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HomeMy WebLinkAbout2015-0120 Council Agenda PACKET CITY OF ASHLAND Important: Any citizen may orally address the Council on non-agenda items during the Public Forum. Any citizen may submit written comments to the Council on any item on the Agenda, unless it is the subject of a public hearing and the record is closed. Time permitting, the Presiding Officer may allow oral testimony. If you wish to speak, please fill out the Speaker Request form located near the entrance to the Council Chambers. The chair will recognize you and inform you as to the amount of time allotted to you, if any. The time granted will be dependent to some extent on the nature of the item under discussion, the number of people who wish to speak, and the length of the agenda. AGENDA FOR THE REGULAR MEETING ASHLAND CITY COUNCIL January 20, 2015 Council Chambers 1175 E. Main Street Note: Items on the Agenda not considered due to time constraints are automatically continued to the next regularly scheduled Council meeting [AMC 2.04.030.E.] 6:30 p.m. Executive Session: pursuant to ORS 190.660(2)(e) Real Property Transaction 7:00 p.m. Regular Meeting 1. CALL TO ORDER II. PLEDGE OF ALLEGIANCE 111. ROLL CALL IV. MAYOR'S ANNOUNCEMENTS V. APPROVAL OF MINUTES 1. Study Session of January 5, 2015 2. Business Meeting of January 6, 2015 VI. SPECIAL PRESENTATIONS & AWARDS 1. Proclamation of January 21, 2015 as Kiwanis International Day 2. Proclamation of January as Child Trafficking Awareness Month VII. PUBLIC FORUM Business from the audience not included on the agenda. (Total time allowed for Public Forum is 15 minutes. The Mayor will set time limits to enable all people wishing to speak to complete their testimony.) [15 minutes maximum] VIII. CONSENT AGENDA 1. Approval of minutes of boards, commissions or committees 2. Franchise agreement Hunter Communications 3. Approval of 2015 Council liaisons to boards, commissions, and committees COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9. STARTING APRIL 15, 2014, CHARTER CABLE WILL BROADCAST LIVE ON CHANNEL 180. VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.US 4. City Response to the USFS Ashland Trails Environmental Assessment 5. Agreement to allow the American Red Cross to use City buildings for emergency shelter IX. PUBLIC HEARINGS (Persons wishing to speak are to submit a "speaker request form" prior to the commencement of the public hearing. Public hearings shall conclude at 9:00 p.m. and be continued to a future date to be set by the Council, unless the Council, by a two-thirds vote of those present, extends the hearing(s) until up to 10:30 p.m. at which time the Council shall set a date for continuance and shall proceed with the balance of the agenda.) None X. UNFINISHED BUSINESS 1. Follow up report on AFN business plan XI. NEW AND MISCELLANEOUS BUSINESS 1. 2014 Citizen Survey Results 2. Appointment to Audit Committee - Mayor/Council liaison 3. Council consideration of changes to department head compensation XII. ORDINANCES, RESOLUTIONS AND CONTRACTS None XIII. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS XIV. ADJOURNMENT OF BUSINESS MEETING 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 LIVE ON CHANNEL 180. VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.US City Council Study Session January 5, 2015 Page 1 of 2 MINUTES FOR THE STUDY SESSION ASHLAND CITY COUNCIL Monday, January 5, 2015 Siskiyou Room, 51 Winburn Way Mayor Stromberg called the meeting to order at 5:31 p.m. in the Siskiyou Room. Councilor Morris, Rosenthal, Lemhouse, Marsh, and Voisin were present. Councilor Seffinger was absent. 1. Public Input Jason Houk/137 5`" Street/Addressed the Police Chief recruitment. Ashland was a diverse community and dealt with big city issues that included capital crimes, murders, and disappearances and needed a candidate that could deal with these issues. In addition, a social justice community would be pushing the limits in the near future. The candidate needed to be tolerant, able to deal with issues of homelessness and mental health illnesses. The current police chief focused on community policing and he hoped that continued with the new chief. 2. Look Ahead review City Administrator Dave Kanner reviewed items on the Look Ahead. 3. Update of the status of the Iron Mike statue City Administrator Dave Kanner explained when the statue came down to repair the recent vandalism, staff discovered additional unrelated damage. Since the statue was part of the historic district, the City may have to repair it regardless of cost. Public Works Superintendent Mike Morrison further explained there were several repair options. To help navigate the State Historic Preservation Office (SHPO), the City hired George Kramer from Kramer & Company. Mr. Kanner added the statue was made of a zinc-lead alloy and no one worked with these elements presently. Water Quality Supervisor Steve Walker noted Salem OR had a duplicate statue that fell and shattered during a wind storm. Mr. Kramer found another duplicate in the nation. Repair costs could range from $50,000 to $100,000. Funds would most likely come from a General Fund transfer. Staff was looking into moving the statue inside a public building for protection with an epoxy or recast put in the original site. 4. Plans for police chief recruitment Mayor Stromberg explained Police Chief Terry Holdemess started in April 2007 replacing an interim Police Chief after the previous chief resigned under pressure. Chief Holderness further explained he brought a community policing model to the department based on being open with internal and external collaboration. This collaborative leadership style was different from the prior models used by the Ashland Police Department and proved successful. The relationship with the community had improved over the past eight years, the department now experienced low turnover, with crime and disorder on the decline. The culture of the organization was consistent with the values of the community. Chief Holderness implemented most of the changes recommended by the Police Executive Research Forum (PERF) when he was hired. He initially talked to his employees on why the department needed to change and went from there. The department trained on problem solving, provided leadership training for supervisors and senior officers, and crisis intervention training for the entire department. He advertised on the International Association of Chiefs of Police website and noted most of the department hires were lateral positions. His favorite definition of community policing was by Dr. James Q. Wilson that referred to working with the good people not just against the bad people. There were two models of policing, one was a public safety Regular City Council Meeting January 6, 2015 Page 1 of 7 MINUTES FOR THE REGULAR MEETING ASHLAND CITY COUNCIL January 6, 2015 Council Chambers 1175 E. Main Street CALL TO ORDER Mayor Stromberg called the meeting to order at 7:00 p.m. in the Civic Center Council Chambers. ROLL CALL Councilor Voisin, Morris, Seffinger, Rosenthal, and Marsh were present. Councilor Lemhouse arrived at 7:22 p.m. ELECTION OF COUNCIL CHAIR MAYOR'S ANNOUNCEMENTS Mayor Stromberg announced vacancies on the Public Arts, Transportation, Housing and Human Services and Tree Commissions. Councilor Marsh announced the first annual State of City celebration on January 27, 2015 beginning at 5:30 p.m. at the Community Center 59 Winbum Way. APPROVAL OF MINUTES The minutes of the Study Session of December 15, 2014 and Business Meeting of December 16, 2014 were approved as presented. SPECIAL PRESENTATIONS & AWARDS Mayor Stromberg read the proclamation of January 10, 2015 as Christmas Tree-Cycle day in Ashland. PUBLIC FORUM Huelz Gutcheon/2253 Hwy 99/Explained climate change was already here and there were more disasters on the way. Society accidentally created a monster carbon-blanket-pile-up. The least Ashland could do was stop building homes and buildings designed to spew carbon pollution for the next hundred years. Stopping bad growth would not ruin the economy. New construction costs citizens twice the money it brought to the economy. Ashland was wasting $7,000,000 to ruin the atmosphere 30 times faster than not. He suggested a moratorium on building growth effective immediately. Government salaries could go towards energy engineers to install mega watts of solar, run cutting edge upgrade programs and generate intelligent structural wattage destinations. The Ashland Renewal Acquisition Department would oversee planning. Mr. Gutcheon himself would put it all together. The City could start by cost effectively leasing Tesla electric cars to all the Councilors to help learn where we are all heading and what it feels like to be going the right way. CONSENT AGENDA 1. Approval of a public contract to Professional Sales and Service for a Type 1 Ambulance 2. Special procurement for the purchase of flame resistant clothing from Tyndale Company Councilor Rosenthal/Marsh m/s to approve Consent Agenda items. Voice Vote: all AYES. Motion passed. PUBLIC HEARINGS (None) UNFINISHED BUSINESS (None) Regular City Council Meeting January 6, 2015 Page 5 of 7 Councilor Lemhouse called for a point of order regarding the line of questions from Councilor Voisin. Mayor Stromberg ruled in favor of Councilor Voisin. Councilor Lemhouse appealed the Mayor's decision noting the speaker was there to discuss the fountain and not the condition of the Black Swan Theatre. Councilor Lemhouse/Marsh m/s to overturn the Mayor's ruling in the point of order. Roll Call Vote: Councilor Morris, Lemhouse, Seffinger, Rosenthal, and Marsh, YES; Councilor Voisin, NO. Motion passed. Councilor Morris explained he did not have a question but did have a comment. Councilor Voisin called for a point of order, this was a questioning time and not a comment time. Mayor Stromberg ruled in favor of Councilor Voisin. Councilor Marsh/Morris m/s to approve Resolution #2015-01. DISCUSSION: Councilor Marsh noted the fountain was 24 years old, not an historic piece and had created a series of errors from installation to the various attempts at repairs. She hoped OSF would move forward with some interesting and engaging things in the space and wanted to support their efforts. Councilor Morris agreed, the fountain was installed 1990 and shut down in 1992. The design was not right, the installation flawed with inadequate materials. Councilor Seffinger thought Council should work with businesses and partners in a positive way and hoped the space became an attribute to the community. Councilor Voisin would not support the motion. The fountain was functioning. The material was not the issue it was the maintenance. Citizens were concerned. The fountain was a part of the ambiance downtown. Local experts said repairs could be done very reasonably. Councilor Lemhouse trusted the work done by staff. It would upset people if they thought something was not being done in the right manner especially is they were misled into thinking things were a way they were not. The reality was the fountain was not a historic piece, installed improperly and according to staff something they could not get to work. The lease agreement was clear. OSF was telling the City the fountain devalued the property and wanted the City to remove it per the lease. Councilor Voisin thought comments stating the fountain could not be repaired were unfounded and Council needed a second opinion. She felt strongly that taxpayers should not pay for any removal of the fountain. OSF should be responsible for the removal. It was their responsibility as a lessee. Roll Call Vote: Councilor Rosenthal, Morris, Lemhouse, Marsh, and Seffinger, YES; Councilor Voisin, NO. Motion approved 5-1. Councilor Marsh/Rosenthal m/s to direct staff to remove the Chautauqua Square fountain if no bids are received for it, to relocate the newspaper boxes on East Main Street to the location formerly occupied by the phone booth and bench opposite the Black Swan plaza, and to work with the Oregon Shakespeare Festival on the removal of the planter box at the southeast corner of East Main and Pioneer Streets. DISCUSSION: Mr. Kanner explained the newspaper boxes were located next to a parking space. Moving them would discourage people from sitting there and contributing to the gauntlet problem the space currently experienced. People would continue to sit on the planter box at Chautauqua Square and around the lamppost. However, it would end the current situation of people sitting on either side. Councilor Voisin reiterated a statement from Police Chief Holderness that moving things would not solve behavior issues. It would just move those people to another place. She would not support the motion. Councilor Marsh agreed, when you take things away it did not change the chemistry of the place. OSF was interested in creating a great public space that invited a cross section of the community. It was not about getting rid of people, it was about creating a different environment by inviting all kinds of people into the space. Roll Call Vote: Councilor Rosenthal, Morris, Lemhouse, Marsh and Seffinger, YES; Councilor Voisin, NO. Motion approved 5-1. 2. First reading of an ordinance titled, "An ordinance amending Ashland Municipal Code Chapter Regular City Council Meeting January 6, 2015 Page 7 of 7 Council thought retaining the opportunity of one Councilor getting an agenda item before the Council was an avenue for Council to express and hear minority opinions. A Councilor had the opportunity and the right to bring an issue to the Council. Other comments thought it was easy to add agenda items and did not think there was a problem. The City Charter had Councilors going through the Mayor to add agenda items. Council suggested changing the language so a Councilor could put something on the agenda if they did all the work. A Council concern was the amount of staff time and money incurred if there were many instances of adding items to the agenda. Another concern was the observation that Council had already abused adding items to Study Session agendas. Mr. Lohman noted the objection to a consideration of a motion was powerful and efficient and something Council could and should use to make meetings work better. The Mayor and staff would work on an amendment that allowed any Councilor to put any item that he or she wanted on a Council meeting agenda. The Councilor would do all the work for the staff report and the Mayor would decide which agenda it went on. Council suggested adding it to Other Business From Council Members/Reports From Council Liaisons. Council wanted a six-month period to put items on agenda. Opposing comment did not think a six-month period was needed when Council could motion to add their item to the agenda at the meeting. Mr. Lohman wanted the ability to review and edit potential ordinances and improve if needed. The Mayor and staff would bring back an amendment to AMC 2.04.030.B(1) for discussion that allowed Councilors to place an item on the agenda as long they did all the work. The Mayor would determine the agenda date within reason. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS Councilor Marsh passed out copies of the invitation they were distributing for the State of the City celebration. She asked Council to forward any names they thought should go on the master list to Executive Secretary Diana Shiplet. Council Liaisons would email or talk to their Commissions and encourage them to attend the event as well. Councilor Lemhouse welcomed Councilor Seffinger. ADJOURNMENT OF BUSINESS MEETING Meeting adjourned at 10:04 p.m. Barbara Christensen, City Recorder John Stromberg, Mayor Au'o w ~~I 4 .md ® ems. " ' em. yaw 1 n A o o 0 6 0 o o 190 PROCLAMATION ° • Kiwanis International was founded in 1915 in Detroit, Michigan, and became an ``international organization with the creation of the Kiwanis Club of Hamilton°~ Ontario, the following year. • The Ashland Kiwanis Club was founded in 1947.E 3 • Kiwanis International is one of the largest service organizations in the world with J q° ° more than600,000 members of all ages and abilities in more than 80 nations. 1 • The members of Kiwanis Club of Ashland, Oregon are devoted to improving the _o world, one child and one community at a time, by seeking primacy to the human and spiritual rather than the material values of life. ° °o t~ • In addition to improving lives, Kiwanis club members promote the development' of community leaders, positive role models, intercultural understanding and ,J cooperation, and opportunities for fellowship, personal growth, professional 1 development and community service. ° • In 2015, Kiwanis International is celebrating its Centennial Anniversary. ° NOW THEREFORE, the City Council and Mayor, on behalf of the citizens of Ashland, hereby proclaim January 21, 2015, as: Kiwanis International Da q°° J~ and call upon all citizens of Ashland, Oregon to support the members of this °°organization and.to make themselves aware of Kiwanis International, whose r eel ➢ members provide service to our homes, schools and community. Dated this 20th day of January, 2015 John Stromberg, Mayor Barbara Christensen, City Recorder <~y G A Fy ° R^) P d EJ G° V l^J c E-J P d P a `3 CJ P !J ~/Y - O O O O O O O 0 O 0 0 O ° 0 O U Csa 6 J~~"~ y, a~. ~~°®a~` Cif ~~•~~~~r~n d~ ' eymn - W9 PROCLAMATION eel • Hundreds of thousands of underage girls and boys living in the United States, and vastly greater numbers abroad, suffer in silence under the intolerable yoke g ° of modern slavery. 00 • In the first six months of 2013 alone, 140 calls and 23 cases of potential human trafficking were reported in Oregon. • The defense of human rights is an essential part of our national and local identity. D • We recognize the people, organizations, and government entities that are working to combat child trafficking. • The President of the United States has declared January each year as National `l Slavery and Human Trafficking Prevention Month, so we also add our support to this important initiative. ° NOW THEREFORE, the City Council and Mayor, on behalf of the citizens of ° z, Ashland, hereby proclaim January 2015 as: "Child Trafficking Awareness Month " °o and hereby urge all citizens to recognize the vital role they can play in ending modern slavery and to observe this month with appropriate programs and activities. .4 4 °0 Dated this 20th day of January, 2015 John Stromberg, Mayor j 1 a°° Barbara Christensen City Recorder < 00 ° o Cm, ~~`D .f 0 0 EY ° fy ° p <J^ P d D CY G <Y G 4 G ° ° ° fl ° . g a l ° 7~ tlt Minutes for the Conservation Commission November 19, 2014 Page 1 of 3 MINUTES FOR THE ASHLAND CONSERVATION COMMISSION Wednesday, November 19, 2014 Siskiyou Room, 51 Winburn Way 1. Call to Order Chair Marni Koopman called the meeting to order at 6:00 p.m. in the Siskiyou Room. Commissioners Bryan Sohl, She] Silberberg, Jim McGinnis, Mark Weir, Thomas Beam, Risa Buck, Jim Hartman, and Roxanne Beigel-Coryell were present. Councilor Rich Rosenthal and staff member Adam Hanks were present. 2. Consent Agenda Beigel-Coryell/McGinnis m/s to approve the minutes of August 27, 2014 and October 23, 2014. Voice vote: All ayes. Motion passes. 3. Announcements The next meeting will be held one week early, on December 17, 2014, due to the Christmas holiday. 4. Public Forum None. 5. Reports/ Presentations/ Updates Council Update - Rosenthal informed the group that currently the Council will be discussing Recology rate design options on December 2nd. At the December 16 Council meeting there will be a presentation by Senator Bates and Representative Buckley to discuss the upcoming legislative session. If there are any specific questions the group would like Councilor Rosenthal to bring up, please sent them to him via e-mail. On February 3rd there will be a presentation regarding the SOU co-gen project, though SOU will take comments at any time regarding the project. He reminded the group that the budget process will be starting soon. Group discussed meeting with budget committee members to discuss the ad package related to conservation staff/consultant time. McGinnis/Beigel-Coryell m/s to have commissioners meeting with Budget Committee member Runkel to inform him of the Commission's request. Discussion: Group discussed whether it would be more appropriate to talk to all committee members. McGinnisBeigel-Coryell agreed to amend their motion to meeting with as many members of the Budget Committee as is possible, within the Commission's discretion. Discussion continued: Group discussed creating an information sheet to aid in these discussions. Voice Vote: all ayes. Motion passes. City Conservation & Operations - Hanks gave the group an overview of what will be going to Council regarding the Recology rate resolution update as well as the rate design possibilities. He informed the group that staff is starting on the fleet audit (going out for an RFP) and gave the group some details of what a typical audit does and does not include. Minutes for the Conservation Commission November 19, 2014 Page 2 of 3 SOU Quarterly Report - Beigel-Coryell informed the group that SOU Center for Sustainability is a runner-up on an award. They are also working with ODOT's Drive Less, Connect program and launched a Raider Ride Share to help students make connections for carpooling. They are working with Chevrolet for carbon credits to sell. The sustainability council is working on a climate action fund for air travel offsets. Downtown Cigarette Butt Container Project - Hanks showed the group a sample of the containers. Currently there are six businesses sponsoring containers and they should go up before Thanksgiving. The group thanked Hanks and Beam for their persistence in this project. Beam stated that the goal is to continue to have good outreach with businesses so that new locations and sponsors can be identified. Climate/Energy Sub-committee - Koopman informed the group that they are currently working on the next steps for creating the plan. They are modeling the plan on Eugene and Corvallis. They would like to involve community and staff resources. Group discussed how Council's previous direction will work with or connect to the plan as it's being created. The subcommittee hopes to have a draft for the full group to review at the next meeting. 6. Old Business Sneak Preview Column - Group gave Tom and Risa minor edits to their articles and thanked them both for writing columns. Weir/Hartman m/s to approve the December and January columns with the minor edits presented. Voice Vote: all ayes. Motion passes. Group determined that the calendar for the next few months will be: • February (due to group in December): Climate & Energy - written by Hanks and Beam. • March (due to group in January): Water conservation - written by Weir • April (due to group in February): Preview of the Climate Action plan - written by Koopman an McGinnis • May (due to group in March): Recycle center and schedule of composting classes - written by Buck • June (due to the group in April): Litter and our streams - writer to be determined. BYOB - Group discussed the BYOB program and how it's going so far. Hanks stated that so far businesses like the program but some have complained about charging 10 cents for paper bags. He is working with them and the Chamber to come up with solutions and options for the businesses having struggles with the charge. Carbon Fee/Dividend Discussion - Group discussed what they would like to have as a result of this discussion. Group was concerned that this topic might be inappropriate as it doesn't match with current commission goals or with Council direction. The group decided that this discussion is probably premature as the legislative request hasn't been formally written yet. There was Minutes for the Conservation Commission November 19, 2014 Page 3 of 3 consensus, however, that no one wants to entirely leave or forget this topic. Weir/Hartman m/s to have this topic on the December meeting agenda. Voice Vote: all ayes. Motion passes. Hanks reminded the group that any articles, reports, etc. used for discussion purposes should be in the packet and so need to be submitted to him in time for inclusion. Group discussed whether this would put too much of a time-crunch on information gathering. HartmanBeigel-Coryell m/s to move this topic to the January meeting for easier agenda creation and inclusion of appropriate packet materials. Voice Vote: all ayes. Motion passes. 7. New Business Calendar Discussion for 2015- Hanks proposed do a "look ahead" similar to the City Council to aid the group in timing decision making. The group agreed that this would be useful. Hanks requested the group submit dates, events, topics, projects, etc. for inclusion. Conservation Awards - Hartman informed the group that at the last subcommittee meeting regarding this project they discussed how to build on some of last year's successes as well as over-come some of the challenges. They propose doing an "Environmental Bee" similar in structure to a spelling bee. Give students concepts to learn, have teams of 4 compete in a quiz on those concepts. This should probably be limited to middle-school kids. The award would be recognition and some sort of nature award (gift certificate to something outdoor/active). The group would like to try and get the final round on public television. The subcommittee will meet again on December 2 at 4:00 pm in the upstairs City Hall conference room. 8. Wrap Up Group discussed having the next meeting be a short meeting followed by a holiday party. Group requested that a possible ban on gas-powered leaf blowers be on an upcoming agenda. Meeting adjourned at 7:55 p.m. Respectfully submitted, Diana Shiplet Executive Secretary ASHLAND HISTORIC COMMISSION Meeting Minutes December 3, 2014 Community Development/Engineering Services Building - 51 Winburn Way - Siskiyou Room REGULAR MEETING - CALL TO ORDER 6:05,p.m. - SISKIYOU ROOM in the Community Development/Engineering Services Building, located at 51 Winburn Way Historic Commissioners Present: Mr. Giordano, Ms. Renwick, Mr. Whitford, Mr. Shostrom, Mr. Skibby, Mr. Swink, Mr. Ladygo Commission Members Absent: Ms. Kencairn (U), Mr. Emery(E) Council Liaison : Mike Morris Staff Present: Staff Liaison: Amy Gunter, Clerk: Regan Trapp APPROVAL OF MINUTES: Mr. Whitford motioned that the minutes be approved from November 5, 2014. Mr. Swink seconded. Mr. Giordano abstained. No one opposed PUBLIC FORUM: There was no one in the audience wishing to speak. COUNCIL LIAISON REPORT: Mr. Morris gave the council liaison report. Mr. Morris discussed some changes to the land use ordinance and that it went through first reading with the City Council. Mr. Morris reported that the Normal plan is going back to the parks, traffic, and planning commissions for further review. Mr. Skibby read aloud the procedures for public hearings. PLANNING ACTION REVIEW: PLANNING ACTION: PA-2014-01880 SUBJECT PROPERTY: 280 Liberty Street APPLICANT: Jason Eaton (Conscious Construction, Inc.) OWNER: Joan Kleen DESCRIPTION: A request for Site Review and Conditional Use Permit approvals to construct a new approximately 400 square foot accessory residential unit for the property located at 280 Liberty Street. COMPREHENSIVE PLAN DESIGNATION: Single Family Residential; ZONING: R-1-7.5; ASSESSOR'S MAP: 39 1E 09DA; TAX LOT: 4500 Ms. Gunter gave the staff report on this planning action and she remarked that staff concerns were the orientation to the alley. Mr. Skibby opened the public hearing to the applicant. Jason Eaton, contractor, resides at 865 Henry Street, explained that the property is not in the local historic district but in the national historic district. Mr. Eaton spoke in detail about the small accessory residential unit they are adding. Main house has vertical siding, standards state new construction shall be contemporary in design and shall be differentiated from historic residence. Applicant has proposed 12 inch board and batten siding with no corner trim, 2x2 window trim, and 6/12 pitch roof, with a galvanized steel shed roof over porch. Mr. Shostrom motioned to approved PA- 2014-01880 as depicted, with the revised elevations. Mr. Giordano seconded. No one opposed. PLANNING ACTION: 2014-01956 SUBJECT PROPERTY: First Place Subdivision, corner of Lithia Way & First Street OWNER/APPLICANT: First Place Partners, LLC DESCRIPTION: A request for Site Review approval to construct the second and third phases of the First Place Subdivision for the property located at the corner of Lithia Way and First Street. Phase One, a three-story 18,577 square foot mixed-use building (Plaza West) consisting of basement parking, commercial and residential space on the first floor and residential space on the second and third floors was recently completed at 175 Lithia Way. COMPREHENSIVE PLAN DESIGNATION: Commercial; ZONING: C-1; ASSESSOR'S MAP: 39 1E 09DA; TAX LOT: 10100, 11601, 11701 and 15000 Plaza North Building Ms. Gunter gave the staff report on the Plaza North building on First Street (across from the post office). Mr. Skibby opened the public hearing to the applicants. The applicants spoke about Plaza North building and it's history. Mark Knox, applicant representative, briefly went through the site plan for Plaza North. Mr. Knox showed renderings of different perspectives/elevations and what the building will look like. Steve Ennis, project architect, spoke about the shape of the lot, floor plans, materials used in the design, and spoke about why they used the stepping design on this building. Mr. Skibby closed the public hearing to the applicants and opened to the commission for comments. Mr. Colin Swales, 96 Coolidge, sent an email of public comments to be read at the hearing in regards to the Plaza West building. Mr. Swink read the email into record. His concerns are height, setbacks, massing, color, building and window design. Mr. Skibby closed the public hearing and opened up to comments from the commission. Mr. Shostrom expressed concern that the building didn't have any headers near the entrance and noticed the elevation pictures make it look recessed and dark around the Lithia Way approach. The Commission agreed that the addition of a lintil would add interest to the entrance at the intersection of the South and east facades, and the street, and break up the massing on that recessed entrance. Plaza East Building Ms. Gunter gave the staff report on the Plaza East building. Mr. Skibby opened the public hearing to the applicants. Mark Knox and Jerome White, project architect discussed the Plaza East building. The applicants addressed design of the building, including materials and window selections. Mr. Skibby closed the public hearing to the applicants and opened to the commission for comments. Mr. Knox provided rebuttal to Mr. Swales email by stating that the design is subjective. They have addressed all the standards and feel they comply with the criteria for the exceptions. He feels like there has been a commendable effort by the owner and the architects. Mr. Whitford motioned to approve PA-2014-01956 with the conditions, regarding Plaza North that the addition of a lintil would add interest to the entrance at the intersection of the South and east facades, and the street, and break up the massing on that recessed entrance. Mr. Shostrom seconded. No one opposed. OLD BUSINESS: There was no old business to discuss. NEW ITEMS: A. Review Board Schedule B. Project Assignments for planning actions C. Welcome to Andrew Ladygo. Mr. Ladygo told the commission about his qualifications and experience and remarked that he is excited about this opportunity. DISCUSSION ITEMS: There were no items for discussion. Review Board Schedule December 4th Sam, Keith, Allison December 11th Allison, Andrew, Bill December 18th Tom, Andrew, Bill December 24th Allison, Terry, Dale December 31st Dale, Ter January 8th Sam, Keith, Allison Project Assignments for Planning Actions - Review U date All PA-2014-01956 Lithia Way & First Commissioners PA-2014-01880 280 Liberty Skibb PA-2014-01388 107 Fork St. Eme 345 Lithia Way-Gas station conversion to PA-2014-01126 retail/restaurant-No permit as of et Giordano PA-2014-00725 121 Manzanita-Under construction Whitford PA-2014-00725 469 Allison-Under construction Swink PA-2014- Swink and 00710/711 143/135 Nutley Whitford PA-2014-01283 172 Skidmore Shostrom BD-2013-00256 175 Lithia Way - Under construction Giordano BD-2013-00718 5 B Street - Under construction/ almost done Not assigned PA-2014-00251 30 S. First St. - No new permits issued Whitford PA-2014-00491 566 Fairview St. -Under construction/almost done Shostrom BD-2013-00813 374 Har adine - Under construction/almost done Swink PA-2013-01388 14 Calle Guanajuato(Sandlers) Restaurant-Under construction/almost done Renwick PA-2013-01421 270 N. First St. Nisha Jackson)- Building permits issued Renwick PA-2013-01829 60 Alida St. Lieberman - Complete Shostrom PA-2013-01828 310 Oak St. (Thompson) - No new permits issued Shostrom ANNOUNCEMENTS & INFORMATIONAL ITEMS: Next meeting is scheduled for January 7, 2015, 6:00 pm. There being no other items to discuss, the meeting adjourned at 8:10pm. Respectfully submitted by Regan Trapp CITY OF ASHLAND ASHLAND PLANNING COMMISSION SPECIAL MEETING MINUTES November 25, 2014 CALL TO ORDER Chair Richard Kaplan called the meeting to order at 7:00 p.m. in the Civic Center Council Chambers, 1175 East Main Street. Commissioners Present: Staff Present: Michael Dawkins Bill Molnar, Community Development Director Richard Kaplan Derek Severson, Associate Planner Debbie Miller April Lucas, Administrative Supervisor Melanie Mindlin Tracy Peddicord Lynn Thompson Absent Members: Council Liaison: Troy J. Brown, Jr. Mike Morris, absent ANNOUNCEMENTS Community Development Director Bill Molnar announced next Tuesday's council agenda includes first reading of the Unified Land Use Ordinance and the recommendation from the Normal Neighborhood Plan Working Group. He noted the Planning Commission's annual presentation to the Council is scheduled for December 16 and stated all commissioners are welcome to attend. CONSENT AGENDA A. Approval of Minutes 1. November 12, 2014 Regular Meeting. Commissioners MillerlMindlin m/s to approve the Consent Agenda. Voice Vote: all AYES. Motion passed unanimously. PUBLIC FORUM No one came forward to speak. TYPE II PUBLIC HEARING A. PLANNING ACTION: #2014-01837 SUBJECT PROPERTY: 95 Winburn Way (Ice Rink parking lot) OWNER/APPLICANT: City of Ashland, Ashland Parks & Recreation DESCRIPTION: A request for Site Review approval to place a canopy over the Ice Rink, a recreational facility within Lithia Park, located at 95 Winburn Way. The application includes requests for Exception to the Site Design and Use Standards (IV-C) and for a Variance to allow the canopy structure to be placed within the required ten-foot side yard setback along Winburn Way. COMPREHENSIVE PLAN DESIGNATION: Single Family Residential; ZONING: R-1-7.5; ASSESSOR'S MAP: 391 E 09; TAX LOTS: Part of Tax Lot #100 (Lithia Park lot). Commissioner Kaplan read aloud the public hearing procedures for land use hearings. Ex Parte Contact Commissioner Dawkins declared a site visit; no ex parte contact was reported. Ashland Planning Commission November 25, 2014 Page 1 of 6 Staff Report Associate Planner Derek Severson provided a brief review of the application and stated staff is supportive of the request with the conditions of approval in the findings document. He added the draft findings presented to the Commission are reflective of the staff report, however the Commission is not bound to this language and are free to make changes if they choose to support the application. Mr. Severson reminded the Commission at the initial hearing on November 12 the applicant agreed to meet with the neighbors directly impacted by this proposal and develop a landscape plan that was agreeable to them, and that plan has been submitted into the record for their review (Exhibit P-23). Applicant's Presentation Michael Black/Ashland Parks & Recreation Director/Clarified they met with the neighbors at 94, 98 and 102 Granite whose property abuts the ice rink property and were able to work out a landscaping plan that would provide the screening necessary to alleviate their concerns. He noted one of the property owners was concerned with the slope and potential slope failure. He stated the Parks Department staff evaluated this concern very closely and determined this is not an issue, however agreed to plant eight Cedar trees to reinforce the slope and soil, and provide additional screening. Mr. Black stated the agreed upon Yew trees are 9-9.5 feet in height and will be planted on the City's property and will provide immediate screening for the neighbors, and cited the email submitted into the record from John Spillman which expresses his satisfaction with the planted trees and voices his support for the ice rink canopy. Mr. Black stated they feel they have successfully mitigated the neighbors' concerns regarding the canopy and asked for the Commission's approval. Questions of the Applicant The applicant was asked to address the removal of the Maple trees on the site. Mr. Black explained these trees had exposed roots and posed a hazard. He added the fear of falling trees prompted them to take care of this issue, and clarified they worked with a certified arborist and received the proper tree removal permits from the City. The applicant was asked to comment on the requested five month operating season for the ice rink. Mr. Black explained it is their desire to operate from November 15 to March 15, but they would like an additional week at the tail end of the season to continue operations if weather permits. Public Input Devon Dicker/451 Will why this hearing did not occur last year before the canopy was purchased and put up, but expressed his support for the ice rink and canopy and stated it is an important asset for Ashland. John Joynt/1949 Crestview/Voiced his support for the canopy and stated he is here tonight on behalf of a number of friends and family who also wish to extend their support. Claudia Everett/140 S Pioneer/Read aloud her written statement in opposition to the application (Exhibit 0-4). Barry Peckham/315 Oak/Spoke in favor of the canopy and noted a large number of people and children enjoy skating at the rink. Mr. Peckham recommended the Commission not reduce the rink's season and commended the Parks Department on their good faith efforts to work with the individuals who had concerns and resolve their issues. Lincoln Zeve/2710 Siskiyou/Stated he skates nearly daily when the rink is open and stated it is a great asset for our community. Mr. Zeve questioned why there is not a permanent roof and stated this would offer even more protection and would allow this space to be used for community gatherings or music shows in the warmer months. He stated he skated last Friday in the rain and it was very unpleasant, and expressed his support for the canopy. Applicant's Rebuttal Mr. Black clarified the lights underneath the canopy are pointed downward, and the canopy material and thickness is different from the previously used canopy and captures much of the light within the cover. He added the rink is open to 10 pm most nights, however he will look into turning off some of the lights during the half hour it takes to shut everything down. In terms of noise, he asked that they be held to the same standards as everyone else and adhere to the City's noise ordinance. Mr. Black encouraged the Commission to adopt the findings tonight, if possible, and explained the Parks Department would like to erect the tent after the appeal period ends and have the rink functional in time for the Christmas Ashland Planning Commission November 25, 2014 Page 2 of 6 holiday. He stated they have already shown good faith in planting the trees and noted the Parks Department did go through an approval process before the canopy was purchased and installed last year; however, it was determined later on that it was not the correct approval process which is why they are here tonight. Questions of the Applicant Recreation Superintendent Rachel Dials clarified when the rink is not staffed, it is still open to the public and they can skate for free until there is staff on site. Mr. Black stated they will address the neighbor concern about early morning noise and can post notices discouraging hockey playing before the rink opens. Regarding the light and glare concern, Mr. Black clarified the canopy captures much of that light and the mitigation will resolve the rest of that issue. Mr. Molnar commented on the approval procedures and stated the Parks Department approached staff and did everything they were asked to do when the replacement canopy was purchased. He stated when it became clear that the canopy was larger than the old one, and due to the code changes that occurred in 2008, it was clear that a site review public hearing was required. That is when staff notified the Parks Department that there was an error in the procedures and before they erected the canopy this year it would have to go through this process. Commissioner Kaplan dosed the record and the hearing at 745 p.m. Deliberations & Decision The commissioners shared their comments on the application. Commissioner Miller commented that this appears to be the best way to protect the rink and noted the height is necessary to withstand the load. She added the entire rink was not covered before and the new canopy provides additional protection. Commissioner Peddicord stated the cover is relevant to the functioning of the ice rink and they are not here to decide if the rink should exist. Commissioner Dawkins agreed with Peddicord. He stated the old cover was minimal and functioned, but not as well as it could. He stated the glare and noise is reduced with the thicker canopy, and the canopy's height is necessary to accommodate snow load. Commissioner Kaplan noted the public testimony indicating there is less debris on the ice with the canopy and stated having the canopy protects the city and the users from potential injury. Commissioner Miller stated the benefits to the community outweigh the impacts, and if the applicant can mitigate the impacts to the few people who are impacted, than this is a win-win situation. Commissioner Kaplan noted this application went before the Historic Commission and their approval is included in the record. Commissioners Dawkins/Peddicord m/s to approve Planning Action #2014-01837 with the conditions of approval recommended by staff. DISCUSSION: Comment was made questioning if they should include a condition about the early morning noise. Kaplan commented that the applicant has been very responsive to the neighbors' concerns and he trusts them to follow up on this concern. He added it may be cleaner to include this provision in the findings rather than the approval motion. Mr. Severson agreed and stated because the applicant made this stipulation during their testimony, the Commission can require it to be adhered to. Roll Call Vote: Commissioners Dawkins, Miller, Mindlin, Peddicord, Thompson, and Kaplan, YES. Motion passed unanimously. B. Adoption of Findings for PA-2014-01837, 95 Winburn Way. Commissioner Kaplan reviewed the findings document with the proposed changes. Commissioner Thompson questioned if the group is comfortable with how they are interpreting the law as far as the conditional use permit requirement. Mr. Molnar stated he discussed this application with the City Attorney and he was comfortable with the way this was interpreted for this application. He added a similar action could come before the Commission and they have the ability to make a different finding. Commissioner Mindlin requested the following changes to the findings: 1) strike the term "proper" from the first sentence on #6 and add include that two notices were done, and 2) strike the term "ridge" from the third paragraph on page five and insert "elevation change". Ashland Planning Commission November 25, 2014 Page 3 of 6 Commissioners Dawkins/Thompson m/s to approve the Findings with the changes outlined. Roll Call Vote: Commissioners Thompson, Peddicord, Dawkins, Miller, Mindlin, and Kaplan, YES. Motion passed unanimously. ADJOURNMENT Meeting adjourned at 8:20 p.m. Submitted by, April Lucas, Administrative Supervisor Ashland Planning Commission November 25, 2014 Page 4 of 6 J-3 A ILI 0 F y ~"'.-mot Y r NO V. City of Ashland ;'1 uming Exhibit f ki+~err MA 1,7r; .1 $1AFr Ashland Planning Commission November 25, 2014 Page 5 of 6 s -Ciiy o s anti " ` Planning tXhibit November 25, 2014 i~rc e 2 ,1 Planning action #2014-01.137 Ice rink/parking lot To the women and men of the Ashland Planning Commission: My name is Claudia Everett. I sewn and live in the house at 140 South Pioneer St. It is directly across Lithia Park from the ice rink. I would like to thank the staff for including me in this 2"4 public hearing on this action. I understand that I am outside the 200 ft. perimeter of properties which are considered affected. I have lived at this address since before the rink was built. This is the second time I've attended a meeting about the ice rink. In 1996 when it was first proposed, the public funding campaign presented it as a Currier & Ives print. When it opened it looked more line a stadium. From across the park the lighting starkly lit the back walls of my living room. A woman from the parks commission came to my home to take a look and, as a result, hoods were added to the lights. Much better! Now, 16 years later, the lights from the two United Rental units at the rink cast shadows on my walls again. Today they came on at 3,30. Saturday they were still shining in at 10:30 PM. I hope these will be covered up when the big tent is finally in place. But it's already been 10 days! Least you think that I am a crank, timing all the goings on at the rink, let me assure you that, because of the big, bright white expanse, that is the predominate view from my house between mid Nov. and whenever the tent gets taken down. w Pve always assumed that since the rink is in the park, even as a neighbor, I had no input. Now I notice that this property is zoned R-1, single family residential. As a neighbor, rd like to suggest a few things to make the impact of the rink a little easier on us. ~ First: no hockey puck smashing until 10 AM, especially on Sunday. (Currently it starts as early as 7:30.) Seconds Fights OUT by 10 PM. 'T'hird: How about a `dark day', once a week-like OSP. It would be a break from the noise and bright light. Last: I think wewill need to learnt to live with the big white tent but please, please take it down soon after the rink closes for the season. Thanks for allowing me to speak, Claudia Everett Ashland Planning Commission November 25, 2014 Page 6 of 6 CITY OF ASHLAND ASHLAND PLANNING COMMISSION REGULAR MEETING MINUTES December 9, 2014 CALL TO ORDER Chair Richard Kaplan called the meeting to order at 7:02 p.m. in the Civic Center Council Chambers, 1175 East Main Street. Commissioners Present: Staff Present: Troy J. Brown, Jr. Bill Molnar, Community Development Director Michael Dawkins Derek Severson, Associate Planner Richard Kaplan April Lucas, Administrative Supervisor Debbie Miller Melanie Mindlin Tracy Peddicord Lynn Thompson Absent Members: Council Liaison: None Mike Morris, absent ANNOUNCEMENTS Community Development Director Bill Molnar announced the second reading of the Unified Land Use Ordinance will take place at the next City Council meeting. Also on the agenda is the Planning Commission's annual presentation. AD-HOC COMMITTEE UPDATES Normal Neighborhood Plan Working Group: Commissioner Kaplan stated the working group presented their recommendation to the City Council and the Council has directed staff to incorporate the suggestions into a final document. He stated staff will bring the final document before the Parks Commission, Transportation Commission, and Planning Commission for comment before it goes back to the City Council for final approval. Kaplan suggested a joint meeting and staff indicated this may be possible for the Transportation and Planning Commissions. Downtown Parking and Multi-Modal Committee: Commissioner Dawkins stated the group has been meeting for over a year and the scope continues to expand. He explained they have formed an executive subcommittee to develop a template that will describe how they will go about looking at the various pieces that relate to the downtown transportation plan in an organized manner. He added there are competing ideological differences among the committee members that will need to be worked out. PUBLIC FORUM Colin Swales195 Coolidge/Requested the City take another look at the medical marijuana dispensary ordinance. He stated the new dispensary on North Main backs up to a residential neighborhood and there are residential houses directly across the street. He added it seems unfair that these are being pushed out of the downtown and closer to residential neighborhood in order to not upset merchants and visitors. TYPE II PUBLIC HEARING A. PLANNING ACTION: #2014-01956 SUBJECT PROPERTIES: First Place Subdivision, corner of Lithia Way & First Street APPLICANTS: First Place Partners, LLC DESCRIPTION: A request for Site Review approval to construct the second and third phases of the First Place Subdivision for the property located at the corner of Lithia Way and First Street. Ashland Planning Commission December 9, 2014 Page 1 of 5 • Phase Two is a request for Site Review approval to construct a new mixed use building (Plaza Central East) on Lots #2 and #3 at the corner of Lithia Way and First Street. The proposal includes consolidation of the two lots and construction of a 32,191 square foot, three-story mixed-use building consisting of basement parking, ground floor commercial, and 15 residential units distributed between the ground, second and third floors. The application includes requests to modify the common area landscaping and parking configuration to better accommodate the proposal, and Exceptions to the Site Design and Use Standards' Downtown Design Standards to allow for balconies on the front of the building and to allow windows that are more horizontal than vertical. • Phase Three is a request for Site Review approval to construct a new mixed use building (Plaza North) on Lots #4 and #5 at the northeast corner of the site, on First Street. The proposal includes consolidation of the two lots and construction of a 9,607 square foot, three-story mixed-use building including ground floor commercial space and four residential units. The application includes requests to modify the common area landscaping and parking configuration to better accommodate the proposal, and two requests for Exceptions to the Site Design and Use Standards' Downtown Design Standards to allow for a staggered street setback and to allow two sets of windows to be more horizontal than vertical. • (Phase One, a three-story 18,577 square foot mixed-use building (Plaza West) consisting of basement parking, commercial and residential space on the first floor and residential space on the second and third floors was recently completed at 175 Lithia Way.) COMPREHENSIVE PLAN DESIGNATION: Commercial; ZONING: C-1; ASSESSOR'S MAP: 391E 09BA; TAX LOTS: 10100,10102,10103,10104 and 10105. Commissioner Kaplan read aloud the public hearing procedures for land use hearings. Ex Parte Contact Commissioners Brown, Dawkins, Kaplan, Miller, Mindlin, Peddicord and Thompson declared site visits. No ex parte contact was reported. Staff Report Associate Planner Derek Severson addressed the Commission and noted the items that were distributed to the group, including an email from Colin Swales, a submittal from the applicants, and the Tree and Historic Commission recommendations. Mr. Severson explained the applicant has requested site review approval to construct the second and third phases of the First Place subdivision; Phase One (Plaza West) is a mixed use three-story building and has already been approved and completed. Mr. Severson provided an overview of the Phase Two and Phase Three development proposals. Phase Two involves consolidating two lots into one and constructing a single, three-story mixed use building with underground parking. Mr. Severson noted two proposed changes to the site plan: 1) remove two surface parking spaces to allow for a trash enclosure and add two underground spaces, and 2) install a single driveway entry instead of two. Mr. Severson added while the proposal is to build a single building, the fagade will be treated as two separate buildings. He explained the application for Phase Two includes an exception to the Site Design & Use Standards to allow for balconies on the front of the building and an exception to allow windows that are more horizontal than vertical. For Phase Three, Mr. Severson explained lots four and five would be consolidated, and a three-story mixed use building is proposed. He noted the application includes an exception to the Site Design & Use Standards to allow for a staggered street setback, and an exception to allow windows that are more horizontal than vertical. Mr. Severson commented further on the exception requests. He noted Plaza West was approved with a similar exception for the balconies, and noted the similar treatment on the Jasmine Building across the street. Regarding the windows, he stated the Historic Commission discussed this element at length and they found that the vertical divisions in the windows retain the vertical character, even though the windows are technically more horizontal when placed side by side. Mr. Severson concluded his presentation and stated staff is supportive of the request and have recommended conditions of approval for the Commission's consideration. Applicant's Presentation Mark Knox, Applicant's Representative/Mr. Knox explained they have no issues is the conditions of approval recommended by staff, and noted the Historic Commission was very supportive of this application. He added the policy Ashland Planning Commission December 9, 2014 Page 2 of 5 decisions of the City over the last 20 years address how the City should grow and incorporate infill, as well as provide the opportunity for people to live and work downtown. He added the main issue to be discussed tonight is likely the architecture of the proposed buildings. Steve Ennis, Project Architect/Mr. Ennis explained he is the architect for Plaza North and provided a brief overview of the proposal. He noted the stepped design of the building and stated this was done to address the grade and slope issue, but also to meet the solar ordinance and to be respectful of the adjacent residential neighborhood. Mr. Ennis commented on the architectural elements of the building and also provided an overview of the proposed building materials. He stated this building meets the Downtown Design Standards and provides the appropriate transition to the adjacent residential zone. Jerome White, Project Architect/Mr. White clarified consolidating the driveways helps the site to function better, and stated the balconies and entrance alcoves were done to break up the facade of the building. He noted the vertical rhythm of the building and stated the proposed balconies would enhance the street livability. Mr. White cited the exception criteria and the images contained in the Downtown Design Standards and stated the proposed balconies and windows meet the intent of the code. Mr. White displayed images of existing downtown buildings which contain similar features to this building and noted the Historic Commission unanimously approved this application. He added the City has adopted a limit to the urban growth boundary and this is the type of building we want to see. Mr. Knox noted the standards include exceptions because each situation is unique and they believe these buildings meet the intent of the code. He added the windows are not one single pane, and stated this pattern can be clearly seen elsewhere downtown. Questions of the Applicant The applicant was asked why they are not building to the full density allowed. Mr. Knox commented that meeting the parking requirement would have been an issue and stated they did not want to request a parking variance. The applicant was asked if the commercial spaces would allow for a restaurant use. Mr. White commented that restaurants require a higher number of parking spaces and the design was intended to accommodate commercial retail space. The applicant was asked to elaborate on the design of the Plaza Central building. Mr. White stated this structure will include a lot of windows and glass and the intent was to open it up, but maintain a simple design, not unlike the City Hall building. He noted color will be added on the base with tile accents and stated the intent was to have this portion be more subtle in order to provide contrast with the other two facades. The applicant was asked if this development will have CCRs and whether short term rentals would be permitted. Mr. Knox explained the CCRs were approved when this project first came forward and were part of the subdivision approval. He stated the approved CCRs do not allow short term rentals and any changes to this provision would be subject to the board of directors approval. Mr. Molnar noted that once the unified code is adopted it would allow individual owners to come back at a later date and request a conditional use permit for a travelers accommodation. Public Input Colin Swales/95 Coolidge/Voiced his disappointment that he is the only person present to provide comment. He noted the denial of the Northlight project and stated this was supposed to come back as a subdivision divided into multiple lots to get away from the large massing and to better address bulk and scale; however, the applicants are now asking to combine the buildings into one. Mr. Swales stated at least the top story of the first building is stepped back, which makes it read more like a two story. He voiced concern that the maximum density allowance is not being built, and stated the intent was for workforce housing, not high end condos that can be used as vacation rentals. He stated he has no objections to the balconies, but would have preferred for some public art to have been included and asked that the Commission ensure the public plaza space is usable. Rebuttal Mr. Knox stated they meet every standard and the exceptions in the Design Standards are intended to create some uniqueness. He agreed that the buildings are large, but noted that the Planning Commission and City Council just recently Ashland Planning Commission December 9, 2014 Page 3 of 5 approved an additional 1,500 sq.ft. allowance to these types of buildings. He added the Design Standards recommend multiple stories in the downtown, and disagreed that this creates a canyon effect. Mr. White noted the subdivision was approved with three lots fronting Lithia Way and they chose to combine the buildings to deal with efficiency, but the appearance that was originally approved is still being honored. Mr. Knox commented that they have no intention to convert these units to short term home rentals and stated it would be very difficult for someone to change the CCRs. He noted they would have to convince the rest of the tenants, as well as convince staff and get the Planning Commission's approval. Commissioner Kaplan closed the hearing and the public record at 8: 70 p.m. Questions of Staff Mr. Molnar commented on parking and agreed that this influences how the design is laid out. Regarding density and possible future intensification of the site, he noted the entire parking chapter was revised when the Pedestrian Places Overlay was adopted and allows for parking consolidation. If it could be shown that there is not a peak parking demand at the same time, the current code could allow for a change in use over time. Staff was asked if any project that came forward for this space would have the same potential for short term rentals down the road. Mr. Molnar stated this is correct. He added while the City desires residential in the downtown, around 85% of the City's short term rentals are in the downtown area and stated there are advantages to having these types of uses close to downtown. Mr. Severson clarified the Historic and Tree Commission recommendations are included in the recommended conditions of approval. Deliberations & Decision Commissioners ThompsonlMindlin m/s to approve Planning Action #2014-01956 with the conditions of approval recommended by staff. DISCUSSION: Thompson commented that the applicants have done a good job of meeting the requirements of the code. She added the question of whether this parcel should be developed is not up to them; there are rules around how development can occur and she sees no basis for denial of this project. Mindlin agreed that the applicant has done an excellent job of meeting the criteria. She stated the balconies are an asset and agrees with the applicant regarding the windows. She stated the intent was to maximize building in the downtown area and while it is unfortunate that these will be luxury condos instead of workforce housing, it is not within their purview to make that decision. Brown stated that overall this is a good project, but stated building frontages over 100 ft. should include some setbacks to break up the long flat fagade. Additionally, he stated the height of the building proposed for Lithia Way does not have enough height variation. Dawkins stated he is comfortable with the architecture and will vote in support of the motion, but expressed his disappointment with how this piece of property is being developed. He stated he advocated multiple times in the past that this piece of property be looked at and have some visioning and he is disappointed that these will be luxury condos that are lived in part of the time instead of affordable workforce housing. Mr. Severson commented on the concerns raised regarding the building heights and fagade. He stated the building that fronts Lithia has distinctive changes so that is reads as two separate buildings and a corner tower, and noted the requirement for the applicant to build up to the property line. He added it could be found that the balconies and inset proposed do meet the intent of the code. Regarding the height, Mr. Severson noted the language does state slightly dissimilar and clarified there is a difference between the building heights. Roll Call Vote: Commissioners Dawkins, Mindlin, Peddicord, Thompson, and Kaplan, YES. Commissioners Brown and Miller, NO. Motion passed 5-2. Ashland Planning Commission December 9, 2014 Page 4 of 5 OTHER BUSINESS Mr. Molnar noted the Council Goals and Objectives document that was distributed and asked that the Commission keep these in mind and look for opportunities to embrace them as they continue their work over the next year and a half. He noted that Wildfire Hazard Zones will come before the Commission early next spring, and Short Term Rentals and amendments to the Airport Overlay Zone will come forward next year as well. ADJOURNMENT Meeting adjourned at 8:35 p.m. Submitted by, April Lucas, Administrative Supervisor Ashland Planning Commission December 9, 2014 Page 5 of 5 CITY OF -ASHLAND Council Communication January 20, 2015, Business Meeting Franchise Agreement Hunter Communications FROM: Ann Seltzer, management analyst, Administration seltzeragashland.or.us SUMMARY Hunter Communications has requested the City of Ashland grant it a franchise to provide telecommunications services in the community. A franchise agreement will allow Hunter Communications to work in the right of way without seeking and paying for a separate Public Works permit each time it performs work. Franchise agreements must be approved by the City Council. BACKGROUND AND POLICY IMPLICATIONS: Hunter Communications is a Medford-based company offering telecommunications and internet services throughout Southern Oregon. They have stated they do not have any large projects planned for providing data and voice services in Ashland but will provide services to customers depending on the location and build costs to reach the customer. The attached Franchise Agreement provides Hunter Communications with a standard five-year agreement, as allowed under the City Charter, the City's ordinances, and Federal law. All telecommunications franchises granted by the City allow use of the City's rights-of-way, and this right is non-exclusive. The franchise fee for Hunter Communications shall be the fees established in AMC 16.24.070. The City has the right to inspect and examine documentation of gross revenues to determine that the calculation of fees under the Franchise Agreement by Hunter Communications is correct. COUNCIL GOALS SUPPORTED: N/A FISCAL IMPLICATIONS: The City will receive 7% of gross revenues for services provided to Ashland citizens by Hunter Communications. STAFF RECOMMENDATION AND REQUESTED ACTION: Staff recommends approval. SUGGESTED MOTION: I move approval of a Franchise Agreement between the City of Ashland and Hunter Communications. ATTACHMENTS: Franchise Agreement Page 1 of 1 WE, CITY OF ASHLAND FRANCHISE AGREEMENT THIS FRANCHISE AGREEMENT ("Agreement") is made and entered into by and between the City of Ashland, an Oregon municipal corporation ("City") and Hunter Communications ("Grantee"). RECITALS 1. Pursuant to Federal law, State statutes, and City Charter and local ordinances, the City is authorized to grant non-exclusive franchises to occupy public rights-of-way, as defined by Ashland Municipal Code ("AMC") 16.04.040, in order to construct, operate, and maintain a telecommunication system within the municipal boundaries of the City of Ashland ("Franchise Area"); 2. Grantee has requested a franchise to place and operate a telecommunications system, as defined in AMC 16.04.040, within the City's public rights-of-way; and 3. The City has found that Grantee meets all lawful requirements to obtain a franchise, and therefore approves the application. NOW, THEREFORE, in consideration of the mutual promises contained herein, the parties agree as follows: Section 1: Grant Franchise. The City hereby grants to Grantee a nonexclusive franchise to use the public rights-of-way with the City to provide telecommunications services. Section 2: Term. The term of this Agreement shall be five (5) years, commencing with the effective date set forth in Section 8. Section 3: Franchise Area. The Grantee is authorized by this franchise to use public rights-of- way throughout the City, as the City limits may exist now or in the future, for the provision of telecommunications services. Section 4: Performance. a) During the term of this Agreement, the Grantee agrees to comply with all lawful terms and conditions of AMC Title 16, the provisions of which are incorporated herein as though fully set forth. l Franchise Agreement b) To the extent any lawful City rule, ordinance or regulation, including any amendment to the provisions of AMC Title 16, is adopted on a jurisdiction-wide basis and is generally imposed on similarly situated persons or entities, the rule, ordinance or regulation shall apply without need for amendment of this Agreement. The City shall provide Grantee notice of any such change in law. Section 5: Franchise Fee. a) As consideration for the use of the City's public rights-of-way, Grantee shall remit to the City the maximum applicable franchise fees established by Council resolution pursuant to AMC 16.24.070 shall apply, Grantee agrees to pay all amounts by the dates required in AMC 16.24.070 and will be subject to interest and penalties established in the AMC. b) Grantee acknowledges and agrees that the applicable franchise fee due hereunder may vary based on its telecommunications facilities and/or the telecommunications services provided in the City. With each franchise fee payment Grantee shall submit detailed documentation showing its calculation of the franchise fee paid. c) The City shall have the right to conduct or cause to be conducted, a special examination of gross revenues for the purpose of ascertaining whether Grantee's franchise fee payments have met the requirements of this franchise. Any difference of payment due either the City or Grantee following a special examination shall be payable within thirty (30) days after written notice to the affected party. Section 6: Franchise Nonexclusive. The franchise hereby granted is not exclusive, and shall not be constructed as any limitation on the right of the City to grant rights, privileges and authority to other persons, corporations or to itself to make lawful use of the City's public rights-of way. Section 7: Notices. Unless specifically provided otherwise in AMC Title 16, all notices shall be mailed, postage prepaid, to the following addresses or to such other addresses as Grantee or the City may designate in writing: If to Grantee: Hunter Communications 801 Enterprise Drive Central Point, OR 97502 If to City: Director, City of Ashland Information Technology Department 90 North Mountain Avenue Ashland, Oregon 97520 Section 8: Effective Date. This Agreement shall take effect on the date it is fully executed by authorized representatives of the City and Grantee. This Agreement may be executed in one or 2 Franchise Agreement more counterparts, each of which shall be deemed original and such counterparts shall constitute one and the same instrument. CITY OF ASHLAND GRANTEE: HUNTER COMMUNICATION By By Dave Kanner Richard W. Ryan Title City Administrator Title Dated Dated 3 Franchise Agreement CITY OF ASHLAND Council Communication January 20, 2015, Business Meeting City Response to the USFS Ashland Trails Environmental Assessment FROM: John Karns, Fire Chief, Ashland Fire & Rescue, karnsj@ashland.or.us SUMMARY The USFS recently released a draft of its environmental assessment (EA) of its trails plan for the Ashland Creek water shed. There are several issues contained in this document that do, or could, affect the trails system on city owned lands. Fire Department staff would like to provide a list of concerns to the USFS during the 30 day comment period to establish standing on these issues for future discussion. The entire EA may be viewed at http://www.fs.usda. og_ v/wps/portal/fsintemet/projects/rogue- siskiyou/landmana ement/projects. BACKGROUND AND POLICY IMPLICATIONS: There are five areas of concern in the EA for the Ashland Trails Plan and will be reflected in the Fire Department comment submission. They are: 1. Proposed trails that continue from Forest Service land onto City lands that don't currently exist on the City's lands. 2. Forest Service proposed trails that end at the City property boundary. 3. Creating compatible uses across Forest Service and City boundaries e.g. mountain bike only. 4. Continuation of proposed trails onto adjacent private land where no easement exists. 5. Co-management based on the historical MOU between USFS and COA. Submission of these concerns simply gives standing to the City on these issues and ensures that the City is involved in future discussions and decisions on these topics. COUNCIL GOALS SUPPORTED: 9.4 Support the local trails organizations and trail mapping. FISCAL IMPLICATIONS: No cost associated with this comment submission. STAFF RECOMMENDATION AND REQUESTED ACTION: Staff recommends that the Council authorize Ashland Fire & Rescue to submit comments to the USFS for the environmental assessment for the trails in the Ashland Creek Watershed. SUGGESTED MOTION: I move to authorize the submission of comments by Ashland Fire & Rescue to the USFS for the environmental assessment of the Ashland trails project. ATTACHMENTS: None Page 1 of 1 CITY OF -ASHLAND Council Communication January 20, 2015, Business Meeting Agreements to allow the American Red Cross to use City buildings for emergency shelter FROM: Dave Kanner, city administrator, dave.kanner@ashland.or.us SUMMARY The American Red Cross has proposed agreements with the City (through Ashland Parks & Recreation) to use Pioneer Hall, the Community Center and the Grove as shelter facilities in the event that a natural disaster or other emergency displaces people who then require shelter. BACKGROUND AND POLICY IMPLICATIONS: The American Red Cross is the lead agency with regard to offering emergency shelter for people who are displaced by natural or man-made disasters. The Red Cross uses a variety of public buildings for this purpose and proposes to use the Community Center, Pioneer Hall and/or the Grove as emergency shelters if/when the need arises. These are City buildings that are managed by the Parks and Recreation Department. Normally, a building use agreement would not require Council approval. However, these agreements are unusual in that they offer the Red Cross an unlimited term of building use and specifically state that, once given approval to use a building, the Red Cross shall determine when to vacate the building and notify the City of that date. This effectively confers an "ownership" right upon the Red Cross and, in the judgment of the City Administrator and City Attorney, Council approval of these agreements is required. COUNCIL GOALS SUPPORTED: 3. Support and empower our community partners FISCAL IMPLICATIONS: There is no exchange of consideration in these agreements. The Red Cross will agree to reimburse the City for costs incurred by the City related to its use of the facilities, including utilities and repair of any damage to the building. STAFF RECOMMENDATION AND REQUESTED ACTION: City and Parks staff recommend approval of these agreements to allow the Red Cross to use Pioneer Hall, the Community Center and the Grove for emergency shelter. SUGGESTED MOTION: I move to approve the City Administrator's signature of agreements to allow the American Red Cross to use Pioneer Hall, the Community Center and the Grove for emergency shelter. ATTACHMENTS: Emergency shelter agreements Page 1 of 1 ~r, i I ! American Red Cross Shelter Agreement I The American National Red Cross ("Red Cross"), a not-for-profit corporation chartered by the j United States Congress, provides services to individuals, families and communities when disaster strikes. The disaster relief activities of the Red Cross are made possible by the American public, as the organization is supported by private donations and facility owners who permit their buildings to be used as a temporary refuge for disaster victims. This agreement is between the I Red Cross and a facility owner ("Owner") so the Red Cross can use the facility as an emergency shelter during a disaster. f DR#: Facility: Ashland Community Center Parties and Facility Owner: Legal name: City of Ashland. Maintained by the Parks and Recreation Department Chapter: 24-Hour Point of Contact: Name and title: Rachel Dials Work phone: 541-488-5340 Cell phone/pager: Address for Legal Notices: d~ S 520 00- 517 7.(_) Red Cross: Legal name: The American National Red Cross Chapter: Oregon Region 24-Hour Point of Contact: Name and title: Regional Duty Officer Work phone: 888-680-1455 Cell phone/pager: Address for Legal Notices: 3131 N. Vancouver Ave. Portland, OR 97227 Copies of legal notices must also be sent to: The American National Red Cross, Office of the General Counsel, 2025 E Street, NW, Washington DC 20006 and j The American National Red Cross, Disaster Operations, 2025 E Street NW, Washington, DC 20006. i Shelter Facility: I (Insert name and complete street address of building or, if multiple buildings, write "See attached Facility List" and attach Facility List including complete street address of each building that is part of this Agreement). Ashland Community Center I 59 Winburn Way Ashland, OR 97520 1 Rev. 12-07 I I Terms and Conditions 1. Use of Facility: Upon request and if feasible, the Owner will permit the Red Cross to use the Facility on a temporary basis as an emergency public shelter. 2. Shelter Management: The Red Cross will have primary responsibility for the operation of the shelter and will designate a Red Cross official, the Shelter Manager, to manage the sheltering activities. The Owner will designate a Facility Coordinator to coordinate with the Shelter Manager regarding the use of the Facility by the Red Cross. 3. Condition of Facility: The Facility Coordinator and Shelter Manager (or designee) will jointly conduct a pre-occupancy survey of the Facility before it is turned over to the Red Cross. They will use the first page of the FacilitylShelter Opening/Closing Form, available on CrossNet, to record any existing damage or conditions. The Facility Coordinator will identify and secure all equipment that the Red Cross should not use while sheltering in the Facility. The Red Cross will exercise reasonable care while using the Facility as a shelter and will make no modifications to the Facility without the express written approval of the Owner. 4. Food Services: Upon request by the Red Cross, and if such resources exist and are available, the Owner will make the food service resources of the Facility, including food, supplies, equipment and food service workers, available to feed the shelter occupants. The Facility Coordinator will designate a Food Service Manager to coordinate the provision of meals at the direction of and in cooperation with the Shelter Manager. The Food Service Manager will establish a feeding schedule, determine food service inventory and needs, and supervise meal planning and preparation. The Food Service Manager and Shelter Manager will jointly conduct a pre-occupancy inventory of the food and food service supplies in the Facility before it is turned over to the Red Cross. 5. Custodial Services: Upon request by the Red Cross and if such resources exist and are available, the Owner will make its custodial resources, including supplies and custodial workers, available to provide cleaning and sanitation services at the shelter. The Facility Coordinator will designate a Facility Custodian to coordinate the provision of cleaning and sanitation services at the direction of and in cooperation with the Shelter Manager. 6. Securit : In coordination with the Facility Coordinator; the Shelter Manager, as he or she deems necessary and appropriate, will coordinate with law enforcement regarding any public safety issues at the Shelter. 7. Siqnage and Publicity: The Red Cross may post signs identifying the shelter as a Red Cross shelter in locations approved by the Facility Coordinator and will remove. such signs when the shelter is closed. The Owner will not issue press releases or other publicity concerning the shelter without the express written consent of the Shelter Manager. The Owner will refer all media questions about the shelter to the Shelter Manager. 8. Closing the Shelter: The Red Cross will notify the Owner or Facility Coordinator of the closing date for the shelter. Before the Red Cross vacates the Facility, the Shelter Manager and Facility Coordinator will jointly conduct a post-occupancy survey, using the second page of the Shelter/Facility Opening/Closing Form to record any damage or conditions. The Shelter Manager and Facility Coordinator or Food Service Manager will conduct a post-occupancy inventory of the food and supplies used during the shelter operation. 9. Reimbursement: The Red Cross will reimburse the Owner for the following: a. Damage to the Facility or other property of Owner, reasonable wear and tear excepted, resulting from the operations of the Red Cross. Reimbursement for facility damage will be based on replacement at actual cash value. The Red Cross will select from among 2 Rev. 12-07 i i I bids from at least three reputable contractors. The Red Cross is not responsible for storm damage or other damage caused by the disaster. b. Reasonable costs associated with custodial and food service personnel which would not have been incurred but for the Red Cross's use of the Facility for sheltering. The Red Cross will reimburse at per-hour, straight-time rate for wages actually incurred but will not reimburse for (i) overtime or (ii) costs of salaried staff. 3 c. Reasonable, actual, out-of-pocket operational costs, including the costs of the utilities indicated below, to the extent that such costs would not have been incurred but for the Red Cross's use of the Premises (both parties must initial all utilities to be reimbursed by I the Red Cross): Owner initials Red Cross initials Water Gas Electricity Waste Disposal The Owner will submit any request for reimbursement to the Red Cross within 60 days after the shelter closes. Any request for reimbursement for food, supplies or operational costs must be accompanied by supporting invoices. Any request for reimbursement for personnel costs must be accompanied by a list of the personnel with the dates and hours worked at the shelter. 10. Insurance: The Red Cross shall carry insurance coverage in the amounts of at least $1,000,000 per occurrence for Commercial General Liability and Automobile Liability. The Red Cross shall also carry Workers' Compensation coverage with statutory limits for the jurisdiction within which the facility is located and $1,000,000 in Employers' Liability. 11. Indemnification: The Red Cross shall defend, hold harmless, and indemnify Owner against any legal liability, including reasonable attorney fees, in respect to bodily injury, death and property damage arising from the negligence of the Red Cross during the use of the Premises. 12. Term: The term of this agreement begins on the date of the last signature below and ends 30 days after written notice by either party. I THE AMERICAN NATIONAL RED CROSS Owner (legal name) (legal name) i By (signature) By (signature) Name (printed) Name (printed) I Title Title: Date Date 3 Rev. 12-07 i American Red Cross Shelter Agreement The American National Red Cross ("Red Cross"), a not-for-profit corporation chartered by the United States Congress, provides services to individuals, families and communities when disaster strikes. The disaster relief activities of the Red Cross are made possible by the American public, as the organization is supported by private donations and facility owners who permit their buildings to be used as a temporary refuge for disaster victims. This agreement is between the Red Cross and a facility owner ("Owner") so the Red Cross can use the facility as an emergency ! shelter during a disaster. I I DR#: Facility: The Grove i Parties and Facility Owner: j Legal name: The Grove Chapter: 24-Hour Point of Contact: Name and title: Lonny Flora Work phone: 541-552-2250 Cell phone/pager: 3 Address for Legal Notices: City of Ashland Parks and Recreation 340 S. Pioneer St. Ashland, OR 97520 l i Red Cross: Legal name: The American National Red Cross Chapter: Oregon Region 24-Hour Point of Contact: Name and title: Regional Duty Officer Work phone: 888-680-1455 Cell phone/pager: Address for Legal Notices: 3131 N. Vancouver Ave. Portland, OR 97227 Copies of legal notices must also be sent to: The American National Red Cross, Office of the General Counsel, 2025 E Street, NW, Washington DC 20006 and The American National Red Cross, Disaster Operations, 2025 E Street NW, Washington, DC 20006. i Shelter Facility: (Insert name and complete street address of building or, if multiple buildings, write "See attached Facility List" and attach Facility List including complete street address of each building that is part of this Agreement). j The Grove 1195 East Main St. Ashland, OR 97520 1 Rev. 12-07 I Terms and Conditions 1. Use of Facility: Upon request and if feasible, the Owner will permit the Red Cross to use the Facility on a temporary basis as an emergency public shelter. 2. Shelter Mana ement: The Red Cross will have primary responsibility for the operation of the shelter and will designate a Red Cross official, the Shelter Manager, to manage the sheltering activities. The Owner will designate a Facility Coordinator to coordinate with the Shelter Manager regarding the use of the Facility by the Red Cross. 3. Condition of Facility: The Facility Coordinator and Shelter Manager (or designee) will jointly conduct a pre-occupancy survey of the Facility before it is turned over to the Red Cross. They will use the first page of the Facility/Shelter Opening/Closing Form, available on CrossNet, to record any existing damage or conditions. The Facility Coordinator will identify and secure all equipment that the Red Cross should not use while sheltering in the Facility. The Red Cross will exercise reasonable care while using the Facility as a shelter and will make no modifications to the Facility without the express written approval of the Owner. 4. Food Services: Upon request by the Red Cross, and if such resources exist and are available, the Owner will make the food service resources of the Facility, including food, supplies, equipment and food service workers, available to feed the shelter occupants. The Facility Coordinator will designate a Food Service Manager to coordinate the provision of meals at the direction of and in cooperation with the Shelter Manager. The Food Service Manager will establish a feeding schedule, determine food service inventory and needs, and supervise meal planning and preparation. The Food Service Manager and Shelter Manager will jointly conduct a pre-occupancy inventory of the food and food service supplies in the Facility before it is turned over to the Red Cross. 5. Custodial Services: Upon request by the Red Cross and if such resources exist and are available, the Owner will make its custodial resources, including supplies and custodial workers, available to provide cleaning and sanitation services at the shelter. The Facility Coordinator will designate a Facility Custodian to coordinate the provision of cleaning and sanitation services at the direction of and in cooperation with the Shelter Manager. 6. Securit : In coordination with the Facility Coordinator; the Shelter Manager, as he or she deems necessary and appropriate, will coordinate with law enforcement regarding any public safety issues at the Shelter. 7. Signage and Publicity: The Red Cross may post signs identifying the shelter as a Red Cross shelter in locations approved by the Facility Coordinator and will remove such signs when the shelter is closed. The Owner will not issue press releases or other publicity concerning the shelter without the express written consent of the Shelter Manager. The Owner will refer all media questions about the shelter to the Shelter Manager. 8. Closing the Shelter: The Red Cross will notify the Owner or Facility Coordinator of the closing date for the shelter. Before the Red Cross vacates the Facility, the Shelter Manager and Facility Coordinator will jointly conduct a post-occupancy survey, using the second page of the Shelter/Facility Opening/Closing Form to record any damage or conditions. The Shelter Manager and Facility Coordinator or Food Service Manager will conduct a post-occupancy inventory of the food and supplies used during the shelter operation. 9. Reimbursement: The Red Cross will reimburse the Owner for the following: a. Damage to the Facility or other property of Owner, reasonable wear and tear excepted, resulting from the operations of the Red Cross. Reimbursement for facility damage will be based on replacement at actual cash value. The Red Cross will select from among 2 Rev. 12-07 bids from at least three reputable contractors. The Red Cross is not responsible for storm damage or other damage caused by the disaster. b. Reasonable costs associated with custodial and food service personnel which would not have been incurred but for the Red Cross's use of the Facility for sheltering. The Red Cross will reimburse at per-hour, straight-time rate for wages actually incurred but will not reimburse for (i) overtime or (ii) costs of salaried staff. c. Reasonable, actual, out-of-pocket operational costs, including the costs of the utilities indicated below, to the extent that such costs would not have been incurred but for the Red Cross's use of the Premises (both parties must initial all utilities to be reimbursed by the Red Cross): Owner initials Red Cross initials Water Gas Electricity Waste Disposal The Owner will submit any request for reimbursement to the Red Cross within 60 days after the shelter closes. Any request for reimbursement for food, supplies or operational costs must be accompanied by supporting invoices. Any request for reimbursement for personnel costs must be accompanied by a list of the personnel with the dates and hours worked at the shelter. 10. Insurance: The Red Cross shall carry insurance coverage in the amounts of at least $1,000,000 per occurrence for Commercial General Liability and Automobile Liability. The Red Cross shall also carry Workers' Compensation coverage with statutory limits for the jurisdiction within which the facility is located and $1,000,000 in Employers' Liability. 11. Indemnification: The Red Cross shall defend, hold harmless, and indemnify Owner against any legal liability, including reasonable attorney fees, in respect to bodily injury, death and property damage arising from the negligence of the Red Cross during the use of the Premises. 12. Term: The term of this agreement begins on the date of the last signature below and ends 30 days after written notice by either party. I i i i THE AMERICAN NATIONAL RED CROSS Owner (legal name) (legal name) By (signature) By (signature) Name (printed) Name (printed) Title Title: Date Date i 3 Rev. 12-07 3 American Red Cross Shelter Agreement The American National Red Cross ("Red Cross"), a not-for-profit corporation chartered by the United States Congress, provides services to individuals, families and communities when disaster strikes. The disaster relief activities of the Red Cross are made possible by the American public, as the organization is supported by private donations and facility owners who permit their buildings to be used as a temporary refuge for disaster victims. This agreement is between the Red Cross and a facility owner ("Owner") so the Red Cross can use the facility as an emergency shelter during a disaster. DR#: Facility: Pioneer Hall I f I Parties and Facility Owner: Legal name: City of Ashland - Managed by Parks and Recreation District I Chapter: 24-Hour Point of Contact: Name and title: Rachel Dials I Work phone: 541-488-5340 Cell phone/pager: Address for Legal Notices: Ri aj . l~ 1 Red Cross: Legal name: The American National Red Cross Chapter: Oregon Region 24-Hour Point of Contact: Name and title: Regional Duty Officer Work phone: 888-680-1455 Cell phone/pager: Address for Legal Notices: 3131 N. Vancouver Ave. Portland, OR 97227 I Copies of legal notices must also be sent to: The American National Red Cross, Office of the General Counsel, 2025 E Street, NW, Washington DC 20006 and i The American National Red Cross, Disaster Operations, 2025 E Street NW, Washington, DC 20006. Shelter Facility: (Insert name and complete street address of building or, if multiple buildings, write "See attached Facility List" and attach Facility List including complete street address of each building that is part of this Agreement). I Pioneer Hall 73 Winburn Way Ashland, OR 97520 l i 3 i 1 Rev. 12-07 i I Terms and Conditions 1. Use of Facility: Upon request and if feasible, the Owner will permit the Red Cross to use the Facility on a temporary basis as an emergency public shelter. 2. Shelter Management: The Red Cross will have primary responsibility for the operation of the shelter and will designate a Red Cross official, the Shelter Manager, to manage the sheltering activities. The Owner will designate a Facility Coordinator to coordinate with the Shelter Manager regarding the use of the Facility by the Red Cross. 3. Condition of Facility: The Facility Coordinator and Shelter Manager (or designee) will jointly conduct a pre-occupancy survey of the Facility before it is turned over to the Red Cross. They will use the first page of the FacilitylShelter Opening/Closing Form, available on CrossNet, to record any existing damage or conditions. The Facility Coordinator will identify and secure all equipment that the Red Cross should not use while sheltering in the Facility. The Red Cross will exercise reasonable care while using the Facility as a shelter and will make no modifications to the Facility without the express written approval of the Owner. 4. Food Services: Upon request by the Red Cross, and if such resources exist and are available, the Owner will make the food service resources of the Facility, including food, supplies, equipment and food service workers, available to feed the shelter occupants. The Facility Coordinator will designate a Food Service Manager to coordinate the provision of meals at the direction of and in cooperation with the Shelter Manager. The Food Service Manager will establish a feeding schedule, determine food service inventory and needs, and supervise meal planning and preparation. The Food Service Manager and Shelter Manager will jointly conduct a pre-occupancy inventory of the food and food service supplies in the Facility before it is turned over to the Red Cross. 5. Custodial Services: Upon request by the Red Cross and if such resources exist and are available, the Owner will make its custodial resources, including supplies and custodial workers, available to provide cleaning and sanitation services at the shelter. The Facility Coordinator will designate a Facility Custodian to coordinate the provision of cleaning and sanitation services at the direction of and in cooperation with the Shelter Manager. 6. Securit : In coordination with the Facility Coordinator; the Shelter Manager, as he or she deems necessary and appropriate, will coordinate with law enforcement regarding any public safety issues at the Shelter. 7. Signage and Publicity: The Red Cross may post signs identifying the shelter as a Red Cross shelter in locations approved by the Facility Coordinator and will remove such signs when the shelter is closed. The Owner will not issue press releases or other publicity concerning the shelter without the express written consent of the Shelter Manager. The Owner will refer all media questions about the shelter to the Shelter Manager. 8. Closing the Shelter: The Red Cross will notify the Owner or Facility Coordinator of the closing date for the shelter. Before the Red Cross vacates the Facility, the Shelter Manager and Facility Coordinator will jointly conduct a post-occupancy survey, using the second page of the Shelter/Facility Opening/Closing Form to record any damage or conditions. The Shelter Manager and Facility Coordinator or Food Service Manager will conduct a post-occupancy inventory of the food and supplies used during the shelter operation. 9. Reimbursement: The Red Cross will reimburse the Owner for the following: a. Damage to the Facility or other property of Owner, reasonable wear and tear excepted, resulting from the operations of the Red Cross. Reimbursement for facility damage will be based on replacement at actual cash value. The Red Cross will select from among 2 Rev. 12-07 I bids from at least three reputable contractors. The Red Cross is not responsible for storm damage or other damage caused by the disaster. b. Reasonable costs associated with custodial and food service personnel which would not have been incurred but for the Red Cross's use of the Facility for sheltering. The Red Cross will reimburse at per-hour, straight-time rate for wages actually incurred but will not reimburse for (i) overtime or (ii) costs of salaried staff. i c. Reasonable, actual, out-of-pocket operational costs, including the costs of the utilities indicated below, to the extent that such costs would not have been incurred but for the f Red Cross's use of the Premises (both parties must initial all utilities to be reimbursed by the Red Cross): Owner initials Red Cross initials Water Gas Electricity Waste Disposal The Owner will submit any request for reimbursement to the Red Cross within 60 days after the shelter closes. Any request for reimbursement for food, supplies or operational costs must be accompanied by supporting invoices. Any request for reimbursement for personnel costs must be accompanied by a list of the personnel with the dates and hours worked at the shelter. 10. Insurance: The Red Cross shall carry insurance coverage in the amounts of at least $1,000,000 per occurrence for Commercial General Liability and Automobile Liability. The Red Cross shall also carry Workers' Compensation coverage with statutory limits for the jurisdiction within which the facility is located and $1,000,000 in Employers' Liability. 11. Indemnification: The Red Cross shall defend, hold harmless, and indemnify Owner against any legal liability, including reasonable attorney fees, in respect to bodily injury, death and property damage arising from the negligence of the Red Cross during the use of the Premises. 12. Term: The term of this agreement begins on the date of the last signature below and ends 30 days after written notice by either party. THE AMERICAN NATIONAL RED CROSS Owner (legal name) (legal name) By (signature) By (signature) Name (printed) Name (printed) Title Title: Date Date I I 3 Rev. 12-07 CITY OF -ASHLAND Council Communication January 20, 2015, Business Meeting Follow-up Report on AFN Strategic Plan FROM: Mark Holden, director of information technology and electric, mholdenkashland.or.us SUMMARY This communication provides follow-up information for the Ashland Fiber Network Strategic Business Plan (Plan). A report on the decisions requiring Council authorization relevant to the internet project envisioned in the Plan is presented below. We are seeking authorization to make those decisions. In addition, this item seeks Council approval of the Ashland Fiber Network Strategic Business Plan - October 2014. Historically, the Council has formally approved the strategic plan, product definitions and product pricing for AFN. At the Council's Business Meeting of January 6, 2015, The Council requested a report identifying the decisions needing Council approval to continue to move forward with the internet project proposed in the Plan. Council's authorization of AFN to make the identified decisions will facilitate the success of current and future internet products and services. The authorization increases AFN's ability to act and react to the market while preventing the competition from gaining detailed insight into AFN tactics. AFN's gained agility will improve the success of AFN's products and services. Council's approval of the Plan provides direction to staff to execute the Plan. Once approved, Staff will develop detailed operational tactics (marketing, financial, operational) in order to achieve the benefits contained in the Plan. BACKGROUND AND POLICY IMPLICATIONS: The Council has reviewed and discussed the AFN Strategic Business Plan at the October 6, 2014 study session, the November 4, 2014, business meeting and the January 6, 2015 business meeting. At the November 4, 2014 business meeting the Council authorized the implementation of the internet project envisioned in the plan. The internet project increases capacity and decreases the cost per unit of internet. The internet project is necessary for AFN to compete in the marketplace. The increase in internet capacity provides relief for the current performance bottleneck, provides for additional products, and provides for a restructuring of current products. The decrease in cost allows the products to remain price competitive. At the January 6, 2015 business meeting, the Council discussed the Plan and requested a report on the decisions in front of AFN that would impact the implementation and benefits anticipated in the current internet project. There are two decisions needing authorization that have historically required formal Council approval: Page I of 3 1I MAI CITY OF ASHLAND 1) What products will be offered? - Product Definition - features, functions, availability, restrictions, etc. 2) What is the price for the products? - Product Price - selling price of products, tiers, etc. Authorizing the decision process to the City Administrator will enable the division to quickly react with new product introduction/pricing, the introduction of competitive products, and changes in competitive product marketing. The advantages will be garnered without exposing AFN plans to advanced competitive scrutiny. If Council does not wish to authorize the decision making, product definition and pricing will continue to be brought to Council for approval. However, providing visibility to the competition can be expected to reduce the effectiveness of AFN's product and marketing initiatives. While the answer to these two questions provides the timing and mechanism for the success of internet based products, the planning and tactical decisions necessary to achieve the broader goals and objectives of the Plan are held pending the Council's decision regarding approval of the Plan. The decision as to if AFN should proceed to achieve the goals and objectives outlined in the Plan is critical to the direction and outcomes for AFN. The Plan goals are reproduced here (please see Plan pages 5-6 for additional detail): • Enhance competitive advantages • Improve distribution channel effectiveness • Transition to an agile organization • Change focus from product to market and solution focus • Ensure long term fiscal viability • Re-establish technological innovation/leadership • Maximize the community value of the network through the continued evolution of the infrastructure While not requiring direct Council approval, a multitude of strategic and daily decisions relating to market definition, product definition, market positioning (leadership), distribution relationships and market agility will be guided by the approval or disapproval of the Plan. The Plan determines the direction, priorities and long term viability of AFN. As a result of approving the Plan, AFN will develop, at a minimum, the following detailed tactical plans: Marketing plans to include: • Product definition (product roadmap, product lifecycle management) • Pricing (pricing model to ensure fixed and variable cost recovery) • Promotion (target market, product, message, media, campaign results) • Distribution (Placement - channel partners, direct, manage channel conflict) Page 2 of 3 ~r, CITY OF ASHLAND Financial plans to include: • Biennial budget (revenue, projected revenue by product, revenue by channel, capital investment, performance to budget) • Project budgets (project tracking) Operational plans to include: • System reliability (monitoring, tracking, continuous improvement) • Expertise and efficiency (education and training of staff, equipment and skill currency) • Technology road map (direction and timing of core technology) • Project design, management and implementation (project tracking) The Plan is a living document. Review of the Plans assumptions, environment, and recommendations will be made as time, priorities and circumstances require. Changes to the Plan would result in changes to the tactical plans as appropriate. COUNCIL GOALS SUPPORTED: 17. Market and further develop the Ashland Fiber Network 17.1 Complete and implement the AFN business plan FISCAL IMPLICATIONS: Implementing the Council's internet option will cost $250,000 over the course of the next eight months. Initial funding of $100,000 was approved at the November 4, 2014, business meeting; the additional $150,000 will be requested as part of the next biennium budget cycle. STAFF RECOMMENDATION AND REQUESTED ACTION: Staff is asking for Council to authorize the City Administrator to make the final decision regarding product definition and product pricing. Staff is asking for Council approval of the Ashland Fiber Network Strategic Business Plan dated October 2014, to include the option to increase internet capacity proposed in the Plan. SUGGESTED MOTIONS: I move to authorize the City Administrator to make the final decision regarding product definition and product pricing for Ashland Fiber Network. I move to approve the Ashland Fiber Network Strategic Plan dated October, 2014, to include approval of the internet capacity project proposed in the Plan. ATTACHMENTS: Ashland Fiber Network Strategic Business Plan August 2014 (draft) with Council Communication Ashland Fiber Network Strategic Business Plan October 2014 (final) with Council Communication "Approval of AFN Strategic Business Plan" Council Communication January 6 2015 Page 3 of 3 CITY OF -ASHLAND Council Communication October 6, 2014, Study Session AFN Business Plan Presentation and Discussion FROM: Mark Holden, Director of Electric Utilities and Information Technology, holdenmkashland.or.us SUMMARY The Ashland Fiber Network Strategic Business Plan is presented for discussion. The plan provides for AFN's long term direction and strategy. The plan was completed at the request of the City Administrator. AFN has struggled to create net revenue almost since its inception. That's largely because of the debt that was incurred in order to build the system. Funds that would otherwise be spent on system and service improvements instead are spent on debt service. In addition, AFN had no competition when it was first launched and now operates in a highly competitive environment against multi-billion dollar corporate conglomerates. The business plan lays out in stark terms, the history, strengths, weaknesses and opportunities for AFN, along with the alternative paths the City can pursue with regard to AFN's future. BACKGROUND AND POLICY IMPLICATIONS: The Ashland Fiber Network Strategic Business Plan (Plan) determines the direction, priorities and long term viability of AFN. Detailed tactical plans, project plans and budgets will be guided and developed as a result of implementing the strategic plan. AFN is at a crossroads. Within the Plan, two alternative directions are presented. The first alternative provides for the development of a new family of products based on optical fiber technology. The second alternative does not include new products. Both alternatives suggest a new approach to the market and a need for cost reductions. The cost reductions or other funding measures are needed in order to fund the activities envisioned in the strategic plan. The plan is a strategic document. After the presentation and the solicitation of feedback from the Council, Staff will work to develop the necessary operational tactics. As part of the Strategic Plan, two strategic projects are identified. • FY2016: Increasing internet bandwidth - required to maintain/improve the current performance of the network (key to customer satisfaction) and provide for additional new customers • FY2017: Development of a new fiber based service - provides advanced services and a new revenue stream Page 1 of 2 CITY OF -ASHLAND FISCAL IMPLICATIONS: Fiscal implications include a proposal for adjusting internal charges, a capital expense of $250,000 in fiscal year 2016, and $250,000 capital expense in FY2017. Both investments are in the next biennium and will be brought forward through the budgeting process. STAFF RECOMMENDATION AND REQUESTED ACTION: Staff is soliciting input and discussion in a Study Session environment. SUGGESTED MOTION: N/A. This item is for discussion only. ATTACHMENTS: Ashland Fiber Network Strategic Business Plan, August 2014 Page 2 of 2 rpla Ashland Fiber Network Strategic Business Plan August 2014 How c1h, Ashland Connects City Of Ashland Information Technology Department, Telecommunications Division 90 North Mountain Ashland, OR 97520 Telephone: 541-552-2222 Fax: 541-552-2436 Table of Contents Executive Summary 4 General Company Description 5 Mission Statement 5 Strategic Goals 5 Strategic Objectives 5 Business 7 Market 7 Industry 7 History 7 Core Competencies/Strengths 8 Challenges 9 The Long Term 9 Residential Products .....................................................................................................................................12 Commercial Products ...................................................................................................................................13 Government/Education Products ............................................................................................................13 Health Care Products ....................................................................................................................................13 ISP/CLEC Products ........................................................................................................................................14 Competitive Advantages ..............................................................................................................................14 Competitive Disadvantages ........................................................................................................................15 Pricing .................................................................................................................................................................15 Marketing Plan .....................................................................................................................................................15 Economics .........................................................................................................................................................15 Demand .........................................................................................................................................................18 Trends ............................................................................................................................................................18 Barriers to Entry ........................................................................................................................................19 External Factors .........................................................................................................................................19 Products .............................................................................................................................................................20 Internet Based Products .........................................................................................................................20 Ethernet Based Products ........................................................................................................................20 Customers .........................................................................................................................................................20 Page 2 Printed: 09/26/2014 Competition ......................................................................................................................................................22 Competitive Analysis ................................................................................................................................23 Niche ....................................................................................................................................................................24 Marketing Strategy ........................................................................................................................................24 Distribution (Placement) ............................................................................................................................25 Sales Forecast ...................................................................................................................................................27 Fiber Service to the Premise (new) ....................................................................................................27 Financial Performance and Forecast ...........................................................................................................31 Performance .....................................................................................................................................................31 Forecast ..............................................................................................................................................................3 3 Appendix A - AFN Services Analysis - Count and Revenue ...............................................................36 Appendix B - AFN Channel Analysis - Services Distribution by ISP ...............................................37 Appendix C-Current AFN Rates Structure ..............................................................................................38 Appendix D-Proposed AFN Rates Structure ..........................................................................................40 Tables and Figures ..............................................................................................................................................41 Endnotes ................................................................................................................................................................42 Page 3 Printed: 09/26/2014 Executive Summary Ashland Fiber Network (AFN) is at a crossroads. AFN must decide whether to move forward with new services and a new approach to the market or to simply work to maintain existing services and infrastructure. AFN can choose, as it has in the past, to continue to improve telecommunications services in Ashland and challenge the competition to match or exceed AFN's initiative. Alternatively, AFN can choose to provide current services until those services are outdated and displaced by the competitive market. The path forward has risks, requires investment, and is subject to competitive reaction. The strategic plan provides a focus on operating in a competitive environment and the strategic changes needed to become a viable competitor, This plan discusses the choices, the strategies and the outcomes. The recommended path is to move forward with new investment in fiber based services. Should funding not be available to move forward, an alternative maintenance strategy is recommended. Since AFN's inception there have been conflicting pressures. AFN operates as both a division of the city and a competitive telecommunications provider. With expectations of operating as a city service providing community benefit, yet deriving funds from the competitive market, AFN has struggled to generate the revenue necessary to fulfill both roles. AFN's ambitious initial investment did not gain AFN the market penetration necessary to meet either of its roles. AFN has delivered or been the catalyst for the state of telecommunications in Ashland (Google "Oregon 2013 eCity"); AFN must now make a decisive move into the future. AFN is fortunate to have a robust fiber infrastructure. With this infrastructure AFN is well positioned to offer next generation fiber based telecommunication services. The technology for delivery of new fiber based services is commercially available and is installed in other parts of the country. The funding for the investment necessary to implement new services is proposed to come from cost reductions. If cost reductions are not possible, funding by other means will be sought. Market momentum is currently in our competitor's favor. Continuing to react (slowly) to the competition will continue to reduce AFN's market share and revenues. AFN has a narrow window of opportunity to gain market share and to gain market momentum. To do this, AFN will change its approach to the market and aggressively compete with the larger incumbent for revenue. AFN will promote AFN services in competition with the large incumbent. While the incumbent often uses pricing as its means of differentiation, AFN will use new services, performance, reliability, customer service and a consumer desire to deal locally ("recycle dollars") to gain advantage. With a new family of services and an agile approach to the market, AFN will provide advanced telecommunication services, garner market share, and begin the journey to successful self-funding. These outcomes will not be quick and there is a narrow window of opportunity to establish market position. Page 4 of 43 Printed: 09/26/2014 General Company Description Mission Statement Ashland Fiber Network (AFN) is a Municipal Telecommunications Utility providing community based solutions and services to enhance the quality of life and economic growth of the community by eliminating the constraints of location, distance, and time. Strategic Goals • Enhance competitive advantages • Improve distribution channel' effectiveness • Transition to an agile organization • Change focus from product to market and solution focus • Ensure long term fiscal viability • Re-establish technological innovation/leadership • Maximize the community value of the network through the continued evolution of the infrastructure Strategic Objectives • Enhance competitive advantages o Maintain customer service advantage o Develop advanced/required products o Gain market share • Improve distribution channel effectiveness o Community involvement/local presence o Regular utility bill inserts o Establish performance benchmarks • Transition to an agile organization o Gain service design flexibility o Openly market AFN's brand and services (UB) o Preemptive and quick response to competition • Change focus from product to market and solutions o Use Chamber data base to directly target customer segments o Solicit feedback from market segments and respond with relevant services o Improve reliability and performance Page 5 of 43 Printed: 09/26/2014 • Ensure long term fiscal viability o Grow customer market share o Reduce bandwidth and internal expenses o Successfully deploy services • Re-establish technological innovation leadership o Deploy Google City Fiber-like enterprise services to local businesses o Design, engineer, and implement a physically diverse bandwidth path to a Tier 1 point- of-presence" o Deploy competitive and reliable cable modem services to residents and small businesses • Maximize the community value of the network through the continued evolution of the infrastructure o Enable new technologies o Maintain service standards o Provide community access when possible Page 6 of 43 Printed: 09/26/2014 Business Operating in a competitive telecommunications environment, AFN is a "last mile""' supplier of telecommunication services to the residential, commercial, governmental/educational, healthcare and alternative telecommunications provider (Internet Service Provider and Competitive Local Exchange Carrier - ISP/CLEC) market segments. AFN operates in and around the City of Ashland. Since 2001, AFN has developed and maintained a hybrid fiber coaxial network. The network enables AFN to serve the market with both the active and passive services required: TV programming (partner), Ethernet circuits, internet, dark fiber, collocation, and telephony (partners). Market AFN's target market is the telecommunications users in and around the City of Ashland. The telecommunications market consists of five market segments: residential, commercial/industrial, government/educational, healthcare and alternative telecommunication providers (ISP/CLEC). While based on similar technologies, the commercial/industrial, health care, and ISP/CLEC market segments require or value customized features. The largest market segment is residential. The residential market is a commodity market. lndustr The telecommunications industry has both mature commoditized components as well as high growth components. While fixed rate services such as TV and telephony are mature and have become commodities, other services such as internet, Ethernet and collocation continue to expand in both purpose and volume of use. The industry is driven by new and growing technologies. The influence of these technologies has opened the need for networks capable of supporting such technologies as Cloud Servicest°, IPTV/OTT" and Information and Communications Technology (ICT"). These technologies continue to pressure existing networks for both performance and reliability. AFN is focused on the delivery of the current and emerging technologies. There are three broad access and delivery technologies - wireless, metallic cable and fiber optic cable. Wireless continues to grow as the number of wireless devices is expected to surpass wired devices in 2016. The growth in wireless is dominated by cellular technology. Metallic cable represents the largest installed telecommunications technology. Metallic cable ranges from plain old telephone system (POTS) twisted pair to coaxial cable. Both technologies continue to move forward in bandwidth capacity. Fiber optic cable currently provides the backbone (backhaul) capacity for the other technologies. As costs have come down and bandwidth demand continues to go up, fiber is the future proof technology in telecommunications (backhaul, middle mile and last mile). AFN expects these broad trends to continue. Histor v" Ashland was a first mover in bringing telecommunications services to the City of Ashland (internet). The City of Ashland's Electric Department developed its proposal for creating Ashland Fiber Network in the late-1990s. The proposal responded to the regulatory, market, and public environments of the period. Communications technology and everything internet were growing exponentially, stock markets were at historically high levels, capital markets were flush with low- interest money, the Federal government prioritized competitive telecommunications services through the Federal Telecommunications Act of 1996, and the deregulation of energy markets created an Page 7 of 43 Printed: 0912612014 unknown future for public electric utility providers. Ashland Electric Department saw the creation of AFN as an opportunity for the City to create a telecommunications utility to meet demand for communications services in Ashland and diversify/strengthen the City's electric business. Ashland's City Council approved the Electric Department's plan to build a fiber optic communications ring in February 1997 and the City's AFN Implementation Team was formed. The AFN business plan was presented by the Electric Department to Ashland's City Council in late-1998 and was approved by Council. That plan intended for Ashland Fiber Network to be self-supporting through revenues, with initial construction debt repaid by operating revenues within a ten-year period. The AFN project experienced financial problems quickly after launch. Construction costs far exceeded estimates and the envisioned system build out was curtailed. Charter Communications purchased TO and rebuilt the TO network in Ashland creating a strong competitive alternative. Active price competition ensued. The telecommunications utility failed to generate positive net revenues as planned. A pivotal moment for Ashland Fiber Network came in 2004, when the City of Ashland determined that AFN would not be able to pay its business and intra-fund loans. Bonds for 15.5 million dollars were issued to consolidate AFN-related debt and to provide a measure of financial stability. AFN continued to struggle to define its business and identity over the ensuing years. Multiple directors (five in seven years) brought their strategy, focus, and organizational structure to bear in an attempt to make AFN viable. Activities included investing in unsuccessful services, contracting out the operation of AFN's cable TV business, separating AFN from Ashland's Electric Department, blending mutually beneficial resources between AFN and the City Computer Services Division and refocusing AFN on providing Ethernet and internet services. The lack of consistent, successful, long-term direction created brand issues and market confusion providing the competition with the momentum to gain market share. The events led to worsening financial performance by the division. In FY2013 - FY2014 AFN reinvested in technologies to bring the AFN cable network back to a state of competitive technology. This effort allowed AFN to provide services on par with the competition. In FY2013 technologies were added to increase both reliability and performance capacity for the network. In FY2014 an engineering review of the network and follow-on projects further increased reliability. In FY2014 new node groups were created and all groups were rebalanced to provide better reliability, better response and improved services. Moving forward, lacking significant change in how AFN addresses the market and competition, AFN will continue to ebb downward. In addition, lacking investment in successful new services, AFN will not survive the inevitable evolution from metallic cable based services to fiber based services. Core Competencies/Strengths AFN has the experience, infrastructure and service mix to provide and compete for the telecommunications services needed within Ashland. Customer service (local, friendly, and competent) combined with citizen penchant for community centric economics (recycling local Page 8 of 43 Printed: 09/26/2014 dollars within the community) strengthen AFN's position vis-a-vis the competition. Additionally, the existing infrastructure represents a barrier to entry for any new competitors. Challenges AFN has been inconsistent and unsuccessful in new service development. AFN must design new services not only to meet the needs of the customers but to take momentum away from the competition. AFN's confusing service offerings together with confusion caused by the distribution channel has produced a vague and confused image which, when coupled with constrained marketing efforts, has led to market share loss. AFN must become the company that is known by its solutions and ease of doing business. Investment is needed to lower variable product costs (internet) and significantly increase the competitiveness of the internet product set. Additional investment in a targeted fiber based roll-out will provide a service not available from the competition. The targeted investment will put AFN in a product leadership position. The fiber services investment will provide Ashland businesses with the reliability required to leverage Cloud Services and the World Wide Web. AFN is at a crossroads; shall AFN continue as a shadow provider or become an active competitor of Charter Communications/Comcast? AFN must pick an identity, a mode of operation. AFN must then be empowered to pursue the strategies and tactics necessary to gain success. AFN can be a successful competitor in its traditional residential market if cost structures and distribution channels are improved. AFN can serve emerging demand with new fiber based products if capital hurdles can be overcome. AFN can become a self-sustaining City enterprise if fixed costs are reduced to free up future investment capital. Risk exists. If competition should decide to build fiber to compete with AFN, it is unlikely AFN could compete on a citywide scale. While this would lead to decreased revenues for AFN, it would accomplish the goal of having a fiber network in Ashland to enhance connectivity and enable economic growth. The Long Term AFN has a narrowing opportunity to be a provider of key telecommunication services to the Ashland Community. AFN has the opportunity to see growth beginning in FY2017. The growth requires capital investment and an agile, competitive AFN. To compete, AFN must operate as an efficient telecommunications provider focusing on services and revenue. AFN must change its focus from products to markets and provide solutions to the targeted market segments: residential, commercial/industrial, government/educational, health care and ISP/CLEC. If focused on services and the needs of these markets, AFN can be successful. Page 9 of 43 Printed: 09/26/2014 Telecommunications is a fast paced change or perish competitive environment. Technologies move forward, become cheaper and then outdated. Risks are ever present. Competitors gain advantage though technology, merger and even bankruptcy reorganization. With a focused change in strategy and investment, AFN can continue to serve the existing markets and fulfill a vital (and otherwise potentially vacant) role in the City's quality of life and economic development. Alternative long term strategies are outlined below together with probable outcomes and requirements. The strategies are: 1) Move Forward: (horizon: perpetual) a) Principles i) Regain residential market share - provides time and funding for new services ii) Operate under a build to revenue model iii) Continue to make debt payments iv) Roll out FTTx°"' solutions (see ii above) v) As technology is supplanted (1) phase out coax assets (retaining all fiber) (2) right-size AFN b) Outcomes/Requirements i) Maintains AFN contribution to debt payment ii) Provides a build to revenue deployment model iii) Provides community deployment of fiber based services iv) May attract investment by competition (Charter/Comcast) to deploy fiber v) Requires cost reductions vi) Requires investment to reduce internet costs vii)Requires investment in technology for FTTx Choice 1 is the same as choice 2 below with the addition of fiber services. Note this strategy is a long term and execution will depend upon the success of developed revenue streams. Success under this scenario is highly contingent upon the national competitor not making significant investment in their current plant or deploying more advanced fiber based services. Page 10 of 43 Printed: 0912612014 2) Maintain: (horizon: 7-15 years) a) Principles i) Regain residential market share - provides time and sustaining funds ii) Operate under a build to revenue model iii) Continue to make debt payments iv) When technology is supplanted (no longer economically viable) (1) Dispose of coax assets (retaining all fiber for City operations) (2) close AFN b) Outcomes/Requirements i) Maintains AFN contribution to debt payment ii) Stalls interest the competition may have in developing fiber services iii) Requires investment to reduce internet costs iv) Requires cost reductions v) Does not deploy fiber services to the community This is the same as option 1 above with the elimination of new fiber services. Success under scenario 2 is highly contingent upon the national competitor not making significant investment in their current plant or deploying more advanced fiber based services. Should the City decide at some point to sunset AFN, exit strategy scenarios and possible outcomes may be: 3) Sunset: (horizon: tbd) a) Principles i) Dispose of assets and close AFN b) Outcomes/Requirements i) Eliminates operating costs ii) Loses AFN contribution to debt repayment iii) Does not provide fiber services to the community iv) Stalls any interest the competition may have in developing fiber services Page 11 of 43 Printed: 09/26/2014 Products and Services AFN provides products and services to meet the critical telecommunications needs of the market segments addressed (residential, commercial/industrial, government/education, health care, ISP/CLEC). AFN's products are primarily derived from the delivery of Ethernet and/or internet circuits. Collocation services are available and play a role in securing long term circuits. Value added features are available to provide a better value proposition for both Ethernet and internet products. Products are customized based on the need of the market segment served. The industry trend is to higher performance (speed) and high reliability products. According to J.D. Power, performance and reliability are by far the most important components of customer satisfaction.'" In addition to the core product the following value added features are available: Ethernet based products: • Quality of Service, prioritizes customer traffic over competing traffic on the network • VLAN", virtual local area network, provides a secure, private connection (tunnel) between two points using a public network • Trouble shooting and technical support (ISPs only) Internet based products: • Bursting rate, additional bandwidth available above the customer committed rate over a short (burst) time period • IP address, permanent, unique address for identifying the customer to the internet • Trouble shooting and technical support (ISPs only) Residential Products The residential market segment (residential, SOHO") purchases the Ethernet and internet based products. The physical delivery of the product is through a Hybrid Fiber Coax (HFC) cable plant (cable modem) technology and wireless technology. The products for this segment tend to be lower bandwidth and for personal use. The products are low margin and very price sensitive. Reliability is a key driver for this market segment. Ethernet based products are determined by the bandwidth and any additional feature set selected by the customer (please see Ethernet based products above). Internet based products are determined by bandwidth and any additional feature set selected by the customer (please see Internet based products above). This market segment rarely chooses value added features. To ease new service startup or switching from a competitive service AFN provides: • End user hardware (cable modem) • Installation services, service turn-up, additional cabling of residence Page 12 of 43 Printed: 09/26/2014 • Consulting services, design of house network, trouble shooting resident hardware and network Commercial Products The commercial market segment (commercial, industrial) purchases the Ethernet and internet based products. The physical delivery of the product is through either Hybrid Fiber Coax (HFC) cable plant (cable modem) technology, fiber based technology, or wireless technology. These products tend to be high usage, moderate bandwidth and for business use. The commercial segment also purchases the collocation product. This segment depends on AFN's products and experiences economic benefit from their use. The products have a strong margin and, price sensitivity is often determined by the importance of the usage and size of the business. Reliability and consistent performance are key drivers for this market segment. Ethernet based products are determined by the bandwidth and any additional feature set selected by the customer (please see Ethernet based products above). Internet based products are determined by bandwidth and any additional feature set selected by the customer (please see Internet based products above). Additional product features such as bursting and quality of service are valued in this market segment. Government/Education Products The government/education market segment purchases the Ethernet and internet based products. The physical delivery of the product is through either Hybrid Fiber Coax (HFC) cable plant (cable modem) technology or fiber based technology. These products tend to be high usage, high bandwidth and for business use. This market segment also purchases the collocation product. The segment depends on AFN's products and experiences high public service benefit from their use. The products have a low margin and are price sensitive. Reliability, bi-directional symmetry, and consistent performance are key drivers for this market segment. Ethernet based products are determined by the bandwidth and any additional feature set selected by the customer (please see Ethernet based products above). Internet based products are determined by bandwidth and any additional feature set selected by the customer (please see Internet based products above). Additional product features such as quality of service, VLAN and IP addressing are valued in this market segment. Health Care Products The health care market segment (hospital, medical group/office) purchases the Ethernet and internet based products. The physical delivery of the product is through either Hybrid Fiber Coax (HFC) cable plant (cable modem) technology or fiber based technology. These products tend to be high usage, high bandwidth, and for medical and business use. Though valuable to the segment, to date the segment has not purchased any collocation product. This segment depends on AFN's products and experiences high economic and service benefit from their use. The products have a strong margin. Price sensitivity is low and determined by the critical nature of the information moving across or being sheltered in the product. Reliability, bi-directional symmetry, and consistent Page 13 of 43 Printed: 09126/2014 performance are key drivers for this market segment. Ethernet based products are determined by the bandwidth and any additional feature set selected by the customer (please see Ethernet based products above). Internet based products are determined by bandwidth and any additional feature set selected by the customer (please see Internet based products above). Additional product features such as bursting, quality of service, VLAN and IP addressing are valued in this market segment. ISP/CLEC Products The ISP/CLEC market segment purchases the Ethernet and internet based products. The physical delivery of the product is through Hybrid Fiber Coax (HFC) cable plant (cable modem) technology and fiber based technology. A major portion of AFN's revenue is derived from this segment. Revenue is derived primarily through the delivery of TV (ISP partner) and/or internet services directly to the ISP's customers. The ISP provides support and billing services to the customer. With the exception of TV content, AFN provides the product. The products are delivered to residential, commercial and health care segments. Product usage follows the patterns for these segments as discussed above. This market segment also purchases the collocation product. The segment depends on AFN's products and experiences economic benefit from their use. The products have margins below the comparable AFN direct supplied products and are price sensitive. Ethernet based products are determined by the bandwidth and any additional feature set selected by the customer (please see Ethernet based products above). Internet based products are determined by bandwidth and any additional feature set selected by the customer (please see Internet based products above). Competitive Advantages AFN has these competitive advantages: • Fiber infrastructure: AFN's fiber infrastructure is situated to readily serve commercial/industrial, government/education, and health care markets. The fiber optic infrastructure is within one thousand feet of eighty-five percent of the City's commercial locations. The infrastructure currently serves both as a transport ring for the coax (cable) system and as a backbone for customer connectivity. This investment in infrastructure represents a significant barrier to existing and new competitors. • Local Customer Service. From installation to customer care, everything is provided within Ashland. Local staff, with knowledge of the Ashland mores, provides a consistent, professional, and friendly user experience. • Recycling Revenue. Customer dollars stay in the local community and support the expansion of telecommunication services in Ashland. Page 14 of 43 Printed: 09/26/2014 Competitive Disadvantages AFN has these competitive disadvantages: • Product Cost Structure: AFN's cost of internet service is currently significantly higher than our competitors. The cost structure makes it difficult to compete with a national carrier on a price basis (service and promotions). • High Fixed Costs: Fixed costs of labor, central service allocations and debt service account for a significant portion of operating costs. • Distribution channels/Market confusion: Some agency issues with channel products and services. Confusion with end customers over who is the provider and who is responsible for support. No clear service or customer care brand. • Competitor: Competitor is well-funded, has national (international) buying power and has active and aggressive marketing campaigns. • Government Transparency: The strategies, plans and outcomes of AFN are in the public domain. The strategies and plans are laid bare to the competitor who then has perfect knowledge and can plan and implement counter strategies to ensure their competitive success. Pricin Pricing for the residential, small commercial, small industrial and small health care is set primarily by the competitive market. While the products serving these market segments are commodities, differentiation is possible thru good customer service. Pricing for larger commercial, industrial and health care segments are a combination of market and the customer's value proposition. Pricing for government and education market segments is set through a standardized bidding process. The price point is usually close to the cost of providing services. AFN operates in a competitive market. AFN must set its pricing appropriately; high enough to cover expenses and fund capital investment and low enough to garner sales. Marketing Plan Economics "The telecommunications industry is in a state of continuous technological and economic flux driven by intense competition and new technologies""." The development of new Information Technologies such as Cloud Services, video services (IPTV, OTT), Information and Communications Technology (ICT) and social communication services (Facebook, Twitter, etc.), is quickly increasing the demand for telecommunication services. The expanding use of telecommunications services also requires higher performance and reliability levels from the telecommunications layer in order to deliver the new technologies. Government, large businesses and large health care providers have recognized the value of these services and have moved to gain their benefit. The small and middle tiers of these markets are now beginning to see the justification for their use. The enabling piece is connectivity. The key to the connectivity is performance and reliability. To be successful AFN needs to ensure the network is Page 15 of 43 Printed: 09126/2014 positioned to meet these requirements. AFN's cost structure (variable and fixed) must be addressed in order for AFN to continue to enhance the performance of the network. In addition, AFN should increase reliability by investing in fiber based last mile technologies. The Telecommunications industry is highly competitive. The Ashland market is dominated by Charter Communications, a national Multi-System Operator (MSO). Charter has a better cost structure due to buying power and bankruptcy reorganization in 2009. Charter is anticipated to swap the Ashland market with Comcast. Comcast is also a national MSO. Comcast also benefits from its buying power. Comcast is consistently ranked below average on customer satisfaction and actively works to abolish net neutrality. Both these positions provide a good contrast to the AFN customer care reputation. AFN services the Ashland telecommunications market. The Ashland Telecommunications Market value is estimated to be 6.5 million dollars. The following chart presents the relative position of AFN in the market in total and for each of the identified market segments. AFN numbers include services provided to ISPs. Figure 1 - AFN Market Share vs. Market Size AFN Market Share vs. Market Size 7 6 i ~ 0 5 r__. ~ 4 A 3 ■ AFN Share 2 ■ Market Size 1 0 Residential Corn/Indus Gov/Educ Health Collo Total ■AFN Share 1,172,513 305,325 179,712 172,800 6,000 1,836,350 ■ Market Size 3,908,376 2,035,500 187,200 216,000 150,000 6,497,076 Data: 06/30/2014 'd Page 16 of 43 Printed: 09/26/2014 The relative market share for the market participants is presented in the pie chart below. AFN has approximately twenty-eight percent of the Ashland telecommunications market. AFN numbers include services provided to ISPs. Figure 2 - Market Share of Market Participants (Revenue Market Share I I ■ AFN C k ■ Charter ■ CenturyLink f ■ Other - Rgnal i ■ Other - Sttwid Fppppp Data: 06/30/2014 The share of each market served by the active market participants is presented in the chart below. AFN numbers include services provided to ISPs. Competitive Position in Market 7 =6 5 0 4 ■ Residential 3 2 ■ Com/Indus 1 Gov/Educ ■ Health C0110 O O~ e Data: 06/30/2014 Page 17 of 43 Printed: 09/26/2014 Demand The chart below illustrates the utilization of various internet access technologies for the past five years. The demand for both wired and wireless internet connectivity continues to grow. The City of Ashland's utilization is expected to follow national trends. Significantly, AFN provides two of the three fast growing connection technologies (cable modem, fiber) and has the potential for a leadership position in fiber. Table 1 - Trends in Connectivityxiii Downstream At Least 3Mbps Upstream by Technology (010LIsands) 2009 2010 2011 2012 2013 Technology Jun Jun Jun Jun Jun aDSL 5,614 6,275 8,909 12,875 16,029 sDSL 9 13 16 30 34 Other Wireline 129 177 204 239 289 Cable Modem 23,958 30,616 34,113 37,798 46,014 Fiber 3,333 4,192 5,188 6,001 6,989 Satellite - - 1 87 791 Fixed Wireless 64 92 145 214 337 Mobile Wireless 224 4,188 16,242 43,025 93,247 Total 33,331 45,553 64,818 100,269 163,730 Table 2 - Bandwidth Growth (Fiscal Year End) Year Bandwidth (Mbps) AFN's demand for internet services continues to grow. The chart at 2006 100 left shows the bandwidth growth over successive four year periods. 2010 300 Demand is expected to grow three fold over the next four years. 2014 1500 2018 4500 Trends The Telecommunications Industry continues to change. The emergence of fast, reliable cellular services has led to the decline of the triple play with cellular supplanting home based VOIP"' The emergence of new technologies, IPTV/OOT coupled with smart TVs (and standalone devices) is pressuring traditional video (broadcast and cable) providers. The "internet of everything" is demanding high performance and high reliability form consumers. The telecommunication industry is moving quickly to IP based services. IP services continue to grow, broadband subscriptions grew one percent' in 2013, and traditional cable customers shrank by two percent". In the same timeframe, for the first time ever, total broadband subscriptions outnumbered total cable subscriptions. The direction for technologies, customers and telecommunications is to IP (internet) based services. Page 18 of 43 Printed: 09/26/2014 AFN has the potential for growth in the commercial/industrial, health care market segments and slow growth in the residential market segment. The commercial/industrial and health care market segments will require the introduction of an affordable fiber solution. The addition of a lower cost fiber based service allows these customers to move up to a faster, better performing and more reliable product set. Barriers to Entry The high capital cost to construct a fiber and coaxial plant makes AFN's investment in telecommunications infrastructure (twenty five miles of fiber, one hundred nineteen miles of coaxial cable) a significant barrier of entry for any new competitors. The existing competitor is believed to have less fiber and an equivalent amount of coaxial cable in the area, though the exact amount is not known. External Factors Technology: Cloud technology is shaping demand for fast and reliable internet connectivity. The rapid adoption of Cloud (and Software/Platform/Infrastructure/ "as a service") model of Information Technology provides opportunities. The growing push to replace coaxial with fiber represents a significant risk if AFN does not begin to similar evolution. While coaxial and wireless (esp. cellular) continue to move forward in capabilities, fiber continues to provide the most robust, future proof technology. The commercialization of Passive Optical Networking (PON) makes it possible to serve small commercial/industrial/medical customers economically with fiber services. An example of the growth in this technology is Google Fiber. Regulation: While not actively being pursued in Oregon, MSOs have pursued legislation in other states to prohibit or curtail municipal telecommunication networks. If Oregon were to pass such legislation, AFNs future prospects could be reduced or extinguished. Economy: Economic swings affect expansion of services, but have little effect on the contraction of services. During times of economic distress residential customers look to internet connectivity for entertainment while commercial, industrial and healthcare took for additional efficiencies through internet use. During growth periods demand for internet grows, during economic downturns the demand for internet access does not significantly shrink. Industry: The industry continues to experience consolidation (Comcast/Time Warner). The benefits of scale provide significant leverage for cost reductions (internet, programming, operations). AFN does not enjoy the same scale of cost savings. Page 19 of 43 Printed: 09/26/2014 ProductsX""" Internet Based Products Internet provides global access to the World Wide Web and serves as a communication mechanism for applications (i.e. Cloud Services, email, messaging, VOIP, video, social/peer networking). Uses for internet continue to expand as more applications and services are created and connected to this versatile communications path. Some of the benefits realized by our customers are: • Anytime communication with family, friends, and the world. Access to educational/medical/governmental resources which promote learning, health and an informed citizenry. • Access to information technologies which can facilitate the communication of critical information (medical, security), increase productivity, and reduce costs. The internet can provide access to affordable business tools and applications for small as well as large entities without the concern for physical location. Ethernet Based Products Ethernet provides a point to point communication path for transmitting data. Ethernet is used predominately by commercial/industrial, health care, government/education and ISP/CLECS to communicate data and information within a single entity or when an entity needs to physically isolate/secure their communications. Ethernet can be used (and often is) as an underlying transport mechanism for internet traffic. Customers AFN serves a wide spectrum of customers. The customers are associated with their market segment: Residential: The residential market segment consists of households and small home offices located within Ashland. Customers exhibit a high degree of price sensitivity and demonstrate a preference for buying local. The customers value ease of purchase, setup, maintenance and termination (customer service). Internet and TV (via partner) are the services currently purchased. Commercial/Industrial: This market segment consists of commercial home based enterprises, small to large stores, trades, entertainment, hospitality, manufacturers, and other non-medical business enterprises. Customers exhibit some price sensitivity and require predictable performance with high reliability. Customers expect good customer service - ease of doing business from purchase through billing and maintenance. The availability of new information technologies (Cloud Services) is moving these enterprises into a new dependence on internet and Ethernet services. Applications enabled by telecommunication services can lower costs, provide competitive advantage/parity, and allow the enterprise to address a larger marketplace. Government/Educational: The government/educational market segment consists of local, regional, statewide and federal government, their districts, agencies and stations. The customers are price sensitive and require predictable and reliable service levels. The customers require patience and Page 20 of 43 Printed: 09/26/2014 perseverance when doing business (working within their unique procurement process). These customers often purchase Ethernet, internet and collocation. The customers have a resistance to changing providers and purchases may grow organically. Health Care: The health care market segment is composed of hospitals, emergency care clinics, medical offices, residential medical facilities, alternative care facilities and satellite medical business processing locations. The customers are less price sensitive with the requirement for high reliability and security. Customer service (especially support and maintenance) is of extreme importance due to the critical nature of the information being handled. This segment requires patience and development before any purchases will be made. These customers often purchase Ethernet, internet and collocation. The customers have a high resistance to changing providers and once engaged, purchases may expand quickly. Internet Service Provider (ISP): This is the largest customer group for AFN. ISPs serve as both a value added reseller (TV) and privately branded distribution channel. ISP's customers are primarily residential but they also serve commercial/industrial, and health care market segments. While the largest ISP does not, this customer group can and does sell competing services from Charter and CenturyLink. Page 21 of 43 Printed: 09/26/2014 Competition AFN's two main competitors are: Charter Communications, Inc. CentraVacifc 400 Atlantic St 10th Floor I Stamford, CT Northeast Central/Pacific Regional Office: St. Louis, MO ?u Local Offices: r- Charter Medford Store t ° Medford, OR Southwest South :u..r„. Third Party Service Locations: Thirteen in Medford/Ashland area CenturyLink (S&P 500) a,. 100 CenturyLink Drive Monroe, LA fi Northwest Regional Office: Seattle, WA Oregon Market (Outside Portland) Bend, OR J.D. Power 2013 U.S. Residentiai Internet Service Provider Charter is a large national MSO and CenturyLink Satisfaction Study'" is a large national Incumbent Local Exchange C°•t-- S,60x k... Ring West Regp Carrier (ILEC). Both companies can provide Joperrr'~ PC~Raw4 Ethernet and internet services. Their technologies serving Ashland can limit the availability and performance of their products. Charter provides AT&T . a cable modem and limited fiber delivery, C„ CenturyLink provides xDSL via copper twisted TYMlltpli4wfM P.... pair. Neither Charter nor CenturyLink have a fiber plant capable of matching AFN for reach, performance or reliability. - T~NIeMiMM ~ ~ Charter has demonstrated a readiness to a.,,,~•.,...~.,,. aggressively compete with AFN. Charter reconstructed their plant and has consistently ~:aj worked to introduce products and features ahead of AFN. Charter is expected to turn the Ashland - area over to Comcast if the projected merger 4rt uas vYOt° x mrvn tsn <vb:n+..n'i+T ; B aewa. s411i /o' .oe tM!.•!> s Pe-ae between Comcast and Time Warner gains Page 22 of 43 Printed: 09/26/2014 regulatory approval. While Comcast has not shown a disposition to put fiber infrastructure into communities the size of Ashland, if Comcast does build fiber infrastructure in Ashland, Comcast would be a formidable competitor. Competitive Analysis Table 3 - Competitive Analysis - AFN Internal Analysis of Strengths and Weaknesses, Competitive Comparison Factor AFN Strength Weakness Charter Centuryl-ink Importance' Products Good Good Poor 1 Performance Average Average Average 1-2 Reliability Average Average Average 1-2 Quality Good Good Good 1-2 Price Moderate Low High 2-4 Service Good Poor Poor 1-4 Selection Good Average Poor 1-2 Stability Average Good Good 1-2 Expertise Average Average Average 1 Reputation Below Average Poor Below Average 1-3 Location Poor Non-Existent Non-existent 4 Sales Poor Good Poor 1-4 method Advertising Poor Average Average 2-5 Image Average Below Averag Unknown 2 Charter is the active competitor in Ashland. Charter is often first to market and has consistently demonstrated aggressive promotion and pricing. The pending territory swap presents a window of opportunity while Charter pauses for merger activity and Comcast focuses on operational integration. t 1= critical; 5 =not very important Page 23 of 43 Printed: 09/26/2014 AFN will continue to improve the performance and reliability of the services and work the performance, reliability and price attributes into strengths. The combination of competitor distraction, products, performance, reliability, and customer service present an opportunity to gain market share. Niche AFN provides telecommunication connectivity to residents and businesses of Ashland. Connectivity is provided via the delivery of Ethernet and internet services. The services are provided via cable, fiber and wireless technologies. Marketing Strategy AFN provides services for customer telecommunication connectivity. AFN competes with the incumbent national service provider using similar technologies; however, AFN's services are targeted at the need of the local market segments. Differentiation is accomplished through service unique attributes, customer service, performance, reliability, and a "support local" preference within the community. AFN will market to the incumbent provider customer base to gain market share. AFN will focus on the commercial/industrial and health care segments. The new fiber based services will be trialed in the current AFN customer base and then offered to the ISPs and marketed to the incumbent's customer base. AFN will continue to use direct and wholesale channel distribution (ISPs) to sell to and support the customer base. For AFN direct customers, AFN provides all customer facing activities and maintains the delivery of services to the end customer. For ISP customers, the ISP provides all customer facing activities and AFN maintains the delivery of services to the end customer. Promotion: AFN will use direct marketing, mail and email lists to contact and market to the incumbent's customer base. Participation at local events will be trialed for effectiveness. Depending on size and projected service usage, businesses may be contacted directly. While pricing is not generally used for promotion, pricing may be used to overcome customer resistance to switching (switching costs). AFN will explore ways to participate with ISPs in promotions. Advertising: To this point advertising has been limited and brand oriented. Regular advertising will be tracked and audited to determine where and how often service advertisements will be used. The effectiveness will be monitored. Promotional Budget: AFN's current promotional budget is twenty-six thousand dollars. The majority of the budget goes to image advertising. The budget will be increased to approximately forty thousand dollars to support service oriented sales initiatives (gaining market share from incumbent). Page 24 of 43 Printed: 0912612014 Pricing: Pricing for the largest segment (AFN direct and ISP residential customers) is set by the competitive environment. The price elasticity is high (higher price lower demand). Service performance, reliability, and customer care can be effective in customer retention. Pricing for other market segments is value based. Distribution (Placement) AFN utilizes two sales channels to reach customers: Retail sales (aka AFN Direct): AFN is the owner of the customer and responsible for all facets of the sales, installation, support, and administrative (i.e. billing) functions. AFN retail also promotes the other distribution channel (ISPs), and allows the customer to choose with whom they wish to do business. AFN must become the company that is known by its solutions and ease of doing business. AFN will clear impediments and provide a distribution system where the customer can make AFN the easy choice for the services they need. AFN must be easier to do business with than the competition. AFN should reinstitute a point of sale at the initial point of contact in City Hall. AFN should work to understand and eliminate the logistical and procedural barriers in order to make AFN a welcomed conversation in customer interaction. In order to provide for additional customer convenience, the web based self-registration should be reinstated. Internet Service Providers (ISP): The ISPs are independent third parties who have agreements for the purchase and resale of AFN services. AFN contracts with five ISPs. AFN provides delivery and services to the ISP at a discounted rate. The ISP is responsible for acquiring, supporting and billing the customer. Two of the ISPs are located in Ashland. One of the ISPs has a store front in Ashland. Three of the ISPs provide customer support with in-house staff; two of the ISPs use a third party customer support service. Three of the ISPs sell competitor's products. AFN serves a broad spectrum of customers. Internet Service Providers (ISP) are the largest customer group. ISPs act as a distribution channel for the resale to the residential, commercial/industrial, and health care market segments. AFN also addresses these market segments. Both AFN and ISPs need to focus their efforts on success against the competition. The ISP group provides value added services (TV, phone) and many sell competing internet and Ethernet products from Charter and CenturyLink. Page 25 of 43 Printed: 09/26/2014 The chart below shows the customer counts and five year change for each of the ISPs and AFN. Table 4 - Customer Counts by ISP customer • - Five Year History July 1, 2010 July 1, 2011 July 1, 2012 July 1, 2013 July 1, 2014 5 Yr Deltar Ashland Home Network 2,159 2,938 2,768 2,596 2,514 (424) AFN 107 176 316 453 520 413 Jeffnet 723 643 584 515 459 (264) Computer Country 252 254 249 212 208 (44) Infostructure 957 220 204 186 182 (38) Hunter 2 4 3 6 9 7 4,200 4,235 4,124 3,968 3,892 (350) Notes: * Ashland Home Network acquired approx. seven hundred Infostructure customers "Ashland Home Network and Infrostructure are 4 year delta The AFN direct sales have proven effective in making significant gains (up three-hundred eighty-six percent in five years). The ISP channel has been challenged. With the exception of Hunter the ISPs have lost seven- hundred seventy customers during the five year period. The causes are likely: a) competition for cable TV (channel selection and features), b) services (performance) late to market, and c) limited marketing efforts and the representation of alternative services. AFN's direct efforts have proven effective; this channel should be allowed to freely compete against the larger incumbent. The message delivered to potential customers must be clear and unambiguous. AFN is the Ethernet and internet alternative to the competition. Where there is a mutual advantage for AFN to support the ISPs efforts, AFN and the ISP will leverage our relationship. However, AFN can no longer stand in the background but rather must openly and actively drive to gain market share against the larger incumbent. Page 26 of 43 Printed: 0912612014 Sales Forecast Fiber Service to the Premise (new) Fiber to the premise (FTTx) is a natural and anticipated extension of the AFN network. The AFN network has a core fiber network (twenty-five miles) serving the City. Historically only the customers with the budgets to construct and pay for dedicated fiber connections have been able to take direct advantage of AFN's fiber network. New (to Ashland) technology now makes fiber affordable to the small/medium business/enterprise. The project brings fiber from the ring to the customer premise. The initial area targeted for installation is a commercial area currently being served by AFN. Existing customers have expressed a need for the features fiber can provide - high performance and high reliability. The underlying technology for this proposal is Passive Optical Networking (PON). AFN has a real opportunity. The need and demand are there. The technology and supporting technologies are there. Additionally, a confluence of factors may distract the competition and provide AFN the opportunity to develop unmatched services and capture market share. Delaying the project will likely close the opportunity vis-a-vis the competition. This project is contingent upon meeting key assumptions. Without meeting or mitigating these assumptions the project should not go forward. The assumptions are outlined in the following tables. Page 27 of 43 Printed: 09/26/2014 Revenue Outcomes are dependent upon the assumptions noted below and in following forecast Revenue and Expenses Tables. The assumptions for Revenue/Sales are: • The new service revenues begin in FY2017 (September 2016) • Revenues ramp up slowly over an eighteen month period to reach a maximum of sixty-five connections. It is reasonable to expect the number of connections to keep growing, but for purposes of conservatism, the numbers are held to these levels. The first twelve months sales projections for the new fiber based services (Quantum 50 and 100) are shown in the table below. These numbers are conservative, minimum expected sales. Twelve Month Sales Forecast - Quantum Service 6/16 7/16 8/16 9/16 10/16 11/16 12/16 1/17 2/17 3/17 4/17 5/17 Total Quantum 50 1 6 9 11 13 18 25 28 33 144 Sale Price/unit 85 85 85 85 85 85 85 85 85 85 85 85 Quantum50Total 85 510 765 935 1,105 1,530 2,125 2,380 2,805 12,240 Quantum 100 1 2 2 3 3 4 4 5 24 Price 110 110 110 110 110 110 110 110 110 110 110 110 Quantum 100Total - 110 220 220 330 330 440 440 550 2,640 14,880 The above table indicates a go live launch date in September, 2016. Following the launch, sales ramp up slowly as AFN refines installation and support techniques. After the first six months, sales ramp up more quickly and by month eighteen level off at about sixty-five customers for the Quantum 50 service and continue to grow slowly for the Quantum 100 service for the remainder of the projection (please see the next table - Five Year Sales Forecast - Quantum Service). This forecast is based on specific cluster of AFN commercial customers who have expressed the real need for a fiber based product. Page 28 of 43 Printed: 09/26/2014 Five Year Sales Forecast - Quantum Service (realistic) FY2017 FY2018 FY2019 FY2020 FY2021 5 Year Total Quantum 50 avg 12/mo avg 50/mo avg 62/mo avg 65/mo avg 65/mo Sale Price/unit 85 85 85 85 85 Quantum 50Total 12,240 51,000 63,240 66,300 66,300 $ 259,080 Quantum 100 avg 2/mo avg 6/mo avg 8/mo avg 10/mo avg 12/mo Price 110 110 110 110 110 Quantum 100Tota1 2,640 7,920 10,560 13,200 15,840 $ 50,160 Total 14,880 58,920 73,800 79,500 82,140 309,240 The additional fiber based service is projected to add $309,520 to AFN's revenue over the five year period. As success and revenue allow, the service can be deployed into other commercial/industrial locations. Ultimately this service can provide fiber to the premise where ever revenue allows. The effect on AFN net Revenue projections is illustrated in the Revenue table below. Please note only FY2017 and FY2018 projections appear in the table below Revenue FY2014 FY2015 FY2016 FY2017 FY2018 Total High-Speed (fiber based) 199,419 204,404 209,514 229,632 279,041 1,122,010 1 nte rnet Se rvi ce 1,630,416 1,630,416 1,711,936 1,797,533 1,887,410 8,657,711 Ca bl a 99,003 85,018 85,018 85,018 85,018 439,075 Other - - - - - - Total Revenue 1,928,837 1,919,838 2,006,469 2,112,183 2,251,469 10,218,796 Notes: Year FY2014 a ctua Is YearFY2015 budget Years FY2016-2018 are projections Revenue from PON starting in FY2017 The new revenue appears only in FY2017 and FY2018, remaing projected revenues (FY2019-FY2021) do not appear in this table Page 29 of 43 Printed: 09/26/2014 Expenses The effect of the Quantum services on AFN expense projections is illustrated in the table below. The assumptions for Expenses are: • Current budgeted capital investments are reduced in FY2016 -FY2018 to cushion the impact of the PON ($250k) and FY2016 internet ($250k) capital projects o FY2016 $190k down to $50k o FY2017 $126k down to $50k o FY2018 $105k down to $50k • A cost reduction of $200k in fixed costs in FY2016 - FY2018 • Capital investment of $250k for internet capacity in FY2016 • Capital investment of $250k for PON technology in FY2017 Expenses FY2014 FY2015 FY2016 FY2017 FY2018 Total Personnel 648,083 651,600 677,700 704,800 733,000 3,415,183 Operating 881,960 930,402 758,314 787,063 816,675 4,174,414 Debt 409,000 409,000 409,000 409,000 409,000 2,045,000 Capital 103,235 115,000 300,000 300,000 50,000 868,235 Total Expenses 2,042,278 2,106,002 2,145,014 2,200,863 2,008,675 10,502,832 Notes: Yea r FY2014 a ctua Is YearFY2015 budget Years FY2016-2018 are projections Original Budget Capital Investments reduced in FY16-18 $200,000 Cost Reduction in FY16-18 Capital Investmentin internetin FY2016 Capital Investment in PON in FY2017 The difference between Revenue and Expenses is presented below as net income. Net Income (113,441) (186,164) (138,545) (88,680) 242,794 (284,036) Project financial analysis: Payback Period 4.3 years Net Present Value (6% discount; timed from project launch) $19,096 The fiber based Quantum services (PON technology) are recommended and provide a positive return to both the community and AFN. However, there are significant assumptions for the modification/relief of some current expense areas (fixed costs). If these assumptions cannot be met or otherwise mitigated the project should not go forward. Page 30 of 43 Printed: 09/26/2014 Financial Performance and Forecast Performance AFN's financial performance remains below breakeven. The aggressive marketing by the competition, the delayed system upgrades to match competitive services, the lack of new products, and the declining performance in the distribution channels have led to a loss of customers and their associated revenue. While AFN works to bolster income in the traditional business (cable, internet) through more aggressive marketing (ISP and Retail), the outlook is to continue the trend through FY2016. In FY2017, with the help of capital projects and anticipated marketing efforts, the division begins to rise above breakeven. While a new family of services is described in the strategic plan, the financial hurtles for implementation may make the project untenable. Moving forward, the continued lack of new products puts the division in a precarious competitive position five to six years in the future. The chart below shows the Historical financial performance for AFN. Figure 3 - Historical Financial Performance AFN Histroical Performance 2,500 { 2,000 v 1,500 Total Revenues 1,000 --Total Expenditures 'o Fund Ending Balance s 500 Excess (500) 2010 -2011 2012 2013 2014 Note: Excess = Revenue - Expenditures Page 31 of 43 Printed: 09/26/2014 The following chart illustrates the historical trends within the division's revenue by line of business. Figure 4 - Revenue by Line of Business AFN Revenue by Line of Business 2,500 - - - 2,000 - - 1,500 V c CAN 1,000 ilillililililm High Speed Internet -Total 500 - ~rn 2009 2010 2011 2012 2013 2014 2015 bgt CAN 126,862 109,596 158,523 82,786 105,560 99,003 85,018 EIIIIIIIIIIII High Speed 192,114 195,506 193,378 190,219 186,586 199,419 231,231 Internet 1,486,76 1,512,64 1,592,85 1,658,12 1,603,96 1,630,41 1,690,63 j --*--Total 1,805,74 1,817,74 1,944,75 1,931,12 1,896,10 1,928,83 2,006,88 Note: Change in CATV revenue in 2012 is a result of contract renegotiation in April, 2012 Page 32 of 43 Printed: 09/26/2014 Forecast The following two charts show the four year projections for net revenue and expenses for the division. It is important to note there are no new services in these projections. However, there is a two-hundred fifty thousand dollar investment to increase internet capacity in FY2016. The investment is required to meet projected demand for internet by new and current customers. The internet capacity is required to continue to provide internet as a service (eighty-five percent of revenue in FY2014). The internet project is designed to provide for the increasing bandwidth utilization by our customers and forestall unsustainable pricing from the current supply chain. The following table presents the Revenue projections through FY2018. These projections are based on an expected growth in both the High-Speed and Internet service. This growth is based on a change to more active marketing, and leveraging AFN's local customer support advantage. Revenue FY2014 FY2015 FY2016 FY2017 FY2018 Total High-Speed (fiberbased) 199,419 204,404 209,514 214,752 220,121 1,048,210 Internet Service 1,630,416 1,630,416 1,711,936 1,797,533 1,887,410 8,657,711 Cable 99,003 85,018 85,018 85,018 85,018 439,075 Other - - - - - - Total Revenue 1,928,837 1,919,838 2,006,469 2,097,303 2,192,549 10,144,996 Notes: Year FY2014 a ctu a I s YearFY2015 budget Years FY2016-2018 are projections NO Revenue from PON Page 33 of 43 Printed: 09/26/2014 The assumptions for Expenses are: • Current Budgeted capital investments are reduced in FY2016 -FY2018 to cushion the impact of the FY2016 internet ($250k) capital project o FY2016 $190k down to $50k o FY2017 $126k down to $50k o FY2018 $105k down to $50k • A cost reduction of $150k in fixed costs in FY2016 - FY2018 (central services, debt, etc.) • Capital investment of $250k for internet capacity in FY2016 Expenses FY2014 FY2015 FY2016 FY2017 FY2018 Total Personnel 648,083 651,600 677,700 704,800 733,000 3,415,183 Operating 881,960 930,402 808,314 837,063 866,675 4,324,414 Debt 409,000 409,000 409,000 409,000 409,000 2,045,000 Capital 103,235 115,000 300,000 50,000 50,000 618,235 Total Expenses 2,042,278 2,106,002 2,195,014 2,000,863 2,058,675 10,402,832 Notes: Yea r FY2014 a ctu a Is Year FY2015 budget Years FY2016-2018 are projections Original Budget Capital Investments reduced in FY16-18 $150,000 Cost Reduction in FY16-18 Capital Investment in internet in FY2016 NO Invesment in PON Net Income (113,441) (186,164) (188,545) 96,440 133,874 (257,836) Page 34 of 43 Printed: 09/26/2014 The following charts represent analysis of AFN's Expenditures. The first chart shows historical expenditures and the second chart presents the FY2014 actual expenditures. Figure 5 - AFN Expenditure Analysis, Historical AFN Expenditure Analysis 2,500 2,000 ■ Personnel 43 ■Central Services 1,500 c Debt Contribution M 0 1,000 ■ Other Materials and Services ■ Internet f 500 ■ Capital Outlay 2010 2011 2012 2013 2014 Figure 6 - AFN Expenditure Analysis, 2014 AFN 2014 Expenditure Analysis 5% 13% 31% ■ Personnel ■ Central Services 11% N Debt Contribution ■ Other Materials and Services ■ Internet ■ Capital Outlay 20% 20% The two charts above present where AFN uses its resources. In FY2014, Personnel, Central Services and Debt Contribution represent seventy-one percent of AFN's expenditures. Combined with the thirteen percent required for Internet, eighty-four percent of expenditures are fixed. Page 35 of 43 Printed: 09/26/2014 Appendix A - AFN Services Analysis - Count and Revenue Figure 7 - AFN Services Analysis - Count and Revenue (9w) peads/($) 83iad 031Aaas 0 o Om 0 o e o 0 0 C M N ~ 0 J ~ QW CO 1 I J N J W Q Z h m I✓ r%$ Q w I Q 03 S>i 4' o r a p v 7 V a w u i O (A LL O E m y D J ~ ~ W d Q J d > f W I ~ a~ ~ ' 1 W i A W III U I Oc Z ' LL Q u 0 x u I'S U m H Z w U V Q O 0) 000 r? ko V1 d M N O O anuanaa +g 1uno3 Mewl ;o IMMd Page 36 of 43 Printed: 09/26/2014 Appendix B - AFN Channel Analysis - Services Distribution by ISP Figure 8 Channel Analysis - Services Distribution by ISP Y O 3 v Z z ~ v 0 E m ° o Y = u v 2 A LL L ~ w EO Q Q , C U Q W Z m ~ I Q z co nC O 7 a ~ a Q H ~ V ~ W U N o i W R i ro w a LL°i a d 1 W U Ia U Q ( W U O U U Q m I Z w ~ U IOQ - - + U 9 2° o o 0 g O m t0+1 N O O ti Page 37 of 43 Printed: 09/26/2014 Appendix C-Current AFN Rates Structure The following chart is AFN's current flat wholesale rate structure, implemented in January 2011. AFN Fiber Network Products Community Access (No longer promoted) Email Activity Dial Up Alternative Up to 256 Kbps Download / 256 Kbps Upload $9 month Wholesale $9 month AFN Direct Retail Basic (No longer promoted) DSL Alternative for Moderate Internet Users Up to 1.5 Mbps Download/ 256 Kbps Upload $25 month Wholesale $30 month AFN Direct Retail Choice The Most Popular Internet service With 200 GB/month bandwidth usage Up to 5 Mbps Download/ 1 Mbps Upload $28 month Wholesale $35 month AFN Direct Retail Preferred General Media Applications With 250 GB/month bandwidth usage Up to 15 Mbps Download/ 3 Mbps Upload $38 month Wholesale $45 month AFN Direct Retail Preferred Plus For Web-based TV and Movie Viewing With 300 GB/month bandwidth usage Up to 15 Mbps Download/ 3 Mbps Upload $45 month Wholesale $55 month AFN Direct Retail Page 38 of 43 Printed: 09/26/2014 Appendix C-Current AFN Rates Structure (continued) Media Online Gaming and General Media Applications With 300 GB/month bandwidth usage Up to 20 Mbps Download/ 5 Mbps Upload $55 month Wholesale $65 month AFN Direct Retail Media Plus Premium Residential Services With 350 GB/month bandwidth usage Up to 20 Mbps Download/ 5 Mbps Upload $65 month Wholesale $75 month AFN Direct Retail Home Office For Home Office Applications Enabling Fast Two-Way File Transfers With 350 GB/month bandwidth usage Up to 10 Mbps Download/ 3 Mbps Upload $53 month Wholesale $65 month AFN Direct Retail Small Business With 500 GB/month bandwidth usage Up to 25 Mbps Download/ 5 Mbps Upload $73 month Wholesale $85 month AFN Direct Retail Small Business Enhanced With 500 GB/month bandwidth usage Up to 25 Mbps Download/ 10 Mbps Upload (Not Available Wholesale) $100 month AFN Direct Retail AFN MAX Home PROMO Implemented June 23, 2014 Charter Alternative With 500 GB/month bandwidth usage Up to 30 Mbps Download/ 5 Mbps Upload $45 month Wholesale $55 month AFN Direct Retail Page 39 of 43 Printed: 09/26/2014 Appendix D-Proposed AFN Rates Structure The following chart is AFN's proposed rate structure to be updated with partner input to implement in the near future. AFN Fiber Network Products Internet Essential Low Income Connectivity Assistance With 100 GB/month bandwidth usage Up to 5 Mbps Download / 1 Mbps Upload $9 month Wholesale $9 month AFN Direct Retail Choice Our Most Popular Internet service With 200 GB/month bandwidth usage Up to 7 Mbps Download / 1 Mbps Upload $29 month Wholesale $35 month AFN Direct Retail Preferred General Media Applications With 300 GB/month bandwidth usage Up to 15 Mbps Download/ 3 Mbps Upload $39 month Wholesale $45 month AFN Direct Retail Max Home Online Gaming and General Media Applications With 350 GB/month bandwidth usage Up to 30 Mbps Download/ 5 Mbps Upload $45 month Wholesale $55 month AFN Direct Retail Enterprise Home Office and Small Office Connectivity With 500 GB/month bandwidth usage Up to 50 Mbps Download/ 5 Mbps Upload $80 month Wholesale $85 month AFN Direct Retail Page 40 of 43 Printed: 09/26/2014 Tables and Figures Table 1 - Trends in Connectivity ..........................................................................................................................18 Table 2 - Bandwidth Growth (Fiscal Year End) ..............................................................................................18 Table 3 - Competitive Analysis - AFN Internal Analysis of Strengths and Weaknesses, Competitive Comparison .....................................................................................................................23 Table 4 - Customer Counts by ISP .......................................................................................................................26 Figure 1 - AFN Market Share vs. Market Size ..................................................................................................16 Figure 2 - Market Share of Market Participants (Revenue ...................................................................17 Figure 3 - Historical Financial Performance ....................................................................................................31 Figure 4 - Revenue by Line of Business .............................................................................................................32 Figure 5 - AFN Expenditure Analysis, Historical ............................................................................................35 Figure 6 - AFN Expenditure Analysis, 2014 .....................................................................................................35 Figure 7 - AFN Services Analysis - Count and Revenue ......................................................................36 Figure 8 - Channel Analysis - Services Distribution by ISP ........................................................................37 Page 41 of 43 Printed: 09/26/2014 Endnotes Distribution Channel - distribution channel (aka marketing channel) provides for the delivery of products and services to the end-user or consumer either directly (direct channel) or through intermediaries. Point-of-Presence - location where telecommunication providers offer a connection point to their network and services. The major regional Points-of-Presence are located in: Portland, Seattle, and San Francisco. "last mile" - denotes the final connectivity leg between the telecommunications provider and the final customer iii or consumer. 1° Cloud Based Service - generally described as one of the following services. Software as a Service (SaaS). The capability provided to the consumer is to use the provider's applications running on a cloud infrastructure. The applications are accessible from various client devices through either a thin client interface, such as a web browser (e.g., web-based email), or a program interface. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, storage, or even individual application capabilities, with the possible exception of limited user-specific application configuration settings. Platform as a Service (PaaS). The capability provided to the consumer is to deploy onto the cloud infrastructure consumer-created or acquired applications created using programming languages, libraries, services, and tools supported by the provider. The consumer does not manage or control the underlying cloud infrastructure including network, servers, operating systems, or storage, but has control over the deployed applications and possibly configuration settings for the application-hosting environment. Infrastructure as a Service (IaaS). The capability provided to the consumer is to provision processing, storage, networks, and other fundamental computing resources where the consumer is able to deploy and run arbitrary software, which can include operating systems and applications. The consumer does not manage or control the underlying cloud infrastructure but has control over operating systems, storage, and deployed applications; and possibly limited control of select networking components (e.g., host firewalls). IPTV/OTT: Internet Protocol TV (IPTV), Transport and delivery of TV programming via a privately controlled internet protocol network Over the Top (OTT), Transport and delivery of TV programming via the public internet protocol network vi ICT - Information and Communication Technologies, the integration of both computing and communications technologies into consumer goods, "The internet of everything" vii History -edited and updated from Ashland Fiber Network Strategic Business Plan, page 10, August 2010 viii FTTx: Fiber To The x - refers to all possible optical fiber topologies from a telecom or cable carrier to its customers, based on the location of the fiber's termination point FTTH and FTTP (home and premises) the fiber ends inside the home or building FTTC and FTTN (curb and neighborhood) the fiber ends outside the home or building ix Press Release, J.D. Power Reports: Customer Satisfaction is High among Internet Customers Who Upgrade to Premium Speed Offerings To Boost Performance, J.D. Power, McGraw Hill Financial, 26 September 2013 x VLAN: Group of devices on one or more networks that are configured to communicate as if they were attached to the same wire, when in fact they are located on a number of different network segments Page 42 of 43 Printed: 09/26/2014 Xi SOHO - Small Office Home Office, small or home office environment and the business culture that surrounds it xii Telecommunications Industry Market Research, Introduction to the Telecommunications Industry, Plunkett Research Limited, Available from: <http://www plunkettresearch.com/telecommunications-market- research/industry-and-business-data>. [9 September 20141 xiii Federal Communications Commission, Statistical Reports, Internet Access Services, 6/14 Release, Local Telephone Competition and Broadband Deployment, pg. 25, Table 7, Available from: https:llal2l2s.fcc.gov/edocs 12ublic%ttachmatch/DOC-327829A1 pdf .[14 July 2014] xiv VoIP - Voice over Internet Protocol, delivery of voice communications and multimedia sessions over Internet Protocol (IP) networks - Wired Business, The Internet is Officially More Popular Than Cable in the U.S., Available from: < httl2://www wired com/2014/08/the-internet-is-now-officially-more-popular-than-cable-in-the-u-s/>, [12 September 2014] Xvi Bloomberg News, TV Subscriptions Fall for First Time as Viewers Cut the Cord, Bloomberg, Available from: < htW:I/www.bloombertz.comlnewsl2Ol4-03-19 /u-s-paay-ty-subscriptions-fall-for-first-time-as-streaming- gains.html>, [15 September 2014] -ii Products: Internet - Internet is a communications protocol used to ensure quick addressing/routing and error free delivery of information from source to final destination (especially across multiple networks). Ethernet - Ethernet is a more tightly focused communications protocol used to connect and identify unique physical devices within a single network. Though predating the International Standards Organization's Open Systems Interconnection (OSI) standard model for communication among devices, Internet and Ethernet do support different layers of the OSI model (see table below). (Ethernet - Layer 2; Internet - Layers 3 and 4) OSI Model Examples Application Layer 7 Feambe camumim b«t~ Web Application e0were ap*adma a■ Ouiwb 1E Data 6 Presentation Layer MTTP Data repremadw OW o wryvNm 5 Session Layer 80 hMfieu conendcdbn Segments 4 ia,ae rA00m rW 01101 Prolom Packets 3 P** Network Layer tnternet Protocol (IP) aft"ong Frames 2 Bits 1 cats Page 43 of 43 Printed: 09/26/2014 CITY OF -ASHLAND Council Communication November 4, 2014, Business Meeting AFN Business Plan Approval and Funding Options FROM: Mark Holden, director of information technology and electric, mholden(?ashland.or.us SUMMARY This item seeks Council approval of the Ashland Fiber Network Strategic Business Plan October 2014 (Plan) and asks Council to direct staff to develop and implement funding. Council reviewed and discussed the draft AFN Strategic Business Plan in detail at the October 6, 2014 Study Session. Council indicated a preference for the development of the internet and new fiber services recommended in the Plan. At the same Study Session, Council requested the draft Plan be revised to allow for a greater variety of funding options. The Plan has been restated to reflect the analysis under way in cooperation with City Administration and City Administrative Services (Finance). The final Plan no longer specifies the precise funding mechanism, rather funding is identified to be developed in cooperation with the City Administration and Administrative Services (Finance) departments. Approval of the Plan and direction to implement funding will begin the execution phase of the Plan. Staff will then develop operational tactics in order to achieve the benefits contained in the Plan. BACKGROUND AND POLICY IMPLICATIONS: Ashland Fiber Network is at a crossroads. Within the Plan two alternative directions were presented. The first alternative provides for the development of a new family of products based on optical fiber technology and an increase in internet capacity. The second alternative does not include new products but does provide an increase in internet capacity. Both alternatives suggest a new approach to the market and a need for additional funding. Funding measures are needed in order to achieve the benefits envisioned in the strategic plan. At the October 6, 2014 Study Session Council indicated a preference for the first alternative. As part of the Strategic Plan, two strategic projects are identified. • FY2016: Increasing internet bandwidth - required to maintain/improve the current performance of the network (key to customer satisfaction) and provide for additional new customers • FY2017: Development of a new fiber based service - provides advanced services and a new revenue stream The Plan determines the direction, priorities and long term viability of AFN. Detailed tactical plans, project plans and budgets will be guided and developed as a result of funding and implementing the strategic plan. The Council also requested that the City Administrator present options for starting the expansion and upgrade of AFN in the current fiscal year, rather than waiting for the next budget cycle. Page 1 of 2 ~r, CITY OF -ASHLAND A memo outlining how that could be achieved, as well as financing options for the preferred alternative is attached. FISCAL IMPLICATIONS: Implementing the Council's preferred option will cost $600,000 over the course of the next three years. A memo is attached from the City Administrator outlining options for funding that work and for initiating upgrades and expansion of AFN in the current fiscal year. STAFF RECOMMENDATION AND REQUESTED ACTION: Staff is asking for council approval of the Ashland Fiber Network Strategic Business Plan October 2014 including the recommended implementation of the internet and new fiber services envisioned in the Plan. Staff is asking for Council to direct staff to develop and implement a workable funding solution. SUGGESTED MOTION: 1. 1 move to approve the Ashland Fiber Network Strategic Plan dated October, 2014. 2. 1 move to direct staff to implement the funding solution for the internet and fiber services envisioned in the Plan, described in the City Administrator's October 29, 2014 memo as ATTACHMENTS: Ashland Fiber Network Strategic Business Plan, August 2014 (draft) Memo to Mayor and Council regarding AFN financing options Ashland Fiber Network Strategic Business Plan, October 2014 (final) Page 2 of 2 k0prFaltall CITY OF -ASHLAND Memo DATE: October 29, 2014 TO: Mayor and City Council FROM: Dave Kanner, city administrator RE: Financing options for AFN improvements The Council, at its October 6 study session, received the Ashland Fiber Network Strategic Business Plan, and expressed its preference for pursuing an option whereby the City will invest $600,000 over the next three years for the purpose of upgrading the speed and reliability of the system and preparing to offer "Fiber to the Premises" service for commercial and industrial customers. The Council also expressed an interest in getting to work on these upgrades in the current fiscal year rather than waiting until the next budget cycle. This is problematic, since there is no money appropriated specifically for this purpose in the current budget cycle. The draft business plan presented on October 6 proposed to fund the required upgrades by having the City forgive AFN central service fees in the amount of $200,000 a year for three years. I do not support this proposal, as it pushes the cost of internal services off onto all other funds (unless we were to cut a concurrent amount from Central Services, which would be very difficult to do in such a small fund). Some have suggested using an unappropriated fund balance in the Central Services Fund to cover the reduced contribution, but I do not support that option, either, as there are other, very legitimate uses of that fund balance for true internal service purposes, some of which support the Council's primary strategic planning goals that I would consider to be a higher priority for Central Service funds. These uses can and should be considered in the budget-setting process. There are, however, a number of other options to consider, one of which could provide funding to jump start the AFN improvement process in the current fiscal year. Those options are as follows: 1. (PREFERRED OPTION) Use economic development funds, supplemented by funds from the reserve fund. AFN's upgrade costs could be covered by using $100,000 annually from the Economic Development Program and $100,000 annually from the reserve fund. There remains about $85,000 in unspent Economic Development Program funds in the current fiscal year that could be used to jump start the improvements. Those funds had been allocated for the next phase of the Business Retention and Expansion Study, marketing AFN to commercial and industrial customers and additional GIS support for phase 2 of the Chamber's Business Portal. This strategy does mean that economic development funds normally used for programmatic activities would be used exclusively for AFN for a period of three years (or longer, if we choose to reimburse the reserve fund), however the use of these funds for AFN is consistent with the prWr, Economic Development Strategy and with implementing actions within the Strategy. What's more, if developing AFN into a competitive force is truly our economic development priority, as I believe it should be, the expenditure is more than justified. The Reserve Fund is, by resolution, intended to be used for capital expenditures "for which sufficient funding sources have not been identified," and this clearly qualifies. 2. Use the Reserve Fund. As noted above, these AFN upgrades would qualify for using the Reserve Fund. The Reserve Fund has more than enough money in it to pay for this and using the Reserve Fund impacts no other City programs. However, per the resolution establishing the Reserve Fund, appropriations from the Fund must be approved by the Budget Committee as part of the annual budget process. Therefore, money from the Reserve Fund would not be available until next fiscal year. 3. Reduce AFN's annual debt service payments and spread those costs to the other funds that currently contribute to the debt. AFN currently contributes $409,000 annually toward a debt service payment of $1,150,000. Other funds that contribute to debt service are Electric ($541,300), General Fund ($95,150), Water ($78,200), Waste Water ($95,800) and Streets ($30,000). If AFN's debt service payment was reduced by $200,000 and that amount spread across other contributing funds in a proportion equal to what they currently pay, the annual increases would be as follows: Electric: $128,812 Waste Water: $22,797 Water: $18,609 General Fund: $22,643 Streets: $7,139 Except for Electric, these are not unmanageable increases. The increase in Electric, however, translates into a 1% increase in electric rates or a decrease in other Electric Department expenditures, most likely in capital projects. ~r, Ashland Fiber Network Strategic Business Plan October 2014 How afn Ashland Connects City Of Ashland Information Technology Department, Telecommunications Division 90 North Mountain Ashland, OR 97520 Telephone: 541-552-2222 Fax: 541-552-2436 Table of Contents Executive Summary 4 General Company Description 5 Mission Statement 5 Strategic Goals 5 Strategic Objectives 5 Business 7 Market 7 Industry 7 History 7 Core Competencies/Strengths 8 Challenges 9 The Long Term 9 Residential Products .....................................................................................................................................12 Commercial Products ...................................................................................................................................13 Government/Education Products ............................................................................................................13 Health Care Products ....................................................................................................................................13 ISP/CLEC Products ........................................................................................................................................14 Competitive Advantages ..............................................................................................................................14 Competitive Disadvantages ........................................................................................................................15 Pricing .................................................................................................................................................................15 Marketing Plan .....................................................................................................................................................15 Economics .........................................................................................................................................................15 Demand .........................................................................................................................................................18 Trends ............................................................................................................................................................18 Barriers to Entry ........................................................................................................................................19 External Factors .........................................................................................................................................19 Products .............................................................................................................................................................20 Internet Based Products .........................................................................................................................20 Ethernet Based Products ........................................................................................................................20 Customers .........................................................................................................................................................20 Page 2 Printed: 10/29/2014 Competition ......................................................................................................................................................2 2 Competitive Analysis ................................................................................................................................23 Niche ....................................................................................................................................................................24 Marketing Strategy ........................................................................................................................................24 Distribution (Placement) ............................................................................................................................25 Sales Forecast ...................................................................................................................................................27 Fiber Service to the Premise (new) ....................................................................................................27 Financial Performance and Forecast ...........................................................................................................31 Performance .....................................................................................................................................................31 Forecast ..............................................................................................................................................................3 3 Appendix A - AFN Services Analysis - Count and Revenue ...............................................................36 Appendix B - AFN Channel Analysis - Services Distribution by ISP ...............................................37 Appendix C-Current AFN Rates Structure ..............................................................................................38 Appendix D-Proposed AFN Rates Structure ..........................................................................................40 Tables and Figures ..............................................................................................................................................41 Endnotes ................................................................................................................................................................42 Page 3 Printed: 10/29/2014 Executive Summary Ashland Fiber Network (AFN) is at a crossroads. AFN must decide whether to move forward with new services and a new approach to the market or to simply work to maintain existing services and infrastructure. AFN can choose, as it has in the past, to continue to improve telecommunications services in Ashland and challenge the competition to match or exceed AFN's initiative. Alternatively, AFN can choose to provide current services until those services are outdated and displaced by the competitive market. The path forward has risks, requires investment, and is subject to competitive reaction. The strategic plan provides a focus on operating in a competitive environment and the strategic changes needed to become a viable competitor. This plan discusses the choices, the strategies and the outcomes. The recommended path is to move forward with new investment in fiber based services. Should funding not be available to move forward, an alternative maintenance strategy is recommended. Since AFN's inception there have been conflicting pressures. AFN operates as both a division of the city and a competitive telecommunications provider. With expectations of operating as a city service providing community benefit, yet deriving funds from the competitive market, AFN has struggled to generate the revenue necessary to fulfill both roles. AFN's ambitious initial investment did not gain AFN the market penetration necessary to meet either of its roles. AFN has delivered or been the catalyst for the state of telecommunications in Ashland (Google "Oregon 2013 eCity"); AFN must now make a decisive move into the future. AFN is fortunate to have a robust fiber infrastructure. With this infrastructure AFN is well positioned to offer next generation fiber based telecommunication services. The technology for delivery of new fiber based services is commercially available and is installed in other parts of the country. The mechanism for funding the investment necessary to implement new services will be determined through additional work with the City Administration and Administrative Services (Finance) departments. If funding is not possible, an alternative maintenance strategy is available. Market momentum is currently in our competitor's favor. Continuing to react (slowly) to the competition will continue to reduce AFN's market share and revenues. AFN has a narrow window of opportunity to gain market share and to gain market momentum. To do this, AFN will change its approach to the market and aggressively compete with the larger incumbent for revenue. AFN will promote AFN services in competition with the large incumbent. While the incumbent often uses pricing as its means of differentiation, AFN will use new services, performance, reliability, customer service and a consumer desire to deal locally ("recycle dollars") to gain advantage. With a new family of services and an agile approach to the market, AFN will provide advanced telecommunication services, garner market share, and begin the journey to successful self-funding. These outcomes will not be quick and there is a narrow window of opportunity to establish market position. Printed: October 29, 2014 Page 4 of 44 Revised: October 29, 2014 General Company Description Mission Statement Ashland Fiber Network (AFN) is a Municipal Telecommunications Utility providing community based solutions and services to enhance the quality of life and economic growth of the community by eliminating the constraints of location, distance, and time. Strategic Goals • Enhance competitive advantages • Improve distribution channel' effectiveness • Transition to an agile organization • Change focus from product to market and solution focus • Ensure long term fiscal viability • Re-establish technological innovation/leadership • Maximize the community value of the network through the continued evolution of the infrastructure Strategic Objectives • Enhance competitive advantages o Maintain customer service advantage o Develop advanced/required products o Gain market share • Improve distribution channel effectiveness o Community involvement/local presence o Regular utility bill inserts o Establish performance benchmarks • Transition to an agile organization o Gain service design flexibility o Openly market AFN's brand and services (UB) o Preemptive and quick response to competition • Change focus from product to market and solutions o Use Chamber data base to directly target customer segments o Solicit feedback from market segments and respond with relevant services o Improve reliability and performance Printed: October 29, 2014 Page 5 of 44 Revised: October 29, 2014 • Ensure long term fiscal viability o Grow customer market share o Reduce bandwidth and internal expenses o Successfully deploy services • Re-establish technological innovation leadership o Deploy Google City Fiber-like enterprise services to local businesses o Design, engineer, and implement a physically diverse bandwidth path to a Tier 1 point- of-presence" o Deploy competitive and reliable cable modem services to residents and small businesses • Maximize the community value of the network through the continued evolution of the infrastructure o Enable new technologies o Maintain service standards o Provide community access when possible Printed: October 29, 2014 Page 6 of 44 Revised: October 29, 2014 Business Operating in a competitive telecommunications environment, AFN is a "last mile"'" supplier of telecommunication services to the residential, commercial, governmental/educational, healthcare and alternative telecommunications provider (Internet Service Provider and Competitive Local Exchange Carrier - ISP/CLEC) market segments. AFN operates in and around the City of Ashland. Since 2001, AFN has developed and maintained a hybrid fiber coaxial network. The network enables AFN to serve the market with both the active and passive services required: TV programming (partner), Ethernet circuits, internet, dark fiber, collocation, and telephony (partners). Market AFN's target market is the telecommunications users in and around the City of Ashland. The telecommunications market consists of five market segments: residential, commercial/industrial, government/educational, healthcare and alternative telecommunication providers (ISP/CLEC). While based on similar technologies, the commercial/industrial, health care, and ISP/CLEC market segments require or value customized features. The largest market segment is residential. The residential market is a commodity market. Industry The telecommunications industry has both mature commoditized components as well as high growth components. While fixed rate services such as TV and telephony are mature and have become commodities, other services such as internet, Ethernet and collocation continue to expand in both purpose and volume of use. The industry is driven by new and growing technologies. The influence of these technologies has opened the need for networks capable of supporting such technologies as Cloud Services'v, IPTV/OTT" and Information and Communications Technology (ICT"'). These technologies continue to pressure existing networks for both performance and reliability. AFN is focused on the delivery of the current and emerging technologies. There are three broad access and delivery technologies - wireless, metallic cable and fiber optic cable. Wireless continues to grow as the number of wireless devices is expected to surpass wired devices in 2016. The growth in wireless is dominated by cellular technology. Metallic cable represents the largest installed telecommunications technology. Metallic cable ranges from plain old telephone system (POTS) twisted pair to coaxial cable. Both technologies continue to move forward in bandwidth capacity. Fiber optic cable currently provides the backbone (backhaul) capacity for the other technologies. As costs have come down and bandwidth demand continues to go up, fiber is the future proof technology in telecommunications (backhaul, middle mile and last mile). AFN expects these broad trends to continue. H istoryvii Ashland was a first mover in bringing telecommunications services to the City of Ashland (internet). The City of Ashland's Electric Department developed its proposal for creating Ashland Fiber Network in the late-1990s. The proposal responded to the regulatory, market, and public environments of the period. Communications technology and everything internet were growing exponentially, stock markets were at historically high levels, capital markets were flush with low- interest money, the Federal government prioritized competitive telecommunications services through the Federal Telecommunications Act of 1996, and the deregulation of energy markets created an Printed: October 29, 2014 Page 7 of 44 Revised: October 29, 2014 unknown future for public electric utility providers. Ashland Electric Department saw the creation of AFN as an opportunity for the City to create a telecommunications utility to meet demand for communications services in Ashland and diversify/strengthen the City's electric business. Ashland's City Council approved the Electric Department's plan to build a fiber optic communications ring in February 1997 and the City's AFN Implementation Team was formed. The AFN business plan was presented by the Electric Department to Ashland's City Council in late-1998 and was approved by Council. That plan intended for Ashland Fiber Network to be self-supporting through revenues, with initial construction debt repaid by operating revenues within a ten-year period. The AFN project experienced financial problems quickly after launch. Construction costs far exceeded estimates and the envisioned system build out was curtailed. Charter Communications purchased TO and rebuilt the TO network in Ashland creating a strong competitive alternative. Active price competition ensued. The telecommunications utility failed to generate positive net revenues as planned. A pivotal moment for Ashland Fiber Network came in 2004, when the City of Ashland determined that AFN would not be able to pay its business and intra-fund loans. Bonds for 15.5 million dollars were issued to consolidate AFN-related debt and to provide a measure of financial stability. AFN continued to struggle to define its business and identity over the ensuing years. Multiple directors (five in seven years) brought their strategy, focus, and organizational structure to bear in an attempt to make AFN viable. Activities included investing in unsuccessful services, contracting out the operation of AFN's cable TV business, separating AFN from Ashland's Electric Department, blending mutually beneficial resources between AFN and the City Computer Services Division and refocusing AFN on providing Ethernet and internet services. The lack of consistent, successful, long-term direction created brand issues and market confusion providing the competition with the momentum to gain market share. The events led to worsening financial performance by the division. In FY2013 - FY2014 AFN reinvested in technologies to bring the AFN cable network back to a state of competitive technology. This effort allowed AFN to provide services on par with the competition. In FY2013 technologies were added to increase both reliability and performance capacity for the network. In FY2014 an engineering review of the network and follow-on projects further increased reliability. In FY2014 new node groups were created and all groups were rebalanced to provide better reliability, better response and improved services. Moving forward, lacking significant change in how AFN addresses the market and competition, AFN will continue to ebb downward. In addition, lacking investment in successful new services, AFN will not survive the inevitable evolution from metallic cable based services to fiber based services. Core Competencies/Strengths AFN has the experience, infrastructure and service mix to provide and compete for the telecommunications services needed within Ashland. Customer service (local, friendly, and competent) combined with citizen penchant for community centric economics (recycling local Printed: October 29, 2014 Page 8 of 44 Revised: October 29, 2014 THE NCS The National Citizen Surve Ashland, OR Community Livability Report 2014 NRC ICMA a~ gal se rer, r;~«t~r 1~,~ Leaders at the Care of Better Communities 2955 Valmont Road Suite 300 777 North Capitol Street NE Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com • 303-444-7863 icma.org 9 800-745-8780 r ..may Contents About ..............................................................................................1 Quality of Life in Ashland ..................................................................2 Community Characteristics ...............................................................3 Governance 5 Participation ....................................................................................7 Special Topics ..................................................................................9 Conclusions ...................................................................................13 The National Citizen SurveyTM © 2001-2014 National Research Center, Inc. The NCSTM is presented by NRC in collaboration with ICMA. About The National Citizen SurveyT"' (The NCS) report is about the "livability" of Ashland. The phrase "livable community" is used here to evoke a place that is not simply habitable, but that is desirable. It is not only where people do live, but where they want to live. Great communities are partnerships of the government, private sector, community-based organizations and residents, all geographically connected. The NCS captures residents' opinions within the three pillars of a community (Community Characteristics, Governance and Participation) across eight central facets of community (Safety, Mobility, Natural Environment, Built Environment, Economy, ,4 ommuni es Recreation and Wellness, Education ands. 4 Enrichment and Community Engagement). are e partnerships The Community Livability Report provides the ' opinions of a representative sample of 397 among residents of the City of Ashland. The margin of error around any reported percentage is 5% for the entire sample. The full description of methods used to garner these opinions can be found in the endices provided under separate Technical App Government cover. 1 Community Livability Report Quality of Life in Ashland Almost all residents rated the quality of life in Ashland as excellent or good. Residents rated overall quality of life higher than the national Overall Quality of Life Excellent benchmark (see Appendix B of the Technical Appendices provided 51% under separate cover). Shown below are the eight facets of community. The color of each community facet summarizes how residents rated it across the three sections of the survey that represent the pillars of a community - Community Characteristics, Governance and Participation. When most Poorer 4 ratings across the three pillars were higher than the benchmark, the 3% Fair Good color for that facet is the darkest shade; when most ratings were lower 5% 41% than the benchmark, the color is the lightest shade. A mix of ratings (higher and lower than the benchmark) results in a color between the extremes. In addition to a summary of ratings, the image below includes one or more stars to indicate which community facets were the most important focus areas for the community. Residents identified Natural Environment and Economy as priorities for the Ashland community in the coming two years. It is noteworthy that Ashland residents gave favorable ratings to both of these facets of community, and gave particularly high ratings for the Natural Environment. Recreation and Wellness and Education and Enrichment also received ratings higher than what's reported in other communities across then nation. Ratings for Safety, Mobility, Built Environment and Community Engagement were positive and similar to other communities. This overview of the key aspects of community quality provides a quick summary of where residents see exceptionally strong performance and where performance offers the greatest opportunity for improvement. Linking quality to importance offers community members and leaders a view into the characteristics of the community that matter most and that seem to be working best. Details that support these findings are contained in the remainder of this Livability Report, starting with the ratings for Community Characteristics, Governance and Participation and ending with results for Ashland's unique questions. Legend Higher than national benchmark similar to national benchmark Lower than national benchmark Most important Education Built F and Environment F Enrichment Natural k A~l Recreation Environment and Wellness Engagement Econ6my 2 Community Livability Report The National Citizen SurveyT`" Community Characteristics What makes a community livable, attractive and a place where people want to be? Overall quality of community life represents the natural ambience, services and amenities that make for an attractive community. How residents rate their overall quality of life is an indicator of the overall health of a community. In the case of Ashland, 93% rated the City as an excellent or good place to live. Respondents' ratings of Ashland as a place to live were higher than ratings in other communities across the nation. In addition to rating the City as a place to live, respondents rated several aspects of community quality including Ashland as a place to raise children and to retire, their neighborhood as a place to live, the overall image or reputation of Ashland and its overall appearance. Over 8 in io residents rated these community characteristics positively and most were rated higher than the national benchmark. Delving deeper into Community Characteristics, survey respondents rated over 40 features of the community within the eight facets of Community Livability. Within the facet of Safety, 9 in io residents rated feeling safe in Ashland as well as in their neighborhood and in downtown/commercial areas. These ratings were similar to those of other communities. Ratings for Mobility were generally favorable with over go% of residents positively rating Ashland's path and walking trails and ease of walking. Within Mobility, the only aspect that received a rating below the national benchmark was public parking. Aspects of Natural Environment received positive ratings from at least 83% of respondents with almost all residents rating the overall natural environment and cleanliness of Ashland higher than the national benchmarks. Ratings within Built Environment varied, with respondents rating the overall built environment and public places higher than the national benchmark. However, the availability of affordable quality housing and variety of housing options were rated Place to Live below the national benchmarks; about 15% of residents positively Good rated the availability of affordable quality housing. In the facet of 33% Economy, six out of the eight characteristics were rated positively by at least 50% of participants. The remaining two characteristics, cost of living and employment opportunities, were rated below the benchmark with 21% and 9%, of participants rating these features positively. Almost all aspects of Education and Enrichment received positive Excellent Fair ratings from most participants. Ratings for education and enrichment 60% 5% opportunities, religious or spiritual events/activities, Poor cultural/arts/music activities, adult education opportunities and K-12 z% education were all above the national benchmark. Similarly high ratings were also found in the facet of Community Engagement with over 70% of residents rating all aspects of this facet positively. Percent rating positively (e.g., excellent/good) Comparison to national benchmark ■Higher ■Similar Lower I I,w -9 Overall image Neighborhood Place to raise children Place to retire Overall appearance 3 Community Livability Report The National Citizen SurveyT" Figure 1: Aspects of Community Characteristics Percent rating positively SAFETY • . (e.g., excellent1good, Overall feeling of safety very/somewhat safe) Safe in neighborhood Safe downtDwr /commercial area MOBILITY Comparison to national Overall ease of travel benchmark Paths and walking trails Ease of walking ■ Higher Travel by bicycle Travel by public transportation ■ Similar Travel by car Public partdng 26% Lower Traffic flow • . NATURAL ENVIRONMENT Overall natural environment Cleanliness Air quality BUILT ENVIRONMENT Overall built environment New development in Ashland Affordable quality hawing 15% Housing options 38% Public places ECONOMY Overall economic health Vibrant downtown/commercial area Business and services Cost Of living 21% Shopping opportunities My= i Employment opportunities 9% Place to visit Place to work f • . RECREATION AND WELLNESS Health and wellness Mental health cane Preventive health services • . Health ore Food Recreational opportunities Fitness opportunities EDUCATION AND ENRICHMENT Education and enrichment opportunities Religious or spiritual events and activities Cultural/arts/music activities Adult education K-12 education Child care/preschool COMMUNITY ENGAGEMENT Social events and activities Neighborliness Openness and acceptance Opportunities to participate in community matters Opportunities to volunteer 4 Community Livability Report Governance How well does the government of Ashland meet the needs and expectations of its residents? The overall quality of the services provided by Ashland as well as the manner in which these services are provided are a key component of how residents rate their quality of life. Residents' ratings for the overall quality of City services were similar to the national benchmark. Most residents (86%) rated City services positively, while only 40% rated the Federal Government's services positively. Over 8 in 1o residents gave positive ratings for Ashland's customer service, a rating that was similar to the benchmark. Respondents evaluated over 30 individual services and amenities available in Ashland. Ratings for all the services within the facet of Safety were similar to the national benchmark with fire and ambulance/EMS services rated the highest. Within Mobility, most aspects received positive ratings from a majority of participants and were similar to the national benchmark, with the exception of snow removal, which 46% of participants rated positively and was below the benchmark. All aspects of the Natural Environment were rated positively by at least three-quarters of respondents. More than half of residents rated the amenities and services within Built Environment positively and these ratings were similar to the national benchmark. Ashland's residents were the most pleased with sewer services, power utilities and utility billing. Economic development was rated the lowest among all 3o aspects of Governance, but this rating was still similar to the national benchmark. In the facet of Recreation and Wellness, City parks, recreation programs and recreation centers were rated higher than the benchmark. Amenities included in the facet of Education and Enrichment were rated positively by about 8 in 1o residents. Within the facet of Community Engagement, ratings for public information were rated the highest (77% excellent or good), while confidence in City government and treating all residents fairly received the lowest ratings. All aspects of Community Engagement were similar to the Overall Quality of City Services national benchmark. Excellent 28% / Good Poor) 58% 1% Fair 13% Percent rating positively Comparison to national ■Higher ■Similar -!Lower Customer service Services provided by the Federal Government 5 Community Livability Report The National Citizen Survey" Figure 2: Aspects of Governance Percent rating positively SAFETY (e.g., excellent/good) Police Fire Ambulance/EMS Crime prevention Comparison to national Fire prevention benchmark Animal control Emergency preparedness ■Higher MOBILITY Traffic enforcement Similar Street repair Street cleaning Street lighting . r . >~~=Lower Snow removal aces Sidewalk maintenance Traffic signal timing Bus or transit services NATURAL ENVIRONMENT Garbage collection Recycling Yard waste pick-up Drinking water Natural areas preservation Open space BUILT ENVIRONMENT Storm drainage Sewer services Power utility Utility billing Land use, planning and zoning Code enforcement Cable television ECONOMY Economic development RECREATION AND WELLNESS City parks Recreation programs Recreation centers Health services EDUCATION AND ENRICHMENT Public libraries Special events COMMUNITY ENGAGEMENT Public information Treating all residents fairly Being honest Acting in the best interest of Ashland Zim Confidence in City government Welcoming citizen involvement Overall direction Value of services for taxes paid 6 Community Livability Report Participation Are the residents of Ash/and connected to the community and each other? An engaged community harnesses its most valuable resource, its residents. The connections and trust among residents, government, businesses and other organizations help to create a sense of community; a shared sense of membership, belonging and history. About 77% of respondents rated sense of community in Ashland positively, a rating which is higher than what's seen in communities across the nation. This sentiment is reflected in the high percent of residents who would recommend Ashland as a place to live and the percentage of residents who plan on remaining in Ashland. The survey included over 3o activities and behaviors for which respondents indicated how often they participated in or performed each, if at all. Within the facet of Safety, at least 80% of Ashland's residents did not report a crime and were not the victim of a crime, ratings which were similar to other communities. While 24% of respondents reported that they used public transportation instead of driving (a rating similar to the benchmark), more than half of residents reported carpooling and almost go% reported walking or biking instead of driving (ratings of participation that were higher than in other communities). Almost all residents reported conserving water and recycling at home, which placed Ashland higher than the national benchmark for these aspects of Natural Environment. In the facet of Economy, a little over half of residents work in Ashland which is higher than the national benchmark and about one-quarter of residents thought the economy would have a positive impact on their income (which is similar to the benchmark). Ratings for Recreation and Wellness were generally positive; more participants in Ashland then elsewhere across the nation had used Ashland recreation centers or visited City parks. More than three-fourths of residents reported being in very good to Sense of Community excellent health, eating 5 portions of fruits and vegetables and participating in Excellent moderate/vigorous physical activity. Within the facet of Education and 34% Enrichment, more than 7 in io residents used Ashland public libraries and attended a City-sponsored event while just over 40% reported participating in religious or spiritual activities. Most ratings within the facet of Community Engagement were similar to the national benchmark; however, ratings for Good voting in local elections, volunteering, campaigning for an issue cause or Poorer 43% candidate and participating in a club were higher than the national 3% benchmark. Fair 20% Percent rating positively (e.g., Comparison to national very/somewhat likely, yes) benchmark ■Higher KSimilar Lower Recommend Ashland Remain in Ashland Contacted Ashland employees 7 Community Livability Report The National Citizen Survey"' Figure 3: Aspects of Participation Percent rating positively SAFETY (e.g., yes, more than once a month, Stocked supplies for an emergency always/sometimes) Did NOT report a crime Was NOT the victim of a crime Comparison to national MOBILITY benchmark Used public transportation instead of driving sHigher Carpooled instead of driving alone Similar Walked or biked instead of driving NATURAL ENVIRONMENT Lower Conserved water Made home more energy efficient Recycled at home BUILT ENVIRONMENT Did NOT observe a code violation NOT under housing cost stress 53% ECONOMY Purchased goods or services in Ashland Economy will have positive impact on income Work in Ashland RECREATION AND WELLNESS Used Ashland recreation centers Visited a City park Ate 5 portions of fruits and vegetables Participated in moderate or vigorous physical activity In very good to excellent health EDUCATION AND ENRICHMENT Used Ashland public libraries Participated in religious or spiritual activities Attended a City-sponsored event COMMUNITY ENGAGEMENT Campaigned for an issue, cause or candidate Contacted Ashland elected officials Volunteered Participated in a club Talked to or visited with neighbors Done a favor for a neighbor Attended a local public meeting Watched a local public meeting Read or watched local news 77% Voted in local elections 8 Community Livability Report Special Topics The City of Ashland included four questions of special interest on The NCS. The first question asked residents to rate to what extent they supported or opposed the City focusing its economic development efforts. Almost all residents supported making it easier for businesses to grow and develop in Ashland (97%) and improving workforce development (95%). Residents were least likely to support the City attracting new industrial development on its vacant industrial lands. Figure 4: Support for Economic Development Efforts Please indicate the extent to whim you supportt or oppose the City of Ashland focusing its economic development efforts in each of the following potential ways ■ Strongly support Somewhat support By making it easier for businesses to grow and 97% develop in Ashland r Through workforce ! 95% development y, By attracting and retaining 88% high-tech businesses By building upon the eAsting tourism-based 86% economy By attracting new industrial development on its vacant 67% industrial lands 9 Community Livability Report The National Citizen SurveyT'" The second question asked residents to what extent they supported or opposed Ashland's proposed solutions to the space issues facing the City's facilities. A majority (74% of residents) said they supported the City keeping City Hall downtown but only if it costs the same or is less expensive than other options. A similar number of residents also favored Ashland addressing its space needs via the lowest cost option, regardless of location. Figure 5: City Facility Needs aty staffis researd7ing ways to address Me L'ity's facilities space needs, induding possibilities for replacing City Hall. The Gty has run out of room in its existing building, Please indicate the extent to which you support or oppose the following options ■ Strongly support Somewhat support Ashland should keep City Hall I p li downtown only if it costs the same 74% or is less expensive than other options Ashland should address its space needs via the kwvest cost option, 72% regardless of location City Hall should reamin downtown, even if it is a more expensive 47% option 10 Community Livability Report The National Citizen SurveyT'" The third question asked residents where they obtained information about the City's activities, events and services. A little over half of respondents reported using the City website and local media outlets as major sources of information. Around 40% of participants reported word-of-mouth and the City newsletter in the utility bill as major sources. Residents were the least likely to obtain formation from the local government cable channels, talking with city officials, social media or other unlisted sources. Figure 6: Information Sources Please indicate how much ofa source, if at all, you consider each of the following to be for obtaining information about lobe City government and its activities, events and services: ■ Major source ■ Minor source Not a source City website (www.ashland.or.us) 15% Local media outlets (newspapers, radio, local television stations) Word-of-mouth 12% City newsletter in the utility bill 16% Parks and Recreation Guide 1696 city council meetings and other s public 33% Open City Hall 40% Talking with City officials 47% City communications via social media 58% (i.e. Facebook, Twitter or YouTube) The kxal government cable Channels 49% 9,180,181 Other 64% 11 Community Livability Report The National Citizen SurveyTM The final question asked residents to describe which programs or services should be offered or expanded by Ashland's Parks and Recreation department. Most comments revolved around sports and fitness or nature and cultural programs. Figure 7: Comments about Parks and Recreation Programs or Services YYhich programs and services should be offered or expanded by Ashland Parks and Reo aabbn? Sports and Fdness 19% Nature and Culture 19% Youth programs 11% Recreation Uasses and Centers, Recreation 10% Departrnent Creative Arts & Education 9% Dog parks & Dog Related Issues 6% Senior center/senior (lasses 3% Other 12% Nothing/no expansion/NA 11% 12 Community Livability Report The National Citizen SurveyTM Conclusions Residents continue to enjoy a high quality of life in Ashland. Almost all residents gave positive ratings for the overall quality of life and Ashland as a place to live. About 9 in 10 residents rated Ashland's overall image and appearance positively with a majority reporting that they plan on remaining in Ashland. These ratings are similar to the ratings from the City's 2012 iteration of the survey which suggests that residents continue to enjoy living in Ashland. Compared to other communities, more residents thought Ashland is an excellent or good place to raise children and an excellent or good place to retire. Additionally, most respondents (a higher number then elsewhere across the nation) reported satisfaction with the overall quality of City services. Economy is important to residents. Residents indicated that Economy would be an important focus area over the next two years. Economy ratings varied; for example, almost all residents gave positive ratings for Ashland's downtown/commercial areas and Ashland as a place to visit, with both of these aspects being rated higher than the benchmark. However, cost of living and employment opportunities received positive ratings from fewer than 25% of respondents and were rated lower than what's reported in other communities. When asked about a variety of economic development efforts, a majority of participants supported all of the proposed efforts, with the highest number of participants supporting efforts to make it easier for businesses to grow and develop and efforts through workforce development. Recreation and Wellness is a valued community asset. Overall, the facet of Recreation and Wellness received positive ratings that tended to be higher than ratings seen in other communities. At least 9 in 1o participants gave positive ratings to the recreation and fitness opportunities provided in Ashland, both of which were rated higher than the national benchmark. Participants are pleased with the quality of recreation centers, recreation programs and City parks and almost all residents have visited a City park and a majority reported using Ashland recreation centers within the last year. High numbers of respondents also gave'favorable ratings to health and wellness opportunities in Ashland. Ashland's residents appreciate Education and Enrichment. Education and Enrichment ratings tended to be higher than the benchmark and almost every aspect of Education and Enrichment received positive ratings from a majority of participants. Almost all residents rated the educational opportunities available in Ashland as excellent or good, a rating that is higher than the benchmark. Compared to other communities, Ashland's ratings for adult education opportunities and K-12 education are higher.. When compared to other communities, a higher number of respondents in Ashland reported attending a City-sponsored event. Residents' ratings for cultural/arts/music event opportunities were higher than in 2012, as were ratings for availability of affordable quality child care/preschool. 13 Community Livability Report THE N C S The National citizen Survey Ashland, OR Dashboard Summary of Findings 2014 NRC ICMA Natit)riai Resea[c(] Center lnr Leaders at the Core of Better Communities 2955 Valmont Road Suite 300 777 North Capitol Street NE Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com • 303-444-7863 icma.org • 800-745-8780 Summary The National Citizen SurveyTM (The NCSTM) is a collaborative effort between National Research Center, Inc. (NRC) and the International City/County Management Association (ICMA). The survey and its administration are standardized to assure high quality research methods and directly comparable results across The NCS communities. The NCS captures residents' opinions within the three pillars of a community (Community Characteristics, Governance and Participation) across eight central facets of community (Safety, Mobility, Natural Environment, Built Environment, Economy, Recreation and Wellness, Education and Enrichment and Community Engagement). This report summarizes Ashland's performance in the eight facets of community livability with the "General" rating as a summary of results from the overarching questions not shown within any of the eight facets. The "Overall" represents the community pillar in its entirety (the eight facets and general). By summarizing resident ratings across the eight facets and three pillars of a livable community, a picture of Ashland's community livability emerges. Below, the color of each community facet summarizes how residents rated each of the pillars that support it - Community Characteristics, Governance and Participation. When most ratings were higher than the benchmark, the color is the darkest shade; when most ratings were lower than the benchmark, the color is the lightest shade. A mix of ratings (higher and lower than the benchmark) results in a color between the extremes. Not only did residents identify Natural Environment, Education and Enrichment and Community Engagement as community facets that were strongest compared to other places, but for each of those, Community Characteristics were also seen to be especially good. Within the Natural Environment facet, Community Characteristics and Participation aspects also saw exceptionally high ratings. Mobility saw exceptional ratings within the pillar of Participation. In the pillar of Governance, Recreation and Wellness was the only facet that earned ratings higher than the benchmark. Broadly, ratings about the community's characteristics across most of the facets were stronger than were ratings of governance or citizen engagement. This information can be helpful in identifying the areas that merit more attention. H ure 1: Dashboard Summa Communi cteristics Governance Part, ci ation _ Hi her SiCharamilar Lower Hi her Similar Lower Hi her Similar Lower Overall 0 General ; - Safe _ _ s s t t Mobili __m _ ~ Natural Environment_ m Built Environment Economy Recreation and Wellness - ► Education and Enrichment t Community Engagement Le end H _ her Similar Lower 1 Dashboard Summary C 1>>-+ { I v' 0 0 0 0 o o o 0 0 08R o o ti 'N O 7 O O O: M M a, f N Lo iD M cu O a 00 In 00 00 i M ID 00 N On 01 N LO Ln 2 2 S I I I S I S I 2 °J I M 2 2 2~ I • I~ « 2 - v Ei m c ! c o > a T V w C ] O , O C N Lca c n m V o a m ~ or' a) 1 0 co E o p y N 0I' m c a?i L' u I r-i ° m Q c7= o v a c 3 O c c o L E M ui ° an ° y c v y ~I m!a u u b v_ pY > o' ! E'u c N m m E Q yI F E c ro .n a mi N E v of ° 0 F- am E n p o f aai HIO;Y a a ois x I v u Oizl u o N O' m cu z LY u Z a O O Y a a U AIM O. 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Yi $ 0/ m e a~ L -o -o m o o u o m Q Ek i p I .p O 'p C y y O p a) 0 _O V O m m T m °iI! { o c y > vi E M .c U i v c m m > p O m L u a'Oi o v 3 CL Oi I f0 m I to 'O C Cl C1 O Q ~n C V Q>~ u° 'ao cn o 'moo t a m c 'O c ° i Q) i fo o > F- c .uu a ° a) o w a= c Q a> a Q I Q E U O 0000 00 0 00 0 0 0 00 V 'V1 U) { CO ID 'D a, O n a, m r-4 m OD N 10 a p D1 OJ 01; Il CO CO I~ In V) lD lf1 111 iD In I, ~ a) - I - a3 L al l m S E i i - S I S 2 2 2 2 S 2 2 2 0 z v ~ f ~ i III ! 2 S• i 2 I I l ~ ` I I 3 U O x 42 12 E O a y ° o o N y;0 N ° aci E ayui v' 'v aci l aci in c c a_ i E -0 In N > o o co y u c m y E o) > Q! c 'E ' U~ io a n j u u o c a p C o' m b (v p ; ail a v U c ! w Q v 4) > H 1 0 v I y C > o o a) Y o O \~O o 0 0'r, O O- In O Cl) O O ' o ~O 1.C I' 0 0 O 0 12 Ia .-I iD it O4^ O M D N n M O O V 7 M i 0 I CP ^ M co In p lD ~ O n N W ~I~ O~ (01 ~DI~ V OJ h a, Ol In a, iCO'',.. CO co a, I~ co d III I i T- t--- ; I I 1 ' I E E I I i ~2~• 2~2 . 2 ~-ii ! !I I ~ ~ 2 i~,` 2 2 2 2 j. I - ill ~ ~ - - - N- ! c ' a7 y VI Y_ i V J~-J J-+ J~J O C L aJ CI E V y C N Vl~ ~ p v C1 i C y _ f- a) 'E pl E O O C V L~ > CU a1 O C1 j IA L I Yi C f0 C y - Vf 0I .N' c° o a{ V (V _ v o u vu a °ml O c o o ° U ° nj a) >'I> w E n i p; 4- c a3' 3 -o o V -o m is ° i. j U'. u E m U OV ° Ca OJ~ ° t p C M~Il L c0 O w 2.a- wI o V ~ y CT a)' V : C U tN/1 N: V T C ul a) c a' S E 2 a1 v`ai 2 _ ° = a) E c v, > 'Q a U ° a c a) C o c ° w a~ . Z L a N y is v m: c Y v: lal v ° E c rn E i a~ • a~ s o p c E c m L V U° 10 o n u L O cn I E j w a I C. 00 VO) 72 Q) U wi > ` U ( O 1 I ~ I J! _ c - - m Awouoo3 ssaupaM pue uopea~aaa pueauope!onP3 luawa6e6u3 AaiunwwoD J THE ~NCS The National Citizen Survey Ashland, OR Trends over Time 2014 NRC ICMA Ncti(7r13i ~ese«n ce~~~r Inc Leaders at the Core of Better Communities 2955 Valmont Road Suite 300 777 North Capitol Street NE Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com • 303-444-7863 icma.org • 800-745-8780 Summary The National Citizen SurveyTM (The NCSTM) is a collaborative effort between National Research Center, Inc. (NRC) and the International City/County Management Association (ICMA). The survey and its administration are standardized to assure high quality research methods and directly comparable results across The NCS communities. The NCS captures residents' opinions within the three pillars of a community (Community Characteristics, Governance and Participation) across eight central facets of community (Safety, Mobility, Natural Environment, Built Environment, Economy, Recreation and Wellness, Education and Enrichment and Community Engagement). This report discusses trends over time, comparing the 2014 ratings for the City of Ashland to its previous survey results in 2011 and 2012. Additional reports and technical appendices are available under separate cover. Trend data for Ashland represent important comparison data and should be examined for improvements or declines. Deviations from stable trends over time, especially, represent opportunities for understanding how local policies, programs or public information may have affected residents' opinions. Meaningful differences between survey years have been noted within the following tables as being "higher" or "lower" if the differences are greater than seven percentage points between the 2012 and 2014 surveys, otherwise the comparison between 2012 and 2014 are noted as being "similar." Additionally, benchmark comparisons for all survey years are presented for reference. Changes in the benchmark comparison over time can be impacted by various trends, including varying survey cycles for the individual communities that comprise the benchmarks, regional and national economic or other events, as well as emerging survey methodologies. Overall, ratings in Ashland for 2014 generally remained stable. Of the 92 items for which comparisons were available, 79 items were rated similarly in 2012 and 2014, five items showed a decrease in ratings and eight showed an increase in ratings. Notable trends over time included the following: Within the facet of Education and Enrichment, ratings remained stable across all three pillars. The only notable differences were for cultural/art/music activities and child care/preschool, whose ratings increased compared to 2012. In the facet of Community Engagement, fewer participants reported attending or watching a local public meeting in 2014. Also within this facet, ratings increased for the overall direction Ashland is taking. Among ratings available for comparison in Economy, shopping opportunities and economic development increased from 2012, while ratings for the remaining aspects remained stable. Under the pillar of Governance, most City service ratings remained stable. 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Z' z z 00 r, z,z v ° (U O) C O a) 7 ff} p i c v ° cu o u a01i L fo a -0 O -0 t C > O N T 'p O C p` N d C .27 a+ C p t0 a) a) V L N 'p i0 O 0 N > N a7 Q fC0 a0,, > U 7 0 (=i1 ap+ N N p y C O a) u B O C a) 4L3 3 o c° p a' m m n E Q U U fO 0) °n p a' c 0 a) a ° a°i o 0 0 -0 -0 0 fu U)-0 a~i aZi ° cu 0 °p L m fa w E 'ru 1 ° °'d c o o c =3 o v o i to Y (n E T r- fhe 'a -0 T L O C T o f6 C t6 U U > f>6 E c a, v a`~ -p - ° m fn L o L 4 -o Q > u w c ~ ° fo Q f m o ro a) m ai co ° (U n °o' aa) a) Oz 6 u E _0 o _n a) aJ a 'fo o o fs Y-o p_ °c °i CIL p E c Y Q c w } E c v E c '0 o c fa c c 2 c c 4' cu w E ( ° E aEi LU o' a°ic mL Ern o c' v c " E f o E z m w CY w w' U w L fu a) (1) Y O p' 3M1 fa N LO -J S I V C N O r-i V .c .c' Q' V L m O 01 0) Z C O t S' t in i - i L ~ fp N U ,ti t N L 0 N uCD N N,Q La O N 3 3 z I i7 O J J VI C) N i N 0 (n O O M n M O N N M n T 41 L 0 Q (n > Of fl, N m C E O N o 0 0 U O m O Ln N Z co ^ L _ 0 N M 00 fo u > 0 c - fo Z O it L N i m F- H l ~ o 0 0 ~ o o o C O to Z z O m I N N ~ tb u a i i fs ~ C C' fn Q (1) V) (L) aj E E c CO u u 'Uu Id fl _0 o °U a~ a a w fo m u o 0 o' m C fo fa 3 .o 0 Lo D L ' fu > N ,u U fa Q ~ fY i I i THE ~NCS The Nationai citizen Survey Ashland, OR Comparisons by Demographic Subgroups 2014 NRC ICMA ~~atiar7ai Research c a ter Leaders at the Core of Better Communities 2955 Valmont Road Suite 300 777 North Capitol Street NE Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com • 303-444-7863 icma.org • 800-745-8780 Summary The National Citizen SurveyTM (The NCSTM) is a collaborative effort between National Research Center, Inc. (NRC) and the International City/County Management Association (ICMA). The survey and its administration are standardized to assure high quality research methods and directly comparable results across The NCS communities. This report discusses differences in opinion of survey respondents by employment, number of years living in Ashland, presence of children 17 or under in household, annual household income, age and sex. Responses in the following tables show only the proportion of respondents giving a certain answer; for example, the percent of respondents who rated the quality of life as "excellent" or "good," or the percent of respondents who attended a public meeting more than once a month. The Analysis Of Variance (ANOVA) and chi-square tests of significance were applied to these comparisons of survey questions. A "p-value" of 0.05 or less indicates that there is less than a 5% probability that differences observed between subgroups are due to chance; or in other words, a greater than 95% probability that the differences observed are "real." Where differences were statistically significant, they have been shaded grey. The margin of error for this report is generally no greater than plus or minus five percentage points around any given percent reported for the entire sample (397 completed surveys). For subgroups of responses, the margin of error increases because the sample size for the subgroup is smaller. For subgroups of approximately loo respondents, the margin of error is plus or minus io percentage points. Notable differences between demographic subgroups included the following: Residents aged 18-34 years old, those who have lived in Ashland for less than five years, lower income residents (those making less than $1oo,ooo) and male residents rated the overall quality of life lower than their counterparts. Differences between groups were also noted for Ashland as a place to live, Ashland as a place to raise children and Ashland as a place to retire. Within Community Characteristics, aspects of Economy relating to the cost of living in Ashland were given lower ratings by residents who were currently employed and those with children 17 and under living in their household. Additionally, residents whose annual household income was lower than $1oo,ooo rated employment opportunities lower than residents making more than $1oo,ooo annually. Participation in Community Engagement activities tended to be highest for long term residents, those with higher incomes and those with children in the household. Residents aged 18-34 years old reported being less likely to attend a local public meeting, contact an Ashland elected official to express their opinions and campaign or advocate for an issue, cause or candidate than those ages 35 and older. However, younger residents were more likely to participate in a club than older residents. Community Characteristics related to Recreation and Wellness tended to be given lower ratings by residents aged 18-34 years old and those whose annual income was less than $49999 compared to older residents and those whose annual income was more than $50,000. Male residents and those with children 17 or under in the household rated the availability of affordable quality mental health care higher than their counterparts. Within Governance, higher income, long-term and older residents tended to give higher ratings to Recreation and Wellness services (i.e. recreation centers, health services, etc.). Differences were also noted between residents on aspects of Education and Enrichment. Under Community Characteristics, Education and Enrichment ratings tended to be highest among residents older than 35, those with higher incomes (greater than $50,000) and long-term residents. Participation in Education and Enrichment activities varied across groups. 1 Demographic Subgroup Comparison Report ( 0 0 0 0 0 0 0 o O o m 0) o o o o o 0 d N 0) M co~ co N I o 0 0 0 0 l o o lU 0 co m a) O co M > 01 01 01 CO 01 00 01 > N .-t m 0) .-t Co ! N > m m m m m 0% O O, 0) m co 01 co 10) O j 0 O 0 0 0 0 o o o C i m O C, (M lU 'D~o a~ 000)r00 0 ° 01 ~ °~S o 00 00 00 W CO m o ° I a) L j m o 0 0 0 0 0 0 CO co O} 00 M 0) 00 M lA M N i_ -00 } i N O L! 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Verbatim Responses to Open Ended Question 2 The National Citizen SurveyTM © 2001-2014 National Research Center, Inc. The NCSTM is presented by NRC in collaboration with ICMA. Summary The National Citizen SurveyTM (The NCSTM) is a collaborative effort between National Research Center, Inc. (NRC) and the International City/County Management Association (ICMA). The survey and its administration are standardized to assure high quality research methods and directly comparable results across The NCS communities. This report includes the verbatim responses to an open ended question included on The NCS 2014 survey for Ashland. Additional reports and the technical appendices are available under separate cover. Respondents were asked to record their opinions about programs and services offered by Ashland Parks & Recreation in the following question: Which programs and services should be offered or expanded by Ashland Parks & Recreation? The verbatim responses were categorized by topic area and those topics are reported in the following chart with the percent of responses given in each category. Because some comments from residents covered more than a single topic, each topic mentioned by a resident was categorized and counted in the following chart. Verbatim comments that contain more than one topic appear only once (in the category of the first topic listed). Results from the open-ended question are best understood by reviewing the frequencies that summarize responses as well as the actual verbatim responses themselves. A total of 397 surveys were completed by Ashland residents; of these 166 respondents wrote in responses for the open-ended question. Of the participants that responded, most of them reported that Ashland's Parks & Recreation department should expand and/or offer more sports and fitness and nature and culture programs/services. Fewer residents indicated dog parks and senior programs as services to be created or expanded upon. Figure 1: Question 17 Which programs and services should be offered or expanded by Ashland Parks & Recreation? Sports and Fitness 19% Nature and Culture 19% Youth programs 11% Recreation Classes and Centers, Recreation Deparhnent 10% Creative Arts & Education 9% Dog parks & Dog Related Issues 6% Senior center/senior classes 3% Other 12% Nothing/no expansion/NA 11% 1 Open End Report Verbatim Responses to Open Ended Question The following pages contain the respondents' verbatim responses as written on the survey/entered in the web survey and have not been edited for spelling or grammar. Responses have been organized by coded topic areas. Which programs and services should be offered or expanded by Ashland Parks & Recreation? Sports and Fitness Yoga, pilates, gardening, outside fitness. Year round swim. Have we tried city league sports? Absolutely pay more attention to Oak knoll golf course. The person who replaced Dr Robertson is doing a terrible job by withdrawing resources. People come from all over the country to visit Ashland. The staff at Oak knoll is great but the course needs better quality maintenance so the visitors have 1 more quality experience to remember and talk about. Swimming pool near downtown. Partner with Mt. Ashland ski area to offer expanded ski lessons & interpretive programs. Keep Ice skating rink! Free Tai Chi classes for everyone. Lots of walking groups as exercise & sight seeing. Some of this might already be happening. Free bicycle repair workshops. More swimming opportunities in Ashland. - Motor- free environment escape with water all. - Bike trails not only downtown, also year uphill streets, bike tours. - Cross country. - tours. Paint ball tournament in Lithia park!!! Wooohooo Bring back Lincoln school field for summer recreation!! It is used year round but in summer it is neglected. It is an essential recreational area for our neighborhood, all ages use it. (Runners, Frisbee, soccer, rugby, lounging etc.). Too late now but there was a time Ashland had several thriving Mens & Womens softball leagues. It died due to poor facilities (Not lack of interest-that came later). More fitness opportunities, more language & adult education programs. More hands on experiences, opportunity to be involved - volunteering. City sports for all at low cost for adults. Rec sports leagues & teams. Golf lessons; beer making class; hand made paper making class, dog poop management to parks; early &/or late fitness classes. Outdoor swimming class for kids in summer. SOU should take better care of their tennis courts maybe Ash parks & rec could help them out. Hunter park courts are well kept up. Access to the ice rink before/after ice for roller hockey, bike, polo etc...and/or a court (multi-use?) sanctioned for such use. Love to see young women and young men using the golf course in growing numbers. Maybe some youth golf classes via parks & rec. more affordable than private lessons. Allow for swimming class registration @ Daniel Meyer Pool. current registration system hand for working parents much better to be able to register & pay for classes @ the pool. If police/city hall expands into the grove, the city should first provide suitable alternative for health, recreation & fitness courses. Horseshoes. Bocce Ball. Nature and Culture Naturalist - Led Walks and bikes. Parklets, community, gardens, weeding, tree care & replacement fountain upkeep & functioning. Historic walks & meetings. 2 Open End Report Guided tours & walks/Hikes to various Ashland & Vic places. North mountain park nature center. Sustainable living & gardening natural classes story art & dance classes. I think the more trails would be nice. Citizen participation in park work (e.g. Ivy and Broom removal) and trails work (weather in city in watershed). Keep dogs out of Lithia park. Walking & bike trails. Towns (Historic). - Park development - specifically the duck ponds, which are shamefully ugly. Continued adult enrichment programs, Nature educ. programs, workshops on conserving water or using rain runoff for watering plants, minimizing storm water runoff using sustainable methods (i.e. porous pavers, native plants for landscaping etc.). People should be able to go down to the creek where ever they want to, not just the "designated areas". More walking paths really only 1-along RRT Ditch not easily accessible & not continuous. You need benches @ hunter park. You have i bench! You need to maintain the current plan for pets in park. Too restrictive before. You need more lighting. Extend Greenway trail to no mountain park along Bear Cr. 2. The parks dept. should be autonomous not just another city dept. 3. Repair / restore Perozzi fountain. 4. Expand use of Oak Knoll. 5. Create long term (10-20 years) management / development plans for Lithia and Hunter parks. Any programs which help people explore and appreciate the natural world. All that exist - good use of park land I also feel Ashland should move very carefully in any new building or "expansion" to refrain from destroying the very things people want when they move here or visit. Green & Charm = Have enjoyed some of the P & R classes. Current guide for Autumn is excellent lots of nature & hands-on classes and activities please keep it up! Thanks. North MN park nature programs. Historical walking towns. Tree guide of tree of the year. Local history not forget the past. Continue maintaining along Bear Creek & a possible second Skatepark, since many areas do not welcome. Skateboards, bikes, rollerblades etc. Social Activities, community dinner's, dance's, festivals for younger to middle ages Ashland flea market? Fun! Learning about trials, history or Ashland wilderness survival class. More bike paths thru town to connect north end of town & south - not next to road. Many communities have accomplished thus trolleys in town people can hop on & off on. Result bus shuttle to ski hill. Maintain & improve parks & open spaces. Monitor dog presence in parks, enforce dog use rules, revoke allowing dogs if rules are not being followed/enforced, keep Lithia Park & N. Mountain Park dog free. Continued & prioritized trail maintenance is appreciated and essential to this household. Youth Programs YMCA encouraged/supported, Lithia park & neighborhood parks supported/expanded. Do not allow funds designated for parks and recreation to be syphoned off to maintain/expand city government. More low cost children's programs. Free community garden. More activities for 18-21 yrs range to capture SOU students. My daughter is a recent grad and considered leaving SOU for lack of social opportunities and night life for those under 21. Tennis, programs for teens, programs for parents with very young children & babies. Cooperate w/ YMCA avoid duplication possible for some services with the Y - costly duplications are extremely wasteful when competing for the same participants. Outdoor programs for school-aged children. Evening / weekend /summer programs in local schools. Tennis programs for Ashland youth. Ashland internet is pretty slow & at times unreliable. Very polite staff. More educational programs for youth and seniors. Youth/ Toddler swim lessons & babysitting classes for teens to have lessons in child CPR/ First-Aid & proper handling of infants (some kind of certification upon completion of program). 3 Open End Report I would really like to see a Teen Rec. Center in Ashland perhaps it serves both middle school age kids & high school age - offering lots of "Active" activities as well as "hang out" space with their peers. I believe this is really important & really lacking here thanks for asking. Summer programs for school- aged kids. Safer bike- route options through the heart of downtown so that kids on bikes & in bike trailers can pass safely. Recreation Classes and Centers, Recreation Department Free classes. Classes that don't require pre registration. Stay its own commission. Additional dog park. They do a good job. There are many offered already. More participation is desirable. The recreation guide is an excellent source of information. A person seeking out that material is, provided with alternatives they can use. All of them! We need a low cost public recreation facility for community use. Give back 50% of the budget to the parks & recreation department. Host large soccer & baseball tournaments, coordinate large group accommodations & banquet services with the revitalized Ashland hills. Expand as many of the existing programs, so that more times are available to people. More classes! I wish we had a bowling alley, I don't like going to Medford at all. We have the most wonderful teenagers. They need more options to do! City needs to offer indoor services in winter season. Restore the "power of the pause" to the parks commission. Free or low cost services. More classes that appeal to residents in their 20s . instead of for children & seniors. Something for 12-20 year olds - A "better" grove. This age needs more than the skate park. Creative Arts & Education Dance programs. Ice skating. Public outdoor swimming pool. All services for seniors 6o yrs and older. More music in parks, shows celebrations diversify activities not just targeted @ post 50 yr. Theater goers... how about 20-40, 40-6o age groups & teens. Too many noise ordinances in public places that caters to elderly residents. I like the dance classes at the Grange. The senior center is excellent. Lithia park is a gem! Singing. Community garden. Additional classes on tree & plant care vs drought. the damm deer. Better band shell in our Lithia park. Library hours & acquisitions, social dancing, indoor swimming pool. Music dance performance art continue to offer, but expanded. More bands. Foreign language. Exercise / yoga. Learning options : e.g. recent Antarctica presentation at library was great. Community gardens expanded. More dog-friendly parks. Art classes, skating park maintenance & improvements help to handicapped and seniors to enjoy parks (transportation to from and mobility within) (I had problems with latter two this summer & fall & had to miss 2 entire seasons of beauty of Lithia park). Nutritional and healthy eating classes; More outdoors/hiking/nature exploring activities; More focus on how to bring community together through recreation - focusing on the middle aged group also. Educational, need to develop park lake, Lathas on the sound end of town; Sunday bus services; longer Saturday bus service Educational development offered (as in night classes) to the public at lower costs. Community gardens. - Re-skating, skate park, separate dog parks. - No dog parks, music events. Introductory classes to recycle especially for newcomers to the area.- Introductory classes on how to save energy & tips on how to. 4 Open End Report Extend band concerts in park from June, July, August more services to senior citizens during day light in park. Park Band. Dog parks & Dog Related Issues Ban all dogs, even service dogs, from Lithia park. Expand lecture series at N. mountain park. Dog park - new one. Dogs on leash in Lithia park (the homeless kids regularly play with their dogs in the park, but I am not able to do so (I am a liberal)); more tennis courts. Another (2nd) dog park on the south side of the town would be fantastic! Open all parks to dogs with waste stations appropriately located. More Dog Parks! South side Dog Park. More dog friendly parks. More walking paths. Open all parks to dogs & provide poop bags on a stand so people don't have an excuse (dogs on leash of course). Allowing canines into Lithia park. Keeping the "bums" & other unwelcomed persons out of the town entirely (the people who clutter up the sidewalks, are smelly and begging, that leave a mess, to include fecal matter & who only take from the community & do not give or support). Less minorities & keep out illegals from businesses schools jobs. No Spanish sinage. Second dog park. Continue to prohibit dogs in Lithia Park. Senior center/senior classes As in China - Tai Chi for seniors in the (A) park public chess tournament. Possibly outdoor activities for seniors: Fast walks in these Lithia Park, Tai chi in the park, have a school class plant a tree in the park & visit weekly. Services for "older" less able adults activities at a variety of hours & days. Discussion groups led by'Experts' in pertinent topics. Handicap accessibility in parks, restaurants, noise / quiet places in town , smaller projects avail to small groups. Expand Rec. opportunities for seniors & special populations/ disabilities. A General comment about the city retirement i.e. retired people, contribute significantly to economic base of Ashland yet old people and young people (SOU students) are often not included in transportation, economic development, quality of life calculations and planning, only tourism. Build a new senior center & pool!! Seniors need more input into helping us being home bound w/o relatives around to help us in general. Workshops pertaining to the older genre, variety is the "Spice of life" hands on help us the internet helps as well. Other free meals, senior services, north mountain, park classes. Maintain school facilities landscaping : fields. Get the homeless & dogs & goats on a rope out so we can be ok about walking downtown & parks without being harassed. I do not feel safe on local sts. Due to very poor lighting! Other people also complain about it, I'm happy about extra lights for student, safety- The rest of us need to feel safe at night too. What I feel the city needs to address : the homeless/ street people who hang out downtown with their dogs, goats, etc. I have a 15 yr old granddaughter and I feel it is not safe for her to be walking around downtown. We need to enforce the no camping on water street and other areas and deal with these groups of homeless people. I am a dog lover. This might just solve our homeless problem. Motorists learn how to share the road with bicyclists. I am worried about the homeless and their pets- I am concerned about fire in the watershed were the camps are. I am also concerned about speeding of cars in neighborhoods where 25mph is law. Expand bus stop & hours into evening & weekends so people can use it for work out of town. 5 Open End Report Better lighting. 2. Do not allow vagrants to congregate there or sleep there & one doesn't feel safe. 3. Keep dogs on leashes. My views on the direction Ashland is taking question #14 should have had an option for a local sustainable lifestyle option to encourage more energy efficient businesses like the standing stone model. I also would like to see less high end businesses downtown. While I have worked in and support tourism I would like to be able to shop for socks & underwear downtown. We need more active support here for the homeless! They are not parasites. They are humans having trouble in a troubled country with so much wealth & building in this town it is purely shameful how we ignore their needs. We could set an example like bread & roses in Olympia WA. How about a survey located in Ashland? How much does this cost? How/Who paid? Who called for the survey? Still very unhappy about removing a traffic lane main street in North Ashland so a few bicyclists can have a bike path that is seldom used while traffic is very congested. A horrible, short sighted decision. The city must do something about the aggressive deer! It is becoming a major safety issue! We are afraid in our own yard! Deal with problem of transients on plaza. Public side walks, public spaces, restrict begging, Brusking and panhandling on public spaces. Strict rules regarding trash in residential areas (Attracts vermin) review service to disabled persons [er/and seniors]i.e. ice in public parking, water therapy pool not for swimming. Please do something about the deer. Too many to feel safe. They are so destructive and carry disease and cause auto accidents. We would like to downsize to home with main level master suite. Very hard to find in new construction. Realtors tell us its the number 1 request for retired moving to Ashland Narrow lots with 2 story condos don't work for seniors: Please planning commission, look seriously into this. Normal options are buy older home and remodel. We are done with that. Get out of downtown. This survey is mostly fluff - another waste of our money. Where is the opportunity to point out what the city government and employees are doing wrong. City government and employees are failing at their primary responsibility which is to efficiently run the city. City staff is overpaid and under worked. If possible, I'd like to see the parks dept (or is it the cities general landscape maintenance crew Keep the unsightly weeds from the center meridians along main and Ashland streets & esp. at that intersection I do understand the challenge without herbicides. Nothing/no expansion/NA What you have now is enough it is good. N/A. No comments. Do less ; let Scienceworks, Y, SOU, schools, OLLI, etc. provide these programs. Cut admin fees/pers expenses in city budget. There is plenty to do in Ashland already. I think Ashland parks and recreation offer an excellent selection of programs and services. I wouldn't change a thing. Maintain what you have! Maintenance of existing environmental programs, classes. None. Pretty pleased with what is already offered. Don't know. No comment. Unknown. No. They do a good job! 6 Open End Report Its fine now. Ashland is perfect! Great as is. They are doing ok. They do an excellent job already. Don't know. Not sure - To new. 7 Open End Report THE NCS YTM The National citizen Surve Ashland, OR Technical Appendices 2014 N RC ICMA Natiisnal Research Cutter Inc. Leaders at the Core of Better Communities 2955 Valmont Road Suite 300 777 North Capitol Street NE Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com 9 303-444-7863 icma.org 9 800-745-8780 The National Citizen SurveyT"' Contents Appendix A: Complete Survey Responses ..........................................1 Appendix B: Benchmark Comparisons .............................................19 Appendix C: Detailed Survey Methods 32 Appendix D: Survey Materials 37 The National Citizen SurveyTM © 2001-2014 National Research Center, Inc. The NCSTM is presented by NRC in collaboration with ICMA. ! u') V' .--i O -1 N Ln ~ I\ Ln -q- O M I~ 01 01 01 m 00 00 Lo 00 00 m O 00 00 ~ 01 m M m r, 01 m M M M M M M M M +0 M F M M M M M M m m f') M II. II II II II II II II II II II ! II II O Z Z Z Z Z Z. 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C V Z H L i o ° 0 V O C` O co C: OI 3 O o E a' u u . o o E L a) 0 T U C C O E C ~I L ° Q O 1 O to', cu Ln a) c 0) O V7 i ru 0 fp o C p O 1 C of CD O~ Oi O N N j n u ~ L) o ~ ~v =3N ° m ° d m m m a'm m o o ui'o iD ' E u -C E %D u 43J N m v in b r, v n o c o- 3 0 0 0 0 0 0 m a~ O IT -O 00 Ln Ln Lo N m V m io g Li H f r U c$ F°- The National Citizen Survey"' Appendix B: Benchmark Comparisons Comparison Data NRC's database of comparative resident opinion is comprised of resident perspectives gathered in surveys from over 500 communities whose residents evaluated the same kinds of topics on The National Citizen SurveyT1. The comparison evaluations are from the most recent survey completed in each community; most communities conduct surveys every year or in alternating years. NRC adds the latest results quickly upon survey completion, keeping the benchmark data fresh and relevant. The communities in the database represent a wide geographic and population range. The City of Ashland chose to have comparisons made to the entire database and a subset of similar jurisdictions from the database (university communities with populations from 10,000 to 40,000). Benchmark Database Interpreting the Results Region ~ t Percent Ratings are compared when there are at least five communities in which a New England 3% similar question was asked. Where comparisons are available, four columns Middle Atlantic 5% are provided in the table. The first column is Ashland's "percent positive." East North Central 15% The percent positive is the combination of the top two most positive response West North Central 13% options (i.e., "excellent" and "good," "very safe" and "somewhat safe," South Atlantic 22% "essential" and "very important," etc.), or, in the case of resident East South Central 3% behaviors/participation, the percent positive represents the proportion of west South Central 7% respondents indicating "yes" or participating in an activity at least once a Mountain 16% month. The second column is the rank assigned to Ashland's rating among Pacific 16% communities where a similar question was asked. The third column is the Population Percent- number of communities that asked a similar question. The final column Less than 10,000 10% shows the comparison of Ashland's rating to the benchmark. 10,000 to 24,999 22% 25,000 to 49,999 23% In that final column, Ashland's results are noted as being "higher" than the 50,000 to 99,999 22% benchmark, "lower" than the benchmark or "similar" to the benchmark, 100,000 or more 23% meaning that the average rating given by Ashland residents is statistically similar to or different (greater or lesser) than the benchmark. More extreme differences are noted as "much higher" or "much lower." 19 Technical Appendices The National Citizen SurveyTM National Benchmark Comparisons Table 67: Community Characteristics General - Percent positive Rank Number of communities in comparison Com p arison to benchmark j - The overall qualityof life in Ashland 92% 45 389 Higher Overall image or reputation of Ashland 91% 31 294 Higher Ashland as a place to live 93% 52 335 Higher Your neighborhood as a place to live 89% 43 257 Similar Ashland as a place to raise children 91%0 60 326 Higher Ashland as a place to retire 88% 7 308 Much higher Overall appearance of Ashland 92% 22 306 Higher Table 68: Community Characteristics by Facet _ Number of Percent communities in Comparison to positive Rank comparison benchmark Overall feeling of safety in Ashland 90%~ 56 172 Similar In your neighborhood during the day 98% 10 299 Similar In Ashland's downtown/commercial area during the Safety day 93% 86 253 Similar Overall ease of getting to the places you usually have to visit 82% 27 83 Similar Availability of paths and walking trails 92% 7 253 Much higher Ease of walking in Ashland 92% 6 244 Much higher Ease of travel by bicycle in Ashland 71% 38 253 Higher Ease of travel by public transportation in Ashland 42% 49 90 Similar Ease of travel by car in Ashland 64%0 129 249 Similar Ease of public parking 26% 60 65 Lower Mobility Traffic flow on major streets 60% 90 289 Similar Quality of overall natural environment in Ashland 96% 3 232 Much higher Natural Cleanliness of Ashland 90% 43 222 Higher Environment Air quality 83%0 51 211 Similar Overall "built environment" of Ashland (including overall design, buildings, parks and transportation systems) 78% 14 79 Higher Overall quality of new development in Ashland 59% 109 239 Similar Availability of affordable quality housing 15% 241 253 Much lower Built Variety of housing options 38% 201 226 Lower Environment Public places where people want to spend time 85% 9 75 Higher Overall economic health of Ashland 64% 45 83 Similar Vibrant downtown/commercial area 86% 4 74 Much higher Overall quality of business and service establishments in Ashland 77% 44 222 Similar Cost of living in Ashland 21% 71 80 Lower Shopping opportunities 58% 105 245 Similar Employment opportunities 9% 230 263 Lower Ashland as a place to visit 96% 3 93 Much higher Economy Ashland as a place to work 50% 184 303 Similar Health and wellness opportunities in Ashland 83% 11 79 Higher Availability of affordable quality mental healthcare 47% 41 71 Similar Availability of preventive health services 70% 54 184 Similar Availability of affordable quality health care 64% 72 217 Similar Availability of affordable quality food 73% 34 184 Similar Recreational opportunities 93% 4 256 Much higher Recreation and Fitness opportunities (including exercise classes and Wellness paths or trails, etc.) 90% 2 78 Higher Education and Overall opportunities for education and enrichment 89% 10 78 Higher 20 Technical Appendices The National Citizen SurveyT" Number of I Percent communities in ( Comparison to positive Rank comparison benchmark L____ Enrichment Opportunities to participate in religious or spiritual events and activities 93% 1 174 Higher Opportunities to attend cultural/arts/music activities 94% 1 247 Much higher Adult educational opportunities 84% 4 73 Higher K-12 education 90% 23 216 Higher Availability of affordable quality child care/preschool 54% 72 216 Similar Opportunities to participate in social events and activities 85% 7 209 Higher Neighborliness of Ashland 77% 6 76 Higher Openness and acceptance of the community toward people of diverse backgrounds 71% 41 242 Similar Community Opportunities to participate in community matters 87% 1 223 Higher Engagement Opportunities to volunteer 93% 1 220 Much higher Table 69: Governance General Percent Number of communities in Comparison to ositive Rank comparison benchmark Services provided by the City of Ashland 86% 63 374 Similar Overall customer service by Ashland employees (police, receptionists, planners, etc.) 84% 81 313 Similar Value of services for the taxes paid to Ashland 59%0 112 349 Similar Overall direction that Ashland is taking 59% 145 274 Similar Job Ashland government does at welcoming citizen involvement 62% 45 262 Similar Overall confidence in Ashland government 55% 36 81 Similar Generally acting in the best interest of the community 58% 29 79 Similar Being honest 62% 29 79 Similar Treating all residents fairly 56% 34 79 Similar Services provided by the Federal Government 40% 75 208 Similar Table 70: Governance by Facet I Number of on to Percent communities in CLenhmark Nositive Rank comparison Police/Sheriff services 73% 259 370 Similar Fire services 94% 88 305 Similar Ambulance or emergency medical services 94% 66 296 Similar Crime prevention 74% 114 299 Similar Fire prevention and education 86% 62 246 Similar Animal control 62% 150 280 Similar Emergency preparedness (services that prepare the community for natural disasters or other Safety emergency situations) 72% 74 238 Similar Traffic enforcement 64% 169 324 Similar Street repair 56% 155 372 Similar Street cleaning 72% 69 261 Similar Street lighting 60% 158 263 Similar Snow removal 46% 223 252 Lower Sidewalk maintenance 51% 164 264 Similar Traffic signal timing 64% 43 210 Similar Mobility Bus or transit services 55% 93 182 Similar Garbage collection 87% 115 299 Similar Natural Recycling 86% 93 308 Similar Environment Yard waste pick-up 81% 78 222 Similar 21 Technical Appendices The National Citizen SurveyT" Number of Percent communities in =benchmoakto positive Rank comparison Drinking water 85% 38 284 Higher Preservation of natural areas such as open space, farmlands and greenbelts 78% 20 217 Higher Ashland open space 75% 22 85 Similar Storm drainage 72% 107 308 Similar Sewer services 91% 25 272 Similar Power (electric and/or gas) utility 85% 17 127 Similar Utility billing 80% 13 76 Similar Land use, planning and zoning 61% 44 248 Similar Code enforcement (weeds, abandoned buildings, Built etc.) 62% 96 310 Similar Environment Cable television 59% 72 166 Similar Economy Economic development 45% 145 238 Similar City parks 98% 3 272 Higher Recreation programs or classes 90% 12 278 Higher Recreation and Recreation centers or facilities 86% 37 228 Higher Wellness Health services 71% 62 163 Similar Education and City-sponsored special events 80% 14 89 Similar Enrichment Public library services 89% 78 287 Similar Community Engagement ---------Public information services 77% 54 241 Similar Table 71: Participation General Percent Number of communities in Comparison to positive Rank comparison benchmark Sense of community 77% 28 258 Higher Recommend living in Ashland to someone who asks 90% 94 231 Similar Remain in Ashland for the next five years 84% 125 229 Similar Contacted Ashland (in-person, phone, email or web) for help or information 56% 42 271 Similar Table 72: Participation by Facet _Number of Percent communities in Comparison to positive comparison benchmark Stocked supplies in preparation for an emergency 35% 40 72 Similar Did NOT report a crime to the police 80% 36 80 Similar Household member was NOT a victim of a Safety crime 88% 125 230 Similar Used public transportation instead of driving 24% 35 64 Similar Carpooled with other adults or children instead of driving alone 63% 2 77 Higher Mobility Walked or biked instead of driving 89% 3 78 Much higher Made efforts to conserve water 95% 3 73 Higher Made efforts to make your home more energy Natural efficient 76% 50 ! 74 Similar Environment Recycle at home 97% 18 215 Higher Did NOT observe a code violation or other hazard in Ashland 51% 40 74 Similar Built Environment NOT experiencing housing costs stress 53% 194 211 Lower Purchase goods or services from a business located in Ashland 98% 31 75 Similar Economy will have positive impact on income 25% 80 214 Similar Economy - Work inside. boundaries of Ashland 57% 18 75 Higher 22 Technical Appendices The National Citizen Survey"' Number of Percent communities in Comparison to positive Rank _ comparison benchmark Used Ashland recreation centers or their services 69% 22 192 Higher Visited a neighborhood park or City park 97% 3 226 Higher Eat at least 5 portions of fruits and vegetables a day 87% 21 74 Similar Participate in moderate or vigorous physical Recreation and activity 91% 5 74 Similar Wellness In very good to excellent health 76% 18 75 Similar Used Ashland public libraries or their services 72% 74 199 Similar Participated in religious or spiritual activities in Education and Ashland 42% 124 170 Similar Enrichment Attended City-sponsored event 70% 7 75 Higher Campaigned or advocated for an issue, cause or candidate 39% 1 72 Higher Contacted Ashland elected officials (in-person, phone, email or web) to express your opinion 20% 24 75 Similar Volunteered your time to some group/activity in Ashland 61% 13 221 Higher Participated in a club 42% 13 194 Higher Talked to or visited with your immediate neighbors 93% 29 75 Similar Done a favor for a neighbor 82% 38 73 Similar Attended a local public meeting 26% 67 221 Similar Watched (online or on television) a local public meeting 33% 80 178 Similar Read or watch local news (via television, Community paper, computer, etc.) 77% 71 74 Lower Engagement Vote in local elections 93% 5 213 Higher Communities included in national comparisons The communities included in Ashland's comparisons are listed on the following pages along with their population according to the 2010 Census. Abilene city, KS 6,844 Austin city, TX ........................................................790,390 Adams County, CO ..................................................441,603 Bainbridge Island city, WA........................................ 23,025 Airway Heights city, WA 6,114 Baltimore city, MD................................................... 620,961 Albany city, OR 50,158 Baltimore County, MD .............................................805,029 Albemarle County, VA 98,970 Battle Creek city, MI................................................. 52,347 Albert Lea city, MN 18,016 Bay City city, MI....................................................... 34,932 Algonquin village, IL 30,046 Baytown city, TX...................................................... 71,802 Aliso Viejo city, CA 47,823 Bedford city, TX 46,979 Altoona city, IA 14,541 Bedford town, MA.................................................... 13,320 Ames city, IA 58,965 Bellevue city, WA.................................................... 122,363 Andover CDP, MA 8,762 Bellingham city, WA 80,885 Ankeny city, IA 45,582 Beltrami County, MN 44,442 Ann Arbor city, MI ...................................................113,934 Benbrook city, TX..................................................... 21,234 Annapolis city, MD 38,394 Bend city, OR........................................................... 76,639 Apple Valley town, CA 69,135 Benicia city, CA........................................................ 26,997 Arapahoe County, CO ..............................................572,003 Bettendorf city, IA.................................................... 33,217 Arkansas City city, AR 366 Billings city, MT....................................................... 104,170 Arlington city, TX ....................................................365,438 Blaine city, MN......................................................... 57,186 Arlington County, VA ...............................................207,627 Bloomfield Hills city, MI 3,869 Arvada city, CO .......................................................106,433 Bloomington city, IL................................................. 76,610 Ashland city, OR 20,078 Bloomington city, MN 82,893 Ashland town, VA 7,225 Blue Springs city, MO............................................... 52,575 Aspen city, CO 6,658 Boise City city, ID ...................................................205,671 Auburn city, AL 53,380 Boonville city, MO 8,319 Auburn city, WA 70,180 Boulder city, CO....................................................... 97,385 Aurora city, CO .......................................................325,078 Boulder County, CO................................................. 294,567 23 Technical Appendices The National Citizen SurveyTM Bowling Green city, KY 58,067 Dallas city, TX...................................................... 1,197,816 Brentwood city, MO 8,055 Dardenne Prairie city, MO......................................... 11,494 Brentwood city, TN 37,060 Davenport city, IA.................................................... 99,685 Brighton city, CO 33,352 Davidson town, NC................................................... 10,944 Bristol city, TN 26,702 Decatur city, GA....................................................... 19,335 Broken Arrow city, OK 98,850 Delray Beach city, FL................................................ 60,522 Brookfield city, WI 37,920 Denison city, TX....................................................... 22,682 Brookline CDP, MA 58,732 Denver city, CO....................................................... 600,158 Brookline town, NH 4,991 Derby city, KS.......................................................... 22,158 Broomfield city, CO 55,889 Des Moines city, IA .................................................203,433 Brownsburg town, IN 21,285 Des Peres city, MO..................................................... 8,373 Bryan city, TX 76,201 Destin city, FL.......................................................... 12,305 Burien city, WA 33,313 Dewey-Humboldt town, AZ......................................... 3,894 Burleson city, TX 36,690 Dorchester County, MD 32,618 Cabarrus County, NC ...............................................178,011 Dothan city, AL........................................................ 65,496 Cambridge city, MA .................................................105,162 Douglas County, CO................................................ 285,465 Canton city, SD 3,057 Dover city, NH 29,987 Cape Coral city, FL ..................................................154,305 Dublin city, OH 41,751 Cape Girardeau city, MO 37,941 Duluth city, MN........................................................ 86,265 Carlisle borough, PA 18,682 Duncanville city, TX.................................................. 38,524 Carlsbad city, CA .....................................................105,328 Durham city, NC .....................................................228,330 Cartersville city, GA 19,731 East Baton Rouge Parish, LA.................................... 440,171 Cary town, NC ........................................................135,234 East Grand Forks city, MN 8,601 Casa Grande city, AZ 48,571 East Lansing city, MI................................................ 48,579 Casper city, WY 55,316 Eau Claire city, WI 65,883 Castine town, ME 1,366 Eden Prairie city, MN................................................ 60,797 Castle Pines North city, CO 10,360 Edgerton city, KS 1,671 Castle Rock town, CO 48,231 Edina city, MN 47,941 Cedar Falls city, IA 39,260 Edmonds city, WA.................................................... 39,709 Cedar Rapids city, IA ...............................................126,326 El Cerrito city, CA..................................................... 23,549 Centennial city, CO ..................................................100,377 El Dorado County, CA.............................................. 181,058 Centralia city, IL 13,032 El Paso city, TX....................................................... 649,121 Chambersburg borough, PA 20,268 Elk Grove city, CA ...................................................153 153,015 Chandler city, AZ ....................................................236,123 Elk River city, MN..................................................... 22,974 Chanhassen city, MN 22,952 Elko New Market city, MN........................................... 4,110 Chapel Hill town, NC 57,233 Elmhurst city, IL....................................................... 44,121 Charlotte city, NC ....................................................731,424 Encinitas city, CA 59,518 Charlotte County, FL ...............................................159,978 Englewood city, CO.................................................. 30,255 Charlottesville city, VA 43,475 Erie town, CO.......................................................... 18,135 Chesterfield County, VA ...........................................316,236 Escambia County, FL............................................... 297,619 Chippewa Falls city, WI 13,661 Estes Park town, CO................................................... 5,858 Citrus Heights city, CA 83,301 Fairview town, TX...................................................... 7,248 Clackamas County, OR ............................................375,992 Farmington Hills city, MI........................................... 79,740 Clarendon Hills village, IL 8,427 Fayetteville city, NC................................................. 200,564 Clayton city, MO 15,939 Fishers town, IN 76,794 Clearwater city, FL ..................................................107,685 Flagstaff city, AZ...................................................... 65,870 Cleveland Heights city, OH 46,121 Flower Mound town, TX............................................ 64,669 Clive city, IA 15,447 Flushing city, MI 8,389 Clovis city, CA 95,631 Forest Grove city, OR 21,083 College Park city, MD 30,413 Fort Collins city, CO................................................. 143,986 College Station city, TX 93,857 Fort Smith city, AR................................................... 86,209 Colleyville city, TX 22,807 Fort Worth city, TX.................................................. 741,206 Collinsville city, IL 25,579 Fountain Hills town, AZ 22,489 Columbia city, MO ...................................................108,500 Franklin city, TN....................................................... 62,487 Columbus city, WI 4,991 Fredericksburg city, VA............................................. 24,286 Commerce City city, CO 45,913 Freeport CDP, ME 1,485 Concord city, CA .....................................................122,067 Freeport city, IL....................................................... 25,638 Concord town, MA 17,668 Fremont city, CA .....................................................214,089 Conyers city, GA 15,195 Friendswood city, TX................................................ 35,805 Cookeville city, TN 30,435 Fruita city, CO.......................................................... 12,646 Coon Rapids city, MN 61,476 Gahanna city, OH..................................................... 33,248 Cooper City city, FL 28,547 Gainesville city, FL ..................................................124,354 Coronado city, CA 18,912 Gaithersburg city, MD............................................... 59,933 Corvallis city, OR 54,462 Galveston city, TX.................................................... 47,743 Creve Coeur city, MO 17,833 Garden City city, KS 26,658 Cross Roads town, TX 1,563 Gardner city, KS....................................................... 19,123 Crystal Lake city, IL 40,743 Geneva city, NY....................................................... 13,261 Dade City city, FL 6,437 Georgetown city, TX................................................. 47,400 Dakota County, MN .................................................398,552 Gilbert town, AZ...................................................... 208,453 Dallas city, OR 14,583 Gillette city, WY....................................................... 29,087 24 Technical Appendices The National Citizen SurveyT'" Globe city, AZ 7,532 La Vista city, NE....................................................... 15,758 Golden Valley city, MN 20,371 Lafayette city, CO 24,453 Goodyear city, AZ 65,275 Laguna Beach city, CA.............................................. 22,723 Grafton village, WI 11,459 Laguna Hills city, CA................................................. 30,344 Grand Blanc city, MI 8,276 Laguna Niguel city, CA 62,979 Grand Island city, NE 48,520 Lake Oswego city, OR 36,619 Grass Valley city, CA 12,860 Lake Zurich village, IL 19,631 Greeley city, CO 92,889 Lakeville city, MN 55,954 Green Valley CDP, AZ 21,391 Lakewood city, CO.................................................. 142,980 Greenwood Village city, CO 13,925 Lane County, OR..................................................... 351,715 Greer city, SC 25,515 Larimer County, CO................................................. 299,630 Guilford County, NC ................................................488,406 Las Cruces city, NM.................................................. 97,618 Gunnison County, CO 15,324 Las Vegas city, NV ..................................................583,756 Gurnee village, IL 31,295 Lawrence city, KS..................................................... 87,643 Hailey city, ID 7,960 League City city, TX 83,560 Haines Borough, AK 2,508 Lee County, FL........................................................ 618,754 Hallandale Beach city, FL 37,113 Lee's Summit city, MO.............................................. 91,364 Hamilton city, OH 62,477 Lehi city, UT............................................................ 47,407 Hampton city, VA ....................................................137,436 Lenexa city, KS........................................................ 48,190 Hanover County, VA 99,863 Lewis County, NY..................................................... 27,087 Harrisonburg city, VA 48,914 Lewiston city, ME..................................................... 36,592 Harrisonville city, MO 10,019 Lincoln city, NE....................................................... 258,379 Hayward city, CA ....................................................144,186 Lindsborg city, KS 3,458 Henderson city, NV .................................................257,729 Littleton city, CO...................................................... 41,737 Hermiston city, OR 16,745 Livermore city, CA.................................................... 80,968 High Point city, NC ..................................................104,371 Lone Tree city, CO 10,218 Highland Park city, IL 29,763 Longmont city, CO 86,270 Highlands Ranch CDP, CO 96,713 Longview city, TX..................................................... 80,455 Hillsborough town, NC 6,087 Los Alamos County, NM............................................ 17,950 Holden town, MA 17,346 Louisville city, CO..................................................... 18,376 Holland city, MI 33,051 Lynchburg city, VA................................................... 75,568 Honolulu County, HI ................................................953,207 Lynnwood city, WA 35,836 Hooksett town, NH 13,451 Madison city, WI..................................................... 233,209 Hopkins city, MN 17,591 Mankato city, MN..................................................... 39,309 Hopkinton town, MA 14,925 Maple Grove city, MN 61,567 Hoquiam city, WA 8,726 Maple Valley city, WA............................................... 22,684 Houston city, TX ..................................................2,099,451 Maricopa County, AZ............................................ 3,817,117 Hudson city, OH 22,262 Marin County, CA.................................................... 252,409 Hudson town, CO 2,356 Maryland Heights city, MO........................................ 27,472 Hudsonville city, MI 7,116 Matthews town, NC.................................................. 27,198 Huntersville town, NC 46,773 McAllen city, TX ......................................................129,877 Hurst city, TX 37,337 McDonough city, GA.................................................. 22,084 Hutchinson city, MN 14,178 McKinney city, TX.,.................................................. 131,117 Hutto city, TX 14,698 McMinnville city, OR................................................. 32,187 Hyattsville city, MD 17,557 Mecklenburg County, NC......................................... 919,628 Independence city, MO ............................................116,830 Medford city, OR...................................................... 74,907 Indian Trail town, NC 33,518 Menlo Park city, CA.................................................. 32,026 Indianola city, IA 14,782 Mercer Island city, WA 22,699 Iowa City city, IA 67,862 Meridian charter township, MI 39,688 Jackson County, MI .................................................160,248 Meridian city, ID 75,092 James City County, VA 67,009 Merriam city, KS....................................................... 11,003 Jefferson City city, MO 43,079 Merrill city, WI 9,661 Jefferson County, CO ..............................................534,543 Mesa city, AZ.......................................................... 439,041 Jefferson County, NY ...............................................116,229 Mesa County, CO.................................................... 146,723 Jerome city, ID 10,890 Miami Beach city, FL 87,779 Johnson City city, TN 63,152 Miami city, FL .........................................................399,457 Johnson County, KS ................................................544,179 Midland city, MI 41,863 Johnston city, IA 17,278 Milford city, DE.......................................................... 9,559 Jupiter town, FL 55,156 Milton city, GA......................................................... 32,661 Kalamazoo city, MI 74,262 Minneapolis city, MN ...............................................382,578 Kansas City city, KS .................................................145,786 Mission Viejo city, CA 93,305 Kansas City city, MO ................................................459,787 Modesto city, CA..................................................... 201,165 Keizer city, OR 36,478 Monterey city, CA...........................................,......... 27,810 Kenmore city, WA 20,460 Montgomery County, MD......................................... 971,777 Kennedale city, TX 6,763 Montgomery County, VA........................................... 94,392 Kennett Square borough, PA 6,072 Montpelier city, VT..................................................... 7,855 Kirkland city, WA 48,787 Monument town, CO 5,530 La Mesa city, CA 57,065 Mooresville town, NC................................................ 32,711 La Plata town, MD 8,753 Morristown city, TN.................................................. 29,137 La Porte city, TX 33,800 Moscow city, ID 23,800 25 Technical Appendices The National Citizen SurveyTM Mountain Village town, CO 1,320 Port St. Lucie city, FL ..............................................164,603 Mountlake Terrace city, WA 19,909 Portland city, OR..................................................... 583,776 Munster town, IN 23,603 Post Falls city, ID..................................................... 27,574 Muscatine city, IA 22,886 Prince William County, VA........................................ 402,002 Naperville city, IL ....................................................141,853 Prior Lake city, MN................................................... 22,796 Needham CDP, MA 28,886 Provo city, UT......................................................... 112,488 New Braunfels city, TX 57,740 Pueblo city, CO....................................................... 106,595 New Brighton city, MN 21,456 Purcellville town, VA................................................... 7,727 New Hanover County, NC ........................................202,667 Queen Creek town, AZ 26,361 New Orleans city, LA ...............................................343,829 Radford city, VA....................................................... 16,408 New Smyrna Beach city, FL 22,464 Radnor township, PA................................................ 31,531 Newberg city, OR 22,068 Ramsey city, MN 23,668 Newport Beach city, CA 85,186 Rapid City city, SD 67,956 Newport city, RI 24,672 Raymore city, MO 19,206 Newport News city, VA ............................................180,719 Redmond city, WA 54,144 Newton city, IA 15,254 Rehoboth Beach city, DE 1,327 Noblesville city, IN 51,969 Reno city, NV.......................................................... 225,221 Nogales city, AZ 20,837 Reston CDP, VA....................................................... 58,404 Norfolk city, VA .......................................................242,803 Richmond city, CA................................................... 103,701 Norman city, OK .....................................................110,925 Richmond Heights city, MO......................................... 8,603 North Las Vegas city, NV .........................................216,961 Rifle city, CO.............................................................. 9,172 Northglenn city, CO 35,789 River Falls city, WI 15,000 Novato city, CA 51,904 Riverdale city, UT....................................................... 8,426 Novi city, MI 55,224 Riverside city, CA.................................................... 303,871 O'Fallon city, IL 28,281 Riverside city, MO...................................................... 2,937 O'Fallon city, MO 79,329 Rochester city, MI.................................................... 12,711 Oak Park village, IL 51,878 Rochester Hills city, MI............................................. 70,995 Oakland Park city, FL 41,363 Rock Hill city, SC...................................................... 66,154 Oakley city, CA 35,432 Rockford city, IL .....................................................152 152,871 Ogdensburg city, NY 11,128 Rockville city, MD..................................................... 61,209 Oklahoma City city, OK ............................................579,999 Rogers city, MN 8,597 Olathe city, KS ........................................................125,872 Rolla city, MO.......................................................... 19,559 Old Town city, ME 7,840 Roselle village, IL..................................................... 22,763 Olmsted County, MN ...............................................144,248 Roswell city, GA....................................................... 88,346 Orland Park village, IL 56,767 Round Rock city, TX................................................. 99,887 Oshkosh city, WI 66,083 Royal Oak city, MI.................................................... 57,236 Otsego County, MI 24,164 Saco city, ME........................................................... 18,482 Overland Park city, KS .............................................173,372 Sahuarita town, AZ 25,259 Oviedo city, FL 33,342 Salida city, CO 5,236 Paducah city, KY 25,024 Salt Lake City city, UT .............................................186,440 Palm Coast city, FL 75,180 Sammamish city, WA 45,780 Palm Springs city, CA 44,552 San Anselmo town, CA 12,336 Palo Alto city, CA 64,403 San Antonio city, TX............................................. 1,327,407 Panama City city, FL 36,484 San Carlos city, CA................................................... 28,406 Papillion city, NE 18,894 San Diego city, CA ...............................................1,307,402 Park City city, UT 7,558 San Francisco city, CA............................................. 805,235 Parker town, CO 45,297 San Jose city, CA ....................................................945,942 Parkland city, FL 23,962 San Juan County, NM.............................................. 130,044 Pasadena city, CA ...................................................137,122 San Marcos city, CA 83,781 Pasco city, WA 59,781 San Marcos city, TX.................................................. 44,894 Pasco County, FL ....................................................464,697 San Rafael city, CA................................................... 57,713 Peachtree City city, GA 34,364 Sandy Springs city, GA 93,853 Pearland city, TX 91,252 Sanford city, FL........................................................ 53,570 Peoria city, AZ ........................................................154,065 Sangamon County, IL.............................................. 197,465 Peoria city, IL .........................................................115,007 Santa Clarita city, CA............................................... 176,320 Peoria County, IL ....................................................186,494 Santa Fe County, NM ..............................................144,170 Peters township, PA 21,213 Santa Monica city, CA............................................... 89,736 Petoskey city, MI 5,670 Sarasota County, FL................................................ 379,448 Pflugerville city, TX 46,936 Savage city, MN....................................................... 26,911 Phoenix city, AZ ...................................................1,445,632 Savannah city, GA................................................... 136,286 Pinal County, AZ .....................................................375,770 Scarborough CDP, ME 4,403 Pinehurst village, NC 13,124 Schaumburg village, IL............................................. 74,227 Piqua city, OH 20,522 Scott County, MN.................................................... 129,928 Pitkin County, CO 17,148 Scottsdale city, AZ ..................................................217,385 Platte City city, MO 4,691 Seaside city, CA....................................................... 33,025 Plymouth city, MN 70,576 SeaTac city, WA....................................................... 26,909 Pocatello city, ID 54,255 Sevierville city, TN 14,807 Polk County, IA .......................................................430,640 Sheboygan city, WI.................................................. 49,288 Port Huron city, MI 30,184 Shoreview city, MN 25,043 Port Orange city, FL 56,048 Shorewood city, MN 7,307 26 Technical Appendices The National Citizen SurveyT" Shorewood village, IL 15,615 Umatilla city, OR........................................................ 6,906 Shorewood village, WI 13,162 Upper Arlington city, OH........................................... 33,771 Sioux Center city, IA 7,048 Urbandale city, IA 39,463 Sioux Falls city, SD ..................................................153,888 Vail town, CO............................................................. 5,305 Skokie village, IL 64,784 Vancouver city, WA................................................. 161,791 Snellville city, GA 18,242 Ventura CCD, CA..................................................... 111,889 South Kingstown town, RI 30,639 Vestavia Hills city, AL 34,033 South Lake Tahoe city, CA 21,403 Virginia Beach city, VA............................................. 437,994 South Portland city, ME 25,002 Wake Forest town, NC.............................................. 30,117 Southborough town, MA 9,767 Walnut Creek city, CA............................................... 64,173 Southlake city, TX 26,575 Washington County, MN.......................................... 238,136 Sparks city, NV 90,264 Washoe County, NV ................................................421,407 Spokane Valley city, WA 89,755 Watauga city, TX 23,497 Spring Hill city, KS 5,437 Wauwatosa city, WI 46,396 Springboro city, OH 17,409 Waverly city, IA 9,874 Springfield city, MO .................................................159,498 Weddington town, NC 9,459 Springfield city, OR 59,403 Wentzville city, MO................................................... 29,070 Springville city, UT 29,466 West Carrollton city, OH........................................... 13,143 St. Charles city, IL 32,974 West Chester borough, PA........................................ 18,461 St. Cloud city, FL 35,183 West Des Moines city, IA.......................................... 56,609 St. Cloud city, MN 65,842 West Richland city, WA............................................. 11,811 St. Joseph city, MO 76,780 Westerville city, OH.................................................. 36,120 St. Louis County, MN ...............................................200,226 Westlake town, TX........................................................ 992 St. Louis Park city, MN 45,250 Westminster city, CO............................................... 106,114 Stallings town, NC 13,831 Weston town, MA..................................................... 11,261 State College borough, PA 42,034 Wheat Ridge city, CO............................................... 30,166 Sterling Heights city, MI ..........................................129,699 White House city, TN 10,255 Sugar Grove village, IL 8,997 Whitewater township, MI............................................ 2,597 Sugar Land city, TX 78,817 Wichita city, KS....................................................... 382,368 Summit city, NJ 21,457 Williamsburg city, VA................................................ 14,068 Summit County, UT 36,324 Wilmington city, NC................................................. 106,476 Sunnyvale city, CA ..................................................140,081 Wilsonville city, OR................................................... 19,509 Surprise city, AZ ......................................................117,517 Winchester city, VA.................................................. 26,203 Suwanee city, GA 15,355 Windsor town, CO.................................................... 18,644 Tacoma city, WA .....................................................198,397 Windsor town, CT 29,044 Takoma Park city, MD 16,715 Winnetka village, IL 12,187 Tamarac city, FL 60,427 Winston-Salem city, NC........................................... 229,617 Temecula city, CA ...................................................100,097 Winter Garden city, FL.............................................. 34,568 Temple city, TX 66,102 Woodland city, CA.................................................... 55,468 The Woodlands CDP, TX 93,847 Woodland city, WA..................................................... 5,509 Thornton city, CO ....................................................118,772 Wrentham town, MA 10,955 Thousand Oaks city, CA ...........................................126,683 Wyandotte city, MI................................................... 25,883 Tualatin city, OR 26,054 Yakima city, WA....................................................... 91,067 Tulsa city, OK .........................................................391,906 York County, VA....................................................... 65,464 Twin Falls city, ID 44,125 Yuma city, AZ 93,064 Tyler city, TX 96,900 University Communities with Populations from 10,000 to 40,000 Benchmark Comparisons Table 73: Community Characteristics General Percent positive_ ( Rank Number of communities in comparison Comparison to benchmark The overall quality of life in Ashland 92% 4 19 Similar Overall image or reputation of Ashland 91% 3 15 Higher Ashland as a place to live 93% 4 15 Similar Your neighborhood as a place to live 89% 4 14 Similar Ashland as a place to raise children 91% 4 17 Higher Ashland as a place to retire 88% 2 15 Higher Overall appearance of Ashland 92% 3 16 Higher 27 Technical Appendices The National Citizen Survey7M Table 74: Community Characteristic Facet Number of Percent communities in Comparison to positive Rank comparison benchmark Overall feeling of safety in Ashland 90% 5 7 Similar In your neighborhood during the day 98% 1 17 Similar In Ashland's downtown/commercial area during the Safety day 93% 8 15 Similar Overall ease of getting to the places you usually have to visit 82% 3 6 Similar Availability of paths and walking trails 92% 1 14 Much higher Ease of walking in Ashland 92% 1 15 Higher Ease of travel by bicycle in Ashland 71% 2 15 Higher Ease of travel by public transportation in Ashland 42% 5 7 Similar Ease of travel by car in Ashland 64% 8 15 Similar Ease of public parking 26% NA NA NA Mobility Traffic flow on major streets 60% 5 15 Similar Quality of overall natural environment in Ashland 96% 1 14 Higher Natural Cleanliness of Ashland 90% 4 14 Higher Environment Air quality 83% 4 14 Similar Overall "built environment" of Ashland (including overall design, buildings, parks and transportation systems) 78% 4 6 Similar Overall quality of new development in Ashland 59% 7 14 Similar Availability of affordable quality housing 15% 16 17 Lower Built Variety of housing options 38% 12 14 Similar Environment Public places where people want to spend time 85% 4 6 Similar Overall economic health of Ashland 64% 5 6 Similar Vibrant downtown/commercial area 86% 2 6 Higher Overall quality of business and service establishments in Ashland 77% 6 14 Similar Cost of living in Ashland 21% 6 6 Lower Shopping opportunities 58% 8 17 Similar Employment opportunities 9% 13 16 Lower Ashland as a place to visit 96% 1 6 Higher Economy Ashland as a place to work 50% 9 14 Similar Health and wellness opportunities in Ashland 83% 2 6 Similar Availability of affordable quality mental health care 47% 6 6 Lower Availability of preventive health services 70% 6 13 Similar Availability of affordable quality health care 64% 6 15 Similar Availability of affordable quality food 73% 4 13 Similar Recreational opportunities 93% 1 15 Much higher Recreation and Fitness opportunities (including exercise classes and Wellness paths or trails, etc.) 90% 1 6 Higher Overall opportunities for education and enrichment 89% 2 6 Similar Opportunities to participate in religious or spiritual events and activities 93% 1 13 Higher Opportunities to attend cultural/arts/music activities 94% 1 17 Much higher Adult educational opportunities 84% 1 6 Higher Education and K-12 education 90% 2 14 Higher Enrichment Availability of affordable quality child care/preschool 54% 4 14 Similar Opportunities to participate in social events and activities 85% 3 14 Higher Neighborliness of Ashland 77% 3 6 Similar Openness and acceptance of the community toward Community people of diverse backgrounds 71% 4 16 Similar Engagement Opportunities to participate in community matters 87% 1 14 Higher 28 Technical Appendices The National Citizen Survey'" ' Number of Percent communities in Comparison to positive Rank comparison benchmark Opportunities to volunteer 93% 1 14 Higher Table 75: Governance General Percent Number of communities in Comparison to positives Rank comparison benchmark Services provided by the City of Ashland 86% 7 18 Similar Overall customer service by Ashland employees (police, receptionists, planners, etc.) 84% 4 15 Similar Value of services for the taxes paid to Ashland 59% 7 17 Similar Overall direction that Ashland is taking 59% 8 15 Similar Job Ashland government does at welcoming citizen involvement 62% 5 16 Similar Overall confidence in Ashland government 55% 5 6 Similar Generally acting in the best interest of the community 58% 5 6 Similar Being honest - 62% 5 6 Similar Treating all residents fairly 56% 5 6 Similar Services provided by the Federal Government 40% 9 14 Similar Table 76: Governance by Facet - - - - - Nu -mber of Percent communities in Comparison to positive Rank comparison benchmark Police/Sheriff services 73% 16 18 Similar Fire services 94% 4 18 Similar Ambulance or emergency medical services 94% 4 17 Similar Crime prevention 74% 6 15 Similar Fire prevention and education 86% 5 15 Similar Animal control 62% 10 15 Similar Emergency preparedness (services that prepare the community for natural disasters or other Safety emergency situations) 72% 7 14 Similar Traffic enforcement 64% 8 17 Similar - Street repair 56% 9 22 Similar Street cleaning 72% 4 17 Similar Street lighting 60% 11 18 Similar - Snow removal 46% 19 20 Lower Sidewalk maintenance 51% 11 16 Similar Traffic signal timing 64% 4 14 Similar Mobility Bus or transit services 55% 9 12 Similar Garbage collection 87% 8 20 Similar Recycling 86% 8 20 Similar Yard waste pick-up 81% 6 15 Similar Drinking water - 85% 2 - 14 Higher Preservation of natural areas such as open space, Natural farmlands and greenbelts 78% 2 14 Higher Environment Ashland open space 75% 2 6 Similar Storm drainage 72% 6 18 Similar Sewer services 91% 2 16 Similar Power (electric and/or gas) utility 85% 1 7 Similar Utility billing 80% 3 5 Similar Land use, planning and zoning 61% 5 14 Similar Code enforcement (weeds, abandoned buildings, Built etc.) 62% 5 16 Similar Environment Cable television 59% 3 10 Similar 29 Technical Appendices The National Citizen Survey"" Number of Percent communities in Comparison to positive Rank comparison benchmark Economy Economic development 45% 11 16 Similar City parks 98% 1 15 Higher Recreation programs or classes 90% 1 15 Higher Recreation and Recreation centers or facilities 86% 3 15 Similar Wellness Health services 71% 5 10 Similar Education and City-sponsored special events 80% 3 6 Similar Enrichment Public library services 89% 4 15 Similar Community Engagement Public information services 77% 5 14 Table Table 77: Participation General _ Percent Number of communities in Comparison to positive Rank comparison benchmark Sense of community 77% 4 16 Similar Recommend living in Ashland to someone who asks 90% 5 14 Similar Remain in Ashland for the next five years 84% 7 14 Similar Contacted Ashland (in-person, phone, email or web) for help or information 56% 4 15 Similar Table 78: Participation by Facet - 1 Number of Percent communities in Comparison to positive Rank comparison benchmark Stocked supplies in preparation for an emergency 35% 4 6 Similar Did NOT report a crime to the police 80% 4 6 Similar Household member was NOT a victim of a Safety crime 88% 6 15 Similar Used public transportation instead of driving 24% 4 6 Similar Carpooled with other adults or children instead of driving alone 63% 1 6 Higher Mobility Walked or biked instead of driving 89% 1 6 Much higher Made efforts to conserve water 95% 1 6 Higher Made efforts to make your home more energy Natural efficient 76% 4 6 Similar Environment Recycle at home 97% 1 14 Higher Did NOT observe a code violation or other hazard in Ashland 51% 5 6 Lower Built Environment NOT experiencing housing costs stress 53% 13 14 Lower Purchase goods or services from a business located in Ashland 98% 3 6 Similar Economy will have positive impact on income 25% 5 14 Similar Economy Work inside boundaries of Ashland 57% 1 6 Much higher Used Ashland recreation centers or their services 69% 2 13 Higher Visited a neighborhood park or City park 97% 1 14 Higher Eat at least 5 portions of fruits and vegetables a day 87% 3 6 Similar Participate in moderate or vigorous physical Recreation and activity 91% 1 6 Similar Wellness In very good to excellent health 76% 3 6 Similar Used Ashland public libraries or their services 72% 5 13 Similar Participated in religious or spiritual activities in Education and Ashland 42% 9 13 Similar Enrichment Attended City-sponsored event _ 70% 3 6 Higher 30 Technical Appendices The National Citizen SurveyTM Number of Percent communities in Comparison to positive Rank comparison benchmark Campaigned or advocated for an issue, cause or candidate 39% 1 6 Higher Contacted Ashland elected officials (in-person, phone, email or web) to express your opinion 20% 3 6 Similar Volunteered your time to some group/activity in Ashland 61% 1 14 Higher Participated in a club 42% 1 14 Higher Talked to or visited with your immediate neighbors 93% 4 6 Similar Done a favor for a neighbor 82% 4 6 Similar Attended a local public meeting 26% 7 14 Similar Watched (online or on television) a local public meeting 33% 7 11 Similar Read or watch local news (via television, Community paper, computer, etc.) 77% 6 6 Similar Engagement i Vote in local elections 93% 1 14 Higher Communities included in University Communities with Populations from 10,000 to 40,000 comparisons The communities included in Ashland's custom comparisons are listed below along with their population according to the 2010 Census. Annapolis city, MD 38,394 Monterey city, CA..................................................... 27,810 Ashland city, OR 20,078 Moscow city, ID 23,800 Bristol city, TN 26,702 Newport city, RI..............................,.....,.................. 24,672 Cedar Falls city, IA 39,260 Radford city, VA........................,.....,........................ 16,408 College Park city, MD 30,413 Rolla city, MO 19,559 Davidson town, NC 10,944 Takoma Park city, MD 16,715 Decatur city, GA 19,335 Urbandale city, IA.................................,.................. 39,463 Dover city, NH 29,987 Wake Forest town, NC...............,.................,............ 30,117 Fredericksburg city, VA 24,286 West Chester borough, PA...,.................,................., 18,461 Geneva city, NY 13,261 Westerville city, OH...............................,.................. 36,120 Indianola city, IA 14,782 Williamsburg city, VA................................................ 14,068 Lynnwood city, WA 35,836 Mankato city, MN 39,309 31 Technical Appendices The National Citizen Survey'" Appendix C: Detailed Survey Methods The National Citizen Survey (The NCSTM) was developed to provide communities an accurate, affordable and easy way to assess and interpret resident opinion about important local topics. Standardization of common questions and survey methods provide the rigor to assure valid results, and each community has enough flexibility to construct a customized version of The NCS. Results offer insight into residents' perspectives about the community as a whole, including local amenities, services, public trust, resident participation and other aspects of the community in order to support budgeting, land use and strategic planning and communication with residents. Resident demographic characteristics permit comparison to the Census as well as comparison of results for different subgroups of residents. Survey Validity The question of survey validity has two parts: 1) how can a community be confident that the results from those who completed the questionnaire are representative of the results that would have been obtained had the survey been administered to the entire population? and 2) how closely do the perspectives recorded on the survey reflect what residents really believe or do? To answer the first question, the best survey research practices were used for the resources spent to ensure that the results from the survey respondents reflect the opinions of residents in the entire community. These practices include: Using a mail-out/mail-back methodology, which typically gets a higher response rate than phone for the same dollars spent. A higher response rate lessens the worry that those who did not respond are different than those who did respond. Selecting households at random within the community to receive the survey to ensure that the households selected to receive the survey are representative of the larger community. Over-sampling multi-family housing units to improve response from hard-to-reach, lower income or younger apartment dwellers. Selecting the respondent within the household using an unbiased sampling procedure; in this case, the "birthday method." The cover letter included an instruction requesting that the respondent in the household be the adult (18 years old or older) who most recently had a birthday, irrespective of year of birth. Contacting potential respondents three times to encourage response from people who may have different opinions or habits than those who would respond with only a single prompt. Inviting response in a compelling manner (using appropriate letterhead/logos and a signature of a visible leader) to appeal to recipients' sense of civic responsibility. Providing a pre-addressed, postage-paid return envelope. Offering the survey in Spanish or other language when requested by a given community. Weighting the results to reflect the demographics of the population. The answer to the second question about how closely the perspectives recorded on the survey reflect what residents really believe or do is more complex. Resident responses to surveys are influenced by a variety of factors. For questions about service quality, residents' expectations for service quality play a role as well as the "objective" quality of the service provided, the way the resident perceives the entire community (that is, the context in which the service is provided), the scale on which the resident is asked to record his or her opinion and, of course, the opinion, itself, that a resident holds about the service. Similarly a resident's report of certain behaviors is colored by what he or she believes is the socially desirable response (e.g., reporting tolerant behaviors toward "oppressed groups," likelihood of voting for a tax increase for services to poor people, use of alternative modes of travel to work besides the single occupancy vehicle), his or her memory of the actual behavior (if it is not a question speculating about future actions, like a vote), his or her confidence that he or she can be honest without suffering any negative consequences (thus the need for anonymity) as well as the actual behavior itself. How closely survey results come to recording the way a person really feels or behaves often is measured by the coincidence of reported behavior with observed current behavior (e.g., driving habits), reported intentions to behave with observed future behavior (e.g., voting choices) or reported opinions about current community quality with objective characteristics of the community (e.g., feelings of safety correlated with rates of crime). There is a 32 Technical Appendices J The National Citizen SurveyTM body of scientific literature that has investigated the relationship between reported behaviors and actual behaviors. Well-conducted surveys, by and large, do capture true respondent behaviors or intentions to act with great accuracy. Predictions of voting outcomes tend to be quite accurate using survey research, as do reported behaviors that are not about highly sensitive issues (e.g., family abuse or other illegal or morally sanctioned activities). For self-reports about highly sensitive issues, statistical adjustments can be made to correct for the respondents' tendency to report what they think the "correct" response should be. Research on the correlation of resident opinion about service quality and "objective" ratings of service quality vary, with some showing stronger relationships than others. NRC's own research has demonstrated that residents who report the lowest ratings of street repair live in communities with objectively worse street conditions than those who report high ratings of street repair (based on road quality, delay in street repair, number of road repair employees). Similarly, the lowest rated fire services appear to be "objectively" worse than the highest rated fire services (expenditures per capita, response time, "professional" status of firefighters, breadth of services and training provided). Resident opinion commonly reflects objective performance data but is an important measure on its own. NRC principals have written, "If you collect trash three times a day but residents think that your trash haul is lousy, you still have a problem." Survey Sampling "Sampling" refers to the method by which households were chosen to receive the survey. All households within the City of Ashland were eligible to participate in the survey. A list of all households was represented by a United States Postal Service listing of housing units within the zip codes serving Ashland. Since some of the zip codes that serve the City of Ashland households may also serve addresses that lie outside of the community, the exact geographic location of each housing unit was compared to community boundaries using the most current municipal boundary file (updated on a quarterly basis) and addresses located outside of the City of Ashland boundaries were removed from consideration. To choose the 1,200 survey recipients, a systematic sampling method was applied to the list of households previously screened for geographic location. Systematic sampling is a procedure whereby a complete list of all possible items is culled, selecting every Nth one until the appropriate amount of items is selected. Multi-family housing units were over sampled as residents of this type of housing typically respond at lower rates to surveys than do those in single-family housing units. Figure 1 displays a map of the households selected to receive the survey. In general, because of the random sampling techniques used, the displayed sampling density will closely mirror the overall housing unit density (which may be different from the population density). While the theory of probability assumes no bias in selection, there may be some minor variations in practice (meaning, an area with only 15% of the housing units might be sampled at an actual rate that is slightly above or below that). An individual within each household was selected using the birthday method. The birthday method selects a person within the household by asking the "person whose birthday has most recently passed" to complete the questionnaire. The underlying assumption in this method is that day of birth has no relationship to the way people respond to surveys. This instruction was contained in the cover letter accompanying the questionnaire. 33 Technical Appendices The National Citizen SurveyTM Figure 1: Location of Survey Recipients Rix r s r • y • • • • t • rot.. NZ. • • • . ~2 ~ •M i • • . 'max `v, 0 2.5 5 Wes Surrey Recipients in Ashland, OR • Sum" Redpwft Survey Administration and Response Selected households received three mailings, one week apart, beginning in October 2014. The first mailing was a prenotification postcard announcing the upcoming survey. The next mailing contained a letter from the Mayor inviting the household to participate, a questionnaire and a postage-paid return envelope. The final mailing contained a reminder letter, another survey and a postage-paid return envelope. The second cover letter asked those who had not completed the survey to do so and those who had already done so to refrain from turning in another survey. Completed surveys were collected over the following eight weeks. About 7% of the 1,200 surveys mailed were returned because the housing unit was vacant or the postal service was unable to deliver the survey as addressed. Of the remaining 1,116 households that received the survey, 397 completed the survey, providing an overall response rate of 36%; average response rates for a mailed resident survey range from 25% to 40%. Of the 397 completed surveys, 21 were completed online. Confidence Intervals It is customary to describe the precision of estimates made from surveys by a "level of confidence" and accompanying "confidence interval" (or margin of error). A traditional level of confidence, and the one used here, 34 Technical Appendices The National Citizen SurveyTM is 95%. The 95% confidence interval can be any size and quantifies the sampling error or imprecision of the survey results because some residents' opinions are relied on to estimate all residents' opinions.' The margin of error for the City of Ashland survey is no greater than plus or minus five percentage points around any given percent reported for the entire sample (397 completed surveys). For subgroups of responses, the margin of error increases because the sample size for the subgroup is smaller. For subgroups of approximately loo respondents, the margin of error is plus or minus 1o percentage points. Survey Processing (Data Entry) Upon receipt, completed surveys were assigned a unique identification number. Additionally, each survey was reviewed and "cleaned" as necessary. For example, a question may have asked a respondent to pick two items out of a list of five, but the respondent checked three; in this case, NRC would use protocols to randomly choose two of the three selected items for inclusion in the dataset. All surveys then were entered twice into an electronic dataset; any discrepancies were resolved in comparison to the original survey form. Range checks as well as other forms of quality control were also performed. Survey Data Weighting The demographic characteristics of the survey sample were compared to those found in the 2olo Census and American Community Survey estimates for adults in the City of Ashland. The primary objective of weighting survey data is to make the survey sample reflective of the larger population of the community. The characteristics used for weighting were housing type, housing tenure and sex and age. The results of the weighting scheme are presented in the following table. Table 79: Ashland, OR 2014 Wei htin Table Characteristic i population Norm Unweighted Data I Weighted Data Housing Rent home 43% 35% 46% Own home 52% 65% 54%° Detached unit* 66% 63% 64% Attached unit* 34% 37% 36% Race and Ethnicity White 92% 93% 92% Not white _ 8% 7% 8% Not Hispanic 96% 98% 97% Hispanic 4% 2% 3% Sex and Age Female 54% 64% 57% Male 46% 36% 43% 18-34 years of age (includes male & female) 28% 8% 25% 35-54 years of age (includes male & female) 28% 20% 29% 55+ years of age (includes male & female) 44% 71% 46% Females 18-34 14% 5% 15% Females 35-54 16% 13% 17% Females 55+ 24% 45% 26% Males 18-34 14% 3% 10% Males 35-54 12% 7% 13% _Males 55+ 19% 27% 20% *ACS 2011 5-year estimates y~ ' A 95% confidence interval indicates that for every 100 random samples of this many residents, 95 of the confidence intervals created will include the "true" population response, This theory is applied in practice to mean that the "true" perspective of the target population lies within the confidence interval created for a single survey. For example, if 75% of residents rate a service as "excellent" or "good," then the 4% margin of error (for the 95% confidence interval) indicates that the range of likely responses for the entire community is between 71% and 79%. This source of uncertainty is called sampling error. In addition to sampling error, other sources of error may affect any survey, including the non-response of residents with opinions different from survey responders. Though standardized on The NCS, on other surveys, differences in question wording, order, translation and data entry, as examples, can lead to somewhat varying results. 35 Technical Appendices The National Citizen SurveyTM Survey Data Analysis and Reporting The survey dataset was analyzed using the Statistical Package for the Social Sciences (SPSS). For the most part, the percentages presented in the reports represent the "percent positive." The percent positive is the combination of the top two most positive response options (i.e., "excellent" and "good," "very safe" and "somewhat safe," "essential" and "very important," etc.), or, in the case of resident behaviors/participation, the percent positive represents the proportion of respondents indicating "yes" or participating in an activity at least once a month. On many of the questions in the survey respondents may answer "don't know." The proportion of respondents giving this reply is shown in the full set of responses included in Appendix A. However, these responses have been removed from the analyses presented in the reports. In other words, the tables and graphs display the responses from respondents who had an opinion about a specific item. 36 Technical Appendices The National Citizen Survey""' Appendix D: Survey Materials 37 Technical Appendices V) V) V) V) r0 ro c c u ro a~ 41 u _0 u fu Lw a~ fu Q c a 'o c =v rn ° ° a) -0 2! -0 L QJ u O N ru u rYO Ln '3 3 a E E a) 0 o O D E ° vii ro E _0 Ln L 4 L Q) o v C }o O N } U C 0) 0 fl C C O 4 O u~ = C m =3 CL (a :3 rn u t E - E Z) a) -0 E .L 21 E E t Q1 L _0 Q) L OU O _0 Q) - 5 r- U 4O -Y Q) E fu f u vii L E ra Ln :3 : :E N O O can 07 >>1 4H U) -W O /Q c .c a--~ L (n L Q Y L U7 L O L C r~0 N 3 O-0 0 H r0 ii i ru U) 0 7 Ln m ui cn Q) 0 Q) .1 •0 c .2- 2 u ~ N u c6 C Q C ~ ca :E5 - C 0 _ 0) ~O Q) CP Q) > i r6 y r6 Q) ) = V ro L Ln 0 ~ Q ~ ' O E O E Q) O O -00 Ln ra E -0 rn .rl C L N 41 t6 L ~ O C 0 O C} Q) U > C w• O1 C w_ 0) '00 O C C .C m 7 n. a E a~ v 7 E o, E E L E O O L N •D N L 8 ~O a) = U 4° 0 -0 -Y Q) E fu Y a) L 0 E (a m Lo j 0 U') ZH 0 L Q C L L U Q H LO L Y Y 41 0 L O L 7 C U C 0 O O O ~ U C M Q7 O -0 C 0 n3 Q1 3 0 41 -0 -C 0 m Fn i r-I o 'row o 22 te p~= m a p G~ N tL lL ~ p Q L LO In 4! 70 V♦ O M 0 m w f0 C) LO U r-4 ¢ V NN Q ~ „z -40 a. < P p I < ~ a VIA 13 W € 53vo°d W ~p p ¢qi N ° LL j ro e iF a v~ ° Ln Ln 4 rn Q o rho a m w w ra U C) V) V N d Pp, op a Q z p-p4d aZ r~ CITY Of ASHLAND October 2014 Dear City of Ashland Resident: Please help us shape the future of Ashland! You have been selected at random to participate in the 2014 Ashland Citizen Survey. Please take a few minutes to fill out the enclosed survey. Your participation in this survey is very important - especially since your household is one of only a small number of households being surveyed. Your feedback will help Ashland make decisions that affect our City. A few things to remember: • Your responses are completely anonymous. • In order to hear from a diverse group of residents, the adult 18 years or older in your household who most recently had a birthday should complete this survey. • You may return the survey by mail in the enclosed postage-paid envelope, or you can complete the survey online at: www.n-r-c.com/survey/ashland2Ol4.htm If you have any questions about the survey please call 541-552-2106. Thank you for your time and participation! Sincerely, John Stromberg Mayor ~.1 • f i..r . oa ra-.,ra Ce«... CITY OF -ASHLAND October 2014 Dear City of Ashland Resident: Here's a second chance if you haven't already responded to the 2014 Ashland Citizen Survey! (If you completed it and sent it back, we thank you for your time and ask you to recycle this survey. Please do not respond twice.) Please help us shape the future of Ashland! You have been selected at random to participate in the 2014 Ashland Citizen Survey. Please take a few minutes to fill out the enclosed survey. Your participation in this survey is very important - especially since your household is one of only a small number of households being surveyed. Your feedback will help Ashland make decisions that affect our City. A few things to remember: • Your responses are completely anonymous. • In order to hear from a diverse group of residents, the adult 18 years or older in your household who most recently had a birthday should complete this survey. • You may return the survey by mail in the enclosed postage-paid envelope, or you can complete the survey online at: www.n-r-c.com/survey/ashland2oi4.htm If you have any questions about the survey please call 541-552-2106. Thank you for your time and participation! Sincerely, John Stromberg Mayor r~ The City of Ashland 2014 Citizen Survey Please complete this questionnaire if you are the adult (age 18 or older) in the household who most recently had a birthday. The adult's year of birth does not matter. Please select the response (by circling the number or checking the boil that most closely represents your opinion for each question. Your responses are anonymous and will be reported in group norm only. 1. Please rate each of the following aspects of quality of life in Ashland: Excellent Good h;ri~ Poor Don't know Ashland as a place to live 1 2 3 4 5 Your neighborhood as a place to live .....1............... 1 2 3 4 5 Ashland as a place to rai,e children 1 2 3 4 5 Asliland as a place to work 1 2 3 4 5 Ashland as a place to visit 1 2 3 ~I Ashland as a place to retire 1 2 3 7 5 The overall quality of life in Ashland 1 2 3 4 5 2. Please rate each of the following characteristics as they relate to Ashland as a whole: 1, .1 Good Fair Poor Don't 1 now Overall feeling of safety in Ashland 1 2 3 4 3 Overall ease of getting to the places you usually have to visit 1 2 3 4 5 Ouality° of o~ erall natural environment in Ashland 1 2 3 l 5 Overall "built cnviroiiment" of Ashland (includin, ov rall design. buildings, parks and transportation system, 2 Health aml ~%ditw opportunities in A'N'til 1 1 2 3 ~l Overall opportunities for education and enrichment 1 2 3 5 Overall economic health of Ashland 1 2 3 1 5 Sense of community 1 2 3 1. 5 Overall image or reputation of Ashland 1 2 3 4 5 3. Please indicate how likely or unlikely you are to do each of the following: Very Somewhat Somewhat Very Don't likel likel nnlikel unlikel know Recommend living in Ashland to someone who asks 1 2 3 4 5 Remain in Ashland for the next five years 1 2 3 4 5 4. Please rate how safe or unsafe you feel: Very Somewhat ✓N'eithrr safe Somewhat Very Don't safe safe nor ivz afe u~uafe lmsafe know in your neighborhood during the day 1 2 3 4 5 6 In Ashland's downtown/romnncrcial area during the day 1 2 3 4 5 6 5. Please rate each of the following characteristics as they relate to Ashland as a whole: Excellent Good Fair Poor Don't know Traffic flow on major streets 1 2 3 4 5 Ease of public parking .........1 2 3 4 5 Ease of unavcl by car ill A hlaud 1 2 3 4 5 base of travel by public Iran portation iii Ashland. 1 2 3 4 5 Easr of Iraq cl h\ hic~ clc ill A;hland................................................................... 1 2 3 4 5 h:ase of walking in Ashland 1 2 3 4 5 A\,tilabilit~ of path; and walking trails 1 2 3 ~I 5 Air quality ..........................................................................................................1 2 3 1 5 0catiliucs ofAshland 1 2 3 4 5 Overall appearance of Ashland 1 2 3 4 `i Public place, ~dlere people %v ant to spcud till]( 1 2 3 .l 5 Variety- of housing options 1 2 3 4 5 Availability of affordablequali(v liousing ..........................................................1 2 3 1 5 1'itrtess opportunities !including exercise ctasses and paths or trails, cic.j 1 2 3 4 5 Rc( rcational opportunities 1 2 3 4 5 Availability of allbrdablc quality food 2 3 5 Availability M affordahlc quality h(allh care 1 2 3 4 5 Availability of preventive health services 1 n 3 1 5 Availability of affordable quality mental health care 1 2 3 4 5 Pagel of 5 THE N C ST" the Kehl Citaew Surer' 6. Please rate each of the following characteristics as they relate to Ashland as a whole: Excellent Good Fair Poor Don't know, Availability of affordable quality child care/preschool 1 2 3 4 5 K-12 education 1 2 3 4 `i Adult educational opportunities 1 2 3 4 Opportunities to attend culttn-al/arts/music activities 1 2 3 4 5 Opporttutitics to participate in rclil"iotis or spiritual events and activities......... 1 2 3 ~t 5 Employment opportunities 1 2 3 4 5 Shoppiml, opportunitics 1 i 1 5 Cost of living iu Ashland 1 2 3 1 5 ON cralJ yu.llitl' of hu~incs and scrv its estahlisluncutti in A:hhtlld 1 2 3 4 Vibrant downtown/comntcrcial arca 1 2 3 4 5 ON'crall duality of nt « dcvclopntcnl in Ashland 1 2 3 9 5 Opportunities to participate in social events and activities I 2 5 I 5 Opporturtiticx to ~°oiun(err 1 ? 3 4 5 Opportunities to particip,tt~ in comutunity matters 1 2 3 5 Opcnucs and acccptnncc of the conuuunity lo~%m-d people of di\ersc harkgromi(l; 1 ? 3 1 3 tFighborlincss ofresidents in.lshlartd ..........1 2 3 1 5 7. Please indicate whether or not you have done each of the following in the last 12 months. Ro 7es Made efforts to conserve water ............................................................................................1 2 Made, efforts to ruakc your home inure enemy eflicienl ..........................................................................................1 2 Oh<ct~ ed a code violation or other hazard iu Ashland sec cds, abandoned hIli ldiu",s, ctr.' ....................................1 `t Household member was a victim of a crime in Ashland ..........................................................................................1 2 Reported a crinie to the police in Asltlaud 1 `r Stocked supplies in preparation for an emergency..................................................................................................1 2 Campaigned or adv ()(,tied for au is:uc. cause or c_andidatc ...................................................................................1 2 Contacted the Cite of Ashland !in-person, phone, entail or weh`, for help orinformatiott ......................................1 2 Contacted Ashland elected officials (in-person, phone, email or web) to express your opinion l 2 8. In the last 12 months, about how many times, if at all, have you or other household members done each of the following in Ashland? 2 times a 2-4 times Once a month Jot week or more a month or less at all Used Ashland recreation centers or their services 1 2 3 4 Visited a neighborhood park or CiIN, park i 2 3 4 Usf d .,Bland public lihrarics or Ilteir u•t_ ice. 1 2 3 4 Participated in religion; or spiritual activities in Ashland 1 2 3 4 ° Attcndcd a City-spornsorc,d c\ cut........... _ 1 2 3 4 used public transportation iuste~ad of driving 1 3 4 Garpooh d ~%ith other adults or rhildre~n inseead of dti~ing alone 1 2 ;i 4 v 1Nalkrd or biked instead ofdrivin l 2 3 4 Voluntcerccl your till[(- to >om(- ~,I oIIp/activity in Ashland . 1 - ~ 1 cG Participatccl in a club 1 2 3 4 Talked Lo or visited wiLlt vuur unuic(liate ucighbors I 2 3 4 Done a Gavor tort ncigbbor 1 2 3 1 0 9. Thinking about local public meetings (of local elected officials like City Council or County Commissioners, advisory boards, town halls, HOA, neighborhood watch, etc.), in the last 12 months, about how many times, if at all, have you or other household members attended or watched a local public meeting? 2 times a 2-4 times Once a month JNot week or more a month m- less at all > Attended a local public meeting 1 2 3 4 Watched ~ onlinr or on television) a local public mccting........ 1 2 3 4 . v r z Page 2 of 5 The City of Ashland 2014 Citizen Survey 10. Please rate the quality of each of the following services in Ashland: Excellent Good Fair Poor Don't know Police/Sheriff services ........................................................................................1 2 3 4 5 Fire ser-vrccs 1 ? 3 1 5 Amhulancc or emergency medical servicrs Crimc prevention Fire prcvcntion and cdn<ation ...........................................................................1 2 3 } 5 Tratlic enfo cen.ent 1 2 3 4 5 Strcct rcpair ...........1 2 3 4 i Street cleaning 1 2 3 4 5 Strcct lip htin;. 1 _ 3 ~l 5 Snow removal 1 ' 3 .1 5 Sidc~calk mairitcuaucc 1 2 3 4 5 Traffic signal timing 1 2 3 4 5 Bus or Ir~uiso scrvicc 1 3 4 5 Garbage collection 1 2 3 4 5 Recyclirrg 1 _ 4 , Yard write pick-up . 1 2 3 4 5 Storm drainnI. 1 2 3 4 5 Drinking \vatcr 1 2 3 5 SeNv'('r scrviccs 1 2 3 4 5 Po~~tr !;elcciric and/car gay) utility 1 2 3 4 5 Iftility hilling 2 3 4 City parks 1 2 3 1 5 Recreation program; or classes 1 2 3 4 5 Recreation centers orfacilities Land use. planning and v.onill 1 2 a -1 Code enforcement weeds, abandoned buildings, etc.': 1 2 3 4 5 Animal control 1 2 3 1 5 Economic developnrent 1 2 3 1 5 Health sr~r~ii~es 1 2 3 1 5 Public library scrvice~ 1 2 3 4 5 Puhlicinfonuatiorrs rlirrs ................................................................................1 2 3 1 S Gable television 1, 2 3 4 5 Emergency preparedness (services that prepare the community for natural disasters or other emergency situations) 1 2 3 4 5 Pr< serration of natural areas such as open space, farmlands and grecnbelts..... 1 2 3 4 5 Ashland open >pace 1 2 3 4 5 City sponsored special (vents 1 2 3 4 5 Overall customer service by Ashland employees (police, receptionists, planners, etc.) 1 2 3 4 5 11. Overall, how would you rate the quality of the services provided by each of the following? Excellent Good Fair Poor Don't know The City of Ashland....... 1 2 3 4 5 1'heFederalGot,crnntcnt ............1 2 3 4 5 12. Please rate the following categories of Ashland government performance: Excellent Good Fair Poor Don't know The value of services for the taxes paid to Ashland 1 2 3 4 5 The overall dircclion that Ashland is taking 1 2 3 It 5 The jrrh Ashland govrrnmeut does at %Ndcolnirl" citizen in\olt-cnieut........... 1 2 3 ~l 5 Overall confidence in Ashland government 1 2 3 4 5 Gencrall} acting in the hest interrsi of the comnrunitv 1 2 3 4 5 Being honest 1 2 3 4 5 Treating all residents fairly 1 2 3 4 5 Page 3 of 5 THENCS' --NIfi- i c s.rreli 13. Please rate how important, if at all, you think it is for the Ashland community to focus on each of the following in the coming two years: berg Somewhat ✓Nbt at all Essential important important important Overall feeling of safety in Ashland 1 2 3 4 Overall ease of getting to the places you rnsually haN e to visit.... 1 2 3 4 Quality of overall natural em ironnu'nt in Ashland 1 3 4 Overall "}milt environment' of.,Urlarid including overall design, buildings, parks and transportation systcrosl 1 2 3 4 Hcalih and wetlncss opportunities in A,htand 1 2 4 Overall opportunities for education and cnrichmcut 1 2 3 4 Overall economic health of Ashland 1 2 3 ~l Sense of comnnuiity 1 2 3 4 14. Please indicate the extent to which you support or oppose the City of Ashland focusing its economic development efforts in each of the following potential ways: Strongly Somewhat Somewhat Strongly Don't sapport sapport oppose oppose /To w By building upon the existing tourism-based economy 1 2 3 4 5 By attracting and retaining high-tech businesses 1 2 3 4 5 By attracting new industrial development on its vacant industrial lands........... 1 2 3 1 5 B, making it easier for businesses to gro~~ and develop in Ashland 1 2 3 4 5 Through workforce development 1 2 3 4 5 15. City staff is researching ways to address the City's facilities space needs, including possibilities for replacing City Hall. The City has run out of room in its existing building. Please indicate the extent to which you support or oppose the following options: Strongly Somewhat Somewhat Strongly Don't support Support oppose oppose know Ashland should address its space needs via the lowest cost option, regardless of location 1 2 3 4 5 City Hall should remain downtosaii, e\ en if it is a more expensive option........ t 3 4 5 Ashland should keep City Hall downtown only if it costs the same or is less expensive than other options 1 2 3 4 5 16. Please indicate how much of a source, if at all, you consider each of the following to be for obtaining information about the City government and its activities, events and services: Major A-linos .Abt a sorter source source City website (www.ashland.or.us) ...........................................................................................................1 2 3 Local Media outlets (newspapers, radio, local television stations) .l " 3 The local governnieiil cable Channels 9, 18O. 181 1 2 3 v City newsletter in the utility bill Citv (louucil meeting, and other public meetings .................................................................................1 ? 3 Talking with City otlicials 2 1 Citv conunnnica(iuus via suciol nwdia i.e. Facebook, Twitter or YouTuhc' .........................................1 3 r G Open City' Hall _.................1 2 3 ° Parks and Recrca(ion Guide._ ..............................................................................................................1 2 3 z Word-of-mouth .................1 3 Other .....................................................................................................................................................1 2 3 17. Which programs and services should be offered or expanded by Ashland Parks & Recreation? F Q! 7 '✓i N n r G C z s Page 4 of 5 The City of Ashland 2014 Citizen Survey Our last questions are about you and your household. Again, all of your responses to this survey are completely anonymous and will be reported in group form only. D1. How often, if at all, do you do each of the following, considering all of the times you could? A; . Rarely Sometimes Usually Alwals Recycle at home 1 2 3 4 5 Purchase goods or services from a business located in Ashland 1 2 3 4 5 Eat at lr:i~t 5 portions offmits and s,egetables a day 1 2 3 4 5 Parlicipate in moderate or vigorous physical activity., 1 2 3 11 5 Read or~~atch local iir%%s %ia wlc\ ision. paper, computer, etc.: 1 2 3 1 5 Vote in local etections 1 2 3 4 5 D2. Would you say that in general your health is: O Excellent O Very good O Good O Fair O Poor D3. What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be: O Very positive O Somewhat positive O Neutral O Somewhat negative O Very negative D4. What is your employment status? D12. How much do you anticipate your household's O Working full time for pay total income before taxes will be for the current O Working part time for pay year? (Please include in your total income money O Unemployed, looking for paid work from all sources for all persons living in your O Unemployed, not looking for paid work household.) O Fully retired O Less than $25,000 D5. Do you work inside the boundaries of Ashland? O $25,000 to $49,999 O Yes, outside the home O $50,000 to $99,999 O Yes, from home O $100,000 to $149,999 O No O $150,000 or more D6. How many years have you lived in Ashland? Please respond to both questions D13 and D14: O Less than 2 years O 11-20 years D13. Are you Spanish, Hispanic or Latino? O 2-5 years O More than 20 years O No, not Spanish, Hispanic or Latino O 6-10 years O Yes, I consider myself to be Spanish, Hispanic D7. Which best describes the building you live in? or Latino O One family house detached from any other houses O Building with two or more homes (duplex, townhome, D14. What is your race? (Mark one or more races apartment or condominium) to indicate what race you consider yourself O Mobile home to be.) O Other O American Indian or Alaskan Native O Asian, Asian Indian or Pacific Islander D8. Is this house, apartment or mobile home... O Black or African American O Rented O White O Owned O Other D9. About how much is your monthly housing cost D15. In which category is your age? for the place you live (including rent, mortgage O 18-24 years O 55-64 years payment, property tax, property insurance and O 25-34 years O 65-74 years homeowners' association (HOA) fees)? O 35-44 years O 75 years or older O Less than $300 per month O 45-54 years O $300 to $599 per month O $600 to $999 per month D16. What is your sex? O $1,000 to $1,499 per month O Female O Male O $1,500 to $2,499 per month D 17. Do you consider a cell phone or land line your O $2,500 or more per month primary telephone number? D10. Do any children 17 or under live in your O Cell O Land line O Both household? O No O Yes D II. Are you or any other members of your household Thank you for completing this survey. Please aged 65 or older? return the completed survey in the postage-paid O No O Yes envelope to: National Research Center, Inc., PO Box 549, Belle Mead, NJ 08502 Page 5 of 5 m Orn mC Rov :z to N - 4) O m o c( ra LL a- 5 e as ca c.1 o w ~ C) u Cl CITY OF ASHLAND Council Communication January 20, 2015, Business Meeting Appointment to Audit Committee - Mayor/Council Liaison FROM: Barbara Christensen, City Recorder, christebn.ashland.or.us SUMMARY The term for Councilor Voisin on the Audit Committee expired on December 31, 2014. BACKGROUND AND POLICY IMPLICATIONS: Ashland Municipal Code (AMC) Chapter 2.11.015 A. Terms. Notwithstanding any other provision of the Ashland Municipal Code, the terms of the Mayor or Council or City Recorder and Liaison Budget Committee member shall be for one year, each expiring on December 31 each year. All other terms shall be as provided in AMC 2.10.020. COUNCIL GOALS SUPPORTED: N/A FISCAL IMPLICATIONS: N/A STAFF RECOMMENDATION AND REQUESTED ACTION: Council to select either Mayor Stromberg or a councilor to serve as Mayor/Councilor Liaison to the Audit Committee. SUGGESTED MOTION: Motion to approve as Council/Mayor Liaison to the Audit Committee with a term to expire December 31, 2016. ATTACHMENTS: None Page l of 1 CITY OF ASHLAND Council Communication January 20, 2015, Business Meeting Approval of 2015 Council Liaisons to Boards, Commissions, and Committees FROM: John Stromberg, Mayor, john@council.ashland.or.us SUMMARY This is the approval of the 2015 Council liaison assignments to city and regional boards, commissions, and committees. These appointments will be effective immediately. BACKGROUND AND POLICY IMPLICATIONS: Each year the Council liaisons to the City and regional boards, commissions, and committees are selected by the Mayor and approved by the Council. COUNCIL GOALS SUPPORTED: 2.2 Engage boards and commissions in supporting the strategic plan. FISCAL IMPLICATIONS: None STAFF RECOMMENDATION AND REQUESTED ACTION: None. SUGGESTED MOTION: I move to approve the 2015 list of Council liaison assignments to boards, commissions, and committees. ATTACHMENTS: Proposed assignments list Page 1 of 1 ~a, Council Liaison Appointments 2015 City, Appointed by Mayor and Council Airport Stef and Board Carol Conservation Rich Forest Lands Stef Historic Carol Housing and Human Services am arks & Recreation [See below*] Tanning Greg Public Arts Greg Transportation Mike Tree Carol Wildfire Mitigation Greg City Ad Hoc, appointed by Mayor and Council Downtown Parking Management and Rich, Pam Circulation Committee Normal Neighborhood Working Group John, Pam, Mike Regional, appointed by Mayor and Council Chamber of Commerce am t. Ashland Board Mike VACT John VCOG Stef VMPO Rich RADCO * Parks & Rec is an independent elected body with its own sphere of responsibility, not an advisory commission. Communications between it and the Council/Mayor will be conducted by the Parks & Rec Chair and the Mayor. CITY OF ASHLAND Council Communication January 20, 2015, Business Meeting Council consideration of changes to department head compensation FROM: Dave Kanner, city administrator, dave.kanner@ashland.or.us SUMMARY At the Council's request, staff has examined several options for enhancing the salary and benefit package for City department heads. In order to continue to recruit and retain the most highly-qualified candidates for department head positions, the city must remain competitive in the labor market. Our recommendation for Council consideration includes increasing department head salaries, offering additional deferred compensation benefits and additional paid leave. Staff looked at other alternatives to enhance the compensation and benefit package for department heads, such as increasing the City's contribution to employee deferred compensation and/or HRA/VEBA accounts. Neither option was determined to be viable. BACKGROUND AND POLICY IMPLICATIONS: At the Mayor's request, the Council on December 15, 2014, held a study session discussion of department head compensation; as such compensation is tied to our ability to recruit the best and brightest candidates to City of Ashland positions and to encourage internal candidates to work toward such positions. This is of particular concern with the City about to launch a recruitment for a police chief and with several other department heads likely to retire within the next five years. A review of other, similarly sized southern Oregon cities found that our department head and human resources manager salaries are competitive with theirs; however Ashland is not competitive with larger cities of similar staff size and complexity. Many factors, not just salary, come into play when candidates consider whether to apply for department head positions with the City of Ashland. However, salaries that are too low likely limit the field to an undesirable degree. In addition, the City has compression issues in several departments, most notably Police and Fire. That is, the compensation packages of department heads are not sufficiently separated from those of senior managers and supervisors in the department, resulting in a financial disincentive for those managers and supervisors to strive for department head positions. Staff recommends addressing department head compensation through a combination of salary adjustment, retirement account contributions and additional paid leave. Each of these is discussed below: Salary The number one factor potential candidates look at when considering a career change is the salary. The City of Ashland offers a larger variety of core services than an organization of equivalent size, so Page 1 of 3 rpla CITY OF ASHLAND our compensation package must be competitive with slightly larger cities, particularly when conducting national recruitments, if we want to attract and retain candidates who possess the skills and experience to be successful in Ashland. Several other factors make recruitment and retention of department heads in Ashland uniquely complex. Ashland enjoys a high level of citizen involvement, so department heads must be technically proficient as well as politically astute. The cost of housing in Ashland remains higher than the rest of the Rogue Valley and we strongly encourage department heads to be part of the community they serve. However, a question arises for Council consideration: In half of the other cities surveyed, the police and fire chiefs earn a higher salary than other department heads. Ashland has reportedly considered such a pay structure in the past and rejected it, consistently opting instead for the current pay structure in which all department heads are in the same pay range. Does the Council wish to move to a bifurcated structure in which the police and fire chiefs earn a higher salary than other department heads? Retirement - Establish a 401(a) retirement account for department heads. In order to meet our minimum job qualification and experience requirements for department head positions, we often attract candidates who are mid-career. Candidates transferring into Oregon mid- career do not have the benefit of longevity in the Oregon PERS system and are placed in OPSRP, which offers a lesser retirement benefit than PERS; therefore their retirement earnings with the City of Ashland are limited. Offering a 401 (a) retirement account in addition to PERS/OPSRP for department heads would be a beneficial recruitment tool to ensure we attract a range of candidates from early to mid-career. In addition, contributions to a 401(a) account are not subject to payroll roll-ups or withholding. Additional paid leave Department heads are rarely "off the clock," and often attend many meetings after hours. Increasing paid vacation or administrative leave is another way to enhance the benefit package the city offers department heads and prevent burnout. In some cases, moving from a union position at the City into management results in a decrease in the amount of paid vacation. Additional vacation hours would help ensure that managers have time off to recharge, and it would create an incentive for internal career progression. Additional paid vacation would be beneficial to the City's recruitment of candidates from outside the organization who may be reluctant to leave their current employer and suffer a loss of paid vacation. Additionally, we should consider raising the limit on vacation accrual for department heads, so as to create a distinction between those executive level positions and other staff. COUNCIL GOALS SUPPORTED: N/A FISCAL IMPLICATIONS: If the City Council decides to move forward with increasing department head salaries, I would propose to do so by adding steps to the existing range. (That would be two additional steps at 5% each.) Therefore, there would not be any fiscal impact until FY 2016, at which time all department heads who are currently at top step would receive an additional 5% pay raise. The additional cost to the City would be a function of the number of department heads who are at top step at that time. However, assuming that no department heads other than the Police Chief retire between now and then, the Page 2 of 3 CITY OF -ASH LAN D additional cost to the City (just in that fiscal year) would be about $54,000, plus an additional $13- 14,000 in payroll roll-ups, spread across multiple funds. Note that if we increase the department head salary range, we should also increase the ranges of the city attorney and human resources manager. Nearly all cities with in-house counsel pay the city attorney a salary that nests between the department head and city administrator/manager ranges. Increases for the city attorney and HR manager are not factored into the numbers above. A 2%-of-salary contribution to a 401(a) account would cost roughly $20-25,000 per year depending on actual salaries of department heads at the time of implementation. An increase in paid leave or allowed accrual would have a fiscal impact when a department head retires and they are able to cash out more vacation time than would otherwise be allowed under the current structure, however it's not possible to calculate the exact impact. STAFF RECOMMENDATION AND REQUESTED ACTION: Staff recommends adjusting the City's wage schedule for all City department heads, as well as the city attorney and human resources manager, by adding two steps to the existing salary range. Each step represents 5%, and current staff would not advance into the new step until FY 2016. Tables showing the revised pay ranges are attached. Staff also recommends that the City Council authorize the city administrator to budget for and pursue creating a 401(a) account in FY 2016 for each department head with an annual contribution equivalent to 2% of annual salary. Lastly, staff recommends providing each department head with an additional 40 hours per year of vacation or administrative leave and increasing the maximum accrual to two-and-a-half times the annual accrual. SUGGESTED MOTION: I move to direct the city administrator to adjust the City's wage schedule for all City department heads, as well as the city attorney a`nd' human resources manager, by adding twos s to the existing salary range. ( n 7.1) Z -LA*V" I I move to authorize the city administrator to budget for and pursue creating a 401(a) account in FY 2016 for each department head with an annual contribution equivalent to 2% of annual salary. I move to provide each department head with an additional 40 hours per year of vacation or administrative leave and increasing the maximum accrual to two-and-a-half times the annual accrual. ATTACHMENTS: Proposed salary range changes. Page 3 of 3 Imo, Proposed Salary Range for City Attorney Step A - First 6 Months $49.8938 $8,648.24 $103,779 Step B - Next 12 Months $52.3884 $9,080.64 $108,968 Step C - Next 12 Months $55.0079 $9,534.68 $114,416 Step D - Next 12 Months $57.7582 $10,011.41 $120,137 Step E - Next 12 Months $60.6462 $10,511.99 $126,144 Step F - Next 12 Months $63.6785 $11,037.59 $132,451 Step G - Next 12 Months $66.8624 $11,589.47 $139,074 Proposed Salary Range for City Department Heads (Police Chief, Fire Chief, Public Works Director, Administrative Services/Finance Director, Community Development Director, Director of Information Technology & Electric Utility) Step A - First 6 Months $45.2551 $7,844.20 $94,130 Step B - Next 12 Months $47.5178 $8,236.41 $98,837 Step C - Next 12 Months $49.8938 $8,648.24 $103,779 Step D - Next 12 Months $52.3884 $9,080.64 $108,968 Step E - Next 12 Months $55.0079 $9,534.68 $114,416 Step F - Next 12 Months $57.7583 $10,011.24 $120,135 Ste G - Next 12 Months $60.6462 $10,511.80 $126,142 Proposed Salary Range for Human Resource Manager Step A - First 6 Months $39.1045 $6,778.09 $81,337 Step B - First 6 Months $41.0596 $7,116.98 $85,404 Step C - Next 12 Months $43.1134 $7,472.97 $89,676 Step D - Next 12 Months $45.2683 $7,846.49 $94,158 Step E - Next 12 Months $47.5316 $8,238.79 $98,866 Ste F - Next 12 Months $49.9082 $8,650.74 $1031809 Step G - Next 12 Months $52.4036 $9,083.12 $108,997