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HomeMy WebLinkAbout2014-1103 Study Session PACKET CITY OF ASHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, November 3, 2014 Siskiyou Room, 51 Winburn Way 5: 30 p.m. Study Session 1. Public Input (15 minutes maximum) 2. Look Ahead review 3. Discussion of city communication tools 4. Discussion of approaches to panhandling and the Black Swan plaza 5. Food and Beverage Tax enforcement update 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. STARTING APRIL 15, 2014, CHARTER CABLE WILL BROADCAST MEETINGS ON CHANNEL 180 OR 181. VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.US ? 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(n ~ t 4 7-1 1 , v " Vl F4, ` R o N y \ A ~s 1 li y .1 trl ~-i S D N~ N~ ! n CITY OF ASHLAND Council Communication November 3, 2014, Study Session Discussion of City Communication Tools FROM: Ann Seltzer, management analyst, seltzer@ashland.or.us SUMMARY At recent goal setting sessions, the City Council expressed interest in evaluating existing City communication tools. The attached matrix provides information about our current communication tools with a brief description of each tool and a brief statement about the strengths and weaknesses of each tool. It also includes quantitative data as a result of the most recent citizen survey and informal qualitative information. BACKGROUND AND POLICY IMPLICATIONS: The attached evaluation is an informal communication audit. A formal audit is often conducted by organizations using an external communications expert. The City conducted a formal communication audit in 1999. As a result of the communication audit, the City created graphic standards, brand identity, a communications plan and decentralized communications. Staff Assessment The City communication tools are effective and provide an assortment of ways for people to get information about the City and to provide information to the City. Survey results indicate that citizens think the City does a good job of providing information. Opportunities • Increase cross promotion of communication tools • Mailing the newsletter separately from utility bills would shorten the lead time to two weeks which provides the opportunity to include information that is more time sensitive. Approximately $15,000 budget increase. • Creating short 30 second informational videos for the website could be useful to communicate basic information: topics might include "storm water flows directly to streams" or "bacon grease clogs city pipes". Approximately $200 per video. • Increasing use of Jefferson Public Radio may heighten awareness of city communications. Recent costs have been approximately $500 per two week run. Unknowns • How do people get information if they are not using the internet, local media, mailings, social media, etc? Page 1 of 2 IF A CITY OF ASHLAND • How can the City encourage citizens to be pro-active and seek information about local government? The City can provide information but cannot make people read the newsletter, watch local news, use the website, read newspapers, watch or attend public meetings, read direct mail pieces etc. All types of communication require the user to be pro-active and seek information. Challenge The competition for people's attention is greater than ever. With constant improvements in technology, people have access to more information than ever before and likely use a variety of tools to get information. Local government is competing with the world for citizens' attention. FISCAL IMPLICATIONS: N/A STAFF RECOMMENDATION AND REQUESTED ACTION: N/A for informational purposes only SUGGESTED MOTIONS: N/A ATTACHMENTS: 1. Communication tools evaluation 2. Example of analytics report of city website 3. Communication Plan Page 2 of 2 Google Analytics http:/twvw.ashiand.or,us -http:/Awww.._ Go to this report www.ashtand.or.us Pages Sep 1, 2014 - Sep 30, 2014 0 All Sessions + Add Segment 100.00% Explorer • Pageviews 5,000 ~2, 500 Sep 8 Sep 15 Sep 22 Sep 29 Unique Avg. Time on ! Bounce Rate Page Value Page Title Pageviews Pageviews Page Entrances % Exit ' 88,508 68,310 00:01:32 38,615 61.69% 43.63% $0.00 % of Total % of Total: Site Avg % of Total: ! Site Avg Site Avg % of Total: 100.00% (88 508) 100.00% (68,310) 00:01:32 100.00% (38,615) 61.69% 43.631/. 0,00% ($0.00) (0.00%) (0.00%) (0,00%) 1. City of Ashland, Oregon -HOME 21,693 (24.51%) 16,910 (24.75%) 0002:28 14,308 (37.05%) 65.52% 57.09% $0.00 (o.oo%) 2 City of Ashland, Oregon - 8,052 (9.1o%) 5,605 (8.21%) 00:01:02 3,391 (8.78%) 55.03% 42.11% $0.00 (o.oo%) Administration - Personnel Homepage 3 City of Ashland, Oregon - Agendas And 3,889 (4.39%) 2,614 (3.83%) 00:01:15 641 (1.66%) 62.56% 23.12% $0.00 (o.oo%) Minutes 4. City of Ashland, Oregon -Mobile 3,847 (4.35%) 3,104 (4.54%) 00:00:48 2,870 (7.439%) 62.02% 58.31% $0.00 (o.oo%) 5 City of Ashland, Oregon - Municipal 2,992 (3.38%) 2,345 (3.43%) 00:01:11 346 (0.90%) 31.50% 16.78% $0.00 (o.oo%) Code 6. City of Ashland, Oregon - 2,457 (2.78%) 1,720 (2.52%) 00:00:59 175 (0.45%) 27.43% 17.66% $0.00 (0.00%) 7 City of Ashland, Oregon - Staff 1,553 (1.75%) 1,264 (1.85%) 00:01:32 425 (1.10%) 64.00% 40.57% $0.00 (o.oo%) Directory 8. City of Ashland, Oregon - Contact Us 1,338 (1.51%) 1,185 (1.73%) 00:01:58 416 (1A8%) i 75.72% 57.62% $0,00 (o.oo%) 9. City of Ashland, Oregon - FAQ 1,336 (i.si%) 987 (1.44%) 00:00:53 430 (1.11%) 40.23% 27.77% $0.00 (aoo%) 10. City of Ashland, Oregon - Calendar 1,233 (1.39%) 963 (1.41%) 00:00:57 289 (0.75%) 61.94% 27.90% $0.00 (aoo%) Rows 1 - 10 of 1949 © 2014 Google Pageview - total number of times the page was viewed. Unique pageview - de-duplicates pageviews to show how many sessions contained a view of the page Bounce Rate - the percentage of views where the user did not interact with the website any further Average time - the average amount of time users spent viewing the page or screen Entrances - the number of times this page was the first page in a session: e.g. as a bookmark or google search %Exit - percent of pageviews that were the final page in a session Page Value - N/A (applies to e-commerce sites) CITY OF ASHLAND City of Ashland Communication Plan Introduction (updated 2010) The City of Ashland recognizes the value of citizen involvement and the wealth of good information and resources the citizens of Ashland posses. It is important to increase the city's understanding of citizen concerns, ideas and values so they can be utilized to make better decisions. The City must identify, create and budget adequate resources to engage citizens and citizen groups to enable them to effectively become a part of the city's decision making process. Much of the city's overall success is shaped by the quality of its communication efforts. Therefore, a proactive approach is needed to foster effective two-way communication. Values Statement The City of Ashland takes pride in providing quality service with professionalism, integrity and honesty. The City of Ashland values citizen input and believes citizens should have a say in decisions about actions that could affect their lives. The City of Ashland respects the dignity, diversity and uniqueness of our citizens, the community and the environment. The principals of effectiveness, fiscal responsibility and safety guide us in enhancing the well-being of the community. Key Messages • City activities and services have positive results for our community • City services are essential to the quality of life in Ashland • The City listens to its residents and values community input • The City spends money wisely Guiding Principals Open Two-Way Communication r' Ensure information is shared throughout the community and the organization emphasizing two-way informational flow. Community Problem Solving ❑ Provide citizens with complete, accurate and timely information enabling them to make informed judgments. This will help the City to make the best decisions. Proactive a The plan attempts to give the City the opportunity to tell its story rather than rely exclusively on others to interpret the City's actions, issues and decisions. Decentralized 1 1 Strengthen direct communication between elected officials, City departments and citizens rather than trying to funnel all information through a central point of contact or department. 1 This provides for more knowledgeable discourse, strengthens accountability and also makes it easier to access or provide information on City activities. Inclusive ' Including everyone in the process builds teamwork and a feeling of belonging, breaking down feelings of us vs. them, which are common in many city governments and in many relationships of city government with citizens. The goal is to include everyone who cares to participate and to motivate those who are not currently engaged. Strong and Consistent Messages E~ A successful communication plan is built on strong themes and is more effective than one with unrelated and scattered messages. The communication plan should support, reinforce and reflect the goals of the City government as established by the City Council and City management, thus underscoring the idea of an organization with one common purpose: the citizens. Goals of the Communication Plan • Ensure the Mayor and City Council are an active and integral part of the overall City Communication Plan. • Improve City communication to and from Ashland citizens, businesses and organizations • Improve two-way communication within the City organization • Enhance and improve community and media relations • Increase awareness, interest and participation of the citizens of Ashland in government goals and activities. • Break down feelings of "us vs. them" between city government and the residents of Ashland, between elected officials and staff and between departments and agencies. • Increase awareness, interest and participation of City employees in the goals and activities of the City. • Build organizational pride among employees and positive identification with the City government as a whole. Targeted Audiences Identifying and prioritizing target audiences are key components of a communication plan. Without such identification, a communication plan can slip into a"read-fire-aim" approach rather than a planned "ready-aim-fire approach. Primary Target Audiences • Citizens of Ashland Citizens of Ashland are the highest priority targeted audience. Strengthening the relationship between city government and 20,000 residents is the starting point of a sound communication plan. • Identify segments of Ashland citizens Often, city projects, issues and programs directly affect a segment of Ashland citizens thus requiring specific targeted outreach to those citizens. • Members of City boards, commissions and committees. While these people are covered under the broad umbrella of #l, Citizens of Ashland, the 2 work they do on behalf of the community and government makes them a distinct and specific target audience. • City Employees People employed by the City of Ashland in its various departments are an integral part of the success of the communication plan. Each individual reflects the organization in their daily work. • News media The media are important because their coverage of the City government can have significant influence on the image of government by the public. Media includes a variety of print and broadcast. Secondary Audiences • People outside of Ashland, including area residents who primarily work and visit in Ashland • Other local governments in the Rogue Valley, Oregon and beyond • City government associations and organizations. Strategies and Actions Strategies • Expand our communication research program, using both quantitative and qualitative research methods to measure attitudes and opinions. • Continue to employ a multimedia and multilevel communication approach and monitor and fine-tune the existing communication tools and seek additional tools. What worked in the past may have outlived its usefulness and need to be abandoned and replaced with something else. Some people absorb information audibly and others absorb information visually. Be sure the communication tools are diverse in order to reach various segments of the targeted audiences. • Use interactive communication tools and techniques wherever and whenever possible to involve target audiences in the communication process and increase their commitment to community problem solving. Actions • Research Conduct attitudinal surveys and focus groups. The method of implementation should include a diverse set of tools rather than just one form (random telephone surveys) as in years past. The implementation must reach a broad spectrum of Ashland citizens so that the results accurately reflect the demographic make-up of the community. • Communication Audit Conduct a communication audit. It is useful to review the tools we have in place and our overall communication efforts in order to determine what more we could be doing. Use an outside form to conduct a communication audit of the City's outreach tools to determine tools that may be outdated and tools that need to be added. Communication Training Provide communication counseling and training for City officials and staff. This tactic includes communication counseling/training with the Mayor, Council Members, City Administrator and Department Heads as well as mid-managers and members of City commissions, committees and boards. We all think we do a good job of communicating, but without the benefit of others telling us their perception of how well we communicate we may never improve. 4 rn R O y O U U y0j 0. bq U U O O 'O (n y 3 a ° > aUi ai x c` s o R R -i- N Y O y CL 'O 4: 0. ti ti G YO w b[A w C r Q~ sic ° on ° O tj a ° -LU ° a c o ai N o ° R R T a o c Y [ .C o° v o o° i E a~ c° 3: o a~ o o a~ G R U to O N 0 7 ~J r p •U o 'R c~wa O c>'i cOa °w G O O U v y O G' 7 y O. N U b~L C X -E q ° . 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U rn R N i.. cC ,a C) Cu W O Lei. y y p. • C > vi O 'O 3 cyNi cd V7 bA 0 o C 'v, ~ tp ° a~ a> F" o c Z f~ ° > d U > ti W a~ a~ U R y. a°a v O.~.•'o a o C,r m W a>i W o 5 3 3 F~-~ c ~w O -C • m (Q O :3 O N a E N m ` > U ~ CITY OF ASHLAND Council Communication November 3, 2014, Study Session Discussion of approaches to panhandling and the Black Swan plaza FROM: Dave Kanner, city administrator, dave.kanner@ashland.or.us SUMMARY: At its September 2nd business meeting, Council requested a study session to discuss police presence and other actions that could be taken to deal with aggressive panhandlers who loiter downtown, particularly at the corner of East Main and Pioneer Streets in front of the Black Swan Theater. In addition, at the July 1 business meeting, Cynthia Rider, executive director of the Oregon Shakespeare Festival, requested that the City remove its non-functioning fountain from the Black Swan plaza and also remove a planter box that creates a narrowing of the sidewalk in that location. At the mayor's request, discussion of the OSF request was postponed to this study session. Staff will present a three-pronged approach to the Council, involving new tools the help law enforcement deal with panhandlers, modifications to the Black Swan plaza (in conjunction with the Shakespeare Festival), and community response, in the form of signage in the downtown encouraging donations to the Community Resource Center rather than giving money to panhandlers. In addition, this Council Communication presents ideas that were submitted by Councilors and others in the community. Staff s proposals, as well as the ideas submitted by Councilors and others, are presented for discussion and direction to staff. BACKGROUND AND POLICY IMPLICATIONS: Residents, businesses and visitors have frequently voiced concerns over the years about panhandlers loitering at the corner of East Main and Pioneer Streets in front of the Black Swan Theater. While panhandling is protected speech under Oregon law, the City received reports this summer of some of these panhandlers engaging in verbally aggressive behavior, especially toward women, and of panhandlers' dogs attacking passersby. The problem is exacerbated by planter boxes at the corner of East Main and Pioneer that are only a few feet apart from each other so that when people are seated on either side of the sidewalk, it creates a narrow "gauntlet" through which people must walk. At its September 2nd meeting, the Council heard from a woman (and several others who submitted written testimony) who reported having been verbally harassed by transients and panhandlers. They also testified that a transient's dog had bitten a customer at a downtown store at which one of the women worked. After hearing from Police Chief Terry Holderness later in the same meeting, the Council requested a study session discussion of police presence at the Black Swan and what other actions the Council could take. In addition, at the July I st Council meeting, Cynthia Rider, executive director of the Oregon Shakespeare Festival, requested that the City remove its non-functioning fountain from the Black Swan Page 1 of 4 r P , CITY OF ASHLAND plaza and also remove a planter box that creates a narrowing of the sidewalk in that location. At the mayor's request, discussion of the OSF request was postponed. Because the issues of aggressive panhandling in front of the Black Swan and the design of the Black Swan plaza are related, that discussion has been added to this study session. Since the September 2°d meeting, Police, Administration and Legal staff, along with OSF staff, have been engaged in ongoing discussions of how to address these downtown issues, and specifically what additional tools and resources could help the police in this regard. We have also solicited ideas from the Council, accepted ideas from other citizens and spoken at length with the City of Santa Cruz, CA, which has taken a very aggressive approach to similar issues over a fairly long period of time (although Oregon's Constitution and state statutes severely restrict our ability to do many of the things Santa Cruz has done.) Based on those conversations, we present for Council discussion a three-pronged approach that involves law enforcement, Black Swan plaza redesign and community response/education. Law Enforcement • Adopt an ordinance requiring that all dogs be licensed/vaccinated. o There are many, many examples of other Oregon cities that have adopted such ordinances. This is a basic health and safety measure. County ordinances require dogs to be licensed (a license is proof of vaccination), but the County does not actively enforce the ordinance inside City limits. • Prohibit unlicensed or unvaccinated dogs in the downtown area. o In conjunction with the ordinance above, the City could prohibit unlicensed/unvaccinated dogs in the downtown area. This would allow the police to require the owner of such a dog to immediately leave the area. • Add possession of less than an ounce or public consumption (if legalized) of marijuana to ELEA list of violations. Add Bill Patton Garden to the ELEA. o This seems to be a common sense measure that would not affect law-abiding citizens. Open marijuana use appears to be somewhat routine among many of the transients. Bill Patton Garden has become a hangout and a haven for alcohol and drug use by transients. • Stricter enforcement of sidewalk obstruction ordinance. o Our sidewalk obstruction ordinance references "objects" obstructing the sidewalk, but not people. The City can amend the ordinance to include people and dogs as well as objects, thus giving the police another tool for dealing with transients along constriction points on City sidewalks. Police could potentially arrest someone who refuses to cease obstructing a sidewalk on a charge of disorderly conduct. • Use cadets to create more police presence downtown. o Cadets are a lower-cost option for improving police presence and the cadet program provides a benefit to the City by offering an entry-level position into law enforcement for people who may eventually become sworn law enforcement officers. Black Swan design • Remove northernmost planter box from Black Swan property. Remove fountain from Black Swan property. Page 2 of 4 CITY OF ASHLAND o The Oregon Shakespeare Festival is working on plans to make the Black Swan plaza a more open, attractive and active space; a gateway to the festival. OSF has retained an architectural firm to redesign the bricks area and has asked that firm to develop concept plans for the Black Swan. In addition, OSF staff has held a pre-application meeting with City Planning Division staff regarding a conditional use permit for a food cart with tables and chairs in that area. Note that under the City's lease agreement with OSF, the Festival does not need the City's permission to remove the fountain and any planter boxes on the back side of the sidewalk. Community education • Signage in the downtown to make people aware that Ashland offers services to those truly in need and requesting that people not give money to panhandlers. o An attempt to have businesses engage in a "Don't give money to panhandlers" campaign several years ago resulted in some downtown businesses being vandalized or finding human waste in their doorways. In order to avoid a repeat of that experience, such signage would likely have to be produced by the City and placed on City light posts. Suggestions from Councilors • Tobacco-free downtown ordinance o This is probably legal. Ashland already prohibits smoking in parks. Police would likely take a "warn first, cite later" approach. Would have to be applied equally to all people in the downtown area. Staff could not find an example of an ordinance that prohibits smoking in a downtown business district anywhere in the U.S. • Require registry for busking and designate busking zones o May be legally permissible. Tricky first amendment freedom of expression issues. Problematic buskers can already be dealt with under the noise and sidewalk obstruction ordinances. • Reconstruct downtown planters to ground level o We would have to hire an outside engineering firm to help us develop an estimate for doing this. Given this maze of utilities in the planter boxes, this would be a very complex task. Note that while the planters are frequently used by transients and panhandlers, particularly at Pioneer and Main Streets, they are also well-used by tourists and Ashland residents. • Change orientation of existing sidewalk benches o Could be done in many locations downtown. (Turn benches to face street instead of sidewalk.) Other locations would require reconstructing planter boxes. • Provide a food cart for the transients in Lithia Park with the City, OSF and Chamber providing the funding for it o Would require concurrence from the Parks Commission and financial contributions from other agencies. Other ideas submitted by citizens • Require permits for panhandlers o May be legally permissible. Difficult to administer. • Prohibit passing money from car to someone on sidewalk or in right-of-way o Medford and other Oregon cities have adopted such ordinances. (Click here for Medford Municipal Code section 6.360.) This does not appear to be as big a problem in Ashland as it is in Medford. Page 3 of 4 CITY OF -ASHLAND • High-frequency sound-generating devices in key locations o Devices emit a high-frequency buzz that can only be heard by persons 13 to 25 years old. Used in shopping malls to prevent kids from congregating in certain areas. Problematic to use these in outdoor, public areas. • Surveillance cameras in key locations o Previously discussed in Ashland. Police consider this to be of limited value for law enforcement. Many, many downtown businesses already have surveillance cameras focused on the areas outside their storefronts. Surveillance cameras on public spaces may have psychological value. Santa Cruz • Time, place and manner restrictions on panhandling o Has been effective in Santa Cruz, but highly questionable that it would survive a court challenge in Oregon, given our Constitution and state statutes. STAFF RECOMMENDATION AND REQUESTED ACTION: N/A. This item is scheduled for discussion only, although Council may give direction to staff. SUGGESTED MOTION: N/A ATTACHMENTS Santa Cruz neighbors brochure Page 4 of 4 ~a)a ~M rn co maoa) M " am m o 0 L) cn W m a) m> N O U N a) (mj U Lr-mUL ~.c (V 00 iooC.) a Z Q. 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As you know, we have found some operators at the Grower's Market who owe tax. They have not responded to our demand letters and the Grower's Market is now seeking relief on their behalf. I want to be sure that staff's actions moving forward are consistent with Council's wishes. Vr,