Accomplishments

AFN (Ashland Fiber Network) and DoIT (Department of Innovation & Technology):

• Streamlined resources to optimize spending on Data Center management 
• Completed the installation of fiber passed to over 500 homes as part of our PON (Passive Optical Network) pilot project. PON is 100%-Fiber Optic, PON
• Upgraded VPN hardware to support multi-factor authentication (MFA) and other security enhancements
• Connected over 200 homes to the new 100%-Fiber Network
• Deployed over 400 residential gateway routers
• Expanded fiber coverage in south Ashland along Washington and Jefferson Streets, in the Railroad District along C Street and on Clinton Street for the Madrone development – Additionally, fiber presence was expanded in downtown Ashland
• Performed over 400 fiber splices
• Upgraded the City’s network monitoring security software to fully autonomous mode, which provides 24/7 monitoring and automatic threat mitigation
• Reached an all-time high of 4,403 customers 

GENERAL 

• Award-winning OLLI Finance Course and General Gov Course
• Committee and Commission Guide 
• $150,000 distributed for local events
• Implemented Office Hours for Staff and City Council

CITY RECORDER

• Mid-March 2025, introduced Justfoia, a user-friendly records request software that simplifies the process for citizens to request public records, which includes an integrated payment processing portal
  • Requests processed since implementation:
    • 148 Building/Planning requests
    • 380 Police interagency requests
    • 395 Police records request
    • 123 City Records request 
    • 19 Fire & Rescue records requests
• Updated the City’s Records Request Process and Policy
• Implemented a standardized process for taking meeting minutes, ensuring consistency, accuracy and timely availability – Developed a city-wide policy to guide minute-taking practices, improving efficiency and ensuring compliance with Oregon laws
• Investigated and implemented an artificial intelligence (AI) solution, Clerk Minutes, to enhance efficiency in producing City Council minutes by reducing staff time to create minutes by three-fourths
• Successfully cleared a backlog of cemetery deeds that spanned five years, issuing and organizing them efficiently – Additionally, created a comprehensive database of deeds, ensuring better tracking and accessibility for future requests and record-keeping
• Updated internal workflows in accordance to the State’s new records-retention schedule and educated staff about the changes
• Conducted an inventory of all City-stored documents for records retention creating a database of retained records, incorporating the updated retention period and destruction dates…
  • Oversaw the destruction of over 400 boxes of records that were past the destruction date resulting in eliminating two off-site storage units.
  • Combined the remaining storage boxes into one off-site storage unit and moved the rest to City Hall. 
• Agenda management software implemented. 

COMMUNICATIONS

Website & Public Information Improvements

• Developed new information pages for key topics of community concern on the City website, clearly outlining action plans, timelines, costs, contact information and opportunities for public feedback
   
   
• Informational page examples in 2025 include:
  • Water Treatment Plant (ashlandoregon.gov/WaterPlant)
  • Homeless Services (ashlandoregon.gov/HomelessServices)
  • “Your Taxes at Work” explaining the Food & Beverage and Transient Lodging taxes (ashlandoregon.gov/YourTaxesAtWork) 

Video Production & Social Media Outreach

• Launched two new short-form video productions in September 2025to highlight City projects and programs across social media, the City website and the e-newsletter:
  • Minute with the Manager (monthly)
  • 3 Things to Know (bi-monthly) 
    

Digital Communications & E-Newsletter

• Launched a fully digital, bi-monthly e-newsletter in July 2025, delivered through an email marketing platform to provide an accessible and interactive source of City updates – The new format reduces staff time and printing costs and allows the City to share information more frequently and in real time
• E-newsletter statistics as of December 1, 2025:
  • Grew to 1,557 subscribers organically within 4.5 months
  • 80% open rate (industry standard: 19.4%)
  • 20% click rate (industry average for municipalities: 5%)
  • 27% click-to-open rate (industry average: 14–17%)

EMERGENCY MANAGEMENT 

• On October 11, 2025, the City of Ashland conducted a full-scale Community Wildfire Evacuation Drill, engaging more than 300 residents, local agencies and partner organizations from around the globe in a coordinated evacuation exercise. This event was one of only a handful of community-wide wildfire evacuation drills ever conducted in the United States, demonstrating Ashland’s continued leadership and innovation in community wildfire preparedness. The drill provided an opportunity for residents to practice their evacuation plans and actions, test communication systems, and experience real-world evacuation conditions in a safe, and managed environment.
• Wildfire Tabletop exercise with Cities, County, SOU (Southern Oregon University) and ASD (Ashland School District) representatives – this was part of the BSU (Boise State University) Household Response to Wildfire research project
• Better Prepared Wildfire Workshop Series – led, organized, collaborated and executed the 4-part Wildfire Preparedness Workshop Series: April 21, May 4, May 14 and July 16. Lead presenter at April 21 and July 16.
• Severe Weather Shelter work:
  1. Warming Center at 2200 Ashland Street, 90 days and nights in 2025, working with partnership of Rogue Retreat
  2. Cooling Centers at multiple locations, partnered with third-party non-profits each season and multiple locations
• Everbridge “Jackson Alerts” emergency messaging:
  1. Advisories: 24 (nearby active wildfires, controlled burning notices, smoke days, larger traffic incidents)
  2. Utility outages: 26 (electric, water)
  3. Missing Persons: Four (with each person being found after message sent and received by citizens)
  4. Police Activity: Two
  5. Severe Weather: 36 (for Cold, Hot or smoky weather, winter storm January 2025)
• Coordination with Jackson County Emergency Managers as we aligned our Evacuation Levels and Messages to be the same, including Spanish translations
• Joint Emergency Operations Center (EOC) for the City, SOU (Southern Oregon University) and ASD (Ashland School District): 
  1. Coordinated with the Ashland Police Department, SOU for Governor’s visit to SOU Commencement June 2025, EOC was “warm” and ready to go
  2. EOC was “warm” for July 4 as well
  3. EOC meets once a month to train regional partners – The ongoing collaboration and partnership between City, SOU, and ASD continues to be an example of how agencies can work better together and prepare for natural and man-made disasters.

• Adopted designated Climate Friendly Area (CFA) Zoning Overlays to advance community goals of sustainability, housing affordability and livability – By encouraging walkable, mixed-use neighborhoods, the overlays remove barriers such as maximum density limits, require minimum housing densities to make the most of limited land, and allow taller, more efficient buildings – They also open more opportunities for housing in commercial zones, helping to create vibrant districts where people can live, work, and shop close together, reducing car dependence and supporting a healthier, more connected community.

• Published an  Accessory Dwelling Unit (ADU) Guide, outlining key considerations for creating a secondary unit on a property and providing free pre-approved ADU building plans developed by local architects and designers – Property owners can choose from seven standardized designs after a free consultation with the Planning Division

Additional resources and plan downloads are available on the City’s ADU webpage: City of Ashland – Accessory Dwelling Units.

•  The City formally  “land-banked” six residential lots within the Beach Creek subdivision, lots that had been dedicated to the city to satisfy annexation requirements for affordable housing

These lots will be held under the city’s affordable housing program and, in mid-2025, the City Council unanimously selected Trusted Homes, a local nonprofit, to develop the six lots into affordable-ownership housing. Under Trusted Homes’ development plan, four cottages and two single-family homes are proposed

Ashland News Article.

• Adopted zoning amendments in E-1 (Employment) districts that increase flexibility for mixed-use projects, removing outdated limits and enabling more housing opportunities – These changes are designed to support vibrant neighborhoods, expand housing choices, and better meet the community’s pressing need for attainable homes

Additional notable 2024-25 Accomplishments

• Completed an Economic Opportunities Analysis (EOA) to evaluate projected employment needs within the City, and the available land supply to accommodate economic growth  
• Completed consultant work on new Walkable Design Standards for adoption in association with an updated Transportation System Plan to comply with the Climate Friendly & Equitable Community rules
• Completed a legislative update to Southern Oregon University’s Master Plan, providing guidance for campus development over the next decade
• Initiated a new Manufactured Home Park Zone Ordinance development process, which was an identified strategy for preserving "naturally occurring affordable housing" in the adopted Housing Production Strategy
• Worked with the Public Arts Advisory Committee, the Playwrights Walk group, and Public Works to install a bronze Playwrights Walk plaque in the sidewalk at Railroad Park (A & 7th Street), featuring a quote from Lorraine Hansberry and artwork by Micah BlackLight (bronze casting by Jack Langford), commemorating the Say Their Names T-shirt memorial
• Provided over $140,000 in Community Development Block Grant (CDBG) funds to support OHRA’s completion of a commercial kitchen serving their shelter and service center
• Conducted the annual Historic Preservation Awards, celebrating historically compatible development and recognizing both projects and individuals, including the renovation of 599 East Main, a former church now home to the Ashland Wellness Collective
• Annexed 4.8 acres for a new 25-lot residential subdivision at 300 Clay Street which includes 8 affordable units  
• Initiated the hearing process to annex 8.62 acres at 1511 Highway 99N (The Grand Terrace annexation) which will include 210 apartments with 24 affordable units
• Approved new subdivisions at 113 Pine Street (3 lots) and Kestrel Park (15 lots)   
• Corrected a long-standing mapping error regarding the Hamilton Creek Floodplain

ELECTRIC:

• Recognized nationally for Excellence in Reliability
• Replaced over 50 wood poles with fire resistant fiberglass poles as part of our wildfire mitigation efforts (this is over a few years)
• Negotiated a new collective bargaining agreement
• Completed a new Cost of Service and rate design study
• Got to full staff for the first time in a few years
• Completed work on post 2028 BPA contract

CONSERVATION:

• Gave out 166 incentives for residential energy efficiency measures
• Two zero-interest loans for residential conservation work
• 28 incentives for the purchase of electric vehicles
• 59 incentives for the purchase of electric bikes
• 21 incentives for the purchase of induction ranges
• 35 incentives for solar installations
• Paid out $61,690 in incentives for commercial energy efficiency measures
• Offered free home energy audits to residents 

• Re-opened walk-in hours for the public for Utility Customer Service 
• Successful move to the new location at 2245 Ashland Street that is more accessible for customers with a new utility payment drop box
• Implemented the online budget book 
• Brought on a new parking management company
• Received Government Finance Officers Association (GFOA) award for Best Practices in Budgeting for the 2025-27 Biennium for the 33rd time
• Implemented new low-income discount for utilities removing the age restriction, ashlandoregon.gov/UtilitiesAssistancePrograms

OPERATIONS

Retirements and Promotions

• We had Chief Ralph Sartain, Engineer Rod LaCoste and Captain Shannon Turner retire during 24-25 – Retirements lead to the opportunity for personnel to promote and grow
• When Engineer LaCoste left, Firefighter Ron Garfas-Knowles was promoted to Engineer
• Deputy Chief Marshall Rasor was promoted to Interim Fire Chief at Chief Sartain’s departure and was eventually solidified as Fire Chief – Battalion Chief Todd Stubbs was moved up to Interim Deputy Chief of Operations – After we delivered a Battalion Chief Academy and held a testing process, Captain Nick Palmesano was promoted to C Shift Battalion Chief – Firefighter Ty Haggard was then promoted to Captain  
• Captain Turner retired, and Engineer Andrew Burns promoted to Captain, opening a spot for Firefighter Nicholas Peters to promote to Engineer  
• During all this movement, we also promoted Single Role Paramedics Lauren Fischer, Jack Borden, Jonathan Fabich and Daniel McLean to Firefighter – Engineer Robert Trask was promoted to Captain, and Firefighter Matt Stewart was promoted to Engineer 
• We also increased our Single Role EMS response from a Two-Car Model to a Four-Car Model, providing greater EMS coverage
• All the new and newly promoted staff have had to study and test for their positions, as well as grow their knowledge and capabilities in their new positions – They are evaluated for a year after promotion and expected to gain new Certifications commensurate for their positions.  Much of the study and development is done off duty on their own time, showing a great dedication to AF&R and the City  
• While this story of Promotion and Growth is a never ending one, the last two years have marked a higher-than-normal amount - All of this happens while call volume continues to go up, training expectations grow, and personnel work on their projects and programs in the department 

Inter-Departmental Growth

• In early 2025, our neighbors, Jackson County Fire District 5 asked for help.  They lost the ability to staff their Battalion Chief position.  AF&R agreed to provide Battalion Chief coverage for JCFD5.  This meant that BC1 would respond to all fires, motor vehicle crashes, multi patient scenes and cardiac arrests and technical rescues in District 5.  In return, BC1 would have the ability to move fire engines across AF&R and District 5 boundaries, to best cover both the City and District.  This has proved to be beneficial for both parties as response has become more fluid and appropriate.  We now have a morning briefing with all five stations involved to plan daily needs and coverage.

This new coverage model for the Battalion Chief has led to better training opportunities for AF&R.  Jackson County Fire District 3 took over management of Fire District 5, and now we are included in training opportunities across the county.   Recently we sent our crews to Roof Ventilation training at the White City Station, and participated in Hazmat training, Asher training and next week Live Fire training.  This opportunity all rolls back to the ability of our Battalion Chief to cover the City with JCFD5 engines and vice versa.  We look forward to participating in future training opportunities and providing training to our neighbors as well. 

Tablet Command

• Tablet Command is our new incident management software.  It is used across Jackson and Josephine counties.  This program runs on an iPad in the cab of each unit and can be viewed from cell phones and desktop computers.  Responding units can see all the call information, press buttons to go enroute, on-scene, and return, and navigate to calls.  The Incident Commander can use the software to track assignments and manage accountability.  As an incident grows, they can draw fire lines, make divisions and map progress.  We can also track calls across the county, allowing the Battalion Chief to see when other departments are busy and may need assistance.   

All personnel received training in using the software, and incident commanders received more in-depth training.  This software has improved incident response, management and safety.

Assistance to Firefighter Grant

• We received an AFG Grant from FEMA.  With this grant we were able to purchase a Turnout Washer and Dryer for $21,650.  This equipment is designed to clean and dry the firefighting turnouts that we wear into structure fires.  Carcinogens that attach themselves to turnouts during firefighting can then be absorbed through the skin of the firefighter wearing the turnouts.   Secondarily, turnouts that become covered in the products of incomplete combustion (smoke), can then become flammable and a danger to the firefighter.   The big accomplishment is that we will be able to keep our gear cleaner and safer, protecting our people and their health.  

We have also used the grant to provide a Hazmat Awareness and Operations class for our people.  This is a required certification to promote to Engineer. This class will help develop the next generation of firefighters looking to be promoted.  I am hoping to get more training opportunities that can be covered by the grant.

FIRE & LIFE SAFETY

• 266 fire code inspections completed (YTD)
• Staff located a significant structural issue in a school during a fire inspection, taking immediate and collaborative action with Ashland School District to maintain the safety of students and staff
• Staff revised AMC 9.04 (tall weeds and noxious vegetation) to align with current practices and increase efficiency
• Inspected 225 tall weed complaints, resulting in 143 cases of which 14 citations were issued, and seven properties were abated
• Held an open house event at AF&R Station 2 hosting approximately 150 community members
• Purchased a new fire extinguisher training prop that is more environmentally friendly and with an increased cost effectiveness per use
• Instructed approximately 50 citizens in the use of fire extinguishers
• 30 new CERT volunteers completed initial training
• 125 AF&R géocache tour participants (YTD)

WILDFIRE

• Adoption of the CWPP (Community Wildfire Protection Plan) utilizing $250,000 in grant funding
• Participated in 20 total events educating the public on wildfire preparedness / prevention
• Educated approximately 2,177 participants during the in-person education events.
• Mitigated over 300 cubic yards of flammable materials during 3 three large scale community events utilizing grant funding, cross sector partnerships and leveraging community volunteers
• WRAP (Wildfire Risk Assessment Program) volunteers and staff conducted 211 wildfire home assessments

HUMAN RESOURCES

• Completed and implemented the Comp & Class Study
• Successfully negotiated six labor contracts, one non-rep resolution and currently negotiating one more labor contract for a total of seven
• Participated in Careers in Gear (largest in the Valley)
• Began implementation of new Human Resources/Payroll software
• Onboarded 33 new employees as of October 1 – this includes key positions such as the Parks & Recreation Director, City Attorney, Deputy City Manager, Golf Course Manager, and the appointment of a new Judge
•  

RISK:

• Provided safety training to staff, especially Parks & Recreation (CPR/First aid, fire extinguisher, bloodborne pathogens).
• Expanded safety resources for employees. 
• Resolved 21% issues so far this year compared to 37% all of last year (through 10/1; from July 2024-July 2025 = 42% correction rate).
• Workman’s Compensation claims have decreased by 29% compared to this time last year (through 10/1)
• Launched the City-wide policy updates with Lexipol, set to finalize early 2025

• Court was established as an Administrative Appeals Body
• 1,218 cases adjudicated
• 930 Individual case hearings held 
• 230 warrants issued 
• 312 warrants cleared

• Clarified and strengthened the relationship between APRC (Ashland Parks and Recreation Commission) and City Council – A working group of commissioners and councilors came up with a recommended framework for operations and culture – This led to the creation of an ordinance creating APR (Ashland Parks and Recreation) as a department of the City
• Ashland Parks and Recreations first ever strategic plan (PROS Plan) work began – The plan started with three community meetings held around the city, four surveys to gather information and focus groups. Work continues with a draft plan expected in early spring 2026
• Successful Community Concerts from partners Epic Ashland & Ashland Folk Collective were held in Lithia Park – The concert series in Lithia Park brought thousands on Monday evenings throughout the summer 

• Grants Received for Both Hunter Park Tennis Court Rehab ($720,000) and Phase 1 of East Main Park ($1 million)
• APRC officially adopted the Litha Park Master Plan
• A winter storm occurred in Southern Oregon on February 2, 2025, with accumulated snow levels reaching six to eight inches that continued off and on for a week – The storm caused downed trees and ice leading to the temporary closure of all City parks for over a week due to unsafe conditions
• Completed 55 preventative maintenance projects
  1. Repair of dry rot and painting of North Mountain structures
  2. Repair of dry rot and painting of Skate Park restroom
  3. Addition of an electric truck, electric van and three electric UTVs
  4. Final transition to new irrigation controllers
  5. Repairs to Lithia bridge
  6. Asphalt repairs in Lithia Park and parking lots
  7. Bike racks installed in Lithia
• The OKGC (Oak Knoll Golf Course) has done a lot of work in the last year to improve the “brown out” conditions. APR staff trenched new irrigation wires off of #4 fairway and laid sod at the new driving range area

• APD (Ashland Police Department) Officer Ryan Kloeck graduated from the basic police academy and was awarded the Victor G Atiyeh award
• Officer Mike Vandleip was nominated for and awarded the Oregon Peace Officer Association Medal of Valor for his actions during a domestic violence/kidnapping situation in May of 2025
• The police department passed the Tri-annual Criminal Justice Information Systems (CJIS) audit
• Sergeant Robert Leonard and Deputy Chief Dan Moulng graduated from the FBI LEEDA (Law Enforcement Executive Development Association) Leadership Trilogy Course
• Hosted International Association of Chiefs of Police (IACP) Supervisor’s training for the region
• Achieved Gold Status for policy management from Lexipol
• Very successful year rebuilding the School Resource Officer-student relationship for the Ashland School District
• Participated in instructing new motor officer training for the region

WATER: 

• Ivy Morton waterline construction project – This project connected a waterline from Morton Street to the cul-de-sac on Ivy Lane, which allowed us the abandon the South Mountain pump station and increase water pressure in the upper zones.
• Water Treatment Plant offsite improvements. This is the construction of a new 100-year culvert and all offsite piping for the new water treatment plant project 

TAP:

• Seismic Reinforcement at Regional Booster Pump Station
• Seismic reinforcement of a critical transmission mainline in Phoenix

WASTEWATER:

• Wastewater Treatment Plant Ditch Cleaning Project. This project cleaned one of the two oxidation ditches, which in the 25 years of operation had never been cleaned – This will improve capacity and treatment ability
• Development of complete plant operations and maintenance manual. 
• Life cycle replacement of two membrane filtration trains 
• The City hosted a tour for the Environmental Quality Control Commission at the wastewater treatment plant that was extremely well received by regulatory officials from DEQ (Department of Environmental Quality) 

AIRPORT: 

• Received Federal Aviation and Oregon Department of Aviation Grants for funding a comprehensive pavement rehabilitation project

FACILITIES: 

• Community Center and Pioner Hall Rehabilitation – This project resolved all structural and accessibility issues for both buildings and included installation of high efficiency electrical HVAC systems aligning with the City’s climate goals
• 2200 Ashland Street emergency shelter upgrades
• Alice Piel staircase replacement

TRANSPORTATION: 

• Roadway slurry seals and overlay projects. The Street Division has done an amazing job and doing the prep work for our contracted slurry seal maintenance project along with doing their own overlay work on multiple roadways (Church Street, Park Street and Terra Avenue)
• North Mountain Avenue reconstruction design phase completed
• Upgrades to 3rd Street

GIS:

Emergency Preparedness & Community Resilience

• Collaborated with the Fire Department to conduct an in-depth geospatial data analysis supporting the Community Wildfire Protection Plan (CWPP)
• Worked with the Emergency Manager to develop a network of Temporary Evacuation Points (TEPs) to enhance community safety during large-scale emergencies
• Leveraged CWPP data products to generate updated Firewise Neighborhood reports, supporting local fire mitigation efforts
• Assisted the Fire Department in identifying city property boundaries to determine responsibility for dead tree removal and vegetation management 

Infrastructure & Asset Management Enhancements

• Maintained and updated GIS data for Electric, Water Distribution, Sewer, and Stormwater utilities, ensuring accuracy and reliability for operational and planning needs
• Transitioned to a more comprehensive representation of PRV (Pressure Reducing Valve) stations, moving beyond the traditional 3-valve model
• Expanded GIS asset coverage to include pump station infrastructure
• Integrated Overall Condition Index (OCI) calculations into the water system dataset to support long-term capital planning
• Updated fire hydrant data with current inspection records to support ISO (Insurance Services Office) requirements, improving documentation and readiness for Public Works
• Designed and implemented a workflow for Facilities to manage HVAC filter replacement and washing schedules more efficiently 

Process Automation & Risk Management

• Created an automated notification system to alert Risk Management when equipment is sold or donated, ensuring timely cancellation of insurance policies and reducing liability 

Legal & Regulatory Support

• Performed geographic analysis for the Legal Department to visualize proposed camping restriction areas in support of municipal code updates 

Planning & Development Support

• Produced multiple official maps for Planning Department updates, including:
  • Zoning
  • Comprehensive Plan
  • Site Design Zones
  • Parks, Trails, and Open Space Plan

Parks

• Created a series of demographic and park distribution maps for the Parks Director to support strategic planning

Transportation & Regional Collaboration

• Partnered with ODOT to create spatial data that will inform the City’s Transportation System Plan (TSP), supporting long-range mobility and infrastructure planning 

Data Modernization & Visualization

• Updated and enriched the GIS tree inventory, improving urban forestry data accuracy and enabling monitoring of tree growth in relation to power lines
• Built internal dashboards to streamline emergency vehicle inspection tracking
• Refreshed and modernized the City’s weed abatement maps, supporting code compliance and vegetation management
• Migrated and updated ESRI StoryMaps to the latest platform, ensuring continued accessibility and improved user experience
• Developed internal web maps, apps, and dashboards tailored to the operational needs of various departments, enhancing data accessibility and decision-making