Do you want to get Stephanie's presentation up?

So it's ready.

I'm gonna call.

I know I see that.

Okay, I would like to call to order.

No, oh, wait.

I'm trying.

I would like to call to order this work session in the Forest Grove City Council.

The topic is on our communications plan and branding guide.

Uh please show in attendance are the Forest Grove City Counselors, our communication manager, Stephanie Fleischer, and our city manager, Jesse Van Der Zanen with audience members and the auditorium.

Okay.

I'm gonna go through this pretty fast, but I think it's pretty uh clear.

So for this work session, we'll be discussing a communications and branding guide for the city.

Uh, this is what we're covering today, how the branding communications plan relates to 2040, uh, the purpose, background, some definitions, um, how the branding and communication process works, and a cost estimate.

Um, this is how the branding and communications plan relates to the 2040 plan.

Um, so going through this process directly relates to action items 410 and 411 and creates a foundation for uh action item 113, 117, and 237.

Uh, and the purpose tonight we're seeking uh feedback from council on scope, process, and funding for a communications plan and branding guide.

So this is our uh current inventory.

So we have our current logo, a tourism logo and brand guide.

And then we also have the forest growth communications and engagement strategy.

Um that the last one was uh created before I got here.

So I've just been following it since I started.

Um before we get in depth, I'd like to define some of the items we're discussing tonight.

Um, the first is a logo.

I mean, that's pretty self-explanatory, but it's a graphic mark that represents an entity or product.

Um, everyone can have a logo.

Not everyone can have a brand.

There is a there is a difference, and they are not the same.

Um, communications plan is a strategic document that outlines how a municipality will communicate.

Uh a brand guide lays out the brand, uh, proper use of logo, colors, typefaces, etc.

Uh, the communications plan and brand guide work together to create the force, the city of Forest Grove brand.

Um, and the communications policy is a formal guideline that an organization uses to govern its internal and external communications.

The current Forest Grove communications plan and engagement strategy is kind of a mix of both.

Um, my hope is that we get to separate those two and have them be two separate documents.

Uh a communications plan is a strategic roadmap that defines how, when, why, and what an organization communicates.

Um, information can include vision, goals, an audience breakdown, alignment with strategic plan, or in our case, the 2040 vision.

Uh, communication objectives and SMART goals.

Uh, SMART stands for specific, measurable, attainable, relevant, and time-bound goals.

A SMART goal could include increasing citizen engagement or improving public awareness of particular projects, uh, key messaging, channel selection, meaning like is it print, is it social, is it both?

Uh, strategy, and of course, schedule.

Uh, scheduling and timing are just two important elements in comms.

A communications plan can help guide the creation of a communications calendar, and that calendar provides a monthly, monthly and seasonal focuses, which allows staff or the you know, comms team to plan and schedule content in advance while leaving room for emergency messaging, such as like a power outage.

Um, a comms plan can also include a crisis comms communication plan, uh measurement and evaluation, and of course, staff roles.

Um, and then having a communications plan uh provides structure, clarity, and consistency in how messages are shared.

Uh, the plan ensures clear and consistent messaging using consistent language, tone, and facts.

Um, it defines our goals and audience, identifying who we're trying to reach, ensuring messages are purposeful, improves efficiency, so we'll know what to say, when to say it, and how to say it.

Um, as we know, good communication builds connection.

A plan helps uh ensure residents feel informed, included and heard.

Provides a framework for measuring success, allowing the communications team to evaluate what's working and what messages need adjusting.

Communications plan also again also help in a crisis, can provide protocols and messaging templates, so the response is timely, accurate, and professional.

So when we talk about branding, we're not talking about just a logo or color palette.

We're talking about creating a shared sense of identity for everyone who calls forest grove home.

A strong city brand helps residents and business owners feel connected.

It gives us a shared narrative.

Branding also helps set us apart from neighboring cities.

It highlights what's unique about Forest Grove, our values, our history, our vision for the future.

It also ensures that every everything we communicate, whether it's on social media at an event or in a city publication, speaks in a consistent and recognizable voice.

So did I miss one?

The community's thoughts, feelings, and ideas gathered during the 2040 outreach are not currently reflected in Forest Grove's brand.

At present, we have a logo more than a true brand identity.

A new communications plan and branding guide will work together to establish a cohesive Forest Grove brand and ensure the city's programs, goals, and achievements, again, especially those outlined in the 2040 plan, are communicated effectively.

And here's some logo examples.

You'll notice Hillsboro has a good selection of logo variations and lockups.

Then of course, you know, Tiger Bend, Ashland, I'm sure everybody has seen these.

So this is a brand at work.

And before we look at the following example, full disclosure, I did not work for the city of Royal Oak when I lived in Michigan, nor am I familiar with the company that created its brand.

I'm sharing this example because it's a strong illustration of how a city brand can be consistently and effectively applied across an entire organization and its departments.

Royal Oak adopted this brand in 2013, and after more than a decade, it still feels fresh and contemporary.

You might be wondering why I'm highlighting a city in the Midwest.

After research, after researching, I wasn't able to find a similarly strong, well-executed city brand currently in use in our region.

This gives Forest Grove a unique opportunity to become a possible model for successful municipal branding.

This is just more of the wayfinding and placemaking, which is mentioned a few times throughout the 2040 plan.

And in these examples, I believe it is applied in a smart resident and visitor-friendly way.

And again, we see the brand applied to a gateway sign and park signs.

So people walking or driving to a specific part can see the marker from a distance.

The branding guide provides direction for using the city's visual identity.

Parks and recreation and the library will have approved variations to reflect their unique audiences while staying connected to the overall brand.

Utilities and public safety departments, which is light and power, police and fire will maintain separate branding.

This follows breath best practices as these areas have strong professional identities and recruitment needs that differed from general civic messaging.

So staff anticipates one this being a one-year process beginning in November 2025.

I realize that begins on Saturday.

And concluding in November 2026, I do have a timeline on the next slide.

The RFP will likely include development of a communications plan, logo design and variations, a branding guide covering typefaces, colors, and uses usage standards, a business suite with items like business cards and letterhead, creation of official city seal to support the creative process.

The 2040 outreach data will be available as a resource.

And we could also say that the community survey feedback could too.

Input may be gathered through an ad hoc committee made up of board and commission members before adoption.

Staff will hold a work session with city council to review the materials.

Once adopted, a rollout calendar will guide implementation across all departments.

And this is the timeline.

Um again, it you know, this is what we're estimating.

So this could change, but I will try my best to stick to it.

Um I'll begin writing the RFP in November.

It's best to post after the holidays to increase response rate.

So that'll get posted in January.

Um we'll review the proposals February through March.

Um after company selection, we can begin working on the communications plan and branding guide.

When everything is finished, we'll present the new brand to council and solicit feedback.

Uh and from there we can move to adoption.

Uh Jesse will discuss the funding aspect in more detail, but first I'd like to explain how we arrived at these numbers.

Um, I contacted three companies to obtain quotes.

I explained what we'd like to do, what we're trying to accomplish, and of course included the listed items, like a communication, like we're in need of a communications plan, brand development, including different variations for library and parks and rack, uh brand development testing that's with the ad hoc committee, and then a brand style guide.

Thank you, Stephanie.

Uh mayor members of the council with regard to funding, we have identified some funding in the current budget.

It was former economic development monies that were associated with an enterprise zone that came back to the city.

They are eligible for this purpose.

There's they are only eligible for projects that are of an economic development nature and a communications plan and a branding guide or of an economic development nature.

Uh it's 62,000.

I think it's $62,900.

Not to say that it's gonna cost that much, but that's how much eligibility of funding exists in the budget now.

Okay.

And with that, any questions?

Okay, any questions for Stephanie?

Councilor Feldner.

You're you have to turn it on, I think.

There we go.

Now it's on.

Um could we go back to the slide that has our current logos on it?

Does the um do you think the RFP are are we are is the suggestion that we that there will be time and money spent on revamping these?

Or could we maybe provide some feedback that maybe more time on the on the real recipe stuff and maybe a little bit less time on the logo?

I how how long ago were these done?

So the tourism one was completed or I believe officially adopted 2020.

That one's still relatively new.

Um I am not sure about our three leaves.

Um, or um, I have a date for the communication strategy, but that is escaping me right now.

I'm not sure.

You get 2014.

Well, how long have you been here?

I feel like it happened the first year you were here.

You said, hey, there's not a like an adopted logo.

So 10 years.

Okay.

So the three leaves maybe 10, the tree is maybe five.

I think that I think the three leaves has been here longer.

I don't think that it was kind of formalized until approximately 10 years ago, but it was here prior to that.

Um, I don't know that we were recommending changing the tourism logo.

I think we were looking at just the city brand, not to confuse it with the tourism brand.

And how old you said that that RO, the one that you that was pretty successful.

That was 2013.

And that officially adopted.

And it's still in use.

Correct.

So 12 years.

Okay.

Yeah.

I'm just and I don't see why they would be changing in any time soon.

Those things are usually here to stay.

Yeah.

Yeah.

Okay.

Is it my I think if I'm understanding Counselor Falconer correctly, it's a question, would we send this current logo with the RFP saying, like, hey, we have this I believe it would be mentioned in the RFP if somebody asked to see it previously, then all everybody who's submitting a proposal gets to see it.

I don't see why it will why we couldn't include it in the art.

Yeah, I guess I guess where my my question really lies is in a concern that there would be a lot of money spent on redeveloping a logo, that's probably okay and not more time spent on what I think would be strategically more valuable to staff, which is you know, sort of the the work product about you know the communications plan and strat and how to implement, you know, and I think the time between the two is even.

But if you're using something like this, that I'm not gonna lie, is very hard to put on anything.

Um if you have something like this, it doesn't, it doesn't help the communications plan as much as something newer, fresher, more contemporary would.

Okay, if that makes sense.

Sure.

I don't know if you need to.

But do you think you need to?

Okay.

Go ahead, Counselor Govison.

I think also, and I'm I'm not positive on this, that it's a best practice to change your logo.

I'm not sure how often they recommend, just because it does keep it fresh and it brings new attention to it.

Maybe for private companies, but municipalities operate a little differently because we are funded or how we are funded, rather, as opposed to private business, because like Adidas, I think in like the last maybe 15 years, they've had three revamps.

Um, and they can do that, but I don't know if I don't know if it's good for municipalities to do it as well.

I'm real excited about this.

I think it's the foundation of kind of implementing our 2040 plan is really like sharing some of these things up and I mean just a brief little history, but you know, our like efforts towards better community engagement and communication, I think are it's pretty young.

You I think five years ago we hired our first communication staff person within City Hall.

Um and I I would like to say the communications team, Stephanie and Joyce have done a tremendous job.

And you we're seeing the effects, right?

More people showed up to the state of the city.

We had our first Civics Academy.

And I think our communication plan like needs to catch up with that.

And you know, because we just and so I'm really excited.

I think that this is something that will help us implement that 2040 plan and is the foundation to do all the action items within it.

So that's how I feel pretty confident and excited about this.

Any other so what do you need from us uh to move for or from this meeting?

I think we're just looking for a general consensus to move forward with an RFP that has both the kind of scope and process that Stephanie is generally outlined to kind of address your concern, Counselor Falconer.

We can also put things in an RFP uh that asks certain questions.

Um and so I think we can get a variation of proposals back.

Okay.

Any other questions or comments?

Are we good?

Is there consensus to move forward with this?

Okay, cool.

So I'm gonna write on time.

I'm gonna adjourn this work session, but we're gonna start our meeting five minutes late.

We're gonna question on the fourth row of city council.

The topic is on liquor license process, and no public comment will be taken, and the council will take no formal action.

And our city recorder, Mariah Woods is gonna present.

Thank you, Mayor, and thank you for your time tonight, council.

I'm here to speak to you about liquor licenses.

Uh we have a fairly straightforward agenda.

So I'm gonna jump right in.

The primary 2040 action item that's been identified as being tied to this is 1.6, strengthen the city's partnership with local small businesses to support local distribution and entrepreneurship.

The purpose of this work session is to consider revisions to the city's liquor licensing process.

Staff has received feedback from local businesses that the timeline of the current process can be an obstacle to conducting business and forest growth, and it has additionally been identified as a strain on staff resources.

As some background, the Oregon Liquor and Cannabis Commission, OLCC, is responsible for the issuance of liquor licenses in the state of Oregon.

Statutes do allow local governments to make recommendations that the OLCC may take into consideration for granting or refusing a license.

This is kind of an important clarification because the city does not issue liquor licenses.

The city can make a recommendation on whether they believe that OLCC should or should not, but OLCC has ultimate decision, um, ultimate review over that.

So local government has 45 days from when notice is given to respond and must have valid basis for adverse recommendation.

The city's grant process for making or recommendations is laid forth in the city's code of ordinances, section 110.070 through point one 999.

Umfavorable recommendations are only considered valid if they adhere to the refusal bases enumerated and relevant statutes and administrative rules.

So OLCC has very specific rules for when they're allowed to deny or restrict a license.

And so if the city issues an adverse recommendation, it has to adhere to one of those bases.

This is a non-exhaustive list of some of those reasons.

And I do want to note that all of these kind of have caveats.

So on the last one it says license premises will be located within 500 feet of certain types of facilities, but in order for that to apply, those facilities have to prove or argue essentially that license being in effect there would impact their ability to offer their services.

So if the city feels that there's too many of those types of businesses in that area, OLCC does not consider that a valid basis for an adverse recommendation.

We're gonna go into the current process.

I have three main categories for this.

One is for a new or a change of ownership application.

These are uh so the change of ownership is usually if there's an existing license in place or existing business and they're selling to someone else.

That's most of the new ones that we receive, and then new is obviously for an entirely new business.

Um for that process, the application and payment is submitted to the city recorder, staff checks for valid city business license or an application for a city business license.

We forward it to the police department for a background check and for the police chief's recommendation, and then it's then brought to the council for final action.

If it's favorable, if a favorable recommendation from the chief, it's just added to the consent agenda, and unfavorable is scheduled as a public hearing.

Umce it's approved.

If it is approved, then it goes back to the applicant for them to submit to OLCC.

We have a three to four week estimate time frame for this.

Um the longest I've seen is five weeks, and that was due to the council being in their kind of summer recess.

Um, there is a 100 fee for the new license and 75 dollars for a change, which is capped by state statute.

Um, as far as this, I oh I guess kind of more related to the last slide.

Sorry.

The I in speaking with the police chief about this process, um, he let us know that in his entire time in making these recommendations, he's only recommended that one license not be granted due to the history of the person applying, and OLCC did still grant that license.

So they do again have ultimate say in that.

The next process is that for annual renewals.

Um, this is the one that is primarily more of a strain on staff resources.

Um, the OLCC sends a renewal notice to the city recorder every year, staff checks for valid city business licenses, and then um mails notices to those businesses because they have to submit to us a new background check form.

Um those applications and payment are submitted to me, and then it gets sent to the police uh department for review.

They make the recommendation, um, and then it is again brought before the city council.

Um the numbers for renewals have remained pretty consistent.

So we had 55 the last two years and 54 the year before that.

Um it's a 35 renewal fee, again capped by state statute, um, which I by my assessment, I guess we haven't had an official fee assessment, um, but that is capped by state statute, and I would not say that it generally covers the staff time for um for the renewals.

The last process is for special events.

Um, I do want to make the distinction that that's is different than an event permit.

Um, this is these are just special event liquor licenses.

Um the process for this is applications and payments are submitted to the city recorder, staff checks for a valid city business license.

If they're not a business in the city with a current city business license, they're required to obtain a temporary business license.

Um, and then I sign them and return them to the applicant.

Um, I process, I don't have an exact number, but it was around 110 in 2024 was when I had the most complete numbers, which sounds like a lot, but there are 40 just for Forest Grove and Forked, and they each have to submit separate permits for that.

Um it's 20 for a special event fee and then an additional 35 for a temporary business license fee.

Um, of those 210, um, I would say 90 to 100 of them are for community events, so things like the unforked or Oktoberfest.

Um, very few of those are for private events.

Um, so then as just some comparisons for other cities in Oregon.

Um cities where the city manager or designee are authorized to make recommendations directly to OLCC are Hillsborough, Gresham, Eugene, Salem, Kaiser, and Troutdale or Troutdale.

And then the only responsive city that said the council still makes the decision is Seaside.

Cities that don't require background checks for renewals, not and don't include renewals on the council agenda are listed.

And none of the cities surveyed conduct background research background checks for renewals of licenses.

So there's still background checks for the initial application, but not every year.

And they do it just as a way to notify the public and give them a chance to comment.

But most cities or all the cities who responded do not require business licenses for them.

Okay.

So for discussing discussion, uh staff is asking the city council to consider the following recommend updates to Forest Groves liquor license process.

The first is to authorize the city manager or designee to make favorable recommendations to OLCC for new or change of ownership applications.

So that would pretty significantly lower that.

What most cities in this case do is either give the option for if there's an adverse recommendation that that automatically goes before the council, or the applicant can have the option to appeal to the council before that adverse recommendation is submitted.

So again, this would just allow us to not have the renewals on the council agenda.

Um the city manager or doesn't we would allow be allowed to just um submit those uh directly to the OLCC.

Um in addition to that, we're recommending removing the background check requirement for annual renewals, as again this says take a lot more work for staff.

Um often what cities will do in this case, or sometimes is have the police when the OLCC sends that list of renewals, that list gets sent to the police chief, and they can flag any that have had persistent issues if there's been a lot of problems and um in at that business that fall under those uh valid bases for an adverse recommendation.

The police chief can just flag those and send those to the city manager, and again, that would go through that process of public hearing.

And then finally, removing the business license requirement for special event liquor licenses.

Um the business license more than doubles the fee that the business that um applicants are paying to have those special events.

Um that is just more of a deterrent.

Um, and again, a little bit more processing time for staff.

Um, so I'm open to council feedback.

Okay, any questions for my I do have a question there.

Council present.

So the background check we removed that, right?

Only for renewals.

So there would still be a background check if they once but for renewal renewals, a lot of things can happen within a year, right?

Yeah.

So would you uh described would be having like an informal uh check, background check done, or you know, yearly check done by the chief.

Yeah, it would be more in that case, it would be more based on if um if things had been happening at the business, because obviously they have the the knowledge and the records to know if there's been a lot of, you know, um if there have been a lot of those uh valid bases, the the issues happening at the business.

So it wouldn't be the background check aspect.

All right, but it would be selected according to that, meaning that there could be some businesses that would not uh have this background check because there haven't been any issues that the police has heard of.

Yeah, correct.

Yeah, that's true.

I'm not in agreement.

I think a background check is important.

And I'm sorry, I'm not to give us stuff more work, really.

I am so sorry.

Because I don't like doing that, but I think background checks are important.

Yeah, I don't I think that there's still a background check initially, correct?

Yes.

But I mean on a year every year.

Well, is that what they're saying here that they're they're getting rid of the yearly renewal background check?

Yeah, and can you go can you swap who's running the PowerPoint?

Are you running the PowerPoint even up here?

Doing both all your jobs, okay.

But so yeah, can you go to the municipalities?

Oh, that's have no background checks for renewals not included on council agendas, Hillsboro.

I mean, I guess I'm wondering there the majority of comparables don't do that.

And even for me as a I mean, even for me as a teacher, as like a public employee that has 13-year-olds, like my background check is before I get hired.

I don't go and get a background check every year.

I teach.

Yeah, but these I work with kids.

Right, it's to sell things, right?

Yeah.

Yeah.

So with that being said, even if somebody didn't pass a background check, can OLCC still give them their liquor license?

So it's kind of a mute point there, like when it comes to that.

You know, you know what I mean?

So no matter what we decide, OLCC has a final say.

So whether we do a background check or not, they can OLCC can say whatever and still do the liquor license.

Right, you don't know that for certain though, right?

It's a possibility that they or there is a high likelihood that they would approve it.

They can they can OLCC can do whatever they want at this point.

Yeah.

So whatever we decide on a background check is null and void because they get the final say.

So it might make us feel warm and fuzzy to do it, but it's not necessarily doing anything when they have final say over it.

So many imperfect things about this overall system, you know, and these I find to be one of them.

No.

When it comes to selling leaker or something else, you know, um, I don't know.

I just tend to be a little bit more spec on things like that.

And that's just me, you know it in my opinion.

I would agree with you.

I would agree with I would agree with that statement.

Like whenever I volunteer for the note teach, but I have to, I had I just had a background check today with school district because I coach, so I have to have that every single year.

And I get that, but what this is saying, what OLCC does is different, so they can give the license no matter what the background is.

So basically what we have the final thing.

We've never had the it's essentially that's that's I mean, ever been a recommendation.

I mean, I think we made a we have a state licensing board.

So what we're doing is not only doesn't matter, it's a redundancy of something that doesn't matter.

So like we have a licensing board by the state.

If like the city wouldn't recommend nursing licenses, you're licensed by the state.

We have a body that does this already, and so I find these things completely redundant and also like you said, the only time we've ever had an adverse recommendation, it was overruled by OLCC because they have their own process.

Well, you know, that's it, yeah.

If you put it that way, that it is redundant, and we've never had any power, it was fictitious, right?

Yeah, then okay, I understand.

And it's sad, but no.

Yeah.

I mean, I think I think it streamlines the process and allow I mean, I I think what everyone said is true.

Like I'm okay with this.

I feel like it makes sense to move in this direction.

But does anyone are we over?

I mean, no, OLCOM, like OLCC changed to an online system called camp, and it is ridiculously fast.

Now it used to be back in the day, it was like it would be uh five to six weeks or turnaround, and now it's like a couple of days at most.

So this they mean that's what you get when you get the businesses that put me like a license, they seriously type it in, fill out the forms, it's sent, and then they have to wait on us to do it.

And so they're we're they're reading for like four or five weeks or whenever it gets put on our agenda, and so they're just sitting here turning their wheels waiting for it when OLCC is basically already approved it.

Yeah, council gets there's been several businesses that I've talked to in the downtown that have had that that same problem, especially when they find out or they've been invited to an event last minute for whatever purpose and and we're kind of the we're the bottleneck.

I mean, I did two liquor licenses last, probably like not even a month ago, and they were done within 24 hours.

It's super super fast now.

So it's like we should keep up with what OLCC is doing and kind of move as fast as we possibly can.

Oh yeah, I think there's consensus.

So for next steps, um, this does require uh an ordinance as it will um need some code changes.

The so staff with a review of city attorney will draft that language.

OLCC does typically review those revisions to make sure that that they approve the process that we prov that we want to go to.

Um so then staff will return once we have that approval with an ordinance for council consideration at a duly noticed public hearing.

Okay.

Well, thank you for bringing this to us so much.

Okay.

This work session is adjourned.

We go home now.

We're out 39 minutes early.