Forest Grove City Council Work Session on Communications Plan and Liquor License Process - October 27, 2025
Forest Grove City Council Work Session on Communications Plan and Liquor License Process - October 27, 2025
The Forest Grove City Council held a work session on October 27, 2025, to discuss two major topics: a proposed communications plan and branding guide for the city, and recommended updates to the city's liquor license process. The council provided feedback on scope, process, and funding for the communications plan and reached consensus to move forward with a Request for Proposals (RFP). On liquor licensing, the council discussed streamlining processes to reduce staff burden and business delays, and directed staff to draft ordinance changes for a future public hearing.
Discussion Items: Communications Plan and Branding Guide
- Presentation by Stephanie Fleischer (Communications Manager): Fleischer outlined how the communications plan and branding guide relate to the city's 2040 vision, specifically action items 410, 411, 113, 117, and 237. She defined key terms (logo, communications plan, brand guide, communications policy) and explained that the current inventory includes a tourism logo (adopted 2020), a city logo (three leaves, approximately 10 years old), and an existing communications strategy created before her tenure. She proposed a one-year process (November 2025 to November 2026) involving an RFP, logo and brand development, and adoption. The RFP would include development of a communications plan, logo design and variations, a branding guide, a business suite, and an official city seal. She estimated the timeline: RFP writing in November 2025, posting in January 2026, proposal review February–March, then development and council review.
- Funding: City Manager Jesse Van Der Zanen stated that $62,900 in former economic development funds is available and eligible for this purpose.
- Council Feedback: Councilor Feldner questioned whether significant money would be spent on logo redesign versus the communications plan itself, noting the current logo is hard to apply and suggested more focus on the strategic plan. Councilors Govison expressed excitement, stating the communications plan is foundational for implementing the 2040 plan and noted the communications team has grown significantly (first communications staff hired five years ago). There was consensus to move forward with an RFP that addresses both components, with the ability to evaluate proposals for variations.
Discussion Items: Liquor License Process Updates
- Presentation by Mariah Woods (City Recorder): Woods explained that the Oregon Liquor and Cannabis Commission (OLCC) issues liquor licenses; the city only makes recommendations. The current process requires council action on new licenses, renewals, and special events, which can cause delays for businesses (3–5 weeks for new licenses, and longer if council is in recess). She noted that of 55 annual renewals (consistent over recent years) and approximately 110 special event licenses in 2024 (40 just for Forest Grove & Forked, 90–100 for community events), only one adverse recommendation had ever been made by the police chief, and OLCC still granted that license. Staff proposed three changes: (1) authorize the city manager or designee to make favorable recommendations to OLCC for new or change-of-ownership applications (with adverse recommendations going to council); (2) remove the annual background check requirement for renewals (only 0 of 7 comparable cities conduct annual checks); and (3) remove the business license requirement for special event liquor licenses, which doubles the fee. Staff surveys showed Hillsboro, Gresham, Eugene, Salem, Keizer, and Troutdale all allow the city manager to make recommendations directly; only Seaside retains council decision.
- Council Feedback: Councilor Feldner initially expressed concern about removing background checks for renewals, stating she believes they are important. Other councilors noted that OLCC has final say and has overruled the city's only adverse recommendation, making the city's background check redundant. Councilor Govison pointed out that OLCC's online system (CAMP) processes licenses in days, while the city's process causes bottlenecks. Several councilors mentioned hearing from businesses that the current timeline is an obstacle. Councilor Feldner later acknowledged the redundancy and expressed support for streamlining. Council consensus was to move forward with the proposed changes.
Key Outcomes
- Communications Plan & Branding Guide: Council reached consensus to proceed with an RFP. Staff will develop the RFP incorporating both the communications plan and branding guide, with flexibility to evaluate proposals that emphasize strategic communications. The RFP is expected to be posted in January 2026, with a target completion by November 2026 using the identified $62,900 in funding.
- Liquor License Process: Council directed staff to draft ordinance changes to: (1) allow the city manager to make favorable recommendations on new/change-of-ownership licenses; (2) remove the annual background check requirement for renewals (with police chief flagging any problematic businesses); and (3) remove the business license requirement for special event liquor licenses. Staff will review the draft with the city attorney and OLCC, then return with an ordinance for a duly noticed public hearing.
Meeting Transcript
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.
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