City & Government, Cottage Grove

Chronicle Q&A: Cottage Grove City Council & Mayoral candidates talk specifics

COTTAGE GROVE — Residents will vote to re-up their mayor for another two-year term or give a city councilor a chance at the wheel – as nine candidates compete for five city council positions. Incumbent mayor Candace Solesbee will contend with councilor Dana Merryday. Should Merryday win, his unexpired term as councilor will go up for bid. If he is unsuccessful, he will maintain his Ward 3 seat on the council until his term expires in 2026.

Meanwhile, Richard Andrew Vasquez, Patrick Cartwright, and Darrel Wilson compete for the at-large position 1. Chris Holloman faces Jim Settelmeyer for the second at-large position, and Christine Hyink and Kevin Adamski vie for Ward 1. Current councilors Greg Ervin and rookie Randell Lammerman are up for reelection and are uncontested. 

All candidates were presented with opportunities to participate in the election edition. Some candidates did not respond or declined participation. 

Cottage Grove City Council has experienced a trio of recalls,  reported threats to councilors, and a councilor resignation. Despite all that, what drives you to want to take an unpaid and often thankless role in city government?

Mayoral candidates

CANDACE SOLESBEE: Cottage Grove is an exceptional place to call home, perfect for raising a family and building lasting memories. Our city offers a unique blend of community spirit and natural beauty, making it the ideal choice for anyone looking to settle down. 

Unfortunately, we have faced a difficult period over the past few years. It began with the collapse of our police department and the closure of our non-compliant jail. This situation was further exacerbated by the decriminalization of drugs through Measure 110, which led to a traumatic rise in addiction, affecting one in five Oregonians. This has compounded the issues of mental illness and the homelessness crisis. When the Ninth Circuit Court handed down its ruling on public spaces, there was a significant difference between the community’s view on handling the issue of the unhoused and the majority vote of the council, leading to an unprecedented recall. 

I truly believe that our community is beginning to heal from the challenges we faced and is starting to come together once more as friends and neighbors. I do not expect thanks from citizens for my role as a public servant. My greatest reward would be to help a leadership team improve our community. I am hopeful that together, we will create an environment where our children are proud to raise their families and our grandparents will still recognize it as their own.

DANA MERRRYDAY: While I was not born in Cottage Grove, I only moved here after a decades-long search of all corners of the state with the intention of settling in Oregon. This community appealed to me and my wife primarily for the level and evidence of volunteerism. So many positive things were happening here due to a dedicated group of people coming together to solve problems, make change, preserve the past, have some fun, and move into the future. Some examples are W.O.E., Concerts in the Park, Community Sharing, Cottage Grove Historical Society, Vision 2037, and Artwalk. 

People seemed to get along despite their differences, working together for the greater good.  That included the city council. For this reason, I chose to run (for city council) during the 2022 election. I felt I could work with anyone to help keep alive what drew me here in the first place. I still hold that vision and goal. Whatever I take on, I work hard and strive to see it through to a successful conclusion. 

So, I commit to serving on the city council, whether it be as your mayor or Ward 3 councilor. That’s up to the people to decide.

City Council candidates

CHRISTINE HYINK: I’ve always believed in the importance of community involvement and giving back, especially in challenging times. Cottage Grove is a place I deeply care about, and I want to be part of the solution to help it move forward. While the recent turmoil on the City Council has been difficult, it’s also a reminder of how essential strong leadership is. I’m driven by a desire to contribute to a more stable, collaborative, and positive future for our town.

I don’t see the role of a city councilor as thankless; I see it as an opportunity to serve. I’m committed to listening to residents, working toward real solutions, and being a voice for the community. Public service has been a consistent part of my career, and I’ve learned the value of transparency, accountability, and collaboration. Even in the face of adversity, I believe that with the right mindset and leadership, we can overcome challenges and create an environment where people feel heard, supported, and proud to call Cottage Grove home.

KEVIN ADAMSKI did not respond to The Chronicle’s requests to participate.

RANDELL LAMMERMAN did not respond to The Chronicle’s requests in time to participate.

GREG ERVIN: I believe that the residents of Cottage Grove deserve strong representation to ensure their concerns and desires are not only heard but acted upon at the city level. In times of difficulty — like the recent recalls, threats, and resignations — it’s even more crucial that dedicated individuals step forward to lead with integrity. 

JIM SETTELMEYER: Joyce, my wife, and I continue working with many wonderful volunteers and contributors in Tree of Joy, The Great Ice Cream Bowl, CG Peace Pole creation, and numerous other positive community projects. Cottage Grove is not broke – we have a lot to build with. If I am going to help build unity in our city, I first must be elected.

CHRIS HOLLOMAN did not respond to The Chronicle’s requests for participation in The Election Election. 

RICHARD ANDREW VASQUEZ: I am driven by the desire to help individuals succeed within the community. So, by applying my skills in community events – volunteering, sitting on committees, or providing a service to the public – I feel it’s a leader’s role to step into leading positions that help influence others to be successful.

DARREL WILSON and PATRICK CARTWRIGHT, Vasquez’s opponents, did not respond to The Chronicle’s requests to participate.

As the City continues to navigate a budget strain, what steps will you take to ensure the majority of the community is happy with how their tax dollars are being used? 

SOLESBEE: Open communication and transparency are essential. This allows officials to explain the municipal budget while actively listening to taxpayers’ wishes and concerns. I believe that controversial initiatives, such as those concerning the unhoused and major infrastructure projects, should be put to a vote by the constituents. I pledge to represent the majority of this community with expenditures that are important to YOU, not special interest groups. The hard-working people of Cottage Grove have become aware that the local voting decisions, Significantly impact their daily lives. Those of us who used to fill in the little bubble on our ballot only because we recognized someone’s name or we thought the person was nice are now doing our homework. We are making sure the candidates align with our values and beliefs, before casting our vote.

MERRYDAY: The $55 Million dollar City budget is complex and confusing at times, even for me, who has served on the budget committee for the last 4 years, both as a citizen member and as a councilor. There is a perception by some of the public that there are improprieties with funds being misappropriated, misused, and the like. I can state categorically that this is not the case. By law, the budget must be balanced, regularly audited, and the movement of funds documented and approved by the Council. We do have a huge need for public education on how the budget works. For instance, did you know that the City only receives 40% of your Property Tax bill, and that is only about 20% of our budget? We are on a fixed income due to the Measure 50 limitation on increasing the assessed value annually to 3% regardless of an increase in property values or costs. This has brought us to a point where we must seek additional funding or trim back our city services or perhaps both in the near future. 

HYINK: Transparency and accountability are essential for ensuring the community is confident in how their tax dollars are spent. First, I would advocate for clear communication on financial decisions, providing regular, easy-to-understand updates on budget priorities and spending.

Second, I would support opportunities for community involvement in the budgeting process. Through public forums, surveys, and town halls, I want residents to have a voice in shaping spending priorities. Engaging the community early ensures their input is reflected in the final budget.

Lastly, I would push for responsible spending with clear oversight. Every expenditure should serve the city’s goals and demonstrate value to the community. By prioritizing transparency, encouraging community feedback, and holding the city accountable for its financial choices, I believe we can navigate budget constraints while ensuring the majority of the community is satisfied with how their tax dollars are being used.

ERVIN: First, I will collaborate with fellow councilors to establish policies that ensure the city manager and staff deliver high-value services to residents as efficiently as possible. This means prioritizing core services like public safety, infrastructure, and community programs while finding ways to optimize the use of limited resources. 

Second, it is crucial to provide opportunities for Cottage Grove residents to actively participate in decisions about how their tax dollars are spent. By encouraging public input and fostering open channels for feedback, we can ensure that our financial decisions reflect the priorities and concerns of the community.  

SETTELMEYER: Council training will follow the election. During that, it will be important to work together to establish goals and processes that reflect respect for all perspectives and facilitate community input and timely information sharing.

VASQUEZ: Long-term goal setting and seeking outside resources for funds can help calculate spending and give details of what is needed to ensure the city can function well. Transparent budgeting, regular community engagement, prioritizing local needs, actively seeking feedback from residents, and community surveys can help ensure where the tax dollars are being spent.

What steps will you take to successfully navigate the unhoused issues that have traditionally divided the community and, in recent incidences, the council itself? 

SOLESBEE: I have consistently opposed low-barrier shelters that do not require individuals to pursue sobriety or undergo criminal background checks. This can allow sex offenders to take shelter and leave our unhoused families to fend for themselves. Many people do not realize that the average age of a homeless person is just 11 years old. We are failing our children, who should be our top priority in the state of Oregon. Cities like San Francisco, Portland, and Seattle have spent billions on shelters, yet they continue to face an increase in unmanaged camps and a rising homeless population. This has led to business closures and reduced tax revenue. I am committed to not repeating these mistakes, so I have voted against such policies. The social experiment of House Bill 3115 has created a confusing set of ambiguous laws regarding public spaces, which many attorneys struggle to decipher. While some have conceded to a “time, place, and manner.” Approach. (Dusk to Dawn) the recent Supreme Court ruling in Johnson vs. Grants Pass indicates we can expect much-needed pushback.

I have met with Lobbyists from the League of Oregon Cities, and we plan to go to Salem to request a complete repeal of the bill during the legislature’s open session in January. I will work tirelessly on your behalf to reform or repeal this bill as we continue to address the social crisis and connect individuals with outreach services.

MERRYDAY: With the City manager’s decision to invoke a 7 p..m to 7 a.m. camping program, we have returned essentially to what the city was experiencing 10 years ago, folks camping out of sight and discreetly.   There are three areas I feel we need to address, 1.) our resident population  – They are not going anywhere and have deep ties to CG  2.)  Vehicle residents  – Being on I-5 we will always have folks ending up in town living in vehicles. plus, those who have lost housing often wind up in their cars with whatever else they can hold on to.  3.)   Folks on the Edge – With housing costs so high, housing in short supply, and wages not keeping up with housing costs,  many residents are one paycheck, one car breakdown, or medical event away from entering our unhoused population. There is no one solution to address these issues.  I would seek a citizen/council work group such as the roads committee to develop a plan that is acceptable to the majority of the community and also seek to reestablish a working relationship with an agency or nonprofit that could assist us in administrating the plan the committee produces.

HYINK: I support the council’s decision to close the camps and transition to the dusk-to-dawn model. These camps were neither sustainable nor humane, and they did little to address the underlying issues affecting the unhoused or the community at large. To effectively navigate the unhoused issue, we need to prioritize solutions that offer a clear path toward stability and self-sufficiency for those in need while also ensuring the safety and well-being of the entire community.

ERVIN: I am committed to supporting services that provide a clear pathway out of homelessness,  focusing on programs that offer housing, job training, community, and addiction treatment. It is essential to ensure that these services create real opportunities for individuals to rebuild their lives and reintegrate into society.  

At the same time, I believe in the importance of encouraging pro-societal behaviors that contribute to a safe and healthy community. This means setting clear expectations for conduct, especially in public spaces.  

By fostering partnerships between local organizations, law enforcement, and service providers, we can work toward solutions that address the concerns of all community members, ensuring that homelessness is met with empathy and accountability.  

SETTELMEYER: It can only be accomplished collaboratively, with respect for all perspectives and community input and timely information sharing.

VASQUEZ: Starting a homeless task force or standing committee that can help navigate legal policy, shelter, housing, education, outreach, and data research will allow us to understand what is needed for our unhoused individuals. Safe, stable homes are the foundation of prosperity and opportunity for individuals and families. Housing is a crucial factor in everyone’s social determinants of health, particularly the unhoused population. I have had the chance to sit on a homeless task force, which would identify solutions, advocate for funding, create dialogue, and collaborate with non-profits to seek opportunities for all unhoused residents. Seeking statewide support from The Oregon Mayors Association (OMA) and League of Oregon Cities (LOC) are critical opportunities for funding any unhoused issues.

What do you think the majority of citizens would rate the functionality and efficiency of its city government on a scale from 1 to 5 (5 being the highest) in the past two years? Why do you believe this, and what would you do to improve the rating?

SOLESBEE: I would prefer not to assign a numerical rank to the council’s performance, but if I had to guess what most citizens might say, I believe the rating would be quite low. I tend to assess effectiveness based on the overall health of our community. As I mentioned in my previous responses, we’ve faced many struggles over the past two years that made it challenging to celebrate our successes, such as hiring a top-notch City administrator and a highly trained Police Chief, receiving impressive grants for both our downtown revitalization and Bohemia park, and our community coming together in the face of a severe Ice storm. My hope for the future is that the new council will carefully consider its decisions and their trickle-down effects on the entire community. I urge that we make decisions based on solid metrics rather than emotions. It is important that we look to other cities, learning from their successes and challenges, just as we have learned from our own experiences.

MERRYDAY: Three. The last two years have been a roller coaster, to be sure. From police department issues to hiring a new city manager, divisions on the council, two recalls, a public outcry on our management of the unhoused, and now the promise of a difficult financial landscape, I can see how the majority of the public would give the city low marks. … But I want to point out that, in the midst of this perceived morass, we have made considerable strides forward. The City was able to attract and hire an excellent new chief of police, Cory Chase, who has, in turn, hired a number of highly qualified officers and commanders and has completely turned the department around. The City faced a devastating ice storm but never lost the ability to deliver water and sanitary services and was quickly able to recover from the storm damage. The new city manager is bringing trust back with his openness. His decision to close and clean the camps has done much to abate public anger with the unhoused plan. We need to build on these accomplishments and keep moving forward.

HYINK: Two. Although, with the recent changes regarding the homeless camps, I’d say it has moved up to a 3 or 4. The lower rating is largely due to the clear hostility and division within the city’s government, which has impacted the public’s confidence in its ability to function cohesively. Additionally, there has been a lack of budget transparency, which further erodes trust and accountability. To improve this rating, I would focus on fostering better collaboration within the council and increasing transparency in decision-making. Clear communication and open dialogue with residents about where their tax dollars are being spent can help rebuild trust. By encouraging accountability and creating a more unified, transparent government, I believe we can work toward a higher level of functionality and efficiency that the community will recognize and appreciate.

ERVIN: 2.75. This reflects several factors, including the high turnover in key staff positions, which contributes to less effective law enforcement efforts. Additionally, some city policies have directed funds toward controversial initiatives, which may have affected public perception.  On the positive side, there are areas where the city government has performed well:  1) Our parks are in the best condition they’ve ever been. 2) Both residents and developers benefit from an efficient permitting process. 3) Essential services, such as water delivery, waste management, and stormwater processing, are running smoothly.  4) The police department has been rejuvenated under strong leadership. 5) We’ve transitioned to a new, well-experienced city manager after a long-standing predecessor.To improve this rating, I believe the city council needs to focus on representing the will of the people more closely. By setting clear goals and policies that reflect the desires and needs of  Cottage Grove residents, we can enhance public trust and overall satisfaction with city governance.

VASQUEZ: Four. Cottage Grove is a place that provides comfort, safety, and welcomeness. The city government offers excellent service to the community and residents. However, every city could be better, and all cities need improvement. I believe seeking a solution to homelessness can help our community be more united and adaptable for positive results. Focusing on local business and attracting tourism in the summer is crucial for a thriving city government. However, if the city government lacks responsibility regarding homelessness or the unhoused, the rating scale could be low.  

What are three things you think the city government is doing well, and why?  Conversely, where can it be improved in three spots, and how?

SOLESBEE: The challenges we have faced have also presented silver linings as we have learned and grown from them. Doing well: 1) To improve relationships with our constituents, we increased our community engagement efforts. We began hosting town halls and creating community and council ad hoc committees, and I have continued my monthly radio interviews to address citizens‘ questions. 2) Our emergency preparedness improved tremendously following the extreme ice storm. We realized what was necessary to protect our community’s most vulnerable members and how to respond more quickly. 3) Over the past couple of years, I’ve come to understand the importance of lobbying our lawmakers in Salem regarding both infrastructure and transportation needs, as well as legal areas that could adversely affect our city if not addressed.

MERRYDAY: Doing well: 1) The rebuilding of our police department has brought about a positive change in the public perception of our officers and their performance as a team. 2) While not apparent and not beloved because of the perceived high cost to its customers, our city utilities are state of the art. They deliver clean, safe drinking water and sanitary services with room for expansion. This is not shared by our neighbor to the north, Creswell. 3) Our parks, library, and assets, such as the Armory and Community Center, bring quality of life value to our city. Needs improvement: 1) Our roads are in poor shape. The Ad Hoc Committee has made some workable plans to improve them. That will take public buy-in and investment. 2) Together we need to agree on a plan to manage our unhoused as developed through a public process and with the aid of a non-profit partner. 3)We will need to find new ways to pay for our city services as we face rising costs and fixed revenues. This will involve seeking grants, legislative changes, and new revenue sources, including increasing our tax burden.

HYINK: The city government has made significant strides in three key areas. 1) The decision to transition from unsafe camps to the dusk-to-dawn model was a necessary step toward addressing homelessness in a more humane and organized way. 2) The emphasis on maintaining public safety has been a strong priority, particularly in ensuring the community feels secure. 3) The city’s efforts to enhance transparency, such as improving tracking systems for spending, show a commitment to accountability. Needs improvement: 1) Budget transparency can still be enhanced. Providing clearer, more accessible information to the public will help rebuild trust.2) The communication within the city council itself needs improvement to prevent division and hostility, fostering a more collaborative environment. 3) Community engagement could be improved by creating more opportunities for residents to voice concerns and participate in decisions that impact them, ensuring the government reflects the needs of the people. These improvements will not only strengthen the community but also ensure the city government operates more efficiently and effectively.

ERVIN: Doing well: 1) Community engagement and support: Cottage Grove’s city government excels in fostering a community-focused environment, with staff consistently going above and beyond to serve and engage residents. The community itself is highly generous, with many volunteers participating in causes and events that promote a healthy community. The city does a great job supporting and facilitating these volunteer groups. 2) Advocacy for Residents: The city government effectively advocates for residents, such as when it championed the use of a more accurate model for assessing the 100-year floodplain. This change had a significant positive impact on insurance accessibility and rates for a large portion of Cottage Grove residents. 3) Housing Initiatives: The city government understands the impact of the housing shortage on residents’ ability to afford to live in Cottage Grove. They’ve responded by adjusting codes and creating incentives to increase the housing supply, supporting organizations that produce affordable, below-market-rate units.  Needs improvement:1) Communication with residents: The city government needs to improve how it communicates with residents,  as its current methods of providing and receiving information leave much to be desired. 2) Local accountability through law enforcement: There is room for improvement in local accountability, particularly in law enforcement and the municipal court system. Strengthening these areas  would enhance public trust. 3) Economic development foundations: The city could do more to lay the groundwork for attracting economic development opportunities, ensuring Cottage Grove becomes more appealing to businesses and investors who would bring family wage jobs to our area.   

VASQUEZ: Reinstating a police department, Urban Forestry, or enhancing public green spaces, promoting walkability and accessible public transportation – these are significant values for a city to grow and provide quality living. Other departments are doing well, but these are most effective and provide excellent service to the community. The police provide safety and help control crime rates. Having a police department gives good standing to any city. Urban Forestry has provided its service to the community in many ways, and one that was most affected was recently during our winter storm. Access to walk on sidewalks and public transportation is a must. It provides opportunities for safe travel and easy access to local destinations.

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