis, and community engagement to create innovative solutions that enhance public programs and services. A skilled graphic facilitator, Ashley uses visualizations to focus discussions, synthesize ideas, and engage groups to foster collaborative team performance. With a heart for people and public service, she thrives on helping organizations build strong teams and support thriving communities, infusing fun along the way. Ashley earned her Master of Public Administration from the Daniel J. Evans School of Public Policy & Governance at the University of Washington and worked for several local government organizations, including the City of Seattle, City of Gresham, Multnomah County, and City of Lake Oswego, before joining the SSW team. She is an active member of ICMA and OCCMA, serving on various committees to support local government leaders. SASHA KONELL COMMUNICATIONS + ENGAGEMENT DIRECTOR Sasha is a skilled storyteller and relationship builder with more than six Salo years of experience in local government communications. Her expertise in public relations, community engagement, and events, combined with her strong interpersonal skills, make her a valuable asset to any team. She is constantly learning about community culture, trust building, and effective communication practices to ensure equity and inclusion. Her ability to resolve conflict and foster collaboration is instrumental in driving positive outcomes for organizations and communities. KELSEY O'HALLORAN COMMUNICATIONS & ENGAGEMENT STRATEGIST As a skilled communicator with lo+ years of experience in journalism, copywriting, and content strategy, Kelsey crafts compelling stories that connect communities. Guided by data and community insights, she helps SSW and our clients create content that resonates and drives results. A lifelong Oregonian, Kelsey is passionate about her local community and serves on the board of the Tigard Downtown Alliance, helping to build a vibrant and thriving downtown for all. 6 Page 100 of 131 SSW TEAM MALEIGHA MARTINEZ ADMINISTRATIVE ASSISTANT As a psychology student at the University of Portland, Maleigha is passionate about understanding human behavior and promoting positive change. With a focus on cognitive, social, and developmental psychology, she applies her academic knowledge to research design, statistical analysis, and critical thinking. Born and raised in Portland, Maleigha is driven by a passion for understanding human behavior and assisting individual and community growth. 7 Page 101 of 131 PROJECT EXPERIENCE CITY OF HILLSBORO STRATEGIC PLANNING For the past four years,SSW has been a key partner to the City of Hillsboro(pop. 1o8,000), facilitating annual goal-setting workshops for the City Council and Management Team.These sessions have encompassed a wide range of One C ty, One Team initiatives, including diversity, equity, and inclusion A STRATEGIC PLAN FOR OUR FUTURE training, recognizing the City's achievements, and developing a shared community context. In 2022,SSW embarked on a comprehensive,two-year process to update Hillsboro's 10-year strategic plan.This involved conducting a thorough current state analysis, engaging with over 50o employees, developing a new mission, vision,values,and goals, and creating a strategic plan designed to foster a culture of strategic management. By aligning the strategic plan with the City Council's annual goal-setting process and the biennial budget,SSW has helped the City of Hillsboro build a strong foundation for future success. CITY OF MANKATO STRATEGIC PLANNING In 2023, SSW partnered with the City of Mankato to develop a strategic plan for 2025-2029.To ensure the plan truly reflected the needs and aspirations of the community and city staff, SSW employed a comprehensive engagement process.This included surveys, focus groups,town halls, action labs, and WNKATO collaborative workshops with the City Council and PLANNING THE WAY FOR THE FUTURE Leadership Team. By gathering diverse perspectives, SSW helped the City to develop a strategic plan that aligns with their community's vision. The resulting plan outlines the City's new mission,vision, and values, and sets ambitious goals in areas such as infrastructure, livability, safety,and the organization. CITY/COUNTY INSURANCE SERVICES (CIS) STRATEGIC PLANNING SSW has partnered with CIS since 2019 to develop and refine their strategic plan.We've facilitated workshops, engaged stakeholders, and developed YAI�I�SA 1p1ww�y actionable plans aligned with CIS's mission and �Eq��ry �{INNovAmoN �SyrG��'�+IP ��VIcE vision. Our ongoing support includes annual plan reviews, i Q implementation guidance,and strategic initiative support. In 2021, we assisted the CIS Marketing Team �0 Y in developing marketing plans for each business unit. Currently,we're collaborating with CIS on a 5- utiw�crMtiyr+uMr year strategic plan update, engaging staff, the Board of Trustees, and key stakeholders across Oregon. 8 Page 102 of 131 SSW CLIENTS With a long history of serving local governments and organizations, we can't wait to support your team. • City of Albany Team Building(2018,2020 Council . City of Lebanon Strategic Plan(2024) Workshop(2025),Strategic Plan(2021/2022),Total SDI . City of Mankato Strategic Plan(2024) Training(2018,2020) • City of McMinnville Department Team Training(2020), • City of Beaverton Governance Training(2020,2021) City Council Team Building and Total SDI Training(2021) Council Goal-Setting Retreat(2021,2023) • City of MiLwaukie Council Goal-Setting Retreat(2022) • City of Beaverton Boards+Commissions Workshops . City of Monmouth City Council Goal-Setting Retreat (2024,2025) (2023,2024,2025) • City of Bend Parks and Recreation District Diversity, . City of North Plains City Council Retreat(2019,2022) Equity and Inclusion Strategy(2021) • City of Oregon City Council Goal-Setting Retreat(2021) • City of Bend Council Goal Refinement Retreat(2023, . City of Portland City Council Policy and Administration 2025) Training(2024) • City of Bend IT+Engineering Department Retreats . City of Rockaway Beach Strategic Plan(2024) (2023) • City of Sandy Council Goal-Setting Retreat(2021) • City and Borough of Sitka,Alaska Strategic Plan(2022), • City of Scappoose City Council Orientation(2021), Strategic Plan Annual Update(2023,2024)CBS Strategic Council Goal-Setting Retreat(2022,2023,2024) Plan Communications . City of Stayton Goal-Setting Retreat(2019,2023) • City of Canby Leadership+Council Total SDI Training . City of Tigard City Council Goal-Setting and Total SDI (2024)City of Canby Council Retreat(2022,2023,2024, Training(2021,2023),Council Ground Rules Workshop 2025) (2021) • City of Canby Fire Department Recruitment+Retention . City of Tualatin Goal-Setting Workshop,Tualatin Action Plan Tomorrow Vision,America's Best Communities • City of Cornelius City Council Goal-Setting Retreat(2021) Revitalization Plan(2016-2018)Council Goal-Setting • City of Cottage Grove Leadership Total SDI Workshop Advance(2024) (2024)Council Goal-Setting Retreat(2025) • City of Vancouver Human Resources Total SDI Training • City of Dallas Council Goal-Setting Retreat(2025) +Goal-Setting Retreat(2023) • City of Florence Executive Team Total SDI Training . City of Vernonia Council Total SDI Training and Goal- (2020/2021)Florence City Council Work Plan Strategy Setting Retreat(2023) Session(2024) • City of Wilsonville Park Board Prioritization Workshop • City of Forest Grove Council Goal-Setting Workshop (2019), Parks Bond Task Force Facilitation+Management and Mid-Year Retreat(Feb.2020,Sept.2020,Jan.2021, (2020),City Council Goal-Setting(2021,2023,2025),Sister 2022,2023,2024,2025) City Advisory Board Strategic Plan(2021), Board and • City of Forest Grove Community Visioning(2024-In Commissions Workshop(2022) Progress) . City of Yachats Goal-Setting Workshop(2020) • City of Gladstone Council Goal-Setting Retreat 2023, . City/County Insurance Services Strategic Plan(January 2025) 2020,2024),CIS Strategic Plan Annual Update 2021,2022, • City of Glendora Leadership Team Retreat(2022,2025) 2023)Marketing Plans(2021) Council Goal-Setting Retreat(2024) • Clackamas County Organizational Development(2022) • City of Gresham Pathways to Employment Strategic . Columbia Memorial Hospital Strategic Plan(2022) Plan(2017),Community Engagement Strategic Plan . Hillsboro M+M Marketplace Strategic Plan(2023) (2018),Community Engagement Training(2019) • Hillsboro Parks+Recreation Board Retreat(2024) • City of Happy Valley Library Total SDI Training(2024) • Hood River County Strategic Plan(2020,2021) • City of Happy Valley City Council Goal-Setting Retreat . International Leadership Academy Strategic Plan(2024) (2016,2019,2020) • Mercer Island City Council Team Building(2018) • City of Hermiston Goal-Setting Workshops(Annually, . Urban Flood Safety Water Quality District Strategic 2016-2025),Community Vision(2020/2021) Plan(2019), Plan Updates and Implementation Support • City of Hillsboro Goal-Setting Workshop(Annually, (2019-2020)Board Retreat(2024) 2020-2024), Hillsboro Parks and Recreation Commission . Multnomah County Managers Conference Coordination Strategic Plan(2020/2021), Hillsboro Strategic Plan (2024) (2022) • NW Women's Leadership Academy Total SDI Training • City of Hood River Homelessness Strategic Plan(2020) and Strategic Planning(Annually,2018-2024) Council Goal Refinement Retreat(2024) • Polk County Fire District No.i Strategic Plan(2024) • City of Independence Council Goal-Setting Retreat . Washington County Strategic Planning Efforts(2022) (2022) • Columbia Community Mental Health Strategic Plan • City of Lake Oswego DEI Meeting Facilitation(2023) (2025-In Progress) Leadership Team Training(2023)Parks and Recreation . Canby Fire District#62 Recruitment and Retention Leadership Team Workshop(2022)Fire Department Workshops(2024) Total SDI Training(2023) 9 Page 103 of 131 • Dow • A strategic plan is a vital tool for setting priorities,focusing resources,and aligning Leadership,staff,and community efforts around a shared direction. For the City of Ashland—at a pivotal moment of transition and possibility—this is an opportunity to create the community's first truly comprehensive strategic plan. With clear objectives and a roadmap for achieving them, the plan will help Ashland move beyond biennial work planning to a long-range framework that strengthens operations, supports thoughtful investment decisions, and fosters a more unified approach to governance. It will provide a structure for engaging residents and staff, building shared understanding of the city's challenges and opportunities, and clarifying where the community Wants to focus its limited resources. The strategic plan Will also help Ashland define or reaffirm its identity—Whether as a retirement community, a family-friendly city, a cultural and tourism destination, or a blend of these—and establish a collective vision for the next 5-lo years. By grounding the plan in inclusive engagement and Council alignment, the City Will be positioned to navigate future choices With clarity and confidence. The following pages outline a process for developing this strategic plan.We Will collaborate closely With your team to tailor the approach to Ashland's unique needs, ensuring the final plan is not only actionable and community-informed, but a valuable guide for the City's future. Strategic planning is a useful tool to guide an organization in effectively aligning resource allocation With long-term vision and goals.SSW Will Work With With your organization to ensure the project goals and timelines align With your team's desired outcomes and existing processes. SSW Consulting leverages the power of graphic facilitation to help teams visualize their strategic plans. By combining large-scale note-taking With meeting management, our facilitators capture key discussions, decisions, and areas of agreement. This visual approach, Whether conducted in-person or virtually, enhances participant engagement, knowledge retention, and buy-in.The final graphic representation serves as a tangible reminder of the team's journey, facilitating future reference and sharing of accomplishments. PROJECT ROLES To ensure a successful project, We propose a collaborative approach that leverages the strengths of both SSW and the City of Ashland's organization. Our team Will Work closely With City staff to develop and implement a strategic plan that aligns With your goals and needs. PROJECT SPONSOR:The project sponsor, typically a member of the City's leadership, is responsible for identifying the need, problem, or opportunity.They Will champion the project, provide strategic direction, and resolve any significant issues. PROJECT MANAGER: The project manager, a staff member from the leadership team, Will oversee day-to-day project activities, coordinate With stakeholders, and ensure timely completion of deliverables. CONSULTANT TEAM:The SSW team Will provide expert guidance, facilitate Workshops, deliver engagement materials, and develop the strategic plan. Associate Ashley Sonoff Will serve as the primary point of contact. STRATEGIC PLAN TEAM(SPT): The SPT Will provide input, support engagement efforts, review drafts, and help shape the final plan.The makeup of this team Will be discussed during the project scoping phase. A strategic plan Will also outline a process for implementation Which Will include the structure for progress reporting, plan updates, and other key steps to ensure the plan remains a living, dynamic document to guide the organization and team. Strategic planning involves a lot of people and ideas. To keep things on track, the consultant-client team needs to remain in-sync and prepared to respond to unexpected twists and turns. To that end, We have allocated time and budget to hold regular meetings With staff and stakeholders along the Way as needed. 11 Page 105 of 131 PROJECT PROCESS + TIMELINE TASK 1: PROJECT SCOPING + PLANNING To kick off the project, we will meet with your team to refine project goals, Work plan, and schedule. We will review existing documents and background information, such as any previous guiding plans or goals, to gain a comprehensive understanding of the City's context and develop a community/organizational profile. This information will be summarized in a project charter, and a final timeline will be developed showing the project phases, activities, major milestones and checkpoints in the process. Deliverables+Key Tasks: • Meet with project team • Develop project charter, work plan and timeline • Gather all background resources • Develop community/organizational profile • Identify stakeholders for engagement • Identify goals for a strategic plan Workshop • Develop interview questions for the Council/leadership team TASK 2: STRATEGIC PLANNING WORKSHOP To align the strategic planning workshop with the City's needs, we will conduct interviews with workshop participants(City Council and Leadership Team or designated staff).These interviews will help identify priorities, shape the workshop agenda, and build rapport with the team. Following the interviews, we will develop a detailed workshop agenda and prepare necessary materials. The workshop will focus on building a shared understanding of the community and organizational context, identifying emerging priorities, developing our plan for the strategic plan engagement, and building team cohesion. During the workshop, we will use graphic facilitation to capture key discussions and decisions. We will conduct a post-workshop debrief to review the outcomes and outline next steps. Deliverables+Key Tasks: • Conduct outreach interviews for workshop participants • Prepare and present an outreach summary • Develop an agenda and logistics plan • Facilitate a 1-day workshop • Graphic notes from the session distributed to all participants 12 Page 106 of 131 TASK 3: STRATEGIC PLAN ENGAGEMENT Using the input gathered from early conversations with City leadership and Council, the SSW team will develop a Communications and Engagement Plan to guide outreach and communication activities throughout the project. We will begin by presenting a draft plan to the City's Strategic Planning team to gather additional input and ensure the engagement strategy reflects Ashland's unique community dynamics.As part of this process, we will develop a stakeholder map that identifies key community groups, organizations, neighborhoods, and individuals—including families, long-time residents, business owners, retirees, and traditionally under-represented voices. To ensure We are hearing from the full spectrum of Ashland's population, we will review demographic data with the project team and align engagement strategies to reach all segments of the community. Drawling from our experience and Ashland staff's local expertise, We will jointly identify effective tools and techniques—ranging from broad outreach opportunities to more targeted conversations—to ensure meaningful participation. This approach will build on and expand Ashland's existing engagement networks, while also incorporating new methods to reach those who may not traditionally participate. We will gather input on the project brand and key messages as well;a consistent and recognizable brand will help build visibility and trust in the strategic planning process. The final Communications and Engagement Plan will include a comprehensive engagement strategy, timeline, project brand elements, key messages, stakeholder map, and a recommended suite of engagement tools tailored to Ashland's organizational capacity and community context. Working closely with Ashland staff, we will support the development of a variety of outreach tools outlined in the plan. Each engagement approach will be designed to be culturally relevant, accessible, and inclusive across generations and demographics. Our process assumes ideas will be gathered through a consistent set of questions across all activities and later organized into themes to support clear analysis. Collaboration with staff and community partners will be central to our approach. Ashland staff, advisory committee members, and community volunteers can play an important role in extending the reach of engagement and fostering authentic conversations.This model not only broadens participation but strengthens community connection as residents and stakeholders dialog with one another. SSW will support and supplement these efforts with our facilitation expertise Wherever needed. We Will also design engagement activities specifically for the Ashland organization. City staff offer valuable insight based on their experience delivering services, interacting With residents, and managing day-to-day operations. Their perspective is essential to building a strategic plan that is both aspirational and operationally feasible. Engaging staff early and often also builds internal ownership for successful implementation. Our team is experienced in facilitating both virtual and in-person engagement through online surveys, interactive digital tools, small-group sessions, open houses, live virtual forums, and pop-up engagement. We Will recommend a mix of formats that best serves the Ashland community and the City's capacity. The Communications and Engagement Plan Will also include an evaluation framework for each engagement tool. Measuring results ensures that our outreach strategies are effective and allows us to make real-time adjustments to reach the community more equitably and comprehensively. 13 Page 107 of 131 All engagement input will be compiled, coded, and sorted into emerging themes within a centralized database. The SSW team will analyze the data to identify community and organizational patterns, priorities, opportunities, and challenges. Using this foundation, We will develop draft content for the strategic plan, including summaries of engagement activities, key insights, community values, goal statements, and initial strategic initiative concepts organized by theme. Deliverables+Key Tasks: • Develop draft Communications+ Engagement Plan • Prepare project branding options • Convene Strategic Planning Team(we will set up regular meetings through the engagement and plan development phases) • Develop outreach materials • Prepare engagement database • Conduct engagement • Organize engagement data into themes • Prepare engagement summary/Strategic Plan framework • Present to project team and SPT TASK 4: STRATEGIC PLAN DEVELOPMENT Using the goals and themes identified through engagement, the SSW team will convene a series of Strategic Plan Idea Labs.These focused working sessions will bring together staff, subject-matter experts, and potentially interested community members to refine the strategic initiatives that support each goal area. Participants will also discuss potential performance measures and/or community indicators to ensure initiatives are clear and actionable. The Idea Labs will help translate community input into draft strategies by analyzing feasibility, resource needs, and opportunities for collaboration. Building on this work, SSW will develop the draft Strategic Plan, including goals, strategic initiatives, and supporting narrative. The project team and City Council, Strategic Planning Team will then review the draft plan and provide guidance on the implementation structure. This structure will outline howl the City will track progress, identify project leads, update the plan over time, and maintain visibility and accountability. The result will be an organization focused on cultivating a strong culture of strategic management with a practical, community-informed strategic plan supported by a clear framework for implementation and long-term use. Deliverables+Key Tasks: • Prepare and facilitate strategy idea labs • Draft content for strategic plan • Prepare draft plan for review • Present and gather input on the draft plan • Make any edits or refinements to the plan 14 Page 108 of 131 40 TASK 5: ADOPTING THE PLAN The draft Strategic Plan will be presented to the SPT and staff.There will be a comment period for staff to submit any final comments on the draft document.The final draft will be presented to the Council for approval. We will meet with staff and the SPT to celebrate and discuss the next steps and identify training opportunities/needs for staff to support implementation and progress reporting. Deliverables+Key Tasks: • Present final plan for team/organizational adoption • Coordinate next steps with project team for implementation 15 Page 109 of 131 COST BREAKDOWN Please see the estimated cost proposal below.The Client will be billed for hours worked and reimbursable expenses. Expenses will be billed for reimbursement at cost. Additional services can be contracted for optional tasks, reports, or Work outside of this scope.The costs for additional services will be based on the hourly rates listed below: Sara Singer Wilson, Principal Strategist+Owner: $215/hr Alex Logue, Communications+ Engagement Associate: $16o/hr Sasha Konell, Communications+ Engagement Associate: $140/hr Ashley Sonoff, Facilitation+Strategy Associate: $15o/hr Kelsey O'Halloran, Communications+ Engagement Strategist: $120/hr Maleigha Martinez, Administrative Assistant: $65/hr COSTPROPOSAL TASK 1: PROJECT SCOPING+ PLANNING $3,130.00 TASK 2: STRATEGIC PLANNING WORKSHOP $6,56o.00 TASK 3: STRATEGIC PLAN ENGAGEMENT $31,66o.00 TASK 4:STRATEGIC PLAN DEVELOPMENT $11,830.00 TASK 5:ADOPTING THE PLAN $3,65o.00 ONGOING PROJECTTASKS/COSTS PROJECT ADMIN $14,220.00 TOTAL CONSULTANT FEES $71,050.00 EXPENSES(FACILITATION SUPPLIES,GRAPHIC DESIGN, $8 5o0 oo TRAVEL/LODGING, PRINTING/ENGAGEMENT MATERIALS) TOTALGRAND • • • • 16 Page 110 of 131 i I REFERENCES t WE CAN'T WAIT TO SUPPORT YOUR TEAM. Please feel free to reach out to the project references below to learn more about SSW's facilitation, leadership, and project management capabilities. RAHIM HARM Hillsboro Deputy City Manager 503.681.6447 rahim.harji(a hillsboro-oregon.gov PATRICK PRIEST City/County Insurance Services Executive Director 503.763.3810 ` PpriestCa cisoregon.org SHERILYN LOMBOS Tualatin City Manager 503-691.3010 slombos(a tualatin.gov 17 Page 111 of 131 � R 2�w �l t 1 J yfl SSW CONSULTING ©2025 SSW CONSULTING SSW-CONSULTING.COM ,503,305.50671 SARA�SSW-CONSULTING.COM 644 N.STATE STREET,STE.i, LAKE OSWEGO 97034 40 SSW CONSULTING Dear Sabrina and Team, Thank you for the opportunity to support the City of Ashland in developing its first comprehensive strategic plan. We are excited about the possibility of partnering with you to create a clear, community- informed roadmap that will guide Ashland's future direction and investments. Based on our discussions, We've identified the following key goals for this Work together: • Create Ashland's first long-range strategic plan that moves beyond the biennial budget to guide priorities, decisions, and resource allocation. • Lead robust community and staff engagement—leveraging both broad and targeted approaches— to gather representative input and build shared understanding of challenges and opportunities. • Facilitate Council alignment on vision and priorities, helping the Council move beyond issue- specific focus to a unified long-term direction grounded in community needs and realistic resource constraints. • Clarify Ashland's future identity and strategic choices, enabling the community and leadership to determine the city's desired direction and priority investments for the next 5-lo years, leading to adoption by Summer 2026. This proposal outlines our approach to achieving these goals, along With information about our firm and relevant experience. The SSW team has a strong track record of designing and delivering strategic planning processes that help organizations define clear direction, strengthen alignment, and build internal ownership. We're passionate about supporting communities and teams as they navigate complex choices, and We Would Welcome the opportunity to partner With you on this important Work. Thank you again for considering us. Please let us know if you have any questions—We look forward to collaborating With you on next steps. Sincerely, Sara Singer Wilson, Principal Strategist+ Owner saraC ssW-consulting.com 503 305 5067 2 Page 113 of 131 Contents About SSW 04 Project Approach 10 Cost Breakdown 16 References 17 3 Page 114 of 131 ABOUT SSW SSW is a Portland, Oregon-based consulting firm dedicated to helping local governments and leaders develop beautiful, thriving communities and engaging, supportive organizations. We specialize in facilitation and strategic planning, We tailor our approach to each client's unique using creative approaches to foster collaboration needs,combining years of expertise with best and drive positive change. practices to benefit your team.Whether in-person or virtual, our Workshops use visual tools to create As seasoned graphic facilitators,We use powerful engaging and collaborative experiences. visuals and draw on our clients' mission,vision,and values to bring teams together and build We Work closely With each team to establish clear relationships that get Work done.With more than expectations, communication protocols,and a two decades of experience in the public sector, customized project approach.These elements are We're passionate about supporting the dedicated outlined during the scoping meeting and revisited people Who sign up to serve their communities. By throughout the project to ensure open Working together,We make engagement a fun and communication and progress toward our goals. rewarding experience for everyone involved. 4 Page 115 of 131 SSW TEAM EXPERIENC• ■ .. . Consuffing, August 2017 present 0 Vice President, J Robertson • Company 0RO 0October 2015 to December 17 • Deputy City Manager,•OR, February 2011 October 2015 Senior• Administrative City of Rancho PaLos Verdes, CA, March ••iFebruary 2011 • Other Local.government positions heLd with City of Shawnee, KS, City of • HiLLs City Merriam, KS, SARA SINGER WILSON • fentwood, MO PRINCIPAL STRATEGIST + OWNER EXPERTISE Sara is a seasoned community builder with 25 years of Community • • experience working with local governments across Oregon, 0 Strategic • California, Kansas, and Missouri. Since 2015, she has served 0 Graphic as a consultant for both large and small communities, 0 CommunityEngagement guiding them through visioning and strategic planning 0 CommunicationsStrategy processes. 0 Project M -•_ StrengthsBased Leadership A skilled leader and graphic facilitator, Sara is known for guiding groups through important conversations and using EDUCATION engaging visuals to bring meetings and concepts to life. Her 0 BacheLorof Science, ■. graphics and illustrations help her clients summarize plans, Science, Benedictine CoLLege, enhance their outreach efforts, and achieve their goals. Atchison, KS 0 Master of PubLic Sara's future-oriented, collaborative leadership style brings Administration, of people together. She understands the importance of Lawrence,Kansas authentic engagement and building strong relationships _StrengthD_• • ment between constituents and leadership. By combining these Inventory _ connections with strategic planning and visioning, she helps • ' • tor communities develop shared goals and create powerfulStrengthsCertified ' �' "'change. FaciLitation/Designing Sara is an active member of the International City/County Leading Change/Strategi Management Association (ICMA), the Oregon City/County PLanning, The Grove Management Association (OCCMA), and other professional ConsuLtants International. groups. She has served on various professional association Certified FaciLitator, Mid- committees and participated in conferences as a facilitator, America Regional. . planner, and speaker. 5 Page 116 of 131 SSW TEAM ASHLEY SONOFF FACILITATION + STRATEGY ASSOCIATE Ashley is a policy and program expert with 20+ years of experience across the public, nonprofit, and private sectors. She enjoys using her skills in strategic planning, data analysis, and community engagement to create innovative solutions that enhance public programs and services. A skilled graphic facilitator, Ashley uses visualizations to focus discussions, synthesize ideas, and engage groups to foster collaborative team performance. With a heart for people and public service, she thrives on helping organizations build strong teams and support thriving communities, infusing fun along the way. Ashley earned her Master of Public Administration from the Daniel J. Evans School of Public Policy & Governance at the University of Washington and worked for several local government organizations, including the City of Seattle, City of Gresham, Multnomah County, and City of Lake Oswego, before joining the SSW team. She is an active member of ICMA and OCCMA, serving on various committees to support local government leaders. SASHA KONELL COMMUNICATIONS + ENGAGEMENT DIRECTOR Sasha is a skilled storyteller and relationship builder with more than six Salo years of experience in local government communications. Her expertise in public relations, community engagement, and events, combined with her strong interpersonal skills, make her a valuable asset to any team. She is constantly learning about community culture, trust building, and effective communication practices to ensure equity and inclusion. Her ability to resolve conflict and foster collaboration is instrumental in driving positive outcomes for organizations and communities. KELSEY O'HALLORAN COMMUNICATIONS & ENGAGEMENT STRATEGIST As a skilled communicator with lo+ years of experience in journalism, copywriting, and content strategy, Kelsey crafts compelling stories that connect communities. Guided by data and community insights, she helps SSW and our clients create content that resonates and drives results. A lifelong Oregonian, Kelsey is passionate about her local community and serves on the board of the Tigard Downtown Alliance, helping to build a vibrant and thriving downtown for all. 6 Page 117 of 131 SSW TEAM MALEIGHA MARTINEZ ADMINISTRATIVE ASSISTANT As a psychology student at the University of Portland, Maleigha is passionate about understanding human behavior and promoting positive change. With a focus on cognitive, social, and developmental psychology, she applies her academic knowledge to research design, statistical analysis, and critical thinking. Born and raised in Portland, Maleigha is driven by a passion for understanding human behavior and assisting individual and community growth. 7 Page 118 of 131 PROJECT EXPERIENCE CITY OF HILLSBORO STRATEGIC PLANNING For the past four years,SSW has been a key partner to the City of Hillsboro(pop. 1o8,000), facilitating annual goal-setting workshops for the City Council and Management Team.These sessions have encompassed a wide range of One C ty, One Team initiatives, including diversity, equity, and inclusion A STRATEGIC PLAN FOR OUR FUTURE training, recognizing the City's achievements, and developing a shared community context. In 2022,SSW embarked on a comprehensive,two-year process to update Hillsboro's 10-year strategic plan.This involved conducting a thorough current state analysis, engaging with over 50o employees, developing a new mission, vision,values,and goals, and creating a strategic plan designed to foster a culture of strategic management. By aligning the strategic plan with the City Council's annual goal-setting process and the biennial budget,SSW has helped the City of Hillsboro build a strong foundation for future success. CITY OF MANKATO STRATEGIC PLANNING In 2023, SSW partnered with the City of Mankato to develop a strategic plan for 2025-2029.To ensure the plan truly reflected the needs and aspirations of the community and city staff, SSW employed a comprehensive engagement process.This included surveys, focus groups,town halls, action labs, and WNKATO collaborative workshops with the City Council and PLANNING THE WAY FOR THE FUTURE Leadership Team. By gathering diverse perspectives, SSW helped the City to develop a strategic plan that aligns with their community's vision. The resulting plan outlines the City's new mission,vision, and values, and sets ambitious goals in areas such as infrastructure, livability, safety,and the organization. CITY/COUNTY INSURANCE SERVICES (CIS) STRATEGIC PLANNING SSW has partnered with CIS since 2019 to develop and refine their strategic plan.We've facilitated workshops, engaged stakeholders, and developed YAI�I�SA 1p1ww�y actionable plans aligned with CIS's mission and �Eq��ry �{INNovAmoN �SyrG��'�+IP ��VIcE vision. Our ongoing support includes annual plan reviews, i Q implementation guidance,and strategic initiative support. In 2021, we assisted the CIS Marketing Team �0 Y in developing marketing plans for each business unit. Currently,we're collaborating with CIS on a 5- utiw�crMtiyr+uMr year strategic plan update, engaging staff, the Board of Trustees, and key stakeholders across Oregon. 8 Page 119 of 131 SSW CLIENTS With a long history of serving local governments and organizations, we can't wait to support your team. • City of Albany Team Building(2018,2020 Council . City of Lebanon Strategic Plan(2024) Workshop(2025),Strategic Plan(2021/2022),Total SDI . City of Mankato Strategic Plan(2024) Training(2018,2020) • City of McMinnville Department Team Training(2020), • City of Beaverton Governance Training(2020,2021) City Council Team Building and Total SDI Training(2021) Council Goal-Setting Retreat(2021,2023) • City of MiLwaukie Council Goal-Setting Retreat(2022) • City of Beaverton Boards+Commissions Workshops . City of Monmouth City Council Goal-Setting Retreat (2024,2025) (2023,2024,2025) • City of Bend Parks and Recreation District Diversity, . City of North Plains City Council Retreat(2019,2022) Equity and Inclusion Strategy(2021) • City of Oregon City Council Goal-Setting Retreat(2021) • City of Bend Council Goal Refinement Retreat(2023, . City of Portland City Council Policy and Administration 2025) Training(2024) • City of Bend IT+Engineering Department Retreats . City of Rockaway Beach Strategic Plan(2024) (2023) • City of Sandy Council Goal-Setting Retreat(2021) • City and Borough of Sitka,Alaska Strategic Plan(2022), • City of Scappoose City Council Orientation(2021), Strategic Plan Annual Update(2023,2024)CBS Strategic Council Goal-Setting Retreat(2022,2023,2024) Plan Communications . City of Stayton Goal-Setting Retreat(2019,2023) • City of Canby Leadership+Council Total SDI Training . City of Tigard City Council Goal-Setting and Total SDI (2024)City of Canby Council Retreat(2022,2023,2024, Training(2021,2023),Council Ground Rules Workshop 2025) (2021) • City of Canby Fire Department Recruitment+Retention . City of Tualatin Goal-Setting Workshop,Tualatin Action Plan Tomorrow Vision,America's Best Communities • City of Cornelius City Council Goal-Setting Retreat(2021) Revitalization Plan(2016-2018)Council Goal-Setting • City of Cottage Grove Leadership Total SDI Workshop Advance(2024) (2024)Council Goal-Setting Retreat(2025) • City of Vancouver Human Resources Total SDI Training • City of Dallas Council Goal-Setting Retreat(2025) +Goal-Setting Retreat(2023) • City of Florence Executive Team Total SDI Training . City of Vernonia Council Total SDI Training and Goal- (2020/2021)Florence City Council Work Plan Strategy Setting Retreat(2023) Session(2024) • City of Wilsonville Park Board Prioritization Workshop • City of Forest Grove Council Goal-Setting Workshop (2019), Parks Bond Task Force Facilitation+Management and Mid-Year Retreat(Feb.2020,Sept.2020,Jan.2021, (2020),City Council Goal-Setting(2021,2023,2025),Sister 2022,2023,2024,2025) City Advisory Board Strategic Plan(2021), Board and • City of Forest Grove Community Visioning(2024-In Commissions Workshop(2022) Progress) . City of Yachats Goal-Setting Workshop(2020) • City of Gladstone Council Goal-Setting Retreat 2023, . City/County Insurance Services Strategic Plan(January 2025) 2020,2024),CIS Strategic Plan Annual Update 2021,2022, • City of Glendora Leadership Team Retreat(2022,2025) 2023)Marketing Plans(2021) Council Goal-Setting Retreat(2024) • Clackamas County Organizational Development(2022) • City of Gresham Pathways to Employment Strategic . Columbia Memorial Hospital Strategic Plan(2022) Plan(2017),Community Engagement Strategic Plan . Hillsboro M+M Marketplace Strategic Plan(2023) (2018),Community Engagement Training(2019) • Hillsboro Parks+Recreation Board Retreat(2024) • City of Happy Valley Library Total SDI Training(2024) • Hood River County Strategic Plan(2020,2021) • City of Happy Valley City Council Goal-Setting Retreat . International Leadership Academy Strategic Plan(2024) (2016,2019,2020) • Mercer Island City Council Team Building(2018) • City of Hermiston Goal-Setting Workshops(Annually, . Urban Flood Safety Water Quality District Strategic 2016-2025),Community Vision(2020/2021) Plan(2019), Plan Updates and Implementation Support • City of Hillsboro Goal-Setting Workshop(Annually, (2019-2020)Board Retreat(2024) 2020-2024), Hillsboro Parks and Recreation Commission . Multnomah County Managers Conference Coordination Strategic Plan(2020/2021), Hillsboro Strategic Plan (2024) (2022) • NW Women's Leadership Academy Total SDI Training • City of Hood River Homelessness Strategic Plan(2020) and Strategic Planning(Annually,2018-2024) Council Goal Refinement Retreat(2024) • Polk County Fire District No.i Strategic Plan(2024) • City of Independence Council Goal-Setting Retreat . Washington County Strategic Planning Efforts(2022) (2022) • Columbia Community Mental Health Strategic Plan • City of Lake Oswego DEI Meeting Facilitation(2023) (2025-In Progress) Leadership Team Training(2023)Parks and Recreation . Canby Fire District#62 Recruitment and Retention Leadership Team Workshop(2022)Fire Department Workshops(2024) Total SDI Training(2023) 9 Page 120 of 131 • Dow • A strategic plan is a vital tool for setting priorities,focusing resources,and aligning Leadership,staff,and community efforts around a shared direction. For the City of Ashland—at a pivotal moment of transition and possibility—this is an opportunity to create the community's first truly comprehensive strategic plan. With clear objectives and a roadmap for achieving them, the plan will help Ashland move beyond biennial work planning to a long-range framework that strengthens operations, supports thoughtful investment decisions, and fosters a more unified approach to governance. It will provide a structure for engaging residents and staff, building shared understanding of the city's challenges and opportunities, and clarifying where the community Wants to focus its limited resources. The strategic plan Will also help Ashland define or reaffirm its identity—Whether as a retirement community, a family-friendly city, a cultural and tourism destination, or a blend of these—and establish a collective vision for the next 5-lo years. By grounding the plan in inclusive engagement and Council alignment, the City Will be positioned to navigate future choices With clarity and confidence. The following pages outline a process for developing this strategic plan.We Will collaborate closely With your team to tailor the approach to Ashland's unique needs, ensuring the final plan is not only actionable and community-informed, but a valuable guide for the City's future. Strategic planning is a useful tool to guide an organization in effectively aligning resource allocation With long-term vision and goals.SSW Will Work With With your organization to ensure the project goals and timelines align With your team's desired outcomes and existing processes. SSW Consulting leverages the power of graphic facilitation to help teams visualize their strategic plans. By combining large-scale note-taking With meeting management, our facilitators capture key discussions, decisions, and areas of agreement. This visual approach, Whether conducted in-person or virtually, enhances participant engagement, knowledge retention, and buy-in.The final graphic representation serves as a tangible reminder of the team's journey, facilitating future reference and sharing of accomplishments. PROJECT ROLES To ensure a successful project, We propose a collaborative approach that leverages the strengths of both SSW and the City of Ashland's organization. Our team Will Work closely With City staff to develop and implement a strategic plan that aligns With your goals and needs. PROJECT SPONSOR:The project sponsor, typically a member of the City's leadership, is responsible for identifying the need, problem, or opportunity.They Will champion the project, provide strategic direction, and resolve any significant issues. PROJECT MANAGER: The project manager, a staff member from the leadership team, Will oversee day-to-day project activities, coordinate With stakeholders, and ensure timely completion of deliverables. CONSULTANT TEAM:The SSW team Will provide expert guidance, facilitate Workshops, deliver engagement materials, and develop the strategic plan. Associate Ashley Sonoff Will serve as the primary point of contact. STRATEGIC PLAN TEAM(SPT): The SPT Will provide input, support engagement efforts, review drafts, and help shape the final plan.The makeup of this team Will be discussed during the project scoping phase. A strategic plan Will also outline a process for implementation Which Will include the structure for progress reporting, plan updates, and other key steps to ensure the plan remains a living, dynamic document to guide the organization and team. Strategic planning involves a lot of people and ideas. To keep things on track, the consultant-client team needs to remain in-sync and prepared to respond to unexpected twists and turns. To that end, We have allocated time and budget to hold regular meetings With staff and stakeholders along the Way as needed. 11 Page 122 of 131 PROJECT PROCESS + TIMELINE TASK 1: PROJECT SCOPING + PLANNING To kick off the project, we will meet with your team to refine project goals, Work plan, and schedule. We will review existing documents and background information, such as any previous guiding plans or goals, to gain a comprehensive understanding of the City's context and develop a community/organizational profile. This information will be summarized in a project charter, and a final timeline will be developed showing the project phases, activities, major milestones and checkpoints in the process. Deliverables+Key Tasks: • Meet with project team • Develop project charter, work plan and timeline • Gather all background resources • Develop community/organizational profile • Identify stakeholders for engagement • Identify goals for a strategic plan Workshop • Develop interview questions for the Council/leadership team TASK 2: STRATEGIC PLANNING WORKSHOP To align the strategic planning workshop with the City's needs, we will conduct interviews with workshop participants(City Council and Leadership Team or designated staff).These interviews will help identify priorities, shape the workshop agenda, and build rapport with the team. Following the interviews, we will develop a detailed workshop agenda and prepare necessary materials. The workshop will focus on building a shared understanding of the community and organizational context, identifying emerging priorities, developing our plan for the strategic plan engagement, and building team cohesion. During the workshop, we will use graphic facilitation to capture key discussions and decisions. We will conduct a post-workshop debrief to review the outcomes and outline next steps. Deliverables+Key Tasks: • Conduct outreach interviews for workshop participants • Prepare and present an outreach summary • Develop an agenda and logistics plan • Facilitate a 1-day workshop • Graphic notes from the session distributed to all participants 12 Page 123 of 131 TASK 3: STRATEGIC PLAN ENGAGEMENT Using the input gathered from early conversations with City leadership and Council, the SSW team will develop a Communications and Engagement Plan to guide outreach and communication activities throughout the project. We will begin by presenting a draft plan to the City's Strategic Planning team to gather additional input and ensure the engagement strategy reflects Ashland's unique community dynamics.As part of this process, we will develop a stakeholder map that identifies key community groups, organizations, neighborhoods, and individuals—including families, long-time residents, business owners, retirees, and traditionally under-represented voices. To ensure We are hearing from the full spectrum of Ashland's population, we will review demographic data with the project team and align engagement strategies to reach all segments of the community. Drawling from our experience and Ashland staff's local expertise, We will jointly identify effective tools and techniques—ranging from broad outreach opportunities to more targeted conversations—to ensure meaningful participation. This approach will build on and expand Ashland's existing engagement networks, while also incorporating new methods to reach those who may not traditionally participate. We will gather input on the project brand and key messages as well;a consistent and recognizable brand will help build visibility and trust in the strategic planning process. The final Communications and Engagement Plan will include a comprehensive engagement strategy, timeline, project brand elements, key messages, stakeholder map, and a recommended suite of engagement tools tailored to Ashland's organizational capacity and community context. Working closely with Ashland staff, we will support the development of a variety of outreach tools outlined in the plan. Each engagement approach will be designed to be culturally relevant, accessible, and inclusive across generations and demographics. Our process assumes ideas will be gathered through a consistent set of questions across all activities and later organized into themes to support clear analysis. Collaboration with staff and community partners will be central to our approach. Ashland staff, advisory committee members, and community volunteers can play an important role in extending the reach of engagement and fostering authentic conversations.This model not only broadens participation but strengthens community connection as residents and stakeholders dialog with one another. SSW will support and supplement these efforts with our facilitation expertise Wherever needed. We Will also design engagement activities specifically for the Ashland organization. City staff offer valuable insight based on their experience delivering services, interacting With residents, and managing day-to-day operations. Their perspective is essential to building a strategic plan that is both aspirational and operationally feasible. Engaging staff early and often also builds internal ownership for successful implementation. Our team is experienced in facilitating both virtual and in-person engagement through online surveys, interactive digital tools, small-group sessions, open houses, live virtual forums, and pop-up engagement. We Will recommend a mix of formats that best serves the Ashland community and the City's capacity. The Communications and Engagement Plan Will also include an evaluation framework for each engagement tool. Measuring results ensures that our outreach strategies are effective and allows us to make real-time adjustments to reach the community more equitably and comprehensively. 13 Page 124 of 131 All engagement input will be compiled, coded, and sorted into emerging themes within a centralized database. The SSW team will analyze the data to identify community and organizational patterns, priorities, opportunities, and challenges. Using this foundation, We will develop draft content for the strategic plan, including summaries of engagement activities, key insights, community values, goal statements, and initial strategic initiative concepts organized by theme. Deliverables+Key Tasks: • Develop draft Communications+ Engagement Plan • Prepare project branding options • Convene Strategic Planning Team(we will set up regular meetings through the engagement and plan development phases) • Develop outreach materials • Prepare engagement database • Conduct engagement • Organize engagement data into themes • Prepare engagement summary/Strategic Plan framework • Present to project team and SPT TASK 4: STRATEGIC PLAN DEVELOPMENT Using the goals and themes identified through engagement, the SSW team will convene a series of Strategic Plan Idea Labs.These focused working sessions will bring together staff, subject-matter experts, and potentially interested community members to refine the strategic initiatives that support each goal area. Participants will also discuss potential performance measures and/or community indicators to ensure initiatives are clear and actionable. The Idea Labs will help translate community input into draft strategies by analyzing feasibility, resource needs, and opportunities for collaboration. Building on this work, SSW will develop the draft Strategic Plan, including goals, strategic initiatives, and supporting narrative. The project team and City Council, Strategic Planning Team will then review the draft plan and provide guidance on the implementation structure. This structure will outline howl the City will track progress, identify project leads, update the plan over time, and maintain visibility and accountability. The result will be an organization focused on cultivating a strong culture of strategic management with a practical, community-informed strategic plan supported by a clear framework for implementation and long-term use. Deliverables+Key Tasks: • Prepare and facilitate strategy idea labs • Draft content for strategic plan • Prepare draft plan for review • Present and gather input on the draft plan • Make any edits or refinements to the plan 14 Page 125 of 131 40 TASK 5: ADOPTING THE PLAN The draft Strategic Plan will be presented to the SPT and staff.There will be a comment period for staff to submit any final comments on the draft document.The final draft will be presented to the Council for approval. We will meet with staff and the SPT to celebrate and discuss the next steps and identify training opportunities/needs for staff to support implementation and progress reporting. Deliverables+Key Tasks: • Present final plan for team/organizational adoption • Coordinate next steps with project team for implementation 15 Page 126 of 131 COST BREAKDOWN Please see the estimated cost proposal below.The Client will be billed for hours worked and reimbursable expenses. Expenses will be billed for reimbursement at cost. Additional services can be contracted for optional tasks, reports, or Work outside of this scope.The costs for additional services will be based on the hourly rates listed below: Sara Singer Wilson, Principal Strategist+Owner: $215/hr Alex Logue, Communications+ Engagement Associate: $16o/hr Sasha Konell, Communications+ Engagement Associate: $140/hr Ashley Sonoff, Facilitation+Strategy Associate: $15o/hr Kelsey O'Halloran, Communications+ Engagement Strategist: $120/hr Maleigha Martinez, Administrative Assistant: $65/hr COSTPROPOSAL TASK 1: PROJECT SCOPING+ PLANNING $3,130.00 TASK 2: STRATEGIC PLANNING WORKSHOP $6,56o.00 TASK 3: STRATEGIC PLAN ENGAGEMENT $31,66o.00 TASK 4:STRATEGIC PLAN DEVELOPMENT $11,830.00 TASK 5:ADOPTING THE PLAN $3,65o.00 ONGOING PROJECTTASKS/COSTS PROJECT ADMIN $14,220.00 TOTAL CONSULTANT FEES $71,050.00 EXPENSES(FACILITATION SUPPLIES,GRAPHIC DESIGN, $8 5o0 oo TRAVEL/LODGING, PRINTING/ENGAGEMENT MATERIALS) TOTALGRAND • • • • 16 Page 127 of 131 i I REFERENCES t WE CAN'T WAIT TO SUPPORT YOUR TEAM. Please feel free to reach out to the project references below to learn more about SSW's facilitation, leadership, and project management capabilities. RAHIM HARM Hillsboro Deputy City Manager 503.681.6447 rahim.harji(a hillsboro-oregon.gov PATRICK PRIEST City/County Insurance Services Executive Director 503.763.3810 ` PpriestCa cisoregon.org SHERILYN LOMBOS Tualatin City Manager 503-691.3010 slombos(a tualatin.gov 17 Page 128 of 131 f § f \ ! ° ; /_ ■ 0 \ ° _ 0 % � � o c co - - ! \ \ \ \ \ \ E E -0 ! ( { { \ \ \ \ \ / - / E / \ [ s { E � \ \ \ . \ \ \ \ ) ; _ _ 10 _ \ \ \ ) 0 ID \ \ \ \ \ \ \ \ \ 0 \ \ \ : o = � ` � ■ � - , # � k tD � ƒ - k - U . \ E \ % ) i co ) ( { _ 0 k ( a _ § ) ! , _ $ —0 ! _ f ! 0 § a & ' ! - § : - { ; - a ° E f $ f § _ 2 § i / c ! 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