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HomeMy WebLinkAbout2014-0302 Study Session PACKET CITY OF ASHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, March 2, 2015 Siskiyou Room, 51 Winburn Way 5: 30 p.m. Study Session 1. Public Input (15 minutes maximum) 2. Look Ahead review 3. Economic Development Strategy program and budget update 4. Discussion of amendment to special events policy for Halloween parade 5. Review of proposed Mayor/Council budget for 2015-2017 biennium In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735- 2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title 1). COUNCIL MEETINGS ARE BROADCAST LIVE ON CHANNEL 9. STARTING APRIL 15, 2014, CHARTER CABLE WILL BROADCAST MEETINGS ON CHANNEL 180 OR 181. VISIT THE CITY OF ASHLAND'S WEB SITE AT WWW.ASHLAND.OR.US City of Ashland CounciJP"Peting Look Ahead *****THIS IS A DRAFT AND JECT TO CHANGE***** Departments Responsible ~~'t~ " 1 snse anon C ~n-,mission update on climate and A~rnir 'S sustainabilit plan. Aclan.; 3116 Executive Session after Stud Session 6 2 Pursuant to ORS 192.660(2)(i) Performance Evaluation Admin Er EC 3/17 Executive Session 6:30 .m. in Jury Room) 1 3,117 Pursu;wt s ORS 1-i2_~ Leaa', EXEC 3117 Regular Council Meetin Ali7 a Annual presentation b the Tree Commission Bill CD PRIES 5 Drought U date Mike PIN PRES 6 MOU between APD, JCSO and Jackson County Sexual Assault Police CONS Res onse Team Ter 7 Annual risk management report Lee Finance NEW 8 Annual sweatshop-free purchasing report Lee Finance NEW 9 Ordinance regarding accessory traveler's accomodations in R-1 CD ORD-1 ORD-2 zonina (Bill) 4ts t iosik• gg kwm 416 `JISE ~oject a uate request : r C ~,ir _r Vo min fJ-- e P`.^J > > RVTD U [-,date , ~ nest of Co, n-cw-i ' % ,isin ~ i D e ~ drain Regular Council Meeting 12 Annual report on use of force, crime rates, Will Dodge Way and Police NEW downtown enforcement efforts Ter 13 CIP status update and review Mike PW NEW 14 Ordinance regarding accessory traveller's accomodations in R-1 CD ORD-2 zonina (Bill) . 472b aQp Se~~isi!r# a~tS £►U 15 Pavement management strategy Mike PW Ss 16 Presentation by Mark VonHolle of Imagine Southern Oregon Admin SS (Dave) 4121 Regular Council Meeting 4121 Ani.ual sentation I-,,, the Hi t i Ccn missy II CD P~F-S 4,28 Wildlife Summit 5:00 - 9:00 Communit Center I Ts dis ussed at the D emdcr 1 ,7, 2014 Study s~~sio I FORUM 73- 19 Discussion of City Recorder compensation and Charter Admin SS amendment Dave/Tina Discussion of quorum requirements for boards and commissions Admin 20 ss (request, of Council) (Dave) 5 3 R uljr Council Meeting 777= T 21 A e-friend) communities (request of Councilor Seffin er Admin SS 22 Discussion of Housing Trust fund (request of Councilor Marsh Admin SS 23 Discussion of Class & Compensation study (request of Councilor Admin ss Voisin Page 1 of 2 2/25/2015 City of Ashland Council Meeting Look Ahead *****THIS IS A DRAFT AND SUBJECT TO CHANGE***** Departments Responsible 5/19 R tar Count ,on 5119 24 'ES 2 nn l =s nt jtisn I. Mike Cava Mite, +fir rte-- rt- rt ,L allaro re: RVCC D n~srussicn of Uasc3~t Siskiyou Monument (req i-s_ Df ~'our~ilor ~admin 2 ei2 tf ti 512 2 A-ml ai l'_e_s ~-n__❑ b the Band Beard drain FF , I _ z I s116 RB utar Council Ma9tin siie Commission Presentation Dates - 2015 February 17 - Transportation Commission March 17 - Tree Commission April 21 - Historic Commission May 19 - Wildfire Mitigation Commission June 2 - Band Board Jul 21 -Forest Lands Commission August 18 - Conservation Commission September 15 - Airport Commission October 20 - Public Arts Commission November 17 - Housing and Human Services Commission December 15 - Planning Commission Two Ordinances re: Normal Neighborhood Page 2 of 2 2/25/2015 CITY OF -ASHLAND Council Communication March 2, 2015, Study Session Economic Development Strategy Program and Budget Update FROM: Adam Hanks, Management Analyst, Administration - adam@ashland.or.us SUMMARY At the December 16, 2014 Council meeting, staff provided a summary of the work completed and in progress for the remainder of the FY2013-15 biennium and into the next biennium budget cycle. With the recent Council approval of the Transient Occupancy Tax (TOT) allocation resolution and the upcoming biennial budget process nearing, a discussion of how current and future programs and projects align with the Economic Development Strategy and the goals and objectives of Council will be useful in developing the proposed program budget and work plan for the next biennium. BACKGROUND AND POLICY IMPLICATIONS: Since its adoption in July of 2011, the City has consistently devoted staffing resources and funding to implement the Economic Development Strategy, starting with the phase one priority actions and more recently moving forward with a set of phase two priorities reviewed and approved by Council in the summer of 2013. The Strategy document contained seven major categories/elements, each with a corresponding list of implementing actions. The actions were organized into three prioritization phases for implementation; priority one, two and three. Phase one actions have largely been completed with several phase two actions also complete and others in progress. A summary of phase one and two actions, as well as recent program activity highlights can be found at http://www.ashland.or.us/SIB/files/121614 Economic Development Update CC.pdf Program Actions/Activities currently in progress and scheduled to be completed over the next six to twelve months include: 1) 2015 Business Retention & Expansion Survey 2) Continued development and expansion of the Business Resource Portal and Economic Dashboard 3) Business focused marketing/promotion for AFN services in alignment with AFN Business Plan 4) Pre-development site expansion/growth evaluations for key employment lands within Ashland Economic Development Implementation Partnership For many years prior to the development of the Economic Development Strategy, the City and the Chamber of Commerce have partnered together to provide local economic development programs, tools and support. The mechanics of that partnership, including the process, the projects and funding levels, have changed multiple times over the years based on past Council objectives and desires. Page 1 of 3 PNE CITY OF ASHLAND As envisioned by the Council at the time of the approval of the Economic Development Strategy, the Strategy document has served as a common road map in supporting Ashland's local economy over the nearly four years since its approval. As part of the budget preparations for the upcoming biennium, City and Chamber staff have developed a draft economic development program budget that strengthens and formalizes the partnership by organizing on-going and proposed new actions into program categories (Outreach and Education, Events, Research and Development) and proposing a funding arrangement that provides continuity and consistency for both the City and the Chamber. Proposed Program Budget In response to the TOT allocation approved by Council in February, the proposed Economic Development Program budget was built using the previous biennium allocation as a baseline rather than the previous approach of using the full allocation of 10% of the non-tourism restricted funds from the estimated TOT receipts. The proposed budget includes a 10% increase for FYI 6 and an additional 5% for FYI 7, primarily due to an increased allocation of staffing resources to the program (from .25 to .35 FTE) and increases in contributions to Southern Oregon Regional Economic Development Inc (SOREDI), the region's economic development partner. The remaining funds dedicated to economic development programs and activities remains relatively flat compared to previous allocations. Program funding is segmented into programming funds for the City and the Chamber. The Chamber programming proposes three primary areas that TOT funded economic development projects and actions would fall into, which include: Outreach and Education • Expanded video production for the Business Resource Portal • Innovators Annual Conference • Workshop series targeted to different business segments for training, new market opportunities, growth/expansion, etc • Promotional and educational programs and materials focused on the business sector Research and Development • Business Retention and Expansion Survey • Targeted Business sector surveys • Data acquisition and analysis for Economic Dashboard (Portal) Events/Promotions • Festival of Lights • Buy Local • Green Business/Sustainability Page 2 of 3 rr, CITY OF -AS H LA N D COUNCIL GOALS SUPPORTED: Economy 17. Market and Further develop the Ashland Fiber Network 19. Ensure that commercial and industrial areas are available for development FISCAL IMPLICATIONS: The Economic Development Strategy program budget is funded through an annual allocation from the Transient Occupancy Tax (TOT) approved each year by Resolution of Council. The annual allocation has previously been 10% of the non tourism, unrestricted portion of the overall TOT annual revenue estimated at between $150,000 and $160,000 in the past several budget cycles. The 10% non tourism allocation for economic development was not part of the 2015 TOT resolution approved by Council at the February 17, 2015 meeting, but was instead directed to the general fund without any specific economic development allocation designation. Primary program costs include staffing (.35 FTE), regional program contributions to Southern Oregon Regional Economic Development, Inc. (SOREDI) and other similar program dues, memberships and operating expenses. The remainder of the funds, approximately $110,000 to $115,000, are utilized for Strategy implementation actions and activities and remain relatively flat compared with the previous biennium. A proposed draft budget breakdown is attached for Council review and feedback prior to formal presentation and review by the Citizens Budget Committee later this spring. STAFF RECOMMENDATION AND REQUESTED ACTION: No formal action requested of Council, this item is for discussion, feedback and general direction. SUGGESTED MOTION: N/A ATTACHMENTS: December 16, 2014 Economic Development Program/Activity Update Ashland Chamber of Commerce - Collaborative Partnership Summary Proposed Preliminary Economic Development Program FY2015-17 Budget Page 3 of 3 idi, CITY OF -ASHLAND Council Communication December 16, 2014, Business Meeting Economic Development Strategy Program and Activity Update FROM: Adam Hanks, Management Analyst, Administration - adam@ashland.or.us SUMMARY Since its adoption in July of 2011, the City has consistently devoted staffing resources and funding to implement the Economic Development Strategy, starting with the phase one priority actions and more recently moving forward with a set of phase two priorities reviewed and approved by Council in the summer of 2013. The presentation provides a summary of the work completed and in progress as well as planned actions for the remainder of the FY2013-15 biennium and into the next biennium budget cycle. BACKGROUND AND POLICY IMPLICATIONS: The Economic Development Strategy was adopted in July of 2011 after a significant public involvement process over a 12-18 month period including participation of many local and regional community and economic development partners and local businesses and residents. The Strategy document contained seven major categories/elements, each with a corresponding list of implementing actions. The actions were organized into three prioritization phases for implementation; priority one, two and three. Phase one actions have largely been completed with some remaining as on-going activities to maintain over time. Original phase one actions completed include: 1.1 Conduct a Business Retention and Expansion Survey (B,R & E) 1.2 Designate a City Staff "point of contact" 2.1 Formalize relationships and roles for Strategy implementation among major partners 3.1 Maximize impact of existing City Economic Development, Cultural and Sustainability grant process 6.1 Evaluate the use of Urban Renewal Districts 7.1 Improve the land use development process In June of 2013, Staff presented an update of accomplishments to date and a proposed set of new Phase Two priority actions, incorporating continued efforts of the original set of actions not yet completed Page I o173 I1, CITY OF -ASHLAND and including many new actions. This list also included a narrative to describe how the action was intended to be implemented and was supported by a benchmark/performance measure for each new action. The list of Phase Two priority actions approved by Council include: 7.1 Improve the Land Use Development Process - Incorporates actions 7.2 and 7.3 2.1 Formalize relationships and roles for Ashland specific strategy implementation among major partners 2.2 Create fonnal and routine communication with all regional economic development partners 3.3 Create a coordinated economic development information and marketing plan to maximize public communication tools 6.4 Pursue the expansion of a State E-Commerce Zone for Ashland 6.5 Evaluate land availability for business expansion on lands on or adjacent to existing businesses 1.5 Assist local businesses in energy, water, waste, supply chain reductions and efficiencies 4.2 Develop, promote, and expand job training programs to meet skill needs identified by local business 1.4 Create/Expand a local business resource & mentoring program 4.1 Develop/expand programs to connect local education partners with business community for experience and exposure to entrepreneurship, business development & operations Narratives and benchmarks for each action can be found in the attached document entitled "Phase Two Implementation - FY 2014." Program Action/Activity Highlights Major Accomplishments over the past 6-12 months include: • Support and participation in the creation of the Ashland Business Resource Portal (www.ashiandbusinessresource.com) • Support and participation in the creation of the first local economic indicators dashboard (incorporated with the Business Resource portal) • Staff membership and participation on the Chamber sponsored Economic Advisory Team responsible for content/program development for both the portal and dashboard • Direct mailing to all property owners and business owners within the three Ashland Enterprise/E-Commerce zones with follow-up contacts and on-site meetings with approximately 20-25 local businesses. (Letter and program flyer attached) • One approved Enterprise Zone award to an Ashland business • Council approval to develop contract with Ashland Community Resource Center for local workforce development program • Staff participation in the development of the regional Comprehensive Economic Development Strategy (CEDS) through SOREDI CEDS Advisory Committee appointment • Staff membership and participation on SOREDI Business Recruitment and Retention Committee Page 2 of 3 Ir, CITY OF -ASHLAND • Staff presentation and participation in the SOREDI Rogue Valley site consultant tour • Scheduled completion and approval of the Unified Land Use Code in January of 2015 Program Actions/Activities planned for the next 6-12 months include: • Formal kick-off for the planning and implementation of the 2015 Business Retention & Expansion Survey, including targeted strategy defined industry sector focus. • Development of next phases of Business Portal and Economic Dashboard, including video production to support quarterly industry focus areas and resources/services promotion targeted to business community, outreach/awareness for portal and general local economic development program offerings • Business (Commercial, Industrial, Employment) specific marketing/promotion for AFN services in alignment with AFN Business Plan • Pre-development site expansion/growth evaluations for key employment lands within Ashland COUNCIL GOALS SUPPORTED: Economy 17. Market and Further develop the Ashland Fiber Network 19. Ensure that commercial and industrial areas are available for development FISCAL IMPLICATIONS: The Economic Development Strategy program budget is funded through an annual allocation from the Transient Occupancy Tax (TOT) approved each year by Resolution of Council. The annual allocation is 10% of the non tourism, unrestricted portion of the overall TOT annual revenue estimated at between $150,000 and $160,000 annually. Primary program costs include staffing (.25 FTE), regional program contributions to Southern Oregon Regional Economic Development, Inc. (SOREDI) and other similar program dues, memberships and operating expenses. The remainder of the funds, approximately $100,000 to $110,000 are utilized for Strategy implementation actions and activities. STAFF RECOMMENDATION AND REQUESTED ACTION: Staff recommends Council review prior activities and accomplishments and provide comment and any clarifying questions on planned future program actions for the remainder of the fiscal year and beyond. SUGGESTED MOTION: I move to accept the Economic Development Strategy Update and recommend that staff continue as described in the update document provided in the meeting packet. ATTACHMENTS: Phase Two Implementation Plan - FY 2014 Economic Development Strategy Update - March 18, 2014 Enterprise Zone Flyer Page 3 of 3 Er, CITY OF -ASHLAND Economic Development Strategy • - Implementation Plan Phase Two Implementation FY 2014 With the results of the business retention and expansion survey in hand, four of the six priority one actions complete and one well into its development and review phase, a more comprehensive review of the Strategy document as a whole is needed to maintain focus and productivity towards the overall strategy goals and objectives. The original strategy broke the strategy down into three primary areas: The Task, The Questions, & The Plan. The Task The task remains essentially unchanged, but for a few proposed additions to slightly enlarge the scope of the composition and impact of the next group of recommended implementing actions. Develop and implement a comprehensive economic development strategy for the purpose of: • Diversifying and expanding the economic base of the community • Supporting creation and growth of businesses and non-profit/public sector organizations that use and provide local and regional products and services • Increasing the number of family-wage jobs in the community • Leveraging the strengths of Ashland's tourism and repeat visitors Inclusion of non-profit and public sector organizations alongside the more common focus of "business" is intended to recognize the ability of many non-profit and public sector groups to contribute as a traded sector participant in the local economy, bringing "outside money in" by exporting their services to others outside the region, importing wealth in the form of grant funds that benefit the local economy in a number of ways and often paying wages at or above the regional median levels. The innovative partnership between the City of Ashland, the US Forest Service, Lomakatsi Restoration Project and the Nature Conservancy is a prime example of the impact of non-profit and public sector organizations in the local economy. The Questions The strategy development committee went through significant effort to answer the following key questions that helped shape the final plan: • What is economic development? • How is our economy different? (Advantages) • What is working for us now? (Strengths) • What is not working? (Weaknesses) 1 ECOnorniC DEVELOPMENT STRATEGY Enhoncing economic strength in community • What do we want? (Vision) • How do we get there from here? (Strategy) As various staff, local partners and Mayor and Council reviewed the results of the Business Retention and Expansion (B,R & E) survey, much of the survey responses were consistent with the committee answers to these questions. The B,R & E survey was a critical first implementation step that resulted in detailed statistical analysis of the current local economic climate and most importantly provided feedback and prioritization of specific actions, activities, services or resources our local business community needs and values to survive, thrive and grow. While the first five questions are important, the key question of "How do we get there from here?" forms the basis for the task of updating "The Plan" Before jumping into specific strategy objectives, four focused target business types were identified along with a business profile. They include: • Existing businesses in the community with a commitment to operating their business and living in Ashland • Businesses that rely on and earn a competitive advantage from innovation, creativity, design and technology in their operations for new product development, creation or expansion of niche markets, process improvements, etc • Businesses that produce specialty and value added goods or services with a market beyond our local economy • Businesses that purchase from the local and regional economy for supply or provide goods or services that reduce the need of the community to purchase goods or services from outside of region. To incorporate the traded sector value of local non-profit organizations, the term businesses should be defined to reference the inclusion of non-profits or be added to each of the four targets as well. The business profile seems to remain a good match to the types of businesses that the plan is intended to focus its efforts and has no differentiation between business and non-profit. The Plan The final strategy document contained the following seven objectives: • Assist local existing and emerging business stabilize and grow • Improve long term coordination and collaboration with local and regional economic development partners • Increase availability of investment capital for local businesses • Provide local educational & technical skills development to match local business workforce needs • Increase tourism in the fall, winter and spring and diversify the types of events and activities promoted • Provide appropriate land supplies for needed business growth/expansion with quality infrastructure to all commercial and employment lands 2 ECOnOnuG DEVELOPMENT STRATEGY Enhancing economic strength in community • Manage the physical development process to ensure understandable requirements with timely and predictable results while safeguarding and improving the quality of the environment and the community Implementing actions were built to accomplish each of the seven objectives. In reviewing the original prioritized action list along with the results of the B,R&E and various meetings and discussions with local business and economic development partners, the following updated priority list addresses the concerns, requests and desires of most. Each of the original actions contained a description providing additional details of tactics, tasks and projects to successfully accomplish the action. With the benefit of the additional review and input, the descriptions of the recommended new priority one items have been revised to assist with final funding, timeline, City staff and partner involvement needs as well as to most closely match the needs of the local economy. Priority 1 Actions (10 items) 7.1 Improve the Land Use Development Process - Incorporates actions 7.2 and 7.3 2.1 Formalize relationships and roles for Ashland specific strategy implementation among major partners 2.2 Create formal and routine communication with all regional economic development partners 3.3 Create a coordinated economic development information and marketing plan to maximize public communication tools 6.4 Pursue the expansion of a State E-Commerce Zone for Ashland 6.5 Evaluate land availability for business expansion on lands on or adjacent to existing businesses 1.5 Assist local businesses in energy, water, waste, supply chain reductions and efficiencies 4.2 Develop, promote, and expand job training programs to meet skill needs identified by local business 1.4 Create/Expand a local business resource & mentoring program 4.1 Develop/expand programs to connect local education partners with business community for experience and exposure to entrepreneurship, business development & operations * Proposed to be directed to Council Goal concept of Jobs Commission/Jobs Advisory Board to review existing resources and develop actions to maximize existing resources or develop new resources specifically for Ashland employers and current/future potential employees. 3 ECOnOmiC DEVELOPMENT STRATEGY Enhancing economic strength in community Individual Action Detail 7.1 Improve the Land Use Development Process 1 City This action is one of the original priority one actions and remains in progress towards meeting the objective of improving the land use development process. As the Community Development Staff have progressed through their participation in the B,R&E survey as well as surveys to their own customers, many of the issues are being addressed through the Unified Land Use Code project. The Unified Code project objectives are to make the code clear, consistent, concise, adaptable and user-friendly, while also improving internal City department communication and coordination particularly on larger and more complex development projects. Phase II of the project is intended to address issues raised in action items 7.2 and 7.3, which state: • 7.2 - Create incentives for development applications that meet certain pre-defined economic development eligibility criteria • 7.3 - Consider changes to Land Use Development Code that may be inhibiting redevelopment or new construction Benchmark/Performance Measure - Completion of Unified Land Use Code project 2.1 Formalize relationship and roles for Ashland specific 1 BizOR, Chamber, strategy implementation among major partners (city of City, JackCo, Ashland, Chamber, Jackson County, SOREDI, Business Oregon, Job SOREDI, SOU, RCC, Council, etc) SBDC, THRIVE With the responsibilities for the coordination and on-going implementation of the Economic Development Strategy and related activities resolved with its placement in the City Administrator's Office, this action will be given more attention and will function in parallel and in conjunction with the proposed updated priority one actions. Bench mark/Performance Measure - Schedule to host and conduct four quarterly meetings with representatives of economic development partner organizations in FY14 2.2 Create formal and routine communication with all regional BizOR, Chamber, economic development partners City, JackCo, SOREDI, SOU, RCC, SBDC, THRIVE This action is closely associated with action 2.1 and could benefit from the creation of a local Jobs Commission/Advisory Board, but will also rely and build on existing communication structures utilized by local and regional economic development partners. Benchmark/Performance Measure - Schedule to host and conduct four quarterly meetings with representatives of economic development partner organizations in FY14 4 ECOnOmiC DEVELOPMENT STRATEGY Enhancing economic strength in community 3.3 Create a coordinated economic development information 1 BizOR, Chamber, and marketing plan to maximize public communication City, SOREDI, tools SOU/RCC The community has a variety of public communication resources such as City, Chamber and other economic development partner websites, social media outlets, direct mailing lists, e-newsletters, community TV (RVTV), postings in community meeting spaces, City Commission & Committee packets, etc. A coordinated information and marketing plan would provide consistent and complete local and regional economic development information and services for the region. The system would integrate partner agency content to automate distribution across partner communication platforms for maximum efficiency and reach to the business community and the public. The B,R&E contained many references to the need/desire for increased marketing and communication efforts for business education and training, including Ashland specific data sets across a variety of often inter-related business segments such as real estate market analysis, detailed demographic analysis, etc. Additionally, resources such as current development related information, fees, licenses, services available, etc was also suggested to be pulled together into one resource location and kept current. 3.3.1 - A suggested concept to achieve this goal is a local business resource web portal which could house all of the information described above as a one-stop shop for market/demographic data, contacts, educational and business services resources across the various business segments. The portal would be organized to provide information, resources and guidance specific to the needs of the user: Starting a business - Business assistance/training, business/strategic planning resources, legal structures, licensing/permitting, site selection, sector specific customer demographics, local vendor supply chain opportunities Growing a business - Staffing/workforce training resources, expansion markets/exporting assistance, site evaluation, real estate occupancy/vacancy/BLI information Relocating a business - Site evaluation/land use codes, infrastructure assessment/constraints, incentive programs (enterprise/e-commerce zones), occupancy/vacancy/BLI information Financing a business - Local, State and Federal financing programs, grant opportunities, seed/angel fund programs, infrastructure deferral/loan programs, incentive programs 3.3.2 - Develop, maintain and publish through the business portal an economic indicators dashboard tool to assist Council, businesses and the community in gauging the local economic climate. Indicators could include totals, percentage annual change and comparisons to other communities in the following: • Business license registration by major category • Total employees by major category • Residential and commercial construction permits and valuation • Home occupation permits • Transient Occupancy Tax collections 5 ECOnOrn iC DEVELOPMENT STRATEGY Enhancing economic strength in community • Occupancy rate • Visitor/tourist population • Ashland School District enrollment by grade • Commercial electric and water utility consumption • New commercial electric and water utility meter connections • Annual average home monthly rent • Median home sales • Population by age group • Attainment of Economic Development Strategy action targets Other regional indicators could be included and tracked to connect Ashland specific trends with regional indicators such as median household income, wage growth, etc that are not available at the Ashland community level. 3.3.3 - To further expand and provide exposure to the variety of core business segments, information could also be provided in the form of short videos for key local segments such as: Digital Technology , vitaculture/sustainable ag/organic farming, Performing Arts, Visual art and design, film and video production, culinary, government innovation/partnerships and connected to the business resource portal and other marketing partners and outlets. Benchmark/ Performance Measure - Completion and quarterly reporting to Council and the community using an economic indicators dashboard with FY13 benchmarks and performance targets and measures where appropriate. 6.4 Develop and implement a communication/outreach plan for the 1 BizOR, Chamber, recently awarded E-Commerce Zone City, JackCo, SOREDI With considerable support and assistance from Jackson County and SOREDI, an e-commerce designation was secured for the entire Jackson County enterprise zone which much of the employment lands in Ashland are now a part of. To maximize the benefits of this new resource, City staff will work with Jackson County and SOREDI to ensure that property owners, businesses and interested parties are aware of the program, its benefits and opportunities. Benchmark/Performance Measure - Contact all property owners and businesses within the three e- commerce nodes in Ashland, schedule and conduct informational meetings at each node location, follow up on interest from individual property owners or business owners by January 2014. One approved e-commerce business in FY14. 6 ECOnornk DEVELOPMENT STRATEGY Enhancing economic strength in community 6.5 Evaluate land availability for business expansion on lands 1 BizOR, Chamber, on or adjacent to existing businesses City, SOREDI As most job growth comes from the expansion of existing businesses, it is critical to evaluate lands where business expansion is likely or desired to understand and anticipate obstacles and barriers of the adjacent lands for expansion while also looking forward using expected market growth need estimates over the next 10-20 years. Using the Urban Renewal District feasibility study, the EOA, the updated BLI, the B, R & E results and other related data, an initial analysis would be prepared. City staff or a designated task force could review and evaluate existing business expansion opportunities (adjacent lands), new business land needs consistent with identified target areas (profile/attributes action 1.1) and land needs and opportunities within the existing Urban Growth Boundary (UGB). The evaluation will include elements such as, infrastructure needs for the identified lands, existing and proposed zoning regulations and identification of potential conflicts with expansion forecasts/needs, etc. The results may indicate the desire and benefit for proactive adjustments to the zoning regulations, the inclusion of specific public projects in the City Capital Improvement Plan (CIP) and/or other policy modifications. The results will also provide those businesses contemplating expansion with upfront analysis of the practical and policy implications of a proposed expansion, removing much of the unpredictability of that process. Participating proactively with the business community on business expansion needs and obstacles was identified in the B,R&E survey as a significant business need and resource. City and Chamber staff had follow up conversations with many of the survey respondents and found a variety of issues where further site evaluation and identification of expansion needs would benefit both short and long term decision making for business expansion and could be the biggest assistance in retaining existing businesses in Ashland. Benchmark/Performance Measure Conduct a minimum of 10 site expansion evaluations in FY14 1.5 Assist local businesses in energy, water, waste, supply 1 City, Recology, Parks chain reductions and efficiencies & Rec, DEC, Avista The City of Ashland created an Ashland Green Business Program four years ago, managed and staffed through the City's Conservation Division, as a coordinated multi-agency team (city-water, City-Electric, Recology-waste, Avista-Nat gas, DEQ) to help businesses wanting to increase the efficiency and sustainability efforts of their business operations. The program conducted audits in all major consumption categories and works with businesses to develop plans and strategies to reduce initial consumption, reduce waste and eliminate toxic materials. In addition to reducing operating costs for local businesses and preserving community resources, successful implementation of audit findings result in job creation for the local construction/trades sector. 7 ECOnOmiC DEVELOPMENT STRATEGY Enhancing economic strength in community With turnover in staffing and a significant increase in program workload each year (new businesses are added with existing businesses going through annual evaluations), the Green Business Program has been placed on hold pending a review of program objectives and potential tools available to more efficiently deliver the level of service expected and desired of the program. Staff proposes providing businesses with a set of online tools developed by ICLEI (Local Governments for Sustainability) called the Green Business Challenge. The product allows locals businesses to complete a baseline survey of their resource usage, select a goal level to achieve in each category, use the software to track data over the period of the goal, connect with City and other partner resources to help meet the selected goal and compare their progress with other local businesses and businesses of their type across the nation. This program format allows staff to serve interested businesses regardless of the volume of interest and participation. Benchmark/Performance Measure - Participation by 30 local businesses by end of FY14 4.2 Develop, promote, and expand job training programs to Chamber, City, Job meet skill needs identified by local business Council, SOREDI 1.4 Create/Expand a local business resource & mentoring 1 Chamber, City, program SOU/RCC-SBDC 4.1 Develop/expand programs to connect local education 1 ASD, SOU/RCC, partners with business community for experience and Chamber, Job exposure to entrepreneurship, business development & Council, SOREDI, operations City Each of these actions were mentioned consistently throughout the B,R&E as programs and services that would benefit local businesses. All three actions identified and supported in the B,R&E are occurring at some level within the region. The reoccurring theme throughout the survey response and from other discussions with business leaders and partner organizations is that there is a need for Ashland specific resources and programs in these areas. As part of Council's goalsetting for 2013-14, an objective was identified under the community quality of life goal to establish a permanent jobs commission. A group like a Jobs Commission or Jobs Advisory Board could be developed and charged with developing a prioritized plan to leverage existing services and augment those services when necessary to ensure that work being done in the region is available, accessible and tailored to Ashland employer and employee needs. Staff level discussions with the listed partners indicate that a variety of programs currently in place in the region would benefit from additional participation from Ashland businesses, institutions, schools and non-profit and government partners. 8 ECOnOnuC DEVELOPMENT STRATEGY Enhancing economic strength in community Priority 2 Items (7 items) City Funding 1.6 Determine feasibility/demand for 2 BizOR, Chamber, City, Chamber/SOU TBD local business assistance and support SOREDI, SBDC, RCC, office SOU 3.2 Create opportunities for increased 2 City, Chamber, SOREDI Chamber Econ Dev budget local access to funds (staff time) 5.1 Maximize City funded marketing 2 Chamber, City Chamber Econ Dev Grant or efforts targeted for "year-round" contract tourism 5.2 Determine market feasibility for a 2 Chamber, City, OSF, City Econ Dev budget convention/community center SOU (Staff time + contract) 5.3 Develop a capital improvement 2 City City City budget plan and maintenance strategy for the (Staff time + contract) Plaza and downtown 6.3 Complete transportation and utility 2 City City CIP budget service connections to all commercial (Staff time + Contract) and industrial lands in the City limits and UGB 6.7 Complete and maintain real-time 2* Chamber, City, SOREDI, City/Chamber Econ Dev Grant or commercial occupancy data Private contract (availability, price, contacts, etc.) * Possible data set to be incorporated into proposed action 3.3.1 - Business Resource Portal Priority 3 Items (8 items) City Funding 1.3 Increase opportunities for local 3 Chamber, City, SOU, THRIVE Econ Dev Grant or import substitution and local to local THRIVE contract purchasing 6.2 Complete and maintain publicly 3* City City PW budget accessible real-time online buildable (Staff time) lands inventory 6.6 Determine feasibility and Econ Dev/Admin cost/benefit for public purchase of key budget industrial lands to make "shovel ready 3 City City " for re-sale for business development (Staff time) 7.4 Update the Economy Element of 3 City City Comm Dev/Econ Dev the Comprehensive Plan budget (Staff time) 9 ECOnOmiC DEVELOPMENT STRATEGY Enhancing economic strength in community 7.5 Provide public access to 3* City City PW budget development related data sets (GIS (Staff time) Mapping) 7.6 Integrate existing sustainable 3 City City Comm Dev budget development concepts & practices into (staff time) development standards 7.7 Create and define quantifiable 3 City City Grant or contract community "Quality of Life" indicators to measure economic development strategy success, both monetary and non-monetary 7.8 Develop and Implement a Facade 3 Chamber, City City Econ Dev/Admin Improvement Program budget (Staff time) * Possible data set to be incorporated into proposed action 3.3.1 - Business Resource Portal 10 ECOnorniC DEVELOPMENT STRATEGY Enhancing economic strength in community CITY OF ASHLAND Council Communication March 18, 2014, Business Meeting Economic Development Strategy Quarterly Update FROM: Adam Hanks, Management Analyst, adam@ashland.or.us SUMMARY The Economic Development Strategy adopted in July of 2011 contained an implementation plan sorted into three priority levels. With the completion of the bulk of the priority one implementation actions, staff presented a review of the work completed as well as a proposed update to the implementation plan at the Council meeting of March 19, 2013. The phase two implementation plan was approved by Council in June of 2013 with an updated set of ten "Priority One" actions to focus on for FY 13-14. BACKGROUND AND POLICY IMPLICATIONS: The following table lists the ten current priority one action items that were provided to Council in the November Quarterly update. The table includes the description provided in November with a brief summary project update immediately below. 7.1 Improve the Land Use Development Process - Incorporates actions 7.2 and 7.3 Led by the Community Development Staff, the Unified land use code project is nearing completion with a final draft being presented to the Planning Commission in December of 2013 with Planning Commission recommendations moving forward to Council for final review and approval in January or February of 2014. Spring '14 Update - Most recent draft presented to Planning Commission at its February 25, 2014 study session. http://ashiand.or.us/SIB/files/ULUO 02-25-14.pdf. The Commission will be reviewing the revised draft materials at its March study session. 2.1 Formalize relationships and roles for Ashland specific strategy implementation among major partners The Mayor and staff attended a recent Jackson County Economic Advisory Council meeting to present the updated Strategy actions and coordinate activities as appropriate with the regional efforts. Staff continues to work with SOREDI and Business Oregon staff on regional efforts that include Ashland strategy implementation, businesses or property. Spring '14 Update -As of January, 2014, City staff (City Administrator/Management Analyst) are now the City representatives on the SOREDI Board of Directors and attends meetings monthly. Additionally, Management Analyst is a member of the SOREDI Business Recruitment and Retention Committee that meets monthly for regional strategies and implementing actions relating to the retention and growth of existing businesses and targeted recruitment of new businesses to the region. Page 1 of 4 OFFr, CITY OF ASHLAND 2.2 Create formal and routine communication with all regional economic development partners Staff has recently been invited to participate with the Ashland Chamber on its Economic Response Team. Staff is also coordinating a regular schedule of quarterly meetings with SOREDI, Business Oregon, Job Council and the Governors Regional Solution Team Manager that should be beginning in January of 2014. Regular meetings with Chamber staff have remained consistent and valuable. Spring '14 Update - City staff has met with all partner groups, but no formal, scheduled regular meeting schedule has been developed to due timing constraints/conflicts and project prioritization among the partners. City Staff is now also a member of the Chamber of Commerce Business Resource Portal Development Team, a new, local business centric, website providing an array of resources, data, news, training opportunities for Ashland businesses. 3.3 Create a coordinated economic development information and marketing plan to maximize public communication tools City and Chamber staff have met several times this quarter to work on development of the Ashland Business Resource website, which will form the foundation of the local economic development communication and marketing tools and resource delivery to the Ashland business community. The project is being led by the Chamber and will include partnership from the City as well as others, potential private sponsor as well as other public agencies. The objective is to provide a common location for all business resources at all stages of business development, from starting, growing, relocating and financing a business. The site will contain relevant local business and community demographics similar, but ultimately several layers deeper than data currently found in the Chamber's Living and Doing Business Guide. The content will be delivered both graphically and via video and will contain relevant business events and trainings, current news releases by business category and will allow user to register and have customized control of automated delivery of newly posted data. A related sub-action is the development, release and updating of a local economic indicators dashboard to assist in evaluating the local economic climate. City staff has developed a skeleton framework based on other similar products in other regions in the state and will be working with other Departments and the Chamber to obtain the data and develop a system for updating. City and Chamber staff are continuing to work towards the drafting of a proposed partnership agreement between the City and the Chamber to define roles, responsibilities and cost allocation which will be presented to Council for approval within the next 60-90 days. Spring '14 Update - The Ashland Business Resource Portal has progressed from concept, to outline to phase I launch, culminating in its unveiling at the 2014 Ashland Innovators Conference (April 11, 2014) . A variety of business and governmental partners have provided financial and staff/data support, including the City of Ashland, Business Oregon, SOU, SOU/RCC Small Business Development Center, Oregon Secretary of State, Small Business Administration, US Bank and others. The City and the Chamber are working together on promotional and outreach efforts leading up to the release of the site April 11 at the Innovators Conference and comprehensive metrics on the use of the website will be available to guide further development and enhancements as the project matures and becomes the core local business resource it is envisioned to be. The local economic indicators dashboard tool is now designed to be a tool within the portal providing the opportunity to leverage and connect more diverse data sets residing within the site as well as benefit from the review, input and analysis of the entire portal development team. Page 2 of 4 OFFI, CITY OF -ASHLAND 6.4 Pursue the expansion of a State E-Commerce Zone for Ashland The e-commerce overlay to the Jackson County Enterprise Zone was awarded in July of 2013. City and Chamber staff recently met with SOREDI staff to develop Ashland specific information sheets to distribute to all properties and businesses within the three Enterprise/E-commerce nodes within Ashland. City and Chamber staff are also developing common procedures and FAQ/Talking points for key staff to use when Enterprise/e-commerce questions arise to ensure that consistent and accurate eligibility and process information is provided to interested businesses. Working with a property owner on a building construction development that initially appears to qualify for Enterprise zone benefits and possibly e-commerce benefits as well. Project will be going through the pre- app process in the coming month. Spring '14 Update - The project under discussion in November has now formally initiated the land use approval process, has completed the pre-application conference and will be submitting a formal application in the next 30 days. Direct contact has been made with a variety of businesses within the three enterprise zone locations in Ashland and a comprehensive mailing will be sent within the next 30 days to all businesses and property owners within the three zone areas. 6.5 Evaluate land availability for business expansion on lands on or adjacent to existing businesses City Admin, Community Development and Engineering staff have met and discussed process options, template/format, and property/resource attributes to include in the evaluations. Outreach to interested property owners may be leveraged by Enterprise/E-commerce zone outreach efforts. Spring '14 Update - No new status update 1.5 Assist local businesses in energy, water, waste supply chain reductions and efficiencies Staff recently obtained software contract information from ICLEI for the Green Business Challenge and has also recently presented to concept to the Chamber's Green Business committee to explore outreach/marketing partner opportunities. Software procurement and backend setup is expected to take 60-90 days from date of contract signing. Expected launch date is March of 2014 Spring '14 Update - City Staff submitted a grant application for the complete implementation costs associated with the Green Business Challenge (software, promotional funds, enhanced technical support, etc) in early January, but was informed in mid-February that the City was not selected for the grant. The software will be purchased in the next 30 days and back-end data work will begin upon contract signing with launch occurring in August/September. City staff continues to work with Chamber staff on promotional/outreach assistance and partnership. 4.2 Develop promote and expand job training programs to meet skill needs identified by local business See action 4.1 1.4 Create/Expand a local business resource & mentoring program See action 4.1 4.1 Develop/expand programs to connect local education partners with business community for experience and exposure to entrepreneurship business development & operations These three actions rely heavily on partnership agreements with The Job Council. City and Job Council staff presented a proposed scope of services agreement based on initial feedback from Council at the Page 3 of 4 rr, CITY OF ASHLAND October Study Session. Based on the feedback, City and Job Council staff have met again and are developing a revised scope of service contract and will be presenting that back to Council in the next 30- 60 days for review and direction. The primary focus of the contract will be on addressing action 4.2. Quarterly meetings as described in actions 2.1 and 2.2 will assist in addressing the longer term achievement of actions 4.2 and 1.4 Spring '14 Update - The Job Council recently provided a letter to the City stating that they were not currently in a position to present a proposal or contract for a custom set of services for the City of Ashland due to staffing issues along with new program objectives and mandates for the region. City staff will be presenting potential alternatives for providing the same or similar services to the Council in an upcoming study session in May or June of 2014. FISCAL IMPLICATIONS: N/A - Council Update STAFF RECOMMENDATION AND REQUESTED ACTION: N/A - Council Update ATTACHMENTS: FY 13-15 Strategy Implementation Plan Update Adopted 2011 Economic Development Strategy - www.ashland.or.us/strategy Page 4 of 4 ~r, ,1111 Enterprise Zone ,1111 E-Commerce Zone What is it? What is it? The Enterprise Zone is an economic development tool The E-Commerce Zone offers income tax exemptions approved by the State of Oregon to provide property for investments made in computer equipment, tax incentives for eligible businesses that are growing network servers, data stroage, communications and and creating new jobs. other hardware and software systems that facilitate What are the benifits? and expand conducting business over the Internet. Qualifying businesses receive a minimum of three What are the benifits? years of property tax exemption associated with new Qualifying businesses receive income tax exemptions construction, additions, or significant tenant on certain e-commerce related investments. improvements on the property. The exemption can extend to five years if certain compensation How does it work? requirements are met. Qualifying internet based businesses located within one of Ashland's three Jackson County Enterprise How does it work? Zones receive income tax exemptions on qualifying In exchange for the property tax waiver, called an hardware and software investments. abatement, qualifying businesses commit to a minimum of a 10 percent increase in employment Who's eligible? where the expansion occurs. The jobs created must be Eligible businesses have more than 50% of business maintained for the duration of the tax benefit (and sales activities generated or processed using the must meet specific compensation levels to qualify internet. Primary activities include technical support, during years four and five). claims processing, client evaluation, shipping, warehousing or other similar operations. Who's eligible? Business or property owners located in the Jackson Review the Jackson County Enterprise zone maps on County Enterprise Zone may be eligible. Eligible the reverse side to determine if your business is business activities are generally described as traded located in one of the three Ashland zone areas. sector businesses such as manufacturing, assembly, shipping, storage, call centers, processing, fabrication, and headquarter facilities. Review the Jackson County Enterprise zone maps on the reverse side to determine if your business is located in one of the three Ashland zone areas. Find out if you're in an e-commerce zone. See reverse side. business t4ll - CITY OF Qre • • busin ess grows soredi ASHLAND to help bush ss prosper JW Enterprise Zones AshtandSt` Give Us A Call to Learn More Contact Adam Hanks at the City of Ashland to find out more about how your business may be able to take advantages of S/Skioa 6e these programs. a Business Resources y' b Business owners in Ashland benefit from a strong support o yoc~ system of community partners focused on helping h ui e R oS' d businesses succeed and grow in Ashland. Below are a few key resources for local businesses: s~ East Node A Ashland Fiber Network AFN is the city owned telecommunications service that features speeds of up to 1 Gigabit. AFN fiber services are locally supported and 99.9% "always on". ash' let - for service details EMai, Sr The Ashland Business Resource Portal Led by the Ashland Chamber of Commerce and supported by the City, SOU, US Bank, Ashland Fiber Network and others, & the portal is a dynamic website created as a one stop site Airport m o for business news, economic data, educational workshops } E g and business assistance for starting, growing and Ashland St F` ~ developing business in Ashland. r; for more information East Node B` SOREDI Southern Oregon Regional Economic Development Inc. is the Rogue Valley's business development resource made up of private and public sector partners with a mission of helping e business prosper and grow throughout the region. o -for more information E Hersey St z Ashland Innovators Conference Created by the Ashland Chamber of Commerce in collaboration with Southern Oregon University, the annual Ast conference showcases innovative companies, organizations sst and students in Ashland. Enterprise Zones West Node _A-rltil~;/e tetp;,ist.,zo-.es-formoreinformation Contact Information C I T Y OF ADAM HANKS, Administration / adam@ashland.or.us / 541-552-2046 ASHLAND 20 East Main Street, Ashland, OR 97520 01 Adw A ASHLAND as you like it City of Ashland and Ashland Chamber Collaborative Partnership: The relationship between the Ashland Chamber and the City of Ashland is a highly effective mutually beneficial partnership that has served Ashland very well over many decades. The collaboration helps leverage our combined resources with the assistance of multiple stakeholders. The City supports the efforts of the Chamber in a collaboration that serves to strengthen both. As we coordinate our efforts, we help businesses overcome obstacles to growth and identify opportunities for new programs. On-going regular communication, support and coordination of programs and initiatives allows for an innovative and problem solving environment. One of the most effective approaches to economic development encourages the survival and growth of businesses already located in an area. Existing businesses are more likely to have linkages with other area businesses, be familiar with the area's labor force, regulations, and its institutions and are more likely to employ residents and be invested in the broader business and social community. Improving the efficiency of existing businesses enhances the area's competitive advantage. Some consider existing businesses the engine of local economic growth. The Ashland Chamber's mission is to improve the economy while maintaining and advancing the quality of life. As the lead economic development organization in Ashland, the Chamber has decades-long established relationships within the business sector and through community partnerships. The Chamber promotes businesses and the community by providing business resources, creating events, maintaining strong community partnerships, promoting tourism, conducting community issues discussions and collaborative problem solving while providing effective leadership. Through the point-of-contact information and relocation services as a clearinghouse for the community, there are many avenues for awareness and to receive assistance including the Chamber website, Ashland Business Resource Portal, Chamber office, summer Plaza Information Booth, phone calls and numerous materials and brochures. The Chamber provides a broad communication network and serves as a community connector for many thousands of individuals each year. The Ashland Chamber has a dynamic, diverse group of over 725 business, non-profit and community members with a passion for enhancing the economy of Ashland. Whether creating new business contacts through one of the many networking events, showcasing their services and products or by contributing their time and resources, they expand the reach and impact of programs and projects. Local businesses and their employees are strengthened through a system of sharing and learning opportunities that help grow the economy through enhancement of workforce education. Needs and trends in business are identified through one-on-one meetings, surveys and analysis. The community and businesses are promoted and marketed through the identification and communication of Ashland values, strengths and assets. Profiles of individuals showcase these values and assets by utilizing current marketing channels of communication. Ashland Chamber of Commerce and Visitor & Convention Bureau PO Box 1360 • Ashland OR 97520. 110 East Main St. • PO Box 1360 • Ashland OR 97520 • (541) 482-3486 • Fax: (541) 482-2350 ashlandchamber.com Current Program Collaboration Outreach and Education Business Resource Portal/Video production: The Ashland Business Resource Portal was launched at a Chamber created event in spring 2014 at the Ashland Innovators Conference. The vision for the Portal originated from the Ashland Chamber's desire to provide information for sustainable business growth. It was created as a response to a need expressed by the business community for more timely economic data, resources and information through the analysis of business comments gleaned from the Business Retention and Expansion Survey. As the Chamber developed the framework for the Portal, the assistance of a number of stakeholders was necessary, and invaluable, to develop the content and design for the site to achieve optimum effectiveness. Research and content development is done by the Chamber staff in collaboration with the Oregon Employment Department, Southern Oregon University Small Business Development Center, Business Oregon and the City of Ashland. Each stakeholder/partner provides a unique skillset to the Portal, making for a very unique public/private partnership. The purpose for establishing the website was to address a lack of high quality, well-focused information for companies who wanted to grow or who are considering establishing themselves in our marketplace. The other major challenge was to provide information that is specific to the Ashland economy and our particular economic drivers. Too often much of the information was lumped into regional data making it additionally difficult to apply to the Ashland marketplace. The website was designed to be user friendly providing up-to-date information in a quick and nimble format that is geared to specific industry sectors. Meaningful industry information such as financing and incentives for growth, economic and demographic data and business educational opportunities are showcased. On top of it being a data rich environment, the Portal provides dynamic and compelling interviews with business owners sharing best practices, lessons learned and the unique characteristics of doing business in Ashland combined with beautiful photography and videos. Expansion of the video storytelling element was critical to meet the current needs of the public who access information much more readily and find usable through video. Videos will highlight various sectors of the economy providing case studies, city services, economic data and personal interviews showcasing our values, strengths, assets and opportunities for growth. Fifteen, thirty second and five minute videos are being created for each sector to create opportunities for marketing and promotion. Our educational framework, workforce and city support will be underscored by quality of life amenities. Promotional materials - Living & Doing Business Guide: Expansion of the Living & Doing Business Guide will include similar thematic messaging as above to reinforce our brand of connection to quality of life values with business and community profiles. Conferences/Workshops: • Annual Business Conference- each year an annual business conference will spotlight a different sector of the economy. In 2014, technology and film and video were showcased through the Ashland Innovators Workshop. In 2015, the food and beverage industry will be highlighted. Panel discussions with authorities from industry and government will discuss the current outlook of the industry and trends for future opportunities for expansion and growth. Entrepreneurial entrance into the particular industry will be discussed as well as expansion for current businesses in their respective sectors. Networking opportunities will occur as well as video from the conference to be promoted post event will be conducted. News and stories will be written and posted with various media sources as well as on the Business Resource Portal. • Educational Workshops - smaller'/2 day and full day workshops will be conducted throughout the year on topics identified from the needs of the business community such as marketing, human resource development, social media, how to get started in business and business planning just to name a few. Research and Development: BR&E (Business Retention and Expansion) Survey One of the most effective approaches to economic development encourages the survival and growth of businesses already located in an area. A popular and widely-used approach for supporting existing businesses is the Business Retention and Expansion (BR&E) program. The central feature of the program is a survey of businesses to identify major business issues that can be addressed by the BR&E committee and other organizations and agencies. In order to learn what strengths and weaknesses exist in our current economy and in our leading business sectors, how to grow well-paying jobs and how to encourage the expansion of local businesses, they are interviewed. Leading business owners of Ashland's key industries are asked to define their unique strengths, identify possible trends and opportunities, determine weaknesses in growing their business in Ashland, identify challenges, describe what they think will make Ashland's economic future healthier, determine educational needs and/or gaps in the current workforce, determine educational needs and resources of business owners and to define the Ashland climate for business development. This builds community capacity in order to better address issues through greater collaboration between organizations, governments, educational institutions, and local businesses and to create an on-going data set for evaluating success through regular surveys. The BR&E analysis has been successful in the past and directly meets the key definition of the Ashland Economic Development Strategy that focuses on the "development of existing businesses who have a competitive advantage through their innovation, creativity, design and technology". In early 2005, the Ashland Chamber of Commerce in partnership with the City of Ashland, embarked on the first BR&E program. In 2006, the BR&E Task Force developed a questionnaire and interviewed 33 local businesses that belong to an "industrial cluster" identified by a study in Jackson and Josephine Counties (Reid et al, 2006). Businesses targeted for the interviews included those in the Manufacturing, Retail Trade, Professional Services, Information, and the Accommodations and Food Service industries. In 2007, the BR&E Task Force decided to target two different groups: businesses in high-skill industries and businesses with an active on-line presence. In 2012, the BR&E survey interviewed businesses with characteristics identified in the City's Economic Development Strategy. In 2015, the interviewers will return to those businesses who were interviewed previously to determine change from the baseline and to delve deeper into the needs for workforce growth and development. Following a standard survey with the assurance of confidentiality, interviewers query businesses along topic areas such as general business characteristics, employment characteristics and issues, workforce training, sales and materials markets, changes in business activities, and business's evaluation of public services and amenities in Ashland. Questions regarding economic linkages to regional labor, product and services will help identify opportunities to increase local expenditures. Business's opinions about the community in which they conduct business may affect choices they make about whether to remain and/or grow in that community or relocate. The BR&E's use of volunteer business owners as interviewers previously yielded important benefits for uncovering local business issues and will be utilized again in the process. Not only did most respondents easily relate to the interviewers, but they spoke openly about their challenges of doing business in Ashland which we anticipate will again occur. The primary costs are for the independent paid economic consultant to assist the committee in the development of the survey instrument including pre and post survey meetings, data input, data analysis and creation of the written report and final presentations. In addition, the consultant will be reviewing previous survey results in order to form the final report and comparisons of change in economic conditions and challenges. Staff costs to implement the BR&E program include during the planning and visit phase production and distribution of training materials, recruitment, training and coordination of the leadership team and task force members, coordination and training of the volunteer teams, developing the survey materials, determining types of businesses to survey, inviting the businesses to participate, interfacing with the economic consultant, review of the document, thanking the volunteers and businesses who participated, coordinating the final document, making presentations and keeping the project on task. Volunteer contributions from the task force and interviewers are extensive including hundreds of hours for the leadership team members, task force members, volunteer firm visits and for the firm owners to be interviewed. Significant business volunteer contributions are required for this project to be effective. They include contacting the businesses for appointments, explaining the process, conducting the interviews, filling out the survey and writing their comments. Chamber staff and leadership possess the skills, ability and experience to effectively coordinate and conduct a successful BR&E program for the City of Ashland and will commit the necessary staff, equipment and support to conduct the program. City Economic Development Program Budget FY15 FY16 FY17 (current) (+100/0) (+15%) Proposed Economic Development Program Allocation 154,030 169,433 177,905 Including carryforward of $54,616 from FY14 208,646 Personal Services 32,000 43,000 45,000 Materials & Services (not including Program Funds Available) 10.000 13,000 14,000 Program Funds 184,616 113,433 118,905 TOTAL Economic Development Program 226,616 169,433 177,905 Program Funds Allocation Proposed Chamber Pro,ranirnm Outreach and Education Video Production 30,000 20,000 20,000 Promotional materials (Portal. Living and Doing. RecrUitmcnt, ctc) 20,000 15,000 15,000 Conferences/Workshops 10,000 11500 12,500 Events Festival of Lights * 14,000 15,000 15,000 Research & Development BR&E 25,000 25,000 Portal Economic Dashboard 5,000 Business Surveys (issue specific) 5,000 5.000 Chamber Programming Total 104,000 92,500 67,500 Chamber Portion ol`I'otal Program Funds 72% 71% 67% Remaining Program Funds 80,616 20,933 51.405 Proposed City Pm_~rammin,~4 ACRC Job Seeker Support 20,000 Fniployment Lands -Expansion Pre-assessments 10,000 AFN Business Marketing 10,000 RCC - Entrepreneurial Scholorships - 7,000 8,000 Economic. Development Strategy - Ashland Airport 5,000 Immediate Opportunity Funds 25,000 25,000 City Programming "Total 40,000 37,000 33,000 PROGRAM TOTAL 144,000 129,500 100,500 Program Funds Unallocated- Budget to proposed = 40,616 (16,067) 18,405 * Festival of Lights Fundine GF (110) Economic Development (Tourism/retail for Shoulder season) 15,000 15,000 EF-EE (690) Energy Efficiency (upgrading of lighting to LED, etc) 5,000 5,000 EF-Ops (690) Infrastructure Upgrades (recepticles on poles, brackets, etc) 5,000 5,000 Total City Contributions 25,000 25,000 CITY OF ASHLAND Council Communication March 2, 2015, Study Session Discussion of amendment to special events policy for Halloween parade FROM: Dave Kanner, city administrator, dave.kanner@ashland.or.us SUMMARY Councilor Marsh has requested a Council discussion of changing the special events policy to include the Halloween parade as a community-wide event, thus exempting it from having to pay City-related expenses. BACKGROUND AND POLICY IMPLICATIONS: The City in 2012 adopted a special events policy that requires such events to pay an administrative fee when applying for a special event permit and to pay certain City staff overtime costs related to the event. The policy states, "City staff will review the proposed route and determine how much City staff overtime will be needed. In addition to the base permit fee of $130, the event applicant will be charged 60% of actual costs. ODOT Certified Flaggers may not work at intersections or other locations where the City has determined there is significant risk." At the time the policy was adopted, the Council specifically exempted the Fourth of July parade from this provision. There was discussion at the time of also exempting the annual Halloween parade and the Festival of Lights parade, however the Chamber of Commerce at that time felt that these events were more business oriented and offered to continue paying the fees. Councilor Marsh has requested a discussion of whether to exempt the Halloween parade as a community-wide event. The special event policy, under the section "Community-wide events" states, "The City Council may add other events to this category at their discretion." COUNCIL GOALS SUPPORTED: 3. Support and empower our community partners 7. Keep Ashland a family friendly community. FISCAL IMPLICATIONS: Making this change to the special event policy would mean foregoing a small amount of fee revenue and overtime reimbursement each year. The total for fees and OT reimbursement in 2014 was $1,744. STAFF RECOMMENDATION AND REQUESTED ACTION: N/A SUGGESTED MOTIONS: N/A. This is for discussion and direction to staff only. Page 1 of 2 PFFI, CITY OF ASHLAND ATTACHMENTS: Resolution 2012-08 and special events policy Minutes of March 5, 2012, Council study session http://www.ashland.or.us/Agendas.asp?Display=Minutes&AMID=4843 Page 2 of 2 ~r, RESOLUTION NO. 2012- 0 A RESOLUTION ADOPTING FEES FOR SPECIAL EVENTS AND REPEALING RESOLUTION 2011-22 RECITALS: A. Section 11. 12.050 of the Ashland Municipal Code authorizes the temporary closure of a City street to traffic when deemed necessary for parades, dances, races, or other special events. B. The number of types of special events is increasing. Such temporary closures can have an impact on city services including Police, Ashland Fire and Rescue, Parks and Recreation and Public Works. C. On April 3, 2012 the City Council approved the Special Event Policy. D. Special events have an economic benefit to the community and yet can increase the city's costs. The special event fees below reflect a standard special event permit fee of $130, 60% of actual overtime costs for City staff and a fee of $250 for applicants who do not submit the permit application ninety days in advance of the event date. E. A Special Event is an organized activity, such as a parade, race, street fair, athletic event etc. that requires the exclusive use of public right of ways or city-owned property including but not limited to sidewalks, streets, parking spaces, parking lots, alleys etc. or that reroutes or delays the normal flow of pedestrians and vehicles thereon. F. The Special Event Permit requirements do not apply to neighborhood block parties or to activities for which the City has previously established fee and requirements, such as film and video production activities. THE CITY OF ASHLAND RESOLVES AS FOLLOWS: Section 1. The following special event fees are set forth in Table 1 and are hereby approved and established. TABLE 1 Type Fee Base Special Event Permit Fee $130 Events that require city staff overtime The Special Event Permit Applicant will pay 60% of city staff overtime costs in addition to the base fee of $130. Rush Fee $250 will be charged, in addition to the base fee of $130, to applicants who do not submit the permit application 90 days in advance of the event. Section 2. This resolution was duly PASSED and ADOPTED this day of 2012, and takes effect upon signing by the Mayor. Page 1 of 2 Barbara Christensen, City Recorder SIGNED and APPROVED this day of , 2012. Vn Stromberg, Mayor Reviewed as to form: David Lohm ity Attorney Page 2 of 2 CITY OF ASHLAND Special Event Policy Overview Ashland values special events as a means of bringing people together to enrich lives and strengthen our community through the celebration of arts, sports, culture, commerce and more. A Special Event is an organized activity, such as a parade, race, street fair, athletic event etc. that requires the exclusive use of public right of ways or city-owned property including but not limited to sidewalks, streets, parking spaces, parking lots, alleys etc. and/or substantially impacts or impedes traffic flow. The City of Ashland regulates these types of events to ensure the safety of the event participants, spectators and the general public and to minimize inconvenience to the general public and disruption of public services. NOTE: This policy does not apply to neighborhood residential block parties. Purpose The purpose of this policy is clarify the use of the public right of way and city property for special events; to minimize City expenses associated with special events; to provide options and minimize expenses for special event coordinators; and to minimize safety risks to the event participants and the general public. Scope This policy applies to all persons requesting the use of any public right of way which has been determined by Police Department and or the Public Works department to require unimpeded access and controlled traffic for the safety of the event participants and general public. Use of City parks and facilities is subject to policies set forth by the Parks and Recreation Commission. Use of the Plaza requires a separate permit available at www.ashland.or.us/plazapermit. Community-wide events The July 4th celebration is a significant and historical community-wide event. The City will absorb all City related expenses for this event. The City Council may add other events to this category at their discretion. Permit 1 Permits are required for all special events. Special Event Permits are available on line at www.ashland.or.us/specialevent. Note: Applicants requesting use of State Highway 99 (North Main, East Main through downtown, Lithia Way, Siskiyou Blvd.) and/or Highway 66 (Ashland Street) must secure a permit from the Oregon Department of Transportation, in addition to a permit from the City of Ashland. Applicants requesting use of East Main from Walker east to the city limits and/or Crowson Road must secure a permit from Jackson County. Siskiyou Blvd. between Gresham Street and Walker Street is under City jurisdiction. Fees All applicants pay an administrative fee of $130 when the application is submitted. If the application is not approved, or if the applicant withdraws the request, the City Administrator and/or staff designee will evaluate and subsequently determine if a refund if appropriate. 1) Events that do not require City staff overtime (determined by the City): City staff will review the route proposed in the permit application and determine the location of barricades, traffic safety cones and traffic control locations where an ODOT certified flagger can be used. The event coordinator is responsible for securing and placing barricades, cones and flaggers at each designated location at least 60 minutes in advance of the start of the event. The event cannot begin until authorized City personnel drive the route prior to the race to make sure barricades, cones and volunteers are in place and then informs the event organizer of approval. If event organizers are unable to secure the required number of ODOT certified flaggers and city staff must be used for traffic control, the applicant will pay 60% of actual cost for staff overtime. 2) Events that require City staff overtime (determined by the City) City staff will review the proposed route and determine how much City staff overtime will be needed. In addition to the base permit fee of $130, the event applicant will be charged 60% of actual costs. ODOT Certified Flaggers may not work at intersections or other locations where the City has determined there is significant risk. ODOT Certified Flaggers The Oregon Department of Transportation (ODOT) provides traffic flagger training. After completing the training, participants will be certified flaggers for two years. If using ODOT Certified Flaggers, the applicant must submit to the City a list of the volunteers who will work the event. If the applicant is unable to recruit the required number of ODOT Certified Flaggers, City staff will be assigned to work the event, if available, and the applicant will pay 60% of the overtime costs. The City cannot guarantee city staff will be available to work the event with less than 30 days notice from the date of the event. If the applicant cannot secure the required number of certified flaggers and city staff is not available the event cannot proceed. 2 Meeting with City Staff After receiving the completed Special Event Permit, a meeting between City staff and the applicant will occur so both parties can review the proposed route and traffic management plan and are clear on the expectations, limitations and costs of the event. Pre-approved Routes The City has identified a number of different special event routes within Ashland, on both State and non-State Highways. The approximate resources and requirements associated with traffic control for each pre-approved route are available for event coordinators planning a special event. Event organizers are not required to use pre- approved routes. Rolling Road Closure Some special events on roadways with two or more lanes of traffic in each direction can be accommodated with a rolling road closure of one lane of traffic. A rolling road closure event is one that occurs during daylight hours, lasts 45 minutes or less, does not block intersections for more than 5 minutes and can be managed with on-duty city staff. These events are subject to the $130 base fee only and will not be charged a Rush Fee (see below). Permit approval is subject to staff availability. The City will respond to permit requests for a rolling road closure within three days of receiving the permit application. Application and Deadline The application for a special use permit is posted on the City's website at www.ashland.or.us/specialevent or can be obtained from the Public Works Department at 541-488-5587. Completed applications should be submitted to the Public Works Department no later than 90 days in advance of the event date. It can take up to three months for City Departments to coordinate traffic plans, police services, public work services and more. Applicants will be notified of permit approval at least 60 days after the application is submitted. Rush Fee: With the exception of rolling road closures, applicants for a special event permit who cannot meet the 90 day requirement will be charged a Rush Fee of $250 in addition to the base fee of $130 if the requisite City staff can be made available within the time frame requested. Otherwise the permit will be denied and the $250 will be refunded. Time Limit for Road Closure Roads will be closed for no longer than two hours. Event organizers should plan accordingly. Road closures, particularly in the downtown and business areas of the community, impact local businesses and can impede customer access. A maximum road closure of two hours ensures those businesses are not adversely impacted by the special event. 3 Exceptions to this rule include the July 4`t' Celebration, Children's Halloween Parade and the Festival of Lights. The City Administrator may exempt future events who require a road closure for longer than two hours. Race Start Times The downtown area, particularly the Plaza, becomes extremely busy with pedestrians, vehicles, merchants, etc. For the safety of the general public and participants, races must start and clear the downtown area no later than 9:30 a.m. Neutral Start for Bicycle Races A neutral start is the preferred option and will be used until the event reaches a location predetermined by City staff.. A neutral start is used at the beginning of bicycle races to. create a parade atmosphere as the event gets underway This controlled pace protects, riders, pedestrians and vehicles in highly congested traffic zones. City staff will determine at what point the neutral start ends and the racing begins. Special Event applicants may be denied future permits if racers pass the lead police vehicle. Notification of Businesses and Neighbors Event organizers are responsible for posting notification signs along the event route 24 hours in advance of the event.--In addition, event organizers must notify businesses and homes along the route of the street closure, as well as cul-de-sac streets that intersect with the route, fourteen days in advance. At a minimum, the notification must include the date and length of time road will be closed. Public Works may require signatures to be collected indicating the property owners have been advised of the closure. Public Safety Safety of participants and the general public is the highest priority. The final decision on public safety requirements rests with the Ashland Police Department and Public Works. The Oregon Department of Transportation requires certified Ilaggers or police personnel at locations that require traffic control. ODOT Certified Flaggers may not work at intersections or other locations where the City has determined there is significant risk. Certificate of Insurance and Hold Harmless Agreement The City of Ashland requires a Certificate of Insurance in the amount of no less than one million ($1,000,000) dollars to protect the City against claims for personal injury or property damage that could that could occur because of the event. The certificate will name the City as an additional insured. A copy of the certificate must be submitted with the completed permit application. ODOT also requires a Certificate of Insurance if the event occurs on ODOT right of way. Events that can be accommodated with a rolling road closure are not required to secure a Certificate of Liability insurance. However the City strongly recommends the organizers secure liability insurance to protect themselves. If during the event a participant is 4 injured and seeks damages or if private or public property is damaged by a participant, the insurance provides protection for the event organizer. In addition, the City requires all applications to sign a hold harmless agreement (provided by the City) in order to receive a permit. The Special Event Permit covers the use of the sidewalk(s) or street(s). It is possible your event may need additional permits such as a noise permit or a Parks permit. The following questions will help you determine if you need additional permits. Questions - Contact Phone Will the event begin, end or Parks and Recreation 541-488-5340 ass through a city ark? Will a public address Administration 541-488-6002 system. or amplified music be used? Will your event interfere RVTD, Field Operation 541-779-2877 with a bus route or Coordinator schedule? Will food be served at the Jackson County Health 541-774-8206 event? Division Ashland Fire & Rescue 541-482-2770 Will alcoholic beverages be Oregon Liquor Control 541-776-6191 sold? Commission Ashland Fire & Rescue 541-482-2770 Will your event include Ashland Fire Department 541-482-2770 tents, canopies, booths, cooking, pyrotechnics etc.? Is your event a film or Administration 541-488-6002 video? Ashland Fire & Rescue 541-482-2770 Does your event involve the Administration 541-488-6002 Plaza? Will you event occur on Oregon Department of 541-774-6328 North Main, East Main Transportation 541-774-6360 Lithia Way, Siskiyou Blvd. (Highway 99), Ashland Jackson County Roads (541) 774-8184 Street (Highway 66) Do you need reserved Public Works 541-488-5857 arking? Criteria for Approval/Denial of application In issuing a permit for a special event, the City considers whether: 1) Another event is scheduled for the same day/weekend 2) The event is reasonably likely to cause injury to persons or property 3) The event will substantially interfere with the safe and orderly movement of pedestrians and vehicular traffic in the area 5 4) The proposed location is adequate for the size and nature of the event 5) City equipment, staff and services are available b) All permit requirements have been met 7) ODOT and/or Jackson County Permits secured 8) All required insurance documents are submitted 9) Previously identified issues have been addressed in the application Included in this packet: Special Event Permit Application Pre-approved routes Parks and Recreation Special Event Permit Application Sanitation and Recycling The permit application requires the applicant submit a plan for clean-up and recycling. Ashland Fire & Rescue Permits are required for the following: An additional permit from the fire department may be required when the event is held in public or private property within the city limits and includes any one or more of the following: • Cooking or open flames including fire dancing,'candle light vigils, sweat lodges, and ceremonial events • All outdoor fire and regulated by the fire department through the Ashland Municipal Code • Open flames inside a building other than approved, fixed appliances • Tents or;canopies • When an activity occurs in a building outside its normal use • Carnivals, fairs, beer gardens, haunted houses • An event where the public gather within boundaries delineated by a physical barrier such a snow fencing, metal gates or tape • Events in private homes or on private property that are open to the public OR charge & fee • Other unique ties not lis ed may require a permit. Approved: a ? Date: `l `l t Dave er, ity Administrator Reviewed as to form: Date: 'ZF -7 ( Z David Loh",-City Attorney I i i I I 6 CITY COUNCIL STUDY SESSION March 5, 2012 Page I of 3 MINUTES FOR THE STUDY SESSION ASHLAND CITY COUNCIL March 5, 2012 Siskiyou Room, 51 Winburn Way Mayor Stromberg called the meeting to order at 5:31 p.m. in the Siskiyou Room. Councilor Chapman, Silbiger, Slattery, Lemhouse, and Voisin, were present. Councilor Morris arrived at 5:34 p.m. Mayor Stromberg explained the new format for Study Sessions would allow more free-flowing discussion. It would still prohibit public testimony but take written submissions from citizens prior to the meeting. City Administrator Dave Kanner further explained the provision in the code restricting Council from deliberating had been misinterpreted over the years and that Council could discuss items and provide staff with direction on an action and suggested changing the code provision to reflect that. I City Attorney David Lohman added it was difficult using the words `deliberate towards a decision' because that language was in Public Meeting Law. However, the meaning was different in the code provision. Under State law, a closed meeting could not obtain information regarding items to deliberate but the Ashland code stated it was ok to get information from staff that may lead to a Council decision. As long as the purpose did not involve public input, occurred during a time when Council conferred with each other, and Council did not make final decisions. 1. Look Ahead Review Item not addressed. 2. Will Council provide staff direction on policy issues for the proposed special events policy? Public Works Director Mike Faught addressed the following nine policy issues that required further direction from Council: 1) Scope: "This policy does not apply to the following community events: July 4th celebration, Children's Halloween Parade, Festival of Lights Parade." Mayor Stromberg noted information received from the Chamber of Commerce Executive Director Sandra Slattery that the Chamber was interested in having the July 4`h celebration exempt since it was more of a community event. However, the Chamber would cover the fees for the Children's Halloween Parade and the Festival of Lights Parade since it was more business oriented. Police Chief Terry Holderness clarified all three events still required fees from the Chamber. They were on the list as ongoing events and therefore looked at differently. The Festival of Lights Parade would require modification due to the road closure. City Attorney Dave Lohman explained co-sponsorship was no longer in the policy because it was covered under Resolution 42012-03 Commissions and Committees Guide. Staff would add narrative that clarified the fees for the Children's Halloween Parade and the Festival of Lights Parade. Council wanted to know actual City costs for the July 4"' celebration. , 2) Fees: "All event applicants pay the base fee of $130." Mr. Faught explained the $130 did not cover staff time to review an application. Staff costs were approximately $224 an hour and a review could take up to 4 hours. Additionally, staff recommended a $60 refund for cancelled or unapproved applications. R CITY COUNCIL STUDY SESSION March S, 2012 Page 2 of 3 Council discussed automatic refunds and decided the City Administrator and staff would determine refunds and amounts. 3) Fees: "Events that require City staff overtime (determined by the City). City staff will review the proposed route and determine how much City staff overtime will be needed. In addition to the base permit fee of $130, the event applicant will be charged 60% of actual costs." In an effort to reduce costs, staff recommended pre-approved routes, and monthly Oregon Department of Transportation (ODOT) certified flagger training for non-City naggers for events that needed to control intersection traffic. Council supported having ODOT certified flaggers. Staff recommended and Council majority agreed to charging applicants 60% overtime costs instead of actual costs. Council wanted to see actual costs. 4) Rolling Road Closure: "Some special events on roadways with two or more lanes of traffic in each direction can be accommodated with a rolling road closure of one lane of traffic. A rolling road closure event is one that lasts 45 minutes or less, does not block intersections for more than 5 minutes and can be managed with a minimum number of on-duty city staff. These events are subject to the $130 base fee and will not he charged a Rush Fee. Permit approval is•subject to staff' availability." Council agreed to the recommendation to add hours of daylight because a rolling road closure was not safe after dark. 5) Application and Deadline Rush Fee: "With the exception of rolling road closures, applicants for a special event permit who cannot meet the 90 day requirement will be charged a Rush Fee of $250 if requisite City staff can be made available within the time frame requested Otherwise the permit will be denied and the $250 refunded." The 90-day timeframe provided time for staff to review the application and gave the applicant at least 30- 60 days to prepare for their event. Council approved the 90-day requirement and the rush fee. 6) Time Limit for Road Closure: "Roads will be closed for no longer than two hours." Chief Holderness clarified the 4`h of July Celebration, Children's Halloween parade and the Festival of Lights parade were exempt from the entire list. Staff would add language to the policy dealing with them specifically. Alternately, Council could add future ongoing events to the exempt list. 7) Bicycle Races: "The downtown area, particularly the Plaza, becomes extremely busy with pedestrians, vehicles, merchants etc. For the safety or the general public and due to the high number of cyclists and the speed of travel, all bicycle races must clear the downtown area 9:34 a.m." Council directed staff to remove bicycle references and have it apply to all races in the downtown area. 8) Neutral Start for Bicycle Races: "A neutral start is used at the beginning of bicycle races to create a parade atmosphere as the event gets underway. This controlled pace protects riders, pedestrians, and vehicles in highly congested traffic zones. A neutral start will be used until the signal is given by an event official. City staff will determine at what point the neutral start ends and the racing begins." Council suggested having a neutral start as the preferred option for bicycle races but not a requirement and if they chose not to have a neutral start, the applicant would pay 60% of the actual cost. 9) Certificate of Insurance and Hold Harmless Agreement: "The City of Ashland requires a Certificate of Insurance in the amount of no less than one million ($1,000,000) dollars to CITY COUNCIL STUDY SESSION March 5, 2012 Page 3 of 3 protect the City against claims for personal injury or property damage that could occur because of the event. The certificate will name the City as an additional insured. A copy of the certificate must be submitted with completed permit application. In addition, the City requires the applicant sign a hold harmless agreement (provided by the City) in order to receive a permit." Chief Holderness explained this applied mostly to protests and insurance-companies did not insure demonstrations. Councilor Voisin would research the possibility of challenges to first amendment rights and equal protection. Council majority was in favor of staff gathering additional information regarding insurance for further review. Mr. Faught read the criteria for approval and denial of the applications: I ) Another event is scheduled for the same day/weekend 2) The event is reasonably likely to cause injury to persons or property 3) The event will substantially interfere with the safe and orderly movement of pedestrians and vehicular traffic in the area 4) The proposal location is adequate for the size and nature of the event 5) City equipment, staff, and services are available 6) All permit requirements have been met 7) ODOT and/or Jackson County Permits secured 8) All required insurance documents are submitted .9) Previously identified issues have been addressed in the application Torsten Heycke, the organizer of the annual Mt. Ashland Hill Climb Run, Allan Gaffe, the organizer for the Mt. Ashland Hill Climb Bike Race, and Rob Cain who worked for both events expressed their concern regarding the certified ODOT flaggers' requirement, the number needed, and how the requirement affected their events. Mayor Stromberg asked them to submit their concerns and suggestions in writing to the Council. Council suggested staff revise the second paragraph on the first page of the Special Event Policy regarding exclusive use of public right of ways. Meeting adjourned at 7:33 p.m. Respectfully submitted, Dana Smith Assistant to the City Recorder CITY OF ASHLAND Council Communication March 2, 2015, Study Session Review of proposed Mayor/Council budget for 2015-17 biennium FROM: Dave Kanner, city administrator, dave.kanner@ashland.or.us SUMMARY The proposed Mayor/Council budget for the 2015-17 biennium, though small, is up about 27% over the current biennium, due primarily to an increase in health benefits charges. The proposed budget could be reduced by cutting allocations for travel and training. BACKGROUND AND POLICY IMPLICATIONS: Proposed 2015-17 biennial budgets for Central Service Fund divisions and departments were submitted for budget officer review in late January. The budget for the Mayor and Council Division of the Administration Department is projected to be up about 27% (biennium over biennium) due primarily to increased health benefits charges. There may be an opportunity to reduce the Mayor/Council proposed budget by cutting expenses for travel and training. We currently budget and are proposing to again budget for all Councilors to attend the League of Oregon Cities conference in both years of the biennium. A reduction in those line items would not offset the increase in health benefits, but it help reduce the division budget somewhat. COUNCIL GOALS SUPPORTED: 40. Ensure on-going fiscal ability to provide desired and required services at an acceptable level. 40.2 Recommend budgets that are realistic and responsive to Council/Parks Commission goals and objectives FISCAL IMPLICATIONS: Proposed budget for the Mayor/Council Division could be reduced by $10,000. STAFF RECOMMENDATION AND REQUESTED ACTION: N/A SUGGESTED MOTIONS: N/A. This is for discussion and direction to staff only. ATTACHMENTS: Proposed 2015-17 Mayor and Council Division budget Page 1 of 1 CENTRAL SERVICE FUND ADMINISTRATION DEPARTMENT MAYOR AND COUNCIL DIVISION Estimated Budget (Over) BN 2013-15 Estimated Biennium 2013-2015 Under Proposed Biennium 2015-17 Amended Actual Estimated Total Percent Amended Year 1 Year 2 Total Description 2013 Actual Budget 2013-14 2014-15 2013-15 Used Budget 2015-16 2015-16 2015-17 Fund# 710 Personal Services 510 Salaries and Wages $ 2,542 $ 5,200 $ 2,600 $ 2,600 $ 5,200 100% $ $ 2,600 $ 2,600 $ 5,200 520 Fringe Benefits 59,311 156,180 77,776 78,404 156,180 100% - 109,050 114.470 223,520 Total Personal Services 61,853 161,380 80,376 81,004 161,380 100% 111,650 117,070 228,720 Materials and Services 601 Supplies 1,006 2,000 233 2,600 2,833 142% (833) 3,000 3,000 6,000 603 Communications 1,735 1,350 159 1,190 1,349 100% 1 500 500 1,000 604 Contractual Services 5,010 7,500 6,089 1,411 7,500 100% - 2,700 2,700 5,400 605 Misc. Charges and Fees 100 200 100 100 200 100% - 100 100 200 606 Other Purchased Services 32,693 87,705 33,577 32,300 65,877 75% 21,828 40,500 40,500 81,000 608 Commissions 2,373 5,800 2,481 2,481 4,962 86% 838 4,700 4,700 9,400 Total Materials and Services 42,917 104,555 42,639 40,082 82,721 79% 21,834 51,500 51,500 103,000 Total Mayor Council $ 104,770 $ 265,935 $ 123,015 $ 121,086 $ 244,101 92% $ 21,834 $ 163,150 $ 168,570 $ 331,720 2/24/2015, 8:29 AM 2015-01-13 Department Expenses - Mayor Council with budget changes 2-23-2015.xlsx