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HomeMy WebLinkAbout2013-0304 Study Session PACKET CITY OF ASHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, March 4, 2013 Siskiyou Room, 51 Winburn Way 5:30 p.m. Study Session 1. Look Ahead review 2. Council evaluation and prioritization of goals and objectives for the 2013-2015 biennial budget 3. Discussion of a revised proposal for a help center in Ashland Following the Study Session the City Council will hold an Executive Session for performance evaluation of a public officer pursuant to ORS 190.660.(2)(i). In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735- 2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title I). COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9 VISIT THE CITY OF ASHLAND'S WEB SITE AT W WW.ASHLAND.OR.US • City of Ashland Cou eeting Look Ahead • """THIS IS A DRAFT AN BJECT TO CHANGE"*" Departments JT MTG SS cc BDGT SCOT SS cc ss CC BDGT BDGT SS cc SS cc SS cc Ss cc Responsible 3111 3118 3119 3120 3121 411 412 4115 4116 V17 4118 516 5a 5120 5121 613 614 617 6/18 1 ~ ~JointlMeetin wi[TGouncillandTP.arks Commissio7 ~ 11 Discussion of mutual Council and Parks oats Dave/ Don Admin Parks NEW [31187 Stutl Session in siski ou Room [30 2 Discussion of Council request for time for announcements at Admin SS meetings (request of Councilor Slattery) 3 Discussion of Council rules regarding engaging speakers at Admin SS public forum (request of Councilor Slattery) 4 Discussion of AFR funding 8 rant issues John Fire SS s3ml Executive7g'Gssion €ST' 13/161 5 For litigation u date pursuant to ORS 190.660 2 h Legal EXEC [J/16] ~Re'ular CouncillMeetin MUM, 6 Contract for police contact station (Terry) Police CONS 7 Economic Development Plan update Bill or Adam CD or Admin NEW 6 Update of financial policies Lee Finance NEW 9 AFR Cost recovery Fees John Fire ORD-2 [3207 ®Bud edGommitte-i'al secs. rants reviewIIIIIIIIIIIIIIIIII - ES1201 [3121 Feud e-Mommitte-dial svcs. rants review' 1[3/2 11 0 ~Sf'utl7$ess on7 in Siski ouTRoom C/1 Discussion of whether or not to Continue the ad hoc steering CD Admin SS committee on homelessness for another year Bill/ Dave 11 Self insurance O&A Dave/Tina Admin HR SS - 1 ~Re uulTCouncil[Meetin o C!21 12 Modification of water rates for 1" service Mike PW NEW 13 Resolution re: responsible banking policy Barbara Recorder RES 14 Public Hearin on Annual CDBG Grants Awards Bill CD PH [4S5] ~St'ud'ISessbn infSiski ou Room C~sl 0161-Re uularlConcillMeti~ 41,16J 15 Presentation by Michael Cavallaro of RVCOG's annual report Admin PRES Dave 116 Firewise Week Proclamation John Fire PROC 17 Annualappointment s for commissions/committees Barbara Recorder CONS 16 Annual report on came (Terry) Police CONS 19 Possible resolution continuing the ad hoc steering committee on CD CONS homelessness Bill C/:_ feud etTGom'mit-teeMEconT&TCuultual raT ntTeviewl~ ~l[1®i _ C.1 7A EA Bud etTGommitteeMEcon &TCultuTal rants reviews ®®i ® 01.81 [§t6] Stud Session in Siski ou Room ~ tl• Is'6A [5nl ~Reguuuinrr COUncilTMeeting IsOI [5120]ud'TSeasion iilTSiskiROOm~~~~~~~~~~~ ~~~[5i2g1 [5r23l ~Re uiZCouncilTMeeti p dcQ ; . u1ea,` tn~'~w ~U C ,,gyp - QYy Foy' c~rR~q revloxi ~04 tics AZL • City of Ashland Co eeting Look Ahead . *****THIS IS A DRAFT ABJECT TO CHANGE***** Responsible 3111 3fl 8 3/19 3120 3121 411 412 4115 4116 4117 4118 S16 59 5120 $121 613 614 617 6/18 Stud Session In Siski ou ROOm ~~~~~~(sE37 x614 ~Re War Gounci11Meetin K6/4 20 Public hearing on ordinance to levy taxes for FY14&15 (Lee) Finance PH ORD-t ORD-2 21 System development charges update for water, sewer, and PIN PH transportation Mike 22 Resolution to qualify for state revenues Lee Finance RES 23 Resolution to receive state revenues Lee Finance RES 24 Resolution setting appropriations Lee Finance RES 25 Resolution adopting rate increases for all enterprise funds, as Finance PW RES approved in the budget process Lee/ Mike/ Mark Electric Stud Session in Siski ou Room' ~1'/ Ce Re ula7COunciliMeeti"~® r>/.e 26 Public hearing on ordinance to levy taxes for FY14&15 Lee Finance ORD-2 -Lon Ter Us..io'it~ ®®~~®S®~® I®OO®®®- Telewm Frantliise NpreemeMS 6 Rght o1 Way Usape D¢wssion of repulamq Me grown, or medical manryana in «silennal areas Ominance Maness Mashes VRDO round, Day use toothy for houneless oiswssian of dlretllon to seat for study of water ram structure that rewards wnsefvafmn am help mr lowmcooq indwiduals wire .,or bins Page 2 of 2 - 227/2013 CITY OF ASHLAND Council Communication March 4, 2013, Study Session Council evaluation and prioritization of goals and objectives for the 2013-2015 biennial budget FROM: Dave Kanner, city administrator, dave.kanner@ashland.or.us SUMMARY: The City Council held a goal-setting session on February 2, 2013, at which it developed a set of draft goals and objectives for the coming biennium. The department heads have reviewed this draft and developed actions and tactics that can be employed to achieve the objectives. Many of these actions will require that new resources be budgeted next year and therefore need to be prioritized in advance of budget development. Other objectives have no actions attached to them because the City, within its current structure, does not have the dedicated capacity to address them and these objectives warrant re-evaluation. BACKGROUND AND POLICY IMPLICATIONS: Attached to this Council Communication is the draft of the goals and objectives developed by the Council at its February 2nd goal-setting session with staff-developed actions and tactics incorporated. Accomplishing many of these actions, thereby achieving the Council's objectives, will require the appropriation of resources in the next biennial budget. At the study session, I plan to engage the Council in a prioritization exercise that will provide guidance for choosing between competing demands for resources as we put the budget together. The objectives that need to be prioritized are as follows: Review the Emergency Preparedness Plan to include food security and other shortages of necessities. (General Fund) Mitigate fire hazards in the urban interface (General Fund) • Reduce risks of fire in the city via weed abatement and Firewise landscaping and building practices (General Fund) O Provide modern, fully equipped facilities and vehicles for city public safety functions (General Fund) Deliver timely life-cycle capital improvement projects (Enterprise Funds) • Examine and improve communication tools used to communicate with the public (Central Services Fund) • Examine the anticipated impacts of climate change on city infrastructure (Enterprise Funds) • Develop a fee/rate structure that encourages conservation and pays the bills (Enterprise Funds) • Establish a permanent jobs commission (Economic Development Dept.) • Implement Level I implementation strategies of the Economic Development Plan as approved by Council (Economic Development Dept.) Pagel of 2 Ir, CITY OF ASHLAND There are also three objectives that would appear to be Mayor/Council direct responsibilities. Staff can provide support as necessary, but Council is arguably the lead for the following: • Support and assist foundational relationships with community partners • Review and evaluate current commissions for their mission and feasibility • Improve communication between commissions and Council The Parks Department has developed its own goals and objectives with the idea that they will be blended into the City's Goals and objectives at a special meeting of the City Council and Parks Commission on March 11. In addition, the Parks Department has identified numerous tactics and actions that can be applied to the City Council's goals. A complete list of actions and tactics developed by the departments will be forwarded under separate cover. FISCAL IMPLICATIONS: N/A STAFF RECOMMENDATION AND REQUESTED ACTION: This item is for discussion only. Assuming Council consensus on a final draft, Council may also wish to discuss how best to solicit public input. A joint meeting with the Parks Commission is scheduled for March 11 to discuss melding Commission goals and Council goals. SUGGESTED MOTIONS: N/A ATTACHMENTS: Draft 2013-15 goals Page 2 of 2 ~r, DRAFT City Council Goals 2013 PUBLIC SAFETY GOAL L P11 Public safety and other city agencies, along with the community, collaborate effectively t ensure security for all and improve overall livability. C,~ A Obiectives• ~JJ~I'~~"' l/" ~ O Increase safety and security downtown - ~ - ((tjftjyLl(1'l/~ N 14 W7t' • Review the Emergency Preparedness Plan to include food security and other shortages ofm necessities • Mitigate fire hazards in the urban interface • Reduce risks of fire in the city via weed abatement and Firewise landscaping and building practices • Improve public communication and community partnerships re: public safety policies and best practices • Provide modern, fully equipped facilities and vehicles for city public safety functions MUNICIPAL INFRASTRUCTURE GOAL Collaborate with the community to ensure safe, cost-effective, and sustainable public services, facilities and utilities to meet the urgent, immediate and future needs of Ashland. Obiectives• • Examine the anticipated impacts of climate change on city infrastructure • Evaluate all city infrastructure regarding planning, management, and financial resources • Implement the conservation plan for water and complete the 10-year plan for electric • Promote conservation as a long-term strategy to protect the environment and public utility needs • Maintain existing infrastructure to meet regulatory requirements and minimize life-cycle costs • Deliver timely life-cycle capital improvement projects • Maintain and improve infrastructure that enhances the economic vitality of the community • Develop a fee/rate structure that encourages conservation and pays the bills COMMUNITY QUALITY OF LIFE GOAL Anticipate and identify opportunities to provide for the physical, social, economic, and environmental health of the community. Obiectives• • Minimize the incidence and impacts of homelessness • Provide opportunities for the poor to thrive and not just survive in Ashland • Increase the number of internet-based businesses by 50% in two years • Investigate land-use and funding strategies that provide affordable and workforce housing units • Support and assist foundational relationships with community partners • Establish a permanent jobs commission • Implement Level I implementation strategies of the Economic Development Plan as approved by Council • Review the Downtown Plan including zoning of areas around downtown and create a roadmap for the future planning of downtown • Encourage private development of affordable housing options • Analyze the impacts of increased preservation of historic buildings in Ashland ORGANIZATION AND GOVERNANCE GOAL Provide high quality and effective delivery of the full spectrum of city service and governance in a transparent, accessible and fiscally responsible manner. Obiectives: • Examine and improve communication tools used to communicate with the public • Improve budget and financial reports to be clear, realistic, and effective • Review and evaluate current commissions for their mission and feasibility • Improve communication between commissions and Council • Ensure the efficient and effective use of technology to enhance customer satisfaction • Ensure the availability of front-line personnel for customer contact during business hours DRAFT City Council Goals 2013 PUBLIC SAFETY GOAL Public safety and other city agencies, along with the community, collaborate effectively to ensure security for all and improve overall livability. Obiectives•. • Increase safety and security downtown Use a grant and reassignments this year in order to have close to seven days per week coverage by a dedicated officer in the downtown during the summer. Fill budgeted but vacant patrol officer position. Increase park patrol (Parks) • Review the Emergency Preparedness Plan to include food security and other shortages of necessities Continue to deliver business continuity training, in partnership with SOU and the Chamber. The plan is to offer this training to businesses ever two years • Fiscal Impact- Minimal, less than $2,000 Resume City employee training, which was a basic emergency preparedness training delivered to all City employees late in 2011. All employees given basic 72-hour kits. The plan is to review this training every two years. • Fiscal Impact- Minimal, less than $2000 (may be more if a large number of 72-hor kits are needed for new employees) Conduct citizen emergency preparedness training in 2013 to educate the public with our hazard profile and emergency preparedness suggestions. The workshop will also provide citizens the opportunity to "build" their own 72-hour kits for a minimal fee. The hope is to partner with several local vendors. • Fiscal Impact- Not yet developed but should be under $4000, needs funding approval Pursue grants for opportunities identified in the Natural Hazard Mitigation Plan Fiscal Impact- Depends on grant requests, most hazard mitigation grants require an equal match, some allow for in-kind contributions. Continue periodic exercises involving the City's EOC along with major stakeholders such as ACH, SOU, ASD, etc. • Fiscal Impact - approximately $6000 to $9000 annually, needs funding approval Provide for city employees basic emergency supply needs. During long-term events there is a value to having basic supplies for the employees on site as well as the call-back members. • Fiscal Impact - $15,631 for basic food and water, $33,297 for food, water, personal items, sleeping equipment, protective equipment, needs funding approval • Mitigate fire hazards in the urban interface Continue the AFR wildfire mitigation project • Fiscal Impact-$1,000,000 per year for the next four years for project completion. Costs to be shared by the Stewardship partners. There will be a cost of maintenance of approximately $175,000 annually to maintain the status of the watershed after completion of this AFR project, plus additional areas to be identified later. Needs funding approval Expand the Wildfire Hazard Zone to include the entire City. • Fiscal Impact - As this requires a public hearing and notifications there will be costs associated with that, approximately $1,500 • Currently planned to come to Council in the 2013 calendar year Introduce and implement the Fire Adapted Communities program through Firewise which will start the process of regulating construction and vegetation in the community. • Fiscal Impact - $10,000 annually, needs funding approval • Planned for 2013 to start and will be ongoing Launch the "Map your Firewise Neighborhood" program. • Fiscal Impact- Not yet clear, likely around $8,000 to $10,000. A grant application has been submitted to cover the first year's costs. We're awaiting the answer. • Planned for calendar year 2013 and will be ongoing Continue fuels reduction efforts in parks and on parks-maintained lands (Parks) Work with AFR to identify trails that could be used as fire breaks (Parks) • Reduce risks of fire in the city via weed abatement and Firewise landscaping and building practices Continue Conservation Division assistance/coordination of Firewise landscaping program Maintain the weed abatement officer and/or reinstate the fire inspector. • Fiscal Impact - $15,000 annually for weed abatement officer only and an additional $63,500 annually. The inspector would be able to bring in some income through inspections fees, amount estimated to be $10,000 to $14,000. Needs funding approval Mow undeveloped parks twice prior to fire season to ensure safe environment (Parks) Provide firewise example for landscaping at Parks office and other buildings (Parks) Promote firewise landscaping through activity guide. (Parks) • Improve public communication and community partnerships re: public safety policies and best practices Fire Department exploring a program that we'll call "Ashland Checking In" that will provide for periodic contact with qualifying seniors. • Fiscal impact will be very small. APD will continue and strengthen partnerships with SOU, Community Works, Ashland School District and SART. Crisis Intervention Training with Jackson County mental health and the local branch of NAMI. APD to host or attend four to six community meetings a year Publish directors message that features safety issues in parks (Parks) Maintain department safety committee and participate in city wide safety committee (Parks) • Provide modern, fully equipped facilities and vehicles for city public safety functions Finish the police station remodel Replace the in-car video system (APD). Replace all in-vehicle computers (APD). Acquire two new fire engines to reduce down time due to our two oldest Type 1 engines (structure firefighting) mechanical failures. Fiscal Impact- - First engine -funded through vehicle replacement fund, will be purchased this FY and delivery next FY Second engine - partially funded through vehicle replacement fund Aerial Ladder- approximately $900,000 with a 25 year life Determine the feasibility of developing a more effective and efficient facility for the Electric Dept. and if feasible, finish the project. In collaboration with public safety departments, plan and staff resources for the use of information systems technologies in safety facilities and vehicles. MUNICIPAL INFRASTRUCTURE GOAL Collaborate with the community.to ensure safe, cost-effective, and sustainable public services, facilities and utilities to meet the urgent, immediate and future needs of Ashland. Obiectives• • Examine the anticipated impacts of climate change on city infrastructure, Current tactic: Monitor climate change assumptions/impacts as outlined in the 2012 adopted Water Master Plan Amend the current storm water master plan to include a climate change evaluation at an estimated cost of $160,000. J . Recommend new rate structure to fund high priority projects identified in the climate change assessment. Use the completed storm water master plan's climate change impact assessment to develop a threat analysis of transportation facilities within impacted drainage ways. Identify specific climate change related capital projects and subsequent funding options. Use the completed storm water master plan's climate change impact assessment to study and complete a wastewater flow sensitivity analysis at an estimated cost of $8,000. Identify specific climate change related capital projects and subsequent rate adjustments for funding purposes. Use completed storm water master plan's climate change impact assessment to evaluate potential risk to city facilities located within established flood areas. Identify specific climate change related capital projects and potential funding options. f Implement systems to provide data, monitoring and grooming of electric demand. Complete electric system GIS and inventory mapping. Complete implementation of SCADA for the primary distribution system. Develop a Smart Grid plan for the Electric Utility. Complete a Ten Year Plan for the Electric Department to include the consumption effects caused by anticipated environmental factors. Determine the effects on electrical infrastructure and how the affects can be mitigated. Update IT infrastructure to support current and future data acquisition, monitoring and control systems for city systems/resources. Develop a robust, commercial grade network to enable advanced city reporting and control of monitored resources. • Evaluate all city infrastructure regarding planning, management, and financial resources Monitor and adjust the 2012 water master plan planning, management and financial plan assumptions. Complete the storm water master plan update which includes planning, management and financial planning. Monitor existing pavement management assessments of the system and complete a financial assessment of the street users fee to determine if funding levels are adequate to maintain the transportation system at adequate levels. Continue to apply for federal and state grants to fund capacity related capital projects. Add a financial component to the adopted facilities master plan Develop spreadsheet schedule for deferred maintenance projects identifying projected years and costs of repairs (Parks) Electric Department Complete a Ten Year Capital Plan to ensure the safe, reliable and efficient operation of the electric system. s' Implement the new Ten Year Capital Plan. Implement technological resources to monitor, control and report system performance. Complete system GIS and inventory mapping. Complete implementation of SCADA for the primary distribution system. Complete the inventory of the electric infrastructure and ensure the data resides in the City standard GIS and data management systems. Develop standard reporting and metrics to measure system performance. Telecommunications Division Conduct biannual testing of existing telecommunications network. Complete all life cycle repair and replacement of network components. Complete a Five Year Capital Plan to ensure the safe, reliable and efficient operation of the telecommunications network. Complete a five year business plan for Telecommunications Division focused on quality/type of services, markets, financial stability, and long term growth. Information Systems Division Complete a five year plan for Information Systems Division focused on establishing optimal capability, reliability, technologies, applications, security, user services, long term growth and financial impact. Implement the five year plan. Implement robust network security management, monitoring and control system. • Implement the conservation plan for water and complete the 10-year plan for electric Continue existing water conservation program . Implement smart controller pilot program for large irrigation user customers. (In CIP for FY'15). Develop on-line water audit tool to allow City water account holders to provide self analysis of consumption history/patterns, identify programs, tips and techniques to reduce consumption. (Budget impact TBD. May use funds appropriated for .S FTE for software tool instead.) Build industry-specific programs, i.e. restaurants, hotels, to customize program offerings to maximize interest/uptake by customer and to maximize water savings Conservation involvement in Electric 10-year plan as appropriate to assist in conservation related efforts to mange future demand/infrastructure needs Work with water and electric utilities to identify conservation tactics (Parks) Perform a study to analyze the current electrical distribution system and make recommendations for a ten year capital improvement plan. Ensure the Ten Year Capital Plan provides for conservation and efficiency in addition to safety and reliability. Incorporate provisions.in the plan for improving and expanding the present system in orderto achieve a safe, reliable and cost effective distribution system for current and anticipated customers. Regularly review the Ten Year Capital Plan for adequacy and the potential for new techniques and technologies. • Promote conservation as a long-term strategy to protect the environment and public utility needs Develop a Conservation Communications/Marketing/Outreach Plan to reach all customer segments (SFR, MFR, Comm, Industrial, rental, etc) and match program offerings to customer segment needs. On-line software tools for Conservation program; education, outreach and program participation/uptake. Provides self analysis of consumption history, identifies potential programs to increase efficiency, promotes all available programs and tracks progress/savings. • Residential energy • Residential water • Commercial energy, water, waste, other (sustainability) Provide public examples for conservation of water/electric resources using actual park and rec. practices (Parks) Continue our "green team" meetings evaluating all of our practices to ensure sensible environmental considerations are implemented (Parks) Provide "Green Page" in our activity guides (Parks) Develop conservation and efficiency incentives through electric rate design and inducement programs. Maintain existing infrastructure to meet regulatory requirements and minimize life-cycle costs Electric Department Make capital investments to support demand and maintenance requirements. Perform and all required safety inspections of the electrical system as routine practice. Inspect for hazards and right-of-way encroachments through routine patrol. Remedy all violations. Safety inspections to include overhead lines and other accessible equipment and will encompass fifty percent of the system each year. Perform all mandated inspections and remediation such that all facilities are inspected on the required cyclic basis. Develop systems to provide all equipment, hardware, right-of-way, and structures are thoroughly examined. according to regulatory requirements (i.e. PUC mandated pole test and inspection). Maximum cycle length for detailed inspection of electrical facilities and overhead communication lines will 'not exceed ten years or ten percent of the system per year. Complete the inventory of the electric infrastructure and ensure the data resides in the City standard GIS and data management systems. Develop standard reporting and statistics to measure system integrity and conformance to regulatory requirements. Develop and maintain regulatory compliance schedules and provide funding to support developed schedules within the Electric Department. Telecommunications Division Conduct regular telecommunications equipment testing to provide more reliable service, optimize system performance and reduce customer outages. Conduct all PUC inspections in conformance with PUC inspection schedule. Complete inspections of all telecommunications infrastructure in Area 6, encompassing the Nevada Substation and A2000 Business circuits in calendar year 2014. Conduct annual aeronautical signal leakage fly over testing to conform to Federal Communications Commission rules and regulations and file timely FCC forms and reports verifying Telecommunications Division compliance. Conduct routine, weekly drive-by CLI leakage testing to conform to FCC regulatory schedules. Complete the inventory the telecommunications infrastructure and ensure the data resides in the City standard GIS and data management systems. Develop standard reporting and statistics to measure system integrity and conformance to regulatory requirements. Develop and maintain regulatory compliance schedules and provide funding to support developed . schedules within the Telecommunications Division. Information Systems Division Deploy standardized network upgrades to ensure current and future network performance, reliability and security. Install systems to ensure secure monitoring and control of network use and network assets. Replace under-performing, un-secure equipment and provide for maintenance, licensing and support. Identify and consolidate production information systems assets. Implement a full lifecycle replacement plan for all production information systems. • Deliver timely life-cycle capital improvement projects Complete operational sustainability plan to assist in measuring/evaluating complete life cycle costs of CIP projects The fire department is currently funding its apparatus fleet through payments into the vehicle replacement fund. We would like to start this same funding model for much of our capital outlay equipment that has a known, predictable replacement schedule and cost. • Fiscal Impact $60,500 annually, needs funding approval Continue to identify and fund life cycle roof, HVAC, and conservation related replacement projects. Electric Department Complete a Ten Year Capital Plan to ensure the safe, reliable and efficient operation of the electric system. Implement and fund the new Ten Year Capital Plan. Provide technological resources to monitor, control and report system performance. Complete system GIS and inventory mapping. Implement a SCADA system for the primary distribution system. Complete the inventory of the electric infrastructure and ensure the data resides in the City standard GIS and data management systems. Develop standard reporting and statistics to measure system integrity, identify risks and focuses resources. Information Systems Division Deploy standardized network upgrades to ensure current and future network performance, reliability and security. Install systems to ensure secure monitoring and control of network use and network assets. Replace under-performing (outdated), un-secure equipment and provide for maintenance, licensing and support. Identify and consolidate production information systems assets. Implement a full lifecycle replacement plan for all production information systems. • Maintain and improve infrastructure that enhances the economic vitality of the community Monitor and recommend appropriate adjustments to the adopted 2012 Water Master Plan. Complete the storm water master planning process and then implement life cycle replacement and rate adjustment recommendations. Monitor and adjust pavement management recommendations. Complete a financial review of the street utility user fee to ensure adequate funding is available to meet minimum life cycle cost goals. Focus on bringing park infrastructure up to acceptable levels (Parks) Electric Department Implement systems to provide data, monitoring and grooming of electric demand. Complete system GIS and inventory mapping. Implement a SCADA system for the primary distribution system. Develop a Smart Grid plan. Identify and provide new commercial and consumer services through the application of smart grid technologies. Telecommunications Division Develop and fund routine maintenance to provide best in class service reliability and service speeds. Develop new competitive products and services in response to evolving partner and customer requirements. Upgrade equipment, technology and skills to provide best in class fiber services to attract new businesses and to enhance the competitiveness of existing businesses. Information Systems Division Upgrade appropriate network, telephony and systems platforms to ensure the timely and effective delivery of city services. • Develop a fee/rate structure that encourages conservation and pays the bills Current Electric rate/cost of service study should drive improvements for progressive rates similar to what already exist in water consumption rates. Electric consumption rates could be seasonally adjusted to mitigate affordability issues with basic needs (heat in winter), but balance "luxury" (AC in summer) Complete a detailed water cost of service study at an estimated cost of $50,000. Complete a detailed wastewater cost of service study at an estimated cost of $30,000. Complete a detailed storm water cost of service study at an estimated cost of $30,000. Complete a detailed street user fee cost of service study at an estimated cost of $30,000. Electric Department Establish electric rates to provide equitable, reliable, reasonably priced energy. Establish rates to increase both efficiency and conservation while providing funding for both operating costs and capital investment. Telecommunications Division Establish services mix and rate schedules to ensure the vitality and viability of the Telecommunications Division. COMMUNITY QUALITY OF LIFE GOAL Anticipate and identify opportunities to provide for the physical, social, economic, and environmental health of the community. Obiectives• • Minimize the incidence and impacts of homelessness Continue to support development of affordable housing as this directly addresses the incidence of homelessness. Dedicate up to 15% in annual CDBG funding to support social services that serve homeless populations. Continue City Staff support for the Jackson County Homeless Task Force. Support a Continuum of Care grant to Options for Homeless Residents of Ashland for housing vouchers. • Provide opportunities for the poor to thrive and not just survive in Ashland Expand Ashland Affordable Housing Weatherization and Energy Efficiency Project (Pending award of CDBG funding - April 2013) Enhance Staff training through upcoming educational and training opportunities (Complete date - June 2014) Provide free recreational experiences in all our parks include opportunities for fitness, socialization, and education (Parks) Partner with food and friends to provide low cost meals at the senior center (Parks) Allow for a homeless shelter in Pioneer Hall (Parks) Work with RVTD to provide bus passes to low.income.seniors (Parks) Work with the Parks Foundation to provide scholarships programs (Parks) Electric Department Continue funding assistance programs (currently $113k): ALIEAP -Ashland Low Income Energy Assistance Program, Heat Assistance Program, Senior Discount. Telecommunications Division Provide free wireless internet services in the Plaza and in designated shelters. Provide for personal online activities at no cost to the individual. • Increase the number of intemet-based businesses by 50% in two years Develop options to define and measure existing baseline, of internet based businesses. E- commerce/E-business is a more typical industry term that has some definition but doesn't translate well to the coding system in place for business license database (NAICS) Telecommunications Division Provide a technology infrastructure to retain and attract internet, systems and application development companies. Provide economic incentives to attract and retain internet, systems and application development companies. Attract new business to our community with services, reliability and support. In cooperation with Telecommunication Divisions Retail Partners, develop and provide a robust, competitively priced Enterprise Level cable modem service for small businesses and home business/offices. Actively participate with a "New Business Responle Team" within the Ashland Chamber of Commerce. Reply to inquiries from prospective businesses with a collaborative response. Promote the AFN brand to prospective new businesses considering relocating to Ashland. Ensure AFN service options meet the new business's economic and service requirements. i • Investigate land-use and funding strategies that provide affordable and workforce housing units Adopt code amendments that encourage additional affordable housing, including accessory residential units, reduced parking, density bonuses, manufactured housing, small lot and pocket neighborhoods, etc. (adoption - November 2013) Establish Vertical Housing Tax Credit zones as a financial incentive to provide housing above commercial development (Completion date-June 2014). Evaluate public property/air rights for housing (Complete date -June 2014- Professional Services • budget for consultant involvement) Establish stable funding stream for the Housing Trust Fund (Complete date - July 2014; included in FY2013-2014 Housing Program professional services budget - $10,000) • Support and assist foundational relationships with community partners Work with Southern Oregon Land Conservancy to preserve open spaces (Parks) Seek grants for services provided by Parks and Recreation building on the history of the Taylor foundation and programs that have support the Nature Center (Parks) Work with the Ashland Parks foundation to continue seeking support for programs and facilities (Parks) Share facilities with SOU and School District (Parks) Improve individual relationships with ISP Retail Partners through regular meetings and consistent (longevity) Telecommunications Division leadership. Support bi-lateral growth and success by actively collaborating to achieve measurable growth goals and retain existing customers. • Establish a permanent jobs commission Increase coordination/participation with Rogue Valley Workforce Partnership, Job Council or SBDC to provide Ashland-centric recommendations for regional partners. (Budget impact: $5,000 for staff support from Rogue Workforce Partnership) • Implement Level I implementation strategies of the Economic Development Plan as approved by Council Six of seven Priority I actions complete. Recommend priority II strategies to work on along with newly identified actions suggested/approved by Council • Review the Downtown Plan including zoning of areas around downtown and create a roadmap for the future planning of downtown Examine an increase in the downtown building height standard as an incentive for new development and re-development (Complete date-November 2013). Analyze benefits of expanding C-1-D, Downtown zoning overlay (Complete date -June 2014). Implement ways to increase public parking through parking management strategies and examine potential locations to increase supply without impacting the downtown's character (Complete date -January 2015; Professional Service budget for consultant Parking Turnover Study) Conduct a financial feasibility, financing and funding analysis for implementation of the comprehensive parking management strategy (Complete date-January 2015; Professional Services budget for consultant review) • Encourage private development of affordable housing options Establish Vertical Housing Tax Credit zones as a financial incentive to provide housing above commercial development (Completion date -June 2014). Adopt code amendments that encourage•additional affordable housing, including accessory residential units, reduced parking, density bonuses, manufactured housing, small lot and pocket neighborhoods, etc. (adoption - November 2013) Evaluate public property/air rights for housing (Complete date-June 2014-Professional Services budget for consultant involvement) • Analyze the impacts of increased preservation of historic buildings in Ashland Continue discussions for potential joint program between Conservation and Planning to provide energy efficiency incentives for voluntary participation in historic preservation projects Increase public education materials for promotion of historic building preservation (Complete date- September 2013 Target future Certified Local Grant (CLG) projects to meet Goal objective of increased building preservation (Complete date -January 2014) Examine zoning barriers and incentive based measures related to building preservation, and enact a review process for any exterior alteration to all "contributing" residential structures (Complete date - August 2015) Work with Historic Commission to provide historic resource information within Lithia Park and other park managed properties (Parks) ORGANIZATION AND GOVERNANCE GOAL Provide high quality and effective delivery of the full spectrum of city service and governance in a transparent, accessible and fiscally responsible manner. Obiectives• • Examine and improve communication tools used to communicate with the public Conduct a communication audit of existing communication tools to identify strengths and weaknesses Subscribe to Open City Hall to provide online citizen involvement (Budget impact: $4,500/yr.) Enhance efforts to heighten awareness of the city website -the city's primary communication tool Provide more advance notice to staff and commissions on City Source deadlines Continue to train staff to post information on the website, to utilize outreach efforts, to identify target audiences, to market city programs etc. Continue to explore multimedia options to further communication efforts Continue to keep the media, city employees, commissions and the community apprised of city issues, news and programs Create additional zoning and development services informational handouts (Compete date-June 2014; carryover from FY2012-2013 Budget to FY2013-2014 Budget-$7500) Expand information provided in the three-times yearly activity guide to provide information to the community (Parks) • Improve budget and financial reports to be clear, realistic, and effective Biennium '13215 budget document to include improved narratives and performance measures tied to actions listed in these goals and objectives. Continue working on quarterly financial reports as necessary. Continue to earn GFOA distinguished presentation awards for budget and CAFR. • Review and evaluate current commissions for their mission and feasibility City Council • Improve communication between commissions and Council City Council • Ensure the efficient and effective use of technology to enhance customer satisfaction Develop a Conservation Communications/Marketing/Outreach Plan to reach all customer segments (SFR, MFR, Comm, Industrial, rental, etc) and match program offerings to customer segment needs. Online software tools for Conservation program; education, outreach and program participation/uptake. Provides self analysis of consumption history, identifies potential programs to increase efficiency, promotes all available programs and tracks progress/savings. • Residential energy • Residential water • Commercial energy, water, waste, other (sustainability) Implement modern telephony based systems to enhance the customer experience, increase productivity and increase efficiency. Identify and consolidate production information systems assets. Implement a full lifecycle replacement plan for all production information systems. • Ensure the availability of front-line personnel for customer contact during business hours Analyze effectiveness of hands-free phone devices for Building Inspectors to improve efficiency (Complete date -August 2013; Included in FY2013-2014 Budget) Analyze the operational capacity and effectiveness of expanding Community Development's "one stop" over-the-counter permits service (Complete date-August 2013) Implement a new telephony/voice mail system to support distributed call center functionality within city structure and capabilities. As part of five year plan, identify opportunities where technology can be leveraged to enhance the customer experience. CITY OF ASHLAND Council Communication March 4, 2013, Study Session Council discussion of a revised proposal for a help center in Ashland FROM: Dave Kanner, City Administrator, kannerd e,ashland.or.us SUMMARY Councilor Marsh, with input from Mayor Stromberg and City Administrator Dave Kanner, has prepared a concept paper (attached) that outlines how the City might structure a help/resource center for those in need in Ashland. If approved by the Council, this could form the basis of a grant solicitation to social service agencies interested in providing this service. The solicitation would offer $50,000 a year for two years to a qualified grant recipient. The successful grantee would be required to provide information and referral to existing assistance available in the community and on-site case management; mental health and substance abuse counseling/assessments; housing assistance; credit counseling; and job skills assessments/employment preparation. Other services, such as showers, mail drop, internet access, etc., would be optional but not required. Council is asked to provide direction to staff on whether to prepare and distribute a grant solicitation. BACKGROUND AND POLICY IMPLICATIONS: The idea of providing a resource center for the homeless and those at risk of homelessness has been long-discussed in Ashland. At Council's direction, staff last year prepared a public solicitation for a qualified social service provider to come to Ashland and establish a resource center for the homeless and others in need. The solicitation offered a grant of up to $50,000 per year for two years to cover lease and other facility costs for such a center. The City received no responses to this solicitation. At its study session on January 14, 2013, the Council agreed that staff would work with the Mayor and Councilor Marsh to prepare a revised proposal for a help/resource center for the homeless, those at risk of becoming homeless and others in need in Ashland. Under this newest iteration, the grant recipient would be required to provide information and referral to existing assistance in the community and assure the provision of case management, mental health/substance abuse counseling, housing assistance, credit counseling and job skills assessments through qualified individuals and community agencies that are already providing these services. Optional services include such things as mail drop, intemet access, secure storage, distribution of bus tokens, non-prepared food items and showers. Unlike the last grant solicitation, which offered $50,000 a year for two years for facility costs only, this proposal would allow the $50,000 to be used for operations. A grant applicant could propose a non- site based model. Page 1 of 2 CITY OF ASHLAND FISCAL IMPLICATIONS: Approx. $50,000/yr. for two years. Funds have not been appropriated for this purpose in the current fiscal year. STAFF RECOMMENDATION AND REQUESTED ACTION: This item is on the study session agenda for discussion only. If the Council wishes to pursue this course of action, it can provide staff direction to prepare a new grant solicitation document. SUGGESTED MOTIONS: N/A ATTACHMENTS: Conceptual RFP: Help Center Page 2 of 2 ~r, Conceptual RFP: HELP Center The City of Ashland will seek proposals from qualified non-profit social service agencies to establish and coordinate a HELP center providing services to residents at risk of, or experiencing, homelessness. The City will make grant funding available in an amount up to $50,000 per year for two years to a qualified grant recipient. The Concept: The contracting agency will be responsible for coordinating community volunteers, faith-based institutions and other social service agencies, to provide services to Ashland residents to minimize the risk, or impact of, homelessness. HELP Center staff will identify, schedule and manage activities and will recruit and engage individuals and organizations from the community in a collaborative model of service delivery. Required services: • Information and referral to existing assistance available in the community, i.e. Uncle Foods, local churches, the Ashland Emergency Food Bank, shelter programs, etc. • On site case management; mental health and substance abuse counsel ing/assessments; housing assistance; credit counseling; and job skills assessments/employment preparation. These services should be provided by qualified individuals and community agencies, including but not limited to the Maslow Project, Housing Authority, Community Health Center, Department of Human Services, OnTrack, Community Works, St. Vincent de Paul, the Listening Post, Job Council, the Consumer Credit Agency, Legal Services, and Salvation Army. Desired but optional services: • Basic assistance for those with no permanent address: mail drop; internet access; phone charging; secure storage. • Emergency services: distribution of bus tokens, non-prepared food items, blankets, etc. • Showers Target audience: The grant recipient shall serve all individuals or families who are currently homeless, with emphasis on those who are homeless by virtue of involuntary economic displacement, those who are at risk of becoming homeless or who are otherwise in need. The grant recipient may establish standards of behavior for users and exclude from the center those who fail to adhere to such standards. Hours: The center shall be open 20 hours per week during time periods that are accessible to clients. The center will provide specific and targeted programming that allows clients to efficiently access services. Facili : The grant recipient shall be responsible for securing a facility and insurance and on-site staff and volunteers, all of whom shall be screened and trained by the grant recipient. Non-facility option: As described, the HELP Center is envisioned as a facility-based program. However, recognizing the challenges of obtaining an appropriate location, the RFP invites applicants to submit innovative proposals that provide services in a non-site based model. Funding: Up to $50,000 will be allocated for two years of operation. Future funding requests will be incorporated into the city's Human Services grant process.