HomeMy WebLinkAbout2013-1014 Study Session PACKET
CITY OF
ASHLAND
CITY COUNCIL STUDY SESSION
AGENDA-
Monday, October 14, 2013
Siskiyou Room, 51 Winburn Way
5:30 p.m. Executive Session
Executive Session held for exempt public records pursuant to ORS 190.660(2)(f) and
legal counsel pursuant to ORS 190.660(2)(h).
6:00 p.m. Study Session
1. Look Ahead review
2. Review of the Medford Water Commission, Talent, Ashland, and Phoenix Systems
Development Charge Proposal
3. Discussion regarding the Job Council proposal
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 1).
COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9
VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.US
• City of Ashland Counketing Look Ahead
*****THIS IS A DRAFT AND SUBJECT TO CHANGE*****
Departments
Responsible 10129 1114 1115 11118 11119 IV2 1213 12116 1V17 116 117 1120 1121 V3 V4 V17 D18
1o12g Joint `Meeting 'Packs 8 Council= in Coun"ciliCham`bers -`to/zs'
1 Discussion of Parks funding and results of ad hoc committee f Admin Parks NEW
work Dave/Don t`
11174 StudZSession iZSiski .ou Room r 111142 Continued discussion of short term home rentals in R-1 zonings CD Admin SS
Bill/Dave/Dave Le al
Discussion of process for considering any future enhancements Admin
3 to the Plaza (request of Councilors Slattery and Lemhouse) SS
x:1,70 Executive Seession 6'.30T-m7i-nTJu oRoom 91010
4 Pursuant to ORS 192.660(2)(e) for real property transaction Legal Admin EXEC
Dave K.
f/5J Re'ularCouncil[MFetin M L/51
"6 6
5 Quarter) update on Economic Development Adam Admin CONS
6 First quarter financial report for biennium Lee Finance NEW
7 Amendment to Mt. Ashland agreement Dave L. Le al NEW
B Approval of weed abatement lien Mar ueritte Fire Recorder NEW
9 Approval of members for ad hoc committee studying the recycle Admin NEW
center Adam
10 Update on the status of the Mt. Ashland project Mike PW NEW
11 Approval of council liaisons for SDC and Downtown Study Mayor PW NEW
working groups (Mayor/Mike)
12 Resolution approving the J°cksbn County Order fb initiate Admin RES
formation of a libra . district Dave
118 ~;EtudTSession iZSlski ou ROOm I~ 117116
13 Discussion of regular reporting to Council by boards and Admin SS
commissions Dave
14 Discussion of the "bring your own bag" proposal from the Admin SS
Conservation Commission Adam
L 619,' Re°ulariCounciliMeetin` OUAWAWM
~ti1~19~'
15 Acce tance of FY13 CAFR Lee Finance NEW
1s Approval of Mayor's appointments to the new Housing and Recorder NEW
Human Services Commission (Mayor/ Barbara
17 Resolution u dalin the Financial Management Policy Lee Finance RES
tvz Sttuutl'ISession iZSiski ou Room f712
18 Council discussion of ordinance updates Dave L. Admin SS
19 Council discussion of potential future planning initiatives (Dave L. Admin CD SS
Bill
NVI Re ula'r7C'ouncillMFeetin W-2/31 1
20 Council decision on keeping or removing the Road Diet Mike PW NEW
1211161 Sttud7Session IZSiSki ou ROOm~® [ 16
12i1gJ Re'ula`rlC'ouncillMeetin 211114
21 System development charges update for water, sewer, and PW PH
trans ortation Mike
zz A roval of Budget Committee Appointments Barbara Recorder NEW
Page 1 of 2 1011012013
• City of Ashland Coo Meeting Look Ahead •
*****THIS IS A DRAFT AND SUBJECT TO CHANGE*****
Responsible 10129 11 W 1115 11118 fire IM 1213 12116 12117 Its 117 V20 1121 213 1 214 V17 V18
6 Stud Session in Sisk' ou Room 1/8
177 ~Re ular Cou'ncilTMe'etin ~ ~ ~ ~ ~ O ~ _ 157
23 Unified Land Use Ordinance (ULUO) update (Bill) CD PH
OR0.1 oRo-2
4m ~Stud'1Session Canceig-df MLKSJ-r.qoa ' ®O ® 1120J
421 ~F uular C'ouncilTMeetin 1721
24 Unified Land Use Ordinance ULUO update Bill CD ORD-2
z13 ~St'ud'75ession inSiski ouRoom ®®®®®®®®®®®®~Ey37
va ~Re'uME CounciliMe'etin ® ® va
f&7A~Stud7$essionCan eele'.dfP.reside`ntsyga,'"17
[Q-81 ~Re uuladCOuncillMeetin il■ ® ® k2i14
® Lon ITe~P,m acts
1110111111111111 sum mm mum ME= 11111111111011
Telecom Franchise Agreements i RgM of Way Osage
Discussion of regudMg the growing of maniacal marquana m nsidemial areas
Day use facility for homeless
Discussion of dYecoon to staff for study of water rate stNdme that rewamf carreheran are alp
for low-Income Indivmuae won water bills
Repod on preparations made for drought years
update on city building zustainaeuny report
u_.
Page 2 of 2 10/1012013
CITY OF
ASHLAND
Council Communication
October 14, 2013, Study. Session
Review of Medford Water Commission Talent, Ashland and Phoenix
System Development Charge Proposal
FROM:
Michael R. Faught, Public Works Director, Public Works Department, faughtm@ashland.or.us
SUMMARY
Construction of the emergency Talent, Ashland and Phoenix (TAP) line is scheduled for the summer of
2015. In preparation, staff has met with the Medford Water Commission (MWC) manager and
engineer to work out issues surrounding potential system development charges (SDC). Staff will be
presenting emergency water supply options to the Medford Water Commission on October 16, 2013,
so staff is seeking council direction on the following three potential options.
1. Subject to MWC approval, rely on existing intergovernmental emergency water agreement with
Talent and secure an emergency water agreement with the City of Phoenix.
2. Pay MWC SDCs for 1.5 million gallons per day (mgd) as estimated in both the City of
Ashland's adopted water master plan and MWCs adopted facility plan.
3. Pay MWC SDC for 3 mgd as MWC has proposed for Ashland.
BACKGROUND AND POLICY IMPLICATIONS:
Ashland's 1998 Water Master Plan projected that daily peak water demand would exceed the treatment
plant's capacity by 2016. At that time, the preferred solution was hooking into the City of Medford's
drinking water supply through an interagency agreement called TAP. To that end, the City entered into
a TAP agreement, invested $2.6 million to upsize the pipe from Medford to Talent and purchased Lost
Creek water rights.
Following the City Council's decision in 2008 to delay the TAP project, the City began the process of
evaluating different options to solve the peak demand issue. The new water master plan, adopted in
2012, recommends constructing a new 2.5 mgd water treatment plant to address projected peak
demand shortfalls. The plan also identified the need for a redundant source during droughts, toxic
algae blooms, earthquakes, fire in the watershed, and other water quality issues that could restrict our
limited water supply. The TAP project was included in the master plan for such emergencies. Other
supply concepts included increased water conservation by a minimum of 5% with a goal on achieving
15%, piping the Talent Irrigation District (TID) canal and evaluating local underground water supply
options (wells).
The $2.1 million emergency backup TAP water line budget estimate did not include MWC SDC fees
because SDCs are not normally assessed for emergency intertie agreements in Oregon. However, after
recently presenting the proposed emergency only TAP project to the MWC, the board made it clear
they will require the City of Ashland to pay an SDC when water is used (emergency or not) because
they have previously expended funds to provide future capacity for Ashland.
Page I of 3
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CITY OF
ASHLAND
Following the MWC meeting, staff researched other options to meet our emergency water needs for
short duration emergencies. One option, which is subject to MWC approval, uses Talent and Phoenix's
surplus water (water allocated to Talent and Phoenix but not used during peak periods). As it turns out,
the combined amount of available surplus water between Talent and Phoenix is 2 mgd per day which
could meet most of Ashland's short term emergency needs. This option is potentially viable as Ashland
already has an emergency water agreement with Talent that allows them to send water to Ashland
during an emergency and the City of Phoenix has indicated an interest in entering into a similar
agreement with Ashland. The benefit to Talent and Phoenix is that they would also have an emergency
supply source and could reduce their emergency storage (reservoir) needs.
In the short term, using the emergency water agreements with Talent and Phoenix meets most of our
anticipated emergency water needs without having to pay MWC SDCs. However, it is important to
note that the amount of available surplus water will diminish over time as their community's water
demand increases with growth.
Another option was developed as a result of "out of the box" conversations with the MWC manager.
In this option, Ashland will recommend paying MWC SDCs for either 1.5 mgd or 3 mgd over a 20
year period at no interest. This option would require Ashland to make a payment of $370,000 in the
first year, with the balance paid annually over the remaining 19 years. This option has benefits to
Ashland because the entire allocation (either 1.5mgd or 3 mgd) will be available to Ashland once the
agreements have been signed. This option also solves Ashland's 2038 water supply shortfalls.
The specifics of the MWC SDC options are as follows:
• MWC SDC Option A: Purchase equivalent MWC SDC for 1.5 mgd, consistent with both the
City's master plans and MWC's facility plans.
Option A MGD SDC 1't Payment Annual Payments
Current SDC 1.5 $1,845,400 $370,000 $ 73,800
Proposed SDC increases scheduled 1.5 $ 1,983,900 $370,000 $ 80,800
for public hearing December 18,
2013
• MWC SDC Option B: Purchase equivalent MWC SDC for 3 mgd based on MWC actual water
allocation for Ashland.
Option A MGD SDC I" Payment Annual Payments
Current SDC 3 $3,690,700 $370,000 $ 166,000
I4" rc^-
Proposed SDC increases scheduled 3 $ 3,967,700 $370,000 $ 179,900
for public hearing December 18,
2013
The benefits of pre-purchasing MWC SDCs is that water use would not be limited to emergencies, and
as such, our community would potentially be able to avoid curtailments during droughts and other
Page 2 of 3
FPS,,
CITY OF
ASHLAND
emergencies. It would also allow our community to prove up our Lost Creek water rights and reserve a
reliable future supply to meet our 2038 water supply challenges.
FISCAL IMPLICATIONS:
The financial impacts for each option are as follows:
Option Fiscal Impact Comments
Emergency Water None This is a short term option and MWC SDC's
Agreements with Phoenix will have to be paid at some point in the future
and Talent at inflated costs.
Purchase 1.5 mgd MWC Meets long term water supply needs, sets SDC
SDC paid over 20 years None * costs at current rates, and allows staff to reduce
with zero percent interest. the size of Crowson II reservoir project by 0.5
m and the costs by $1.3 million.
Purchase 3 mgd MWC 1.5% one- time rate Meets long term water supply needs, sets SDC
SEC MWC SDC paid increase * costs at current rates, and allows staff to reduce
over 20 years with zero the size of Crowson II reservoir project by 0.5
percent interest. m and the costs by $1.3 million.
*Assumes Crowson II reservoir costs are reduced by $1.3 million and MWC agrees not to
charge any interest.
STAFF RECOMMENDATION AND REQUESTED ACTION:
Staff is looking for Council direction on the proposed MWC SEC options in preparation for the
October 16, 2013 MWC board meeting.
SUGGESTED MOTION:
None
ATTACHMENTS:
1. 2006 Mutual Aid IGA between Ashland and Talent
2. 2013 Notice of Public Hearing for MWC SEC Rate Increase
Page 3 of 3
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City of ?'ale
nt
204 East Main Street, Post Office Box 445, Talent, Oregon 97540
Telephone: (541) 535-1566 Fax: (541) 535-7423 E-mail: talent@cityoftalent.org
April 20, 2006 p `U 65 U
Gino Grimaldi APR 2 4 ZODfi•
City Administrator
City of Ashland By
20 East Main Street
Ashland, Oregon 97520
RE: IGA Emergency Water Services
Dear Gino:
Enclosed is the signed Intergovernmental Agreement for the Provision of
Emergency Water Services between the City of Ashland and the City of Talent.
The City Council approved this agreement at their meeting of April 19, 2006 and I
have dated the agreement as of that date.
The Creel Road project has been placed out to bid and the water line to be paid
for by the City of Ashland has been included in that bid.
Please feel free to contact me if you need any additional information.
Sincerely,
Betty Wheeler
City Manager
Enclosure (1)
CC: Joe Strahl, Director of Public Works
I
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"Equal Opportunity Provider" f
INTERGOVERNMENTAL AGREEMENT FOR THE PROVISION
OF EMERGENCY WATER SERVICES
Intergovernmental agreement ("Agreement") made on A7;1,/ 1% 2oo4- between
the CITY OF ASHLAND ("Ashland") and the CITY OFT LENT ("Talent").
RECITALS:
A. Ashland and Talent, together with the City of Phoenix, have entered into an
agreement to build, [d] a water distribution system to convey, water from the Medford
Water Commission to each of the respective cities. This water conveyance system will
hereinafter be referred to as the TAP (Talent, Ashland, Phoenix) line.
B. The TAP line has been.completed so as to provide water from the Medford
Water Commission to Talent.
C. The TAP line has not yet been completed to provide Medford Water
Commission water to the City of Ashland.
D. Until such time as the TAP system is fully completed, the parties desire for
Ashland to construct facilities to connect to the TAP system in Talent which will provide
for emergency water service for both parties as more specifically set forth in this
Agreement.
CITY OF ASHLAND AND CITY OF TALENT AGREE:
1. Services by Ashland: Ashland shall provide the following at Ashland's sole cost,
liability and expense:
1.1. Completion of the 16" line in Creel Road at the same time that the
reconstruction of Creel Road is performed this spring and summer.
1.2. Right-of-way acquisition and/or agreement with ODOT for the use of
highway right-of-way along Highway 99.
1.3. The construction of a 18" waterline between Creel Road in Talent and the
north city limits of Ashland, including installation of shut off valves at each end and the
installation of a water meter that will measure flow either way.
1.4. The construction of a pumping station near the north city limits of Ashland.
1.5. The construction of emergency pumping facilities as needed to distribute
the [inter-tie] TAP water line to all customers within the city.
1.6 All other equipment, materials, labor, supplies, agreements, approvals, and
other expenses or arrangements that go into making the project complete and
compliant with this Agreement (except as expressly designated in this Agreement as
PAGE I-INTERGOVERNMENTAL AGREEMENT (p:agree\RWD.wpd)
the responsibility of Talent),
2. Operation upon completion of construction.
2.1. The parties will normally maintain the newly constructed waterline full, with
both the valves between the two systems closed.
2.2. The Public Works Directors of each City shall have the authority to activate
the TAP [inter-tie] line. Twenty-four hours advance notice of the activation will normally
be required except during emergency. If some level of curtailment is required, the
Public Works Directors of each respective city shall notify its city administrator or city
manager, mayor and city council. The notification shall include the nature of the
emergency, expected duration and impacts. Each City shall be responsible to initiate
its own curtailment policy as needed to supply the emergency water needs of the other.
2.3. The timing, volume and rate of water available to the TAP line [inter-tie)
shall be determined by the supplying City. However, each City, to the extent feasible,
shall take reasonable steps to supply the other with sufficient water to meet the basic
minimal needs of the other (i.e. fire flows, health and safety).
2.4. The receiving City will pay the delivering city for the cost of water received
at the standard TAP charge then in effect as established by the Medford Water
Commission.
2.5. Water stored in the system should be changed at least twice per year to
maintain good water quality. It shall be Ashland's responsibility to open the valves and
operate the pumps as necessary to change the stored water. Ashland shall also be
responsible for disposal of water drained from the system. The Cities shall alternately
be responsible for re-filling the pipeline from their respective systems. This exchange of
water shall only occur during periods of low water use when water storage is at
maximum. Neither City shall charge the other for water not delivered to customers as a
result of exchanging stale water for fresh water.
2.6. Other than the exchange of stale water for fresh water, the system shall
only be activated during a true emergency. The requesting city shall use its discretion
in determining what constitutes a true emergency.
3. Worker's Compensation: Each party shall cover its own employees with Worker's
compensation insurance.
4. Indemnification: To the extent allowed by the Oregon Constitution, and within the
limits of the Oregon Tort Claims Act, Ashland and Talent shall defend, indemnify, and
hold the other party, its officers, agents, and employees harmless for, [from] and
against any and all claims, actions, costs, judgments, damages, and other expenses
resulting from injury to any person (including injury resulting in death) or damage to
property (including loss or destruction), of whatsoever nature, arising out of or incident
to the performance of this agreement. Neither party shall not be held responsible for
PAGE 2-INTERGOVERNMENTAL AGREEMENT IP:agvee\RVD.wdj
any claims, actions, costs, judgments or other damages, directly and proximately
caused by the negligence or willful act of the other party to this agreement.
5. Amendments And Termination
5.1. This document constitutes the entire agreement between the PARTIES and no
other agreement exists between them, either stated or implied. Any
amendments or changes to the provisions of this agreement shall be reduced to
writing and signed by all parties.
5.2. This agreement may be modified or cancelled only if the parties are in
agreement of such modification or cancellation.
5.3. This agreement shall be terminated upon completion of the necessary work for
Ashland to make full use of the TAP waterline for daily supply of water.
5.4. This agreement may be terminated by either party for default of the other party if
written notice of default has been delivered by the terminating party to the
defaulting party, setting forth the nature of default and the defaulting party fails
to take appropriate steps within a reasonable time to cure the default.
6. Access To Records: The parties and their duly authorized representatives shall have
access to all documents, papers, and records directly pertinent to the specific contract for
the purpose of making audit, examination, excerpts and transcript.
7. Compliance With Applicable Laws: The parties shall comply with all federal, state, and
local laws and ordinances applicable to any contracted work.
8. Future Intent: It may be possible for the parties to operate their respective systems
more efficiently by working with each other to develop similar operational agreements for
storage and/or pumping. Any opportunities to achieve more efficiency will be reviewed at
operational and administrative levels with both parties before any ideas are discussed with
policymakers. The first goal for both parties should be to assure that this emergency
agreement works well for all concerned..
CITY OFnTALENT CITY OF ASHLAND
By By
,Its
,17
REVI OR
By
Ci /Attorney
Da e: _.3- 3Z), O1,~
PAGE 3-INTERGOVERNMENTAL AGREEMENT (p: agree\RVTp.wptl)
RESOLUTION NO. #
A RESOLUTION by the City of Medford, Oregon, Acting By and Through its Board of Water
Commissioners, Using the Methodology and Other Provisions Relating to Imposition and Collection
of System Development Charges (SDCs), Repealing Resolution No. 1376, Which Updated SDCs as
of January 1, 2010, and Adopting New SDCs for the Water Treatment and Transmission Facilities
Based on the 2013 SDC Methodology and Calculations, and Declaring the Effective Date as
January 1, 2014
WHEREAS, the Medford Water Commission, hereinafter referred to as "Commission," has
collected SDCs for water treatment and transmission since July'1, 1994; and
WHEREAS, from time to time, the Commission reviews ystem requirements and capital
projects funded by SDCs; and
WHEREAS, the 2013 SDC methodology andycalculations identified 49 capital improvements
which effectively raise the capacity of treatment,plant and transmission facilities; and
WHEREAS, the Commission held sLy~essions on this topic`\,the Board of Water
Commissioners on March 6 and September 18, 201` 3 and
WHEREAS, based on the revied'methodology calculations and discussions with the Board
of Water Commissioners, as well as the bther Cities and Water Districts served, the SDC on a 5/8x
meter was proposed to increase from $;1 47627,to $1,587 07,per equivalent residential unit; and
~
WHEREAS, the,Commission scheduled a public hearing on December 18, 2013, in
accordance with ORSS_223 304;~and i
WHEREAS, the Commission ave wriii n notification to all cities and water districts served,
and to those interested parties requesting notification by certified mail on September 18, 2013, and
additional ly,published a Notice-of Public'Hearing"vin~the September 25, 2013, edition of the Mail
Tribune "
NOW, THEREFORE; BE IT`Rf SOLVED BY THE BOARD OF WATER COMMISSIONERS
OF THE CITY OF MEDFORD?OREGOWAS FOLLOWS:
That beginning Januar\_1, 2014, the SDCs to be collected for water treatment and
transmission facilitie's will be in accordance with the amounts as set forth in Exhibit A, attached and
by reference made~alpart hereof, with 100 percent (100%) being a reimbursement and
improvement fee. Payment shall,be due and payable as set forth in Resolution No. 774.
PASSED at a regular meeting of the Board of Water Commissioners of the City of Medford,
Oregon and signed by me in authentication thereof this 18th day of December 2013.
ATTEST:
. Karen Spoonts, Deputy City Recorder A, Jason Anderson, Chair
Resolution No. #
CITY OF
ASHLAND
Council Communication
October 14, 2013, Study Session
Job Council Proposal Discussion
FROM:
Adam Hanks, Management Analyst, adam@ashland.or.us
SUMMARY
As a result of Council discussion regarding the potential formation of a Jobs Commission at a prior
Study Session, the Council formally requested a contract proposal from The Job Council to provide
Ashland specific workforce services, including but not limited to, a physical satellite office in Ashland.
The attached proposal provides a range of options and associated costs for the Council to consider
whether the establishment of business outreach and satellite jobseeker services with The Job Council
meets the intended Council goal objectives.
BACKGROUND AND POLICY IMPLICATIONS:
In the 2013-15 Council goal setting process, a goal was included to form a local Jobs Commission to
assist with a variety of economic development related policy recommendations and implementation
activities in support of the City's Economic Development Strategy.
At the June 3, 2013 Council Study Session, staff presented Council with two sample Jobs Commission
scenarios, outlining membership representation, total members, Commission purpose and basic
meeting structure for each. Council discussion resulted in a desire to focus efforts on job creation
efforts rather than more broad economic development matters as originally envisioned with the Job
Commission concept.
The Job Council Proposal
The attached proposal prepared and submitted to Council by The Job Council Executive Director Jim
Fong, provides a summary of existing services provided by The Job Council within the region at their
centers in Grants Pass and Medford, as well as potential additional services that could be customized
and delivered in Ashland..
The proposal focuses on two elements within the overall scope of services provided throughout the
region that The Job Council feels is best suited to be custom serviced specifically for and in the
Ashland market;
1) Business Outreach
2) Satellite Jobseeker/Unemployed Worker Services
Business Outreach involves site consultations with key traded sector businesses in Ashland to identify
existing local employment needs/deficiencies, identify skill set gaps of existing and prospective
employees and to partner with local employers in finding solutions to close the gaps identified. This
would be accomplished with a Job Council led team conducting on-site meetings with 35 to 40 key
Page 1 of 2
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CITY OF
ASHLAND
Ashland based businesses. An expected deliverable would include a detailed report of each
consultation outlining existing job training needs, future growth needs, resource opportunities available
for solutions and identification of technical areas where resources and solutions are not currently met
within the region.
.lobseeker/Underemployed Worker Services involves bringing existing Job Council programs and
services directly into the Ashland market through the establishment of a satellite office staffed by Job
Council program providers either one half or one full day per week. Programs would need to be
developed and implemented based on identified local job seeker needs and anticipated participation
levels. The proposal table (pg 5/6) provides a comparison of existing regional services in the Grants
Pass and Medford centers with possible services for an Ashland based satellite center.
FISCAL IMPLICATIONS:
The proposal outlines estimated costs for providing several combinations of the recommended
services, which include personnel, service/supplies, transportation and administrative costs, but do not
include facility/office space costs.
s.
It'e_m - Option A. r. .„~OptionB,~
Business Outreach - coordination & outreach to Ashland businesses 4 hr/week ~4 hr/week
Satellite Jobseeker Services 7 to 8 hr/week 3 to 4 hr/week
Total Cost' $ 49,920 $ 33,280
STAFF RECOMMENDATION AND REQUESTED ACTION:
The proposal from The Job Council provides the background information and recommendation of
possible services that was asked of it by Council. In reviewing the materials, Staff would suggest and
recommend a new "Option C", which would include only the Business Outreach services outlined in
the proposal.
By specifically targeting the job training needs/deficiencies from the employer perspective, The Job
Council and City staff will better understand the specific needs of the job market for the City's key
traded sector businesses and will be able to more effectively provide job training services and
programs that fit those needs, both in the short and long term. Creating a more significant partnership
with local employers will also assist in recruiting for effective participation levels in potential future
services.
If Council agrees, City and Job Council staff would meet and draft a detailed contract with timelines,
partner expectations, required on-site consultations, process guidelines and final contract deliverables
for a contract amount not to exceed $15,000.
SUGGESTED MOTION:
N/A.
ATTACHMENTS:
The Job Council City of Ashland Proposal
Executive Summary - 2012 Business Retention & Expansion Survey
Page 2 of 2
Proposal to the City of Ashland THE lo~ Nca I'm
OWN
Jobs, Workforce £t Economic Development
Rogue Workforce
Linking Jobseekers & Businesses I Growing Skills, Businesses & Economic Vitality Partnership
4fM.
Background
This document was prepared in response to discussions between the Ashland City Council and representatives
from The Job Council / Rogue Workforce Partnership (TJC/RWP) at the June 3, 2013 Study Session. Council
members requested that TJC/RWP staff present their ideas and a proposal for better linking jobseekers to
businesses and jobs, growing the skills and success of workers, improving the success of businesses and
expanding the City's economic vitality.
Snapshot of the Ashland Labor Market
While statewide economists estimate Oregon's official unemployment rate to be 7.9%, this figure does not
include discouraged workers (who have looked for a job in the past 12 months, but are neither currently
working nor looking for work due to discouragement about theirjob prospects), or part-time workers who wish
to be employed full-time. According to State Employment Economist, Nick Beleiciks, as of June, 2013, the total
percentage of unemployed/underemployed and discouraged workers statewide rests at approximately 15.9% of
our total population (www.oualitvinfo.org). Although this information is not tracked at a local level, experts
believe that this percentage is a true reflection of jobseekers in our region and by extension, could easily be
applied to members of the Ashland community.
With an estimated population of 20,366, Ashland is home to approximately 1161 businesses that employ
approximately 7,870 employees (httr)://www.ashiandchamber.com/files/2013 LOB OL.pdf). The top industries
that weave together the fabric of Ashland's economy are as follows:
• Educational services and, health care & .social assistance (31.4%)
• Arts, entertainment and recreation & accommodation and services (14%)
• Professional, scientific & management & administrative & waste management services (13.2%)
• Retail trade (11.9%)
According to the 2007-2011 American Community Survey, nearly 60.5% (12,219) of the city's population
represents the labor force (individuals who are 16 years or older who are actively working, or seeking work).
Utilizing the statewide estimated average of total unemployed/underemployed and discouraged workers
(15.9%), an estimated 1,942 individuals are in need of a full-timejob. The table below represents the 525
jobseekers that registered for employment services between 8/1/2012 and 7/31/2013 (this data typically
represents those who are collecting unemployment benefits):
E; Unknown. Less than HS Diploma Post- Associate's Bachelors ' U'
T
HS or GED Secon k Deg 0A,10117
ree - Degree or Education Higher
# Joobseekers 9 21 155 86 59 195 525
/o ,1 2% 4% 30% 16% 11% 37%
1
Action Plan for Boostine Ashland's Economy
1. Meet the real-time training needs of current businesses
2. Offer business-driven talent development for jobseekers
3. Strengthen the connective tissue of the local economy by forging relationships with regional partners to
support workforce and economic development
In 2012, the Ashland Chamber of Commerce's Business Expansion and Retention Program (BR&E) conducted
interviews with local businesses and identified a series of "asks." Among needs identified, "more technical and
sales training, interest in sustainable business programs and practices" and "interest in deepening their
connections with regional institutions" were on the top ten list
(htto://www.ashiandchamber.com/files/2013 LDB OL.odf).
How We Can Helo
• Enhanced Business Outreach & Services
The first key element in our strategy is to expand upon our coordinated outreach efforts to Ashland
businesses. Our goal would be to identify job openings and meet aggregated workforce skill development
needs. We would focus especially on Healthcare, Advanced Manufacturing and E-Commerce/ Information
Technology companies - and particularly on those wealth-importing, traded sector businesses who sell their
goods or services outside the region. Our strong partnerships with SOREDI (Southern Oregon Regional
Economic Development Inc.), the Governor's Regional Solutions Center, Sustainable Valley Technology
Group, and the Small Business Development Center offer a unique blend of support for business
engagement and growth. We would also enhance our partnership with the Ashland Chamber of Commerce
and the City of Ashland's Economic Development staff.
As part of normal outreach or otherjoint staffing efforts with these partners, those businesses who identify
a need or interest in addressing workforce-related issue would be contacted for a more in-depth
appointment. Job openings, top entry-level position needs & skill requirements would be identified and a
Strategic Workforce Plan for that business would be created. From this key business intelligence gathering
process, we would then link these workforce skill needs with the services we provide to jobseekers and
underemployed workers, as well to our regional efforts to improve school-to-work readiness of students
coming through the K-20 educational system. Our goal over time is for businesses to have the most highly
skilled and talented workforce possible, so they can grow their capacities, business success and the region's
economic vitality.
• Talent & Skills Development Services for Jobseekers & Underemployed Workers
Through the region's WorkSource Oregon One-Stop Centers, The Job Council offers foundational workforce
skills training, career coaching, competency-based instruction, on-the-job training subsidies and limited
scholarships for individuals to gain vocational training (at Rogue Community College and other training
providers). We work intensively to connect these skill enhancement services to the real-time skills needed
by our region's businesses. These skill enhancements can lead to betterjobs and career paths to higher-
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wage occupations in high-demand industries. Underemployed workers seeking career job and advancement
can also benefit significantly from these services.
Although these services are open to all residents in Jackson and Josephine Counties, Ashland residents
access these services on a very limited basis. From the Ashland residents that we do serve, the suggested
reasoning behind the sparse presence of "Ashlanders" is due to the unwillingness to make the drive into
Medford.
Possible Services to Jobseekers & Underemployed Workers in Ashland
A strategy for improving access to services to Ashland residents could include the following:
A. Provide satellite services in Ashland for either 3-4 or 7-8 hours /week, depending on the City's
desired investment level.
B. Partner with the City of Ashland or the Ashland Library to provide a no cost location for these
services
C. Explore enhanced partnership with SOU's Career Development services; link capacities where
appropriate and feasible
D. Publicize the availability of Ashland-based services, particularly promoting the link to jobs, skill-
building, and career pathway opportunities
E. Through these satellite services, create a conduit and encourage Ashland residents to access the full
array of career development services at the One-Stop Center in Medford and other training
providers.
F. Track the success, demographics and skill capacities of the jobseekers and underemployed workers
served. Adopt a multi-year, phased approach that will:
Test the actual demand for satellite services
Adapt services and capacities to meet the actual needs ofjobseeker/underemployed worker
and businesses
Provide regular reports to the Ashland City Council in order for them to determine the value,
return on investment and on-going viability for investing in these services
Attachment A provides a list of service options under this scenario and provides a Comparison of One-Stop
Services & Possible Ashland Satellite Services. Specific satellite services could be chosen by the City Council
from available options in the right hand column.
Leveraging Education & Workforce Partnerships
We have very close partnerships with regional education and workforce partners, including:
• K-12 school districts Oregon Employment Department
• Rogue Community College Oregon Department of Human Services
• Southern Oregon University Oregon Vocational Rehabilitation Services
• Oregon Institute of Technology Southern Oregon Goodwill Industries
• Oregon Bureau of Labor & Industries U.S. Veterans Administration
• Oregon Commission for the Blind Easter Seals (Homeless Veterans services)
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Through these partnerships, we are able to provide access to coordinated training and workforce
development resources that jobseekers and Ashland businesses need and have been asking for. We will
bring with us, this full array of partners, as we work to enhance services to the residents of Ashland.
Conclusion
Our core value proposition is providing job seekers and incumbent workers with connections to jobs, and
knowledge about the skills they need to get these jobs and progress into better career pathways. Through our
extensive partnerships, and a more aligned workforce and education system, we work with businesses to grow
their available talent pool, helping to develop the requisite skills needed by workers and businesses in order to
for both to thrive and achieve economic success.
By offering enhanced services in Ashland, we would be able to meet the specific needs of Ashland residents and
businesses in a manner not currently accessible with the limited available regional resources. Attachment B
provides Estimated Costfor these services. Attachment C provides a Logic Model Showing Success Measures &
Return on Investment. We look forward to working with the City of Ashland in whatever capacity appropriate.
Thank you for the opportunity to explore better ways to serve the residents of Ashland.
a
Attachment A V Rogue wo kiome
THE IOa COUNCIL : ~pannenhip
Comparison of One-Stop Services Ft Possible Ashland Satellite Services
The Job Council WorkSource Oregon` One-Stop Services Possible A'shlandiSatellitb Services
1. Job Search Assistance Career Exploration, Coaching B Navigation ❑ Topics would depend on demand &
• Job Club - with rotating job search/career exploration topics focused on engaging and motivating job seekers, providing available workshop instructors
them with the key tools to be successful in landing a job in today's dynamic job market
• Creating a Competitive Job Search Portfolio - Resume, Cover Letter, Master Application, References
• Interviewing Skills - including practice or mock interviews with feedback
• Goal-setting - Life Balance Wheel & Action Steps
• Identifying Your Transferrable Skills in Today's Job Market
• Competing in the On-line Job Market
• Career Exploration & Coaching - group & one-on-one supportfor job seekers to identify their career options, interests &
employment goals
• Career Information System (CIS) - classes for career literacy/planning
• Navigation Support Through Other One-Stop Center Services, including but not limited to:
Assistance in I-Match Registration PowerUp Academy Trainings
Industry Sector Foundational Skills Training (see below) On-the-Job Trainings
Navigating Training Options Workshop & training scholarship application process
2. Industry Sector Foundational Skills Training
• Basic Skills - in Reading, Math & Locating Information.
Opportunity to obtain a National Career Readiness Certificate (NCRC) IJ Would depend on enough demand
Access to NCRC/Basic Skills Lab to prepare clients for: taking the NCRC, GED preparation, or college entry
• Soft Skills - workshops that develop the critical soft skills employers seek, including, but not limited to: ❑ Topics would enough depend on
Emotional Intelligence Conflict Resolution demand & available workshop
Workplace Communication Work Ethics instructors
Meyers-Briggs Changing Negative Thinking
Enneagram Managing Stress
Breaking Barriers -overcoming issues that impede getting a job, including criminal background, transportation, etc.
• Customer Service -Teaching job seekers the knowledge, skills, and competencies required to increase customer satisfaction.
Any employee who interacts with a customer - either an internal customer or external - is a candidate for this training. All Q Would depend enough demand &
employers in all industry sectors want these skills. Course content includes greeting the customer (either by phone or in instructor availability
person), questioning to understand the customer's need or problem, listening, confirming understanding, responding with
value, using positive language, eliminating jargon, concluding the phone or face-to-face interaction, dealing with angry
customers, and the importance of body language and tone of voice.
• Basic Computer Skills - keyboarding/typing, MS-Office (Word, Excel) & Outlook, Intro to Social Media, etc. ❑ Would depend on enough demand
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The Jzib Councd` 11Uork'Solirce'Oregon One St p 5ervlces r r r il ,Possible Ashland Satellite Services,
• Industry Recognized Technical Skills -Training modules in entry level foundational skills for specific industries, including, but
not limited to:
Healthcare -work readiness skills building and exploration in health care careers including: HIPAA Confidentiality 4 Available at Medford & GP One-Stops
Training, Introduction to Medical Terminology, CPR/First Aid Health Care, Caregiving Certification.
Manufacturing - Lock out/Tag Out, OHSA, First Aid/CPR, Mechanical & Physical Aptitude
Clerical - Hands-on, practical learning/internship environment that provides introduction to office practices & clerical
careers. Specific skills gained includes: basic keyboarding/typing, office proficiency OPAC (Office Skills Testing Software)
certificates in MS-Word, Excel, PowerPoint, QuickBooks.
E-Commerce/Information Technology - to be developed
Service / Retail / Hospitality - to be developed
3. PowerUp Academy Trainings Available at Medford & otherlocations
The PowerUp Academy was collaboratively created by Rogue Workforce Partnership members to meet the real-time, skill
advancement training needs for businesses in the region. Trainings are designed for currently employed workers, but are also
appropriate forjobseekers and students. Typical trainings are one-day or a half-day in length, and are a direct result of requests
from local businesses. Our multi-organization Business Outreach Team is solutions-driven and committed to excellence. New
trainings are continuously being offered in a quick, efficient manner, often meeting training needs in just a few weeks. Training
topics include, but are not limited to:
MS-Excel Basic to Advanced Meeting Facilitation
MS-Word Leadership & Supervision
Crystal Reports Software First Aid/CPR
SoliclWorks Software Certified Medication Aide
Forklift Train-the-Trainer
4. Back to Work Oregon / On-the-Job Training Subsidies JOBS Plus Internships 4 Available at Medford & GP One-Stops
On-the-Job Training subsidies for businesses who hire new employees. Employer reimbursement up to $2500/job.
JOBS Plus reimburses up to $7500 for Oregon Department of Human Services TANF clients
Internships provide the opportunity to develop relevant occupation specific skills so that jobseekers have some of the
experience employers seek in entry-level candidates
5. Individual Training Scholarships 4 Available at Medford & GP One-Stops
Training Scholarships for WIA (Workforce Investment Act) eligible vocational skills training certificates or programs.
6. Combined 13 Customized Training Packages -3~ Available of Medford & GP One-Stops
Any and all of the above training services can be combined and customized to meet individual jobseeker needs. This may include,
but is not limited to:
• Creating a service package that provides OJT Employer/Employee access to continued training resources through Power-Up,
Soft Skills, Basic Technology or other one-stop training services
• Packaging other training described above in any manner that best meets the customized proficiency and skill development
needs ofjobseekers
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Attachment B
Estimated Cost
An approximate cost for services outlined in this proposal could range as follows:
Item] _ Option A OpUon`B
Business Outreach -coordination & outreach to Ashland businesses 4 hr/week 4 hr/week
Satellite Jobseeker Services 7 to 8 hr/week 3 to 4 hr/week
Total Cost` $ 49,920 $ 33,280
• Includes personnel, service & supplies, transportation & administrative costs.
Assumes no facility cost (assumes provided by the City of Ashland, or Ashland Library, etc.) . Any unanticipated facility cost would need to be added to the total cost.
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Logic Model Showing Success Measures 8 Return on Investment
Gty of,'Ashland~Leveraged Resources/ y' O p sir Outcomes $trategrc Goals/Oblectrves
Investments + Co Investments "
..,,ro
WL
Business Outreach Coordinated business outreach & 35 to 40 Businesses engaged from Strategic Workforce Plan Begins process of aggregating business job
4 hr/week referrals in partnership with Oct'13 to June'14 developed for a minimum openings I workforce skills needs and linking this
SOREDI, Ashland Chamber of of 75% of businesses real-time labor market demand to:
Commerce & City of Ashland - engaged -job openings, Satellite & One-Stop Center services/training
Economic Development top entry-level position for job seekers
needs & skill requirements Career Related Education Experiences at
are identified High School & higher education levels
Business get more referral Down payment on long-term goal of providing
of entry level jobseekers businesses with a sense of the talent pool
with improved I requisite available to them in their business operations &
skills needed for the job expansion plans
Satellite Jobseekerl , Partner with SOU, RCC, and Satellite center will be open to serve We will track: Jobseekers get jobs
Underemployed other partners to leverage unemployed & underemployed jobseekers # ofjobseekers who et
Worker Services services & resources. Work 3-4 or 7 -8 hr/week. We will track/conduct: 1 9 Jobseekers improve their skills ti employability
jobs - in Ashland & other (improvements in basic, foundational 8
3 to 4 hr/week or particularly with SOU's Career , Total # of jobseekers served (will depend locales occupation / industry specific skills
7 to 8 hr/week Preparation Coordinator. upon outreach efforts & interest) # of underemployed Businesses are able to hire more skilled &
Coordination with Oregon , # jobseekers served who get prioritized workers who get better talented workers who can help them grow &
Department of Human Services support & referrals to appropriate job jobs create more business success, as well as career
Ashland Branch & alignment of openings (indentified through business # ofjobseekers, current success for workers
JOBS Program services for outreach & other sources) workers or students who
TANF clients who are Ashland , # ofjobseekers who expand their skill obtain a National Career
residents building/training activities to One Stop Readiness Certificate
Partnership & alignment with Center in Medford or who access other
workforce agency partners training providers # eshwork jobseekers,
Oregon Employment Department , We will conduct an outreach & media current workers or
students who improve
Oregon Vocational Rehabilitation campaign to inform Ashland residents of their skills & who become
Services available services. Track outreach efforts. more competitive in the
Southern Oregon Goodwill , Approximately 500 Unemployment job market
Industries Insurance clients will be contacted in
Oregon Commission for the partnership with Oregon Employment
Blind Department to inform them of Ashland-
Veterans Services - Easter Seals based services
& U.S. Dept. of Veterans Affairs , We will track our coordination efforts with
Bureau of Labor & Industries partner agencies/ organizations to align
Expedence Works (serves older services & referrals
workers
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2012 Business Retention and Expansion Survey
Executive Summary
Ashland's Business Retention and Expansion program has been in place since 2006 when
the Ashland Chamber of Commerce and the City of Ashland first surveyed local
businesses to learn about their challenges, goals and successes in doing business in
Ashland. The program's principal objectives are to identify issues, facilitate problem
solving and increase communication between businesses, the Chamber and policymakers.
Through the BR&E survey the Chamber and the City identify business needs for expansion
in terns of workforce skills, physical space, and infrastructure. Where needed, the program
follows up on urgent local business issues, or "Red Flags," that may jeopardize the health
and/or retention of a given business. The Chamber's Rapid Response Team works with
businesses, and where necessary, local agencies and government, to assist in the resolution
of issues.
Key findings of Ashland's 2012 Business Retention and Expansion Survey are:
I . The advantages of doing business in Ashland centered on the City's quality of life,
natural and cultural assets, and its small-town feel. Disadvantages principally
related to the relatively small labor pool and its lack of specialized and technical
skills.
2. While some businesses endured hardships through the recent recession most
maintained or increased their sales.
3. Local businesses took pride in their employees, loyal customers and "weathering
the storm" during the recent recession.
4. Businesses struggled with difficulties of hiring qualified and skilled workers. Most
pointed to the need for more technical, sales and marketing training, for both
current employees and for the local workforce.
5. Over the past three years businesses reported that they increased purchases from
regional sources and increased their sales to external markets.
6. Expectations for the future were optimistic. Most businesses looked forward to
gains in employment, sales, customers and profits over the next three years.
7. Nearly half the businesses were expecting to expand physically over the next three
years. The majority had concerns about their ability to expand in their present
location due to conditional use permits, zoning restrictions or lack of space.
8. Businesses urged a streamlining of the local land use process and felt the effort
would support future business development.
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9. Interest in sustainable business programs and practices was prevalent across
businesses.
10. Businesses were interested in deepening their connections with regional companies
and institutions, particularly with SOU, RCC and SOREDl.
The information and feedback collected through the 2012 BR&E interview will help to
clarify and refine the City of Ashland's Economic Development Strategy and to better
guide programs of the Ashland Chamber of Commerce. To the extent possible, businesses'
needs and concerns will be addressed by both the City and the Chamber, through existing
or new programs, and through informed political and community discourse.
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