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HomeMy WebLinkAbout2023-04-03 Study Session[1 6" -A J, ASHLAND CITY COUNCIL STUDY SESSION AGENDA Monday, April 3,2023 Council Chambers, 1175 E Main Street View on Channel 9 or Channels 180 and 181 (Charter Communications) or live stream via rvtv.sou.edu select RVTV Prime. HELD HYBRID (in -Person or Zoom Meeting Access) For written public testimony, email public-testimonygashland.or.us using the subject line: Ashland City Council Public Testimony For public oral testimony, fill out a Speaker Request Form at ashiand.or.us/speakerrequest and return to the City Recorder at melissa.huhtalagashland.or.us 5:30 p.m. Study Session 1. Public Input (Up to15 minutes) 2. Ashland Fiber Network (AFN) Business Plan Presentation 3. Ashland Fire and Rescue Business Plan Presentation 4. Adjournment of Study Session In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Manager'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). Page 1 of 1 A *7 TR !W� T TA - 'A � 11 � ff � INTMO, I n I � =0 Age da Item Ashland Fiber Network (AFN) - Business and Technology Planning Presentation From Jason Wegner Director of Innovation and Technology Chad Sobotka AFN Operations Manager Contact jason.wegner@ashland.or.us, chad.sobotka@ashland.or.us, SITMMARV The Ashland Fiber Network (AFN) provides tremendous value to the City of Ashland. Taxpayers, local businesses, and municipalities throughout the Rogue Valley benefit from our presence. We are a viable alternative to Spectrum and CenturyLink, excel at customer service, and provide significant cost savings to the taxpayers, the City of Ashland, and local businesses. AFN is a hybrid fiber -coax (HFQ network. Fiber is connected to each of our 38 cable modem nodes. At the node, the fiber is converted to coax which is run to every customer. We currently have 65 miles of fiber and over 125 miles of coax. Three options for the future of AFN 1. Self -funded full deployment (current model) 2. Non-traditional Public -Private Partnership (network still owned and maintained by the City) 3. Traditional Public -Private Partnership (network owned and maintained by our private partner) This option presents the most risk to the City and also the most reward. For a timely deployment, we will need to hire a third -party company to build the network. We believe it will take 3 to 4 years to connect every building in Ashland to the new all -fiber network at a cost of $ 8 to $ 10 million. To help mitigate the risk, we recommend a pilot project first. We will need to bring on temporary staff provided by the union hall to assist with construction. We will connect a maximum of 1024 homes and businesses through four remote OLTs. We anticipate this project will cost between $885,000 and $1 million and will take 2 years to complete. The four remote OLTs will be deployed in a wide variety of neighborhoods. This pilot project will allow us to better estimate take rates and build public support for a widespread deployment. Residential-Rotiter This table shows pricing from two vendors for the active electronics. The four OLTs will be deployed in the field and the ONTs will be installed at each customer location. Page I of 9 C I T Y 0 F ASHLAND Option 2: Non-traditional Public -Private Partnership A typical Public -Private Partnership (P3) involves the private company financing, building, and operating a fiber network. Since the City has the staff and experience operating a broadband network, we will likely partner with a private company to assist with financing and building the fiber network. In this approach, the private company will be responsible for designing the fiber layout, purchasing all outside plant materials (fiber, splice cases, optical splatters, etc.), and providing the labor. The City will be responsible for purchasing the active electronics (OLT/ONT). We will continue to operate and maintain the network once it is built. In this option, the city will continue to own the customer revenue base. It will be difficult to find a private partner who is willing to enter this type of business relationship. Most fiber construction companies are busy building out their own networks, especially with the federal government grants for rural broadband. In the following table we have provided two examples of how the financial arrangement might be structured. In both scenarios, the City will pay a yearly fee and a per customer fee for 10 years to the private partner. Vendor 1 Vendor 2 OAT/QNT $2,660,000 $1,850,000 Residential Router $804,000 $636,000 City Tota1 $3,464 000 $4486,000 Supplies $2,000,000 $4,000,000 $2,000,000 $4,000,000' Labor $2,000,000 $3,000,000 $2,000,000 ' $3,000,000 Private Partner Total $4,000000 $7,000,000 $4,000,000 $7,000,000 Grand Total $7,464,000 $10,464,000 ,$6,486,000 $9,486,000 This table shows the cost estimate for a non-traditional P3. The top section in green shows the cost to the city. The bottom section in orange shows the potential cost to our private partner. The following two tables provide cost estimates and payout schedules. Annual Payment Customer Count Payment per Customer Yearly Payment Total Year 1 $250,000 2000 $5 $120,000 Year 2 ; $250,000 2000 $5 $240,000 Year 3 $250,000 2000 $5 $360,000 Year 4 $250,000 600 $5 $396,000 Year 5 $250,000 400 $5 $420,000 Year 6 $250,000 200 $5 $432,000 Year 7 $250,000 200 $5 $444,000 Year 8 $250,000 200 $5 $456,000 Year 9" $250,000 200 $5 $468,000 Year 10 $250,000 200 $5 $480,000 Totals $2,500,000 8000 $3,816,000 Grand Total $6,316,000 Page 2 of 9 CITY 0 F Annual Payment Customer Count Payment per Customer Yearly Payment Total Year 1 $250,000 2000 $10 $240,000 Year 2 $250,000 2000 $10 $480,000 Year 3 $250,000 2000 $10 $720,000 Year 4 $250,000 600 $10 $792,000 Year 5 $250,000 400 $10 $840,000 Year 6 $250,000 200 $5 $744,000 Year 7 $250,000 200 $5 $648,000 Year 8 $250,000 200 $5 $552,000 Year 9 $250,000 200 $5 $540,000 Year 10 $250,000 200 $5 $540,000 Totals $2,500,000 8000 $6,096,000 Grand Total $8,596,000 These tables show two potential profit-sharing models. This option presents the least risk to our private partner and the most risk to the city. This option represents a typical Public -Private Partnership (P3). Cities who enter a P3 typically receive money through franchise agreements. Most franchise agreements are for 7% of gross revenue minus the cost of any services provided to the municipality. Conservatively, the net value AFN provides the city is $767,770 (refer to the table on page 6 for details). Assuming the private partner has a typical franchise agreement, they will need to gross nearly $11 million dollars (7% of $11 million is $770,000). A private partner may also value fiber services at a higher rate (which is standard in the Rogue Valley). AFN currently grosses $2.7 million. This is the text from Central Point's franchise agreement with Hunter. AFN has a similar arrangement with the City of Medford. Grantee shall make its telecommunications services available to the City at its most favorable rate offered at the time of the request charged to a similar user within Oregon for a similar volume of service, subject to any of Grantee's tariffs or price lists on file with the Oregon Public Utilities Commission. Grantee may deduct the applicable chargesfromfranchisefee payments. Other terms and conditions of such services may be specified in a separate agreement between the City and Grantee. Page 3 of 9 C_ I T Y 0 F -ASHLAND POLICIES, PLANS & GOALS SUPPORTED AFN is unique because it is one of the few municipally owned and operated service providers in the nation. It is extremely rare to find an internet service provider that has a fiduciary responsibility to their customers. We also have an incredible team that provides superior technical support. Digital equity and inclusion are a top priority. During the pandemic, we offered free internet service for students and teachers until classes returned to in -person learning. We believe that all citizens are entitled to high quality internet service. This summer we started a pilot program using technology to provide fiber services to apartment complexes. We connected Snowberry Phases I and 11 (Jackson County Housing Authority) to this service. We offer reduced internet service to those in need ($25/month). That price will not increase when we deploy fiber. We also offer free wireless internet connections throughout the downtown corridor. PREVIOUS COUNCIL ACTION From its inception, the Ashland Fiber Network was a bold idea, developed by a community of visionary leaders. Ashland became one of Oregon's pioneers in municipal broadband, developed partnerships with local businesses for construction, and spawned several local internet service providers to assist with sales and customer support. Indirectly, AFN was an economic driver for the community that brought many businesses into the area. Symbolically, AFN served as a beacon to forward thinking people who were attracted to Ashland as a location to create clean businesses and perform digital jobs; residents saw a city with vision, committed to its people, and willing to invest in their future. Today, AFN continues to receive awards and recognition from state and regional organizations for leadership in delivering broadband internet to their local community. AFN was recognized by other state telecom members with an Excellence in Telecommunications Award for 2021. Despite the introduction of legislation in many states to prevent competition by municipally owned networks, at least 177 other cities either own, or are in the process of constructing their own fiber networks. Over its history, Ashland has been hailed as a pioneer on the path to the smart city of the future. In 2020, the onset of the pandemic highlighted how even residential access to the internet had become critical for both schools and businesses. Because AFN's mission is based on putting community first, they offered an unprecedented, free cable -modem installation and service plan — for over a year -7 so that no local students or faculty were excluded from at-home learning, during the 2020 peak of the pandemic. When the Almeda Fire temporarily left AFN as the only operational broadband provider in Ashland for a week, AFN demonstrated the value of having a local team dedicated to their community who — even in the event of a statewide or national emergency — has no higher priority than Ashland families, businesses, and government. This highlights an aspect of AFN that is seldom recognized: From the beginning, the sole objective of municipal broadband has been to serve the community. All of AFN's operational decisions are made in Ashland, for the benefit of the Ashland community. No competitor can make that claim. This serve -the -community focus is reflected in every operational decision of AFN. While some providers look for opportunities to monetize customer information or online behaviors, AFN strives to provide customers with the fastest, most consistent, and most economical access to the Internet possible, while covering operational costs and paying down infrastructure build -out debt. These are core values the Ashland community should keep in mind, while investigating new to carry AFN into the future. Page 4 of 9 CITY OF -ASHLAND BACKGROUND AND ADDITIONAL INFORMATION • Dark fiber: Dark fiber is when a service provider leases a dedicated strand or strands of fiber to a customer for their sole use. Dark fiber means the service provider will not "light" the fiber with their equipment. Dark fiber typically costs more than lit service because the service provider must dedicate a single strand to a single customer. • Lit service: Lit service means the service provider supplies the equipment to connect the fiber to the customer, usually through a network- switch. Lit service has two options: internet service (also called DIA) and point-to-point (connecting two locations with no internet access). Lit service is often connected to a fiber ring where a single strand serves multiple customers. • GPON: Gigabit Passive Optical Network. Internet technology that uses prisms (Passive) to split the laser light (Optical) to deliver Gigabit internet service to multiple customers. Since the cost is shared among up to 64 customers, profit margins are greater than lit service. • XGS-PON: The latest GPON standard. XGS-PON delivers up to 10 gigabit symmetrical service. • ONT: Optical Network Terminal. Sometimes referred to as an ONU (Optical Network Unit). This is the GPON equivalent of a cable modem. It is installed at the customer premises and converts fiber into Ethernet. The customer plugs their wireless router into the ONT. • OLT: Optical Line Terminal. Up to 64 customers connect to a single OLT port. There are multiple OLT ports on a network device. Also referred to as a PON port. • Remote OLT: This device, contains anywhere from 4 to 8 OLT ports in a hardened (weather sealed) enclosure. The remote OLT can be pole or strand mounted and is powered by our existing cable node power supplies. Anywhere from 256 to 512 customers will connect to each remote OLT. Municipal Services Provided AFN provides 47 strands of fiber to the city: Fiber for City Services Fiber for City Buildings 27 Fiber for SCADA 17 Fiber for RVTV 2 Total number of strands 47 I J AFN also provides the City with redundant internet connections and as many public IP addresses as they need. AFN does not charge an installation fee for City fiber projects. We bill the department for raw materials (fiber, splice cases, etc.) but do not mark-up our costs. Page 5 of 9 CITY OF ASHLAND This map of Ashland shows every fiber connection provided to the city. White markers are City buildings. Aqua markers are SCADA. Dark blue are current fiber projects. Green markers are for R VTV. FISCAL IMPACTS ff-MWI To calculate the value of services AFN provides the City, we have researched previous fiber contracts between the City and other service providers, current contracts with other municipalities, franchise agreements, and fiber pricing within Oregon and across the country. Using this information, each strand of dark fiber that AFN provides the City is valued between $400 to $900 per month. The value of the multiple redundant I gigabit internet connections (DIA) is valued between $1,500 to $2,000 per month. In addition to fiber services, AFN also contributes $584,170 to the city each year in the form of central services fees, facility fees, and maintenance fees. Please refer to the following table for the breakdown of services and fees. Page 6 of 9 C I T Y 0 F -ASHLAND Customer/Provider Service Monthly Cost Ashland Police Department Point-to-point [it fiber (100 megabit) $648 Ashland Police Department Dark fiber $864 City of Medford Point-to-point lit fiber (100 megabit) $355 City of Medford Point-to-point lit fiber (100 megabit) $408 City of Medford 1 Dark fiber & 1 point-to-point lit fiber (1 gigabit) $1,286 City of Medford BGP internet service (100 megabit) $1,800 Medford Water Commission DIA (1 gigabit) $1,699 Medford Water Commission DIA (1 gigabit) $1,789 Medford Water Commission DIA (1 gigabit) $915 Medford Water Commission DIA (100 megabit) $495 Medford Water Commission DIA (1 gigabit) $600 Private school DIA (1 gigabit) $1,100 City of Tualatin Point-to-point lit fiber $600 Clackamas Broadband eXchange (CBX) Da rk fiber $255 Eugene Water and Electric Board (EWEB) Dark fiber $31.70 per mile Tennessee Valley Public Utility Dark fiber $1,000 - $2,000 per mile Palo Alto Utilities Dark fiber 1 $213 - $425 per mile This table shows the pricing for fiber services in select markets. The top section in orange shows pricing for fiber customers in the Rogue Valley. The bottom section in green shows service provider prices from around Oregon and other locations. CBX and EWEB are both public utilities that were formed to provide the lowest cost services to public entities. CBX estimates that it saves taxpayers over $2 million each year. Gross and Net Value of Services and Fees Number of strands used 47 monthly value of each strand $400-$900 Total monthly value of all strands $18,800 - $42,300 Monthly value of DIA circuit $1,500 - $2,000 Total monthly value of all services $20,300 - $44,300 Yearly value of all services $243,600 - $531,600 Yearly central services fee $467,068 Yearly facility use fee $83,519 Yearly fleet maintenance fee $33,582 Total of all fees $584,170 Gross value of all services & fees $827,770 - $1,115,770 Yearly fee paid by the City to AFN $60,000 Net value of AFN services & fees $ 767,770 - $1,055,770 This table shows the breakdown of a// services andfees provided by AFN. This does not include the $518,816 that AFN contributes to the debt. Page 7 of 9 CITY OF ASHLAND SENIOR= Ml AFN provides multiple services to the Ashland School District: • 2x10 Gbps internet connection • Network rack in our head -end • 17 strands of fiber The value of these services is listed in the table below: School District Services Number of strands used 17 Monthly value of each strand $450-$900 Total monthly value of all strands $7,650 - $15,300 Monthly value of DIA circuits $2,500 - $3,500 Monthly value of rack $1000 Total monthly value of all services $11,150 - $19,800 Yearly gross value of all services $133,800 - $237,600 Yearly fee paid by ASID $12,000 Net value of AFN services $121,800 - $225,600 Local businesses also benefit from AFN's presence in town. Spectrum's least' expensive business plan costs $65 per month for the first year. The full retail price for their business internet is $80 (non - bundled). Value Provided to Local Businesses Estimated number of AFN cable modem customers 418 Average monthly cost savings for cable modem customers $15-$25 1 Total yearly savings for business customers $75,904 - $127,009 This table shows the estimated savings provided by AFN to local businesses. Total Value of AFN Conservatively, AFN saves the local taxpayers and businesses almost $1.2 million each year. Total Yearly Value of AFN Net value of municipal services and fees $767,770 - $1,055,770 Net value of services for ASD $119,400 Yearly savings for businesses $255,600 Total value of AFN $1,161,257 Page 8 of 9 Revenue Forecasts For the fiscal year of 2021, AFN's revenue from cable modem service was $2,371,495. The monthly average number of cable modem customers was 4,098. The Average Revenue Per User (ARPU) for 2021 was $48 per month. AFN has captured about 35% of the market share in Ashland. We anticipate a slightly higher ARPU for GPON. The ARPU increases as customers upgrade to higher tier service plans. Year 2021 2022 2023= 2024 2025 2626 2027 Customer Count 4098 4142 4183 4246 4289 4417 4550 Cable Modem Ct 4098 4142 4142 4034 3860 3755 3185 GPON Ct 0 0 42 212 429 663 1365 Cable Modem ARPU $48 $51 $51 $51 $52 $52 $52 GPON ARPU $0.00 $0.00 $50 $50 $51 $51 $52 Market Share 34.15% 34.52% 34.86% 3538% 35.74% 1 36.81% 37.92% Yearly Revenue 1 $2,371,495 $2,514,755 $2,559,751 $2,596,109 $2,670,961 1 $2,748,439 Year 2028 2029 2030 2031 2032 2033 2034 Customer Count 4823 5112 5163 5215 5267 5320 5373 Cable Modem Ct 2411 1534 774 0 0 0 0 GPON Ct 2411 3579 4389 5215 5267 5320 5373 Cable Modem ARPU $52 $52 $52 $0 $0 $0 $0 GPON ARPU $52 $52 $52 $52 $52 $52 $52 Market Share 40.19% 42.60% 43.03% 43.46% 43.89% 44.33% 44,77% Yearly'Revenue F$3,009,427 $3,189,992 $3,221,892 $3,254,111 $3,286,652 $3,319,519 $3,352,714 STAFF RECOMMENDATION To remain competitive, we recommend upgrading AFN from hybrid fiber -coax network to one that is 100% fiber (GPON). This is what is known as "fiber to the home." Fiber is a future proof medium. The same strand of fiber that delivered I gigabit service yesterday delivers 10 gigabit service today, 25 gigabit service in five years, and 100 gigabit service in ten years. To achieve this, staff recommends pursuing option #1, deploying fiber through a pilot project, which is the lowest cost and presents the least amount of risk. We anticipate this project will cost between $885,000 and $1 million and will take I to 2 years to complete. Funding sources will need to be identified before proceeding. REFERENCES & ATTACHMENTS NA Page 9 of 9 CITY OF ASHLAND MLvj Nj L�mj I I F—MTA IL q I M[ft in ........... KITH *1 n c I u d i n g g !�ffjc I i iii iks to soir c e s' How much •• you think public exposure• Microwave millionRadiation (RF) has increased since the 1940's? 100 times? l..000 times? Actually, according to NASA's data, it's increased •n million fold. During that time scientific studies have 12rovided levelsevidence that •f RF - much, much less than• phones emit - cause harmful effects in animals, ranging from free radical daMagg to cancer, including neurological damaae •leakina oftheblood brain• Recent research hasalso shown thatdata rates increase and as RF wavelengths shorten - as both do with 5G - harmful biological •increase. Becauseof absence of • precautionarytesting • the general population has become unwitting guinea pigs. Does any epidemiological evidence indicate for example, that humans already suffer from the same harmful neurological damage from RF that animals do? Yes. In children, unprecedented worldwide increases in Autism,, and in adults,, of Early -Onset Dementia. According to 2020 • . report,between 2013 and 2017,• Dementia and Alzheimer's Disease combined diagnosis rates TRIPLE• for adults .••• 30 - • • i • • • • SG For FCC Docket .: I In 2019 New Scientist reported • a • ignored • mainstream media - the increasing imRact Chat d 1g. Lit a I technoloqies have on the carbon footDrint, at that time 4% • human greenhouse gas • SG • • greatly increases • human •! to RF, it adversely affects CLIMATE CHANGE. In 2019, the Shift Proiect projected • the • impact • digital technologies would double by 2025 - up • SO/o, 400 mon tons • CO2. Given the radical increase in use of digital technologies because of pandemic restrictions, this doubling may have already occurred. And the higher the data rate - as with SG - the greater the environmental cost. In fact., New Scientist quoted Professor Chris Preist,, who in essence recommended the opposite of SG: "For individuals, upgrading our devices less often, owning less devices and not demanding mobile high -quality Internet connection everywhere are probably the most important actions we can take." SG's environmental impact doesn't seem limited to climate change. Not only will humans become exposed for the first time to higher frequency microwaves, so will every land -based species on Earth. And SG also doubles down on RF frequencies already in use. Insects, such as bees, flies, and ants, already harmed bv environmental RE because of their small size have far greater vulnerability to SG freguencies. And even without SG,, insect populations worldwide have drastically declined. I ffifft 5G For FCC Docket No 20 52 E-11S WHO ICD 10 (Disease Codes) and.lC Disability and Health) Electromagnetic Hypersensitivity (EHS) and World Health Organization: A. International Classification of Diseases (ICD-1) B. International Classification of Functioning, Disability and 'Health (1CF) A. International Classification of Diseases (ICD-10): ICD-10 codes for Electromagnetic Hypersensitivity require two or more codes. (The term "Electromagnetic Hypersensitivity (EHS)" is not usually used at present.) Instead EHS should be classified under: (1) cause (W90) and (2) effects (various): (1) ICD-10 90: Exposure to other nonionizing radiation ® W90: for illness/injury resulting from exposure to radio -frequency radiation. 1 p 9 _� ) f ��,t ��. a: ,>.a�._�r 7u.._�J�t c ,G:,;;�.'i �rw;�.o'., � �')) �i �r;�:r�,�l 1V,90. (2) Other ICD-10 codes for the illnesses/injuries caused by the exposure to EMF radiation e.g.. • ICD-10 G43 for migraine: • ICD-10 R42 for dizziness and giddiness: e,-.i't�oi,r icdJ0/,P.,noe Nsel20101(,,an.9/ 42 • ICD-10 H93.1 for tinnitus: 11 0 /:;i" n # / H 9 3 1,. Bo International Classification of Functioning, Disability and Wealth (ICF): ICF CHECKLIST - Version 2.1a, Clinician Form I for disability benefits, ill -health pensions etc. You must state your disability in the presence of EMF radiation, e.g.: • 'my vision is so badly affected that it would be unsafe for me to take charge of a group of 8yr olds whilst on a school trip in a busy city', • "my thoughts become so jammed in the presence of EMF Wift in the hospital that it would be unsafe for me to administer drugs to my patients in hospital" Further details: PART 2. ACTIVITY LIMITATIONS & PARTICIPATION RESTRICTION • Activity is the execution of a task or action by an individual. Participation is involvement in a life situation. • Activity limitations are difficulties an individual may have in executing activities. Participation restrictions are problems an individual may have in involvement in life situations. The Performance qualifier indicates the extent of Participation restriction by describing the person's actual performance of a task or action in his or her current environment. Because the current environment brings in the societal context, performance can also be understood as "involvement in a life situation" or "the lived experience" of people in the actual context in which they live. This context includes the environmental factors - all aspects of the physical, social and attitudinal world that can be coded using the Environmental. The Performance qualifier measures the difficulty the respondent experiences in doing things, assuming that they want to do them. The Cal2acit y aualifrer indicates the extent of Activity limitation by describing the person's ability to execute a task or an action. The Capacity qualifier focuses on limitations that are inherent or intrinsic features of the person themselves. These limitations should be direct manifestations of the respondent's health state, without the assistance. By assistance we mean the help of another person, or assistance provided by an adapted or specially designed tool or vehicle, or any form of environmental modification to a room, home, workplace etc.. The level of capacity should be judged relative to that normally expected of the person, or the person's capacity before they acquired their health condition. PART 3. ENVIRONMENTAL FACTORS • En aipen al factors, make up the physical, social and attitudinal environment in which people live and conduct their lives. Qualifier in environment, Barriers or facilitator. 0 No barriers ® No facilitator 1 Mild barriers +.1 Mild facilitator 2 Moderate barriers +2 Moderate facilitator 3 Severe barriers +3 Substantial facilitator 4 Complete barriers +4 Complete facilitator ��`NWS Goals ,,, • Bring value to the community • Provide internet service that is: ✓ high quality ✓ reliable • Offer competitive pricing and speed • Increase digital equity and inclusion • Implement "green" technologies to reduce carbon footprint • Deploy fiber to every home and business in Ashland „cigobil Passive Optical Network (GPON) • Our name brand: AFN is recognized and trusted. • Our staff: We excel at customer service. • Our customers: We have a loyal customer base 4000+ strong. • Our mission: "To provide quality, dependable internet service to the citizens of � • i i "i • i• i f � i•i i i • i' i •, Council, our shareholders are the community" NF��'N'S Status • The network is almost 25 years old o No large capital investment in AFN since its inception o Deteriorating coaxial network equipment • Difficult to find replacement parts • Not cost effective to repair o Dated technology • AFN debt retiring soon o Last payment July 2024 • Market share at 35% 1��.��.31eineflts to t1he coinimunity • AFN provides services at a lower rate than the private sector: o Least expensive consumer base service: • Spectrum is $79.99 • AFN is $50 o Avg. dark fiber in the Rogue Valley (dedicated customer line)., • Spectrum & Hunter avg. $800 to $1000 per month • City of Ashland pays $100 per month under AFN o Gigabit fiber internet connection: • Spectrum & Hunter avg. $1000 to $1800 per month • City of Ashland pays $100 per month from AFN for this service. Spectrum pricing source 1: Spectrum pricing source 2: III IIngs "to AsIhIand CoiniimunIFty • The estimated yearly costs savings* are: o City of Ashland o Ashland School District o Local Businesses $75,000 $130,000 $900,000 to $1.3 million 111111,111,1011111111 ME *.. network services from a private provider *Does not include residential customer savings III Ilngs "to AsIhIand CoiniimunIFty • 20 Year Net Present Value of the Community Benefit* (NPV): o Discount rate o Yearly avg. community benefit 3.8% $1.2 million • Net present value $20.1 million o Net community benefit of next investment $10 million • Net Present Value $10.1 million *Does not include residential customer savi lls III in ,,,,,,,,,, s s M o d ,,,,,,, ......,,,, III "III III • Market share in 2045 ranges from 55% to 60% • Expenditure inflation from 0.5% to 1% year -over -year through 2045 • Loan interest rate is 4% • Maintain current pricing approach • Staff increases from 5 to 9 • Assertive financial model includes Franchise Fee to City • Loan split between departments (using historic split): • 50% AFN • 34% Electric • 8% Water • 8% Wastewater u s I III e s s M o d e ........., ssui"III oIII lls Consumer �nteirnet Price Compairlson Spectimll spectli Spoo ruin AFN AFN AFN A FN AIN APM A i AFN iiT o r nel Internet Ultra InTerito Gg Max Holi imlax IMax sli WX Fibel, Fiber Fiber F her loulTiglic", Streaming B%VIlless Enterpme E,,entialk, Advanced Ultimate Siaertrnrm AFN Cable Modem A FN R be, r S 1,wo,000 11i ,,,,,,,,,,s s M o,,,,,,, ,,,,,,,,,,� Outcaimes o Fiilber Investment (dells irnode onll )a Miscall Ye it Incorne & Expense 201,E - 04 L(11> A)1.11 701.7 2()t21 2021 102=3 2021, 2027 2021I 20:51 )031-11 A)l 11 2017 )M1 C) 2041. 204n 2045 3US1 `45CYJ 000 "'I'DOO 000 ;'noopoo ........... I C� o o o ,,, 1, 0 0 o, o o o Fiber IFiiscM Year Ilirncome & Expense (Conservative) 2013-2045 Income w/Fiber Investment )Conservative) Expense w/rib(-.r Investment (Conservative) 20I ; 201 11 ?10I 7 2()19 7021 N�2 0? 11 2N7 2 ()-�, 1) �Mll ) 0 � 3 ? M, 5 7M, 7 �q �104 1 2043 7045 IIi ,,,,,,,,,,s s M o,,,,,,, ,,,,,,,,,,� Outcaimes IFib it Fii c ll Year Ilinc irn Expense (Assertive) 1 - 2045 ��,000.oaa 54,soo.aaa ,4,000,aaa s,.3soo.000 soot ,uoo ',00,000 ,000,000 rl,,-----_- oo.000 -_,- Income:, w/Fiber Inveeament nAsszrtiuei --- Expense Nv/Fikn�ar Investment (Assertiwep �iG a i013 )C511, N117 2ON LD)I IC}Z_l J0)11 7CP71 ��. CY1') io31 J(133 )DV3 2031 ') DJ9 2CML ) D93 2CH u s �ii in e s s Outcaimes Net Income, All Three Models 2013-2045 • 20 Year Net Present Value (NPV): o Discount rate o Loan 3.8% $10 million o Estimated yearly cash flow (net) $755,000 • Net Present Value $310,000 IIIIin III III III IIIIin a II III III • Options o Self -funded full deployment (current model, assumes debt issuance) o Non-traditional Public -Private Partnership (P3) o Traditional Public -Private Partnership (P3) II in Ill lii ,......,,,, l iir f-Funded IIti wara u s I III IIIslaiI III 'III of NF,�-' N Sdf-Fuinded Noin-Tiradifloind P3 Tiradidoind P3, Fuill Control • Ashland is a small market (pop. 21,607 & 10,052 households) • Potential private partners may be busy deploying their systems • Attracting a private partner may require investment by the City • Full deployment is estimated to cost the City $8 to $10 million • City pays for everything o 2 year pilot to verify business model o $1 million for the pilot project • Need a funding source (bond, traditional loan, inter -department loan) • Funding can be staggered (don't need all the money upfront) • Can decrease deployment time by using a contractor • Full deployment time 2 to 3+ years • Highest risk, highest reward for City • Private Partner o Builds out fiber network at its expense/risk o Repayment by City via fixed annual fee plus monthly customer fees o Estimated cost to the partner is $4 to $7 million o Will be very difficult to find a private partner willing to take the risk • City o Purchases all active network equipment o Estimated cost to the City is $2.5 to $3.5 million '. � Continuesa/mi okop�ionfor City • Long-term contract with a Private Partner o Builds out the network at their expense/risk o Provides all services (billing, customer service, network operations) o Owns the customer base/relationship • City o May need to help pay for fiber rollout „ May not see any revenue o,mmay be discounted by services received o May not control/dictate service o May e control /ownership of n aoutside plant assets o Lowest k option for City • Chattanooga, TN (public utility owned) o 180,000 homes and businesses connected o Competes against Comcast o Went from 30% market share to 75% o Did not hire a consultant o Relied on grassroots efforts to gain customers o Economic benefit of $2.7 billion and 9,500 additional jobs • Sandy, OR (municipal owned) o Population of 12,700 o Competes against Wave Broadband (cable) & Ziply Fiber (DSL) o Market share is 78% o Did not hire a consultant „ Number I source onew customars is through utility sign-up feasibility Financing Questlaiins'.P 50TINM901"Iff no From: Chad Sobotka Sent: Monday, April 3, 2023 1:27 PM To: City Council Subject: Rx:AFNpresentation atK4onday'sstudy session Attachments: [ounci|[>uestionsdocx Councilors, Bob emailed me a list of questions regarding the AFN presentation that is scheduled tonight. Attached are the questions as well as staff answers. Please let me know if you have any other questions or comments. Thank you, City of Ashland Department of Innovation and Technology 9ONMountain Ave, Ashland, Oregon 9752O 541-552-24021TTY800J352900 ChOdoObotko@osh|ondo[US 0 1) Competitiveness. The staff recommendation is to upgrade from hybrid fiber -coax to 100 percent fiber to remain competitive. Would you please clarify what you mean by that? We have two 144-courit rings of fiber that run throughout town. Our current network design is "fiber to the node". At each node, the fiber converts into coaxial cable. Customers connect to AFN via this coax cable. Our goal is to replace all coax with fiber. Every horne wffl have the ability to connect to our new all -fiber network, Is Charter also upgrading to 100 percent fiber and that's why we need to upgrade too? Or is AFN's current hybrid fiber -coax infrastructure and service degraded, so the $8-10 million is more like "deferred maintenance," and we need to upgrade to catch up with Charter's hybrid fiber -coax service? Our, plant is based on DOCSIS 3.0 technology. The fastest theoretical download speed we can offer is 500 rnegaWt per second (Mbps). However, the fastest download speed we can sell is 220 Mbps. Spectrum has upgraded their cable network to DOCSIS 3.1 technology. This allows them to offer speeds up to I Gbps. Their slowest service plan is 300 Mbps. We cannot compete with U,iose speeds. With an upgrade to all -fiber, we gain two incredible advantages: 1. Fiber does riot have the same issues with ingress noise. It requires less i'naintenance and is not prone to problerns. 2, We can offer symmetrical speeds. For example, Spectrur'n"S Up�oad speed on their 1. Gbps service plan is only 35 Mbps. We will be able to offer I Gbps download and upload. By upgrading AFN to alkfiber, we not only catch up with Spectrum, but we surpass them. The only way Spectrum will be able to compete with us is by converting their entire network to all fiber. I -lie next generation of DOCSIS is 4.0. That version will support symmetrical speeds, but it maxes Out at 1 Gbps. We will be able to offer 2.5 Gbps service on day 1. Even if Spectrum invests in DCCSlS 4.0, we will still be faster than thern. This upgrade to all fiber is (mach needed) deferred maintenance. If Charter isn't upgrading to 100 percent fiber, what would it cost to upgrade AFN's hybrid fiber -coax network instead of replacing it with 100 percent fiber? Cable modem technology operates on IMF frequencies from 0 MHz up to 1200 MHz. AFN is an older plant that operates from 0 MHz up to 860 MHz. Our equipment is compatible with only DOCSIS 3.0 and riot DOCSIS 3,1. Our current equipment is riot compatible with the 1200 MHz system so everything will need to be upgraded to support the latest technology. Our cable plant has 38 nodes. Each node has four legs and each leg has five active devices. If you multiply that out (38 nodes x 4 legs x 5 actives), we will need to purchase 760 mini-bridgers and line extenders (those are the active devices). We will also need to • every tap. We have about 2,500 taps • our network. We anticipate it will cost $4 to $5 million to upgrade to DOCSIS 3.1. Even though DOCSIS 3.1 is newer, it still is prone to ingress noise. How should we think about competition from wireless companies preparing to offer deployment of 5G fixed wireless serving customers' internet needs as is already happening in some cities, avoiding the cost of installing fiber to the home entirely? 5G speed is still very slow. My T-Mobile iPhone has had a 5G signal in Ashland for yearN The 5G service that competes with fiber is called millimeter wave. The theoretical maximum speed of millimeter wave is 3 Gbps and the range is incredibly short. Cell companies will need 3 to 4 cell towers pe . • if there are multiple cell providers, each company will need their own tower. The cost to deploy 5G millimeter wave is astronomical. Cell phone providers know they cannot compete with fiber. Th will not invest in millimeter wave in Ashland if we deploy our fiber first. I 2) Market share. The table with revenue forecasts on page 9 reports almost 4,200 customers representing just 35 percent market share. ® How many homes and businesses are connected to AFN's hybrid fiber -coax infrastructure but are not AFN customers? What have been AFN's annual customer counts over the last five years compared with Charter's customer counts? According to City staff, there are "l 2,091 buildings mapped which includes every home, store, restaurant, chicken coop and dog house that we are aware of and can see on highly detailed air photos". There are 10,932 residential addresses and 1,113 commercial addresses. We estimate that 500 to 800 buildings cannot connect to AFN (your house being one of them). That means about 7,000 buildings have the ability to connect to AFN but choose not to. I don't have any customer data on •^ I assume they follow • customer graph. I have •^ detailed customer count graphs at the end of this document. • How many homes and businesses are not currently reachable by AFN hybrid fiber -coax and would need to be connected to the network in order to subscribe? That's the case with my house, even though my neighbors are AFN customers. We estimate 500 -- 800 buildings are riot connected to AFN. Non -serviceable addresses fall into two categories: Those that require trenching. An example is Piedmont Drive. When AFN was constructed, wnn4ig underground conduit required Cutting a foot wide trench in the street. Today we can rnicro-trench. This is basically cutting a slit in the pavernent, running the fiber through it, and covering it back up. The cost to micro -trench is less expensive than trenching. Those that don't have conduit to their home, but we have conduit along the street. An example would be the townhomes on Ravenwood. We can service the townhomes along Vista St but not those on the interior. Spectrum has conduit to the internal townhornes but AFN doesn't. If we receive permission fron'-n the landowner, we can use Spectrum's conduit. As a side note, this is what Hunter did when my sister signed up for their fiber service. She lives on a flag lot in Phoenix and Hunter used Spectrum's conduit to connect her house. If you send me your address, l can let you know which category you fall into. The same table projects an increase to almost 5,400 customers for almost 45 percent market share by 2034. What are the assumptions behind the annual growth projections that start off slowly at I percent annually, increase to 3 percent and then 6 percent for a few years, and then drop back down to about 1 percent annually for the last five years? What would drive this take rate? What constrains it from being higher? We anticipate a surge in customers as we deploy fiber. Customer growth is directly related to how fast we can deploy the all -fiber network. The conservative model shows a peak customer acquisition in 2028 & 2029. The assertive model shows peak acquisition in 2027 & 2028. Those years indicate when we will be most active with our construction. When coristruction is completed, CUstorner acquisition slows down. The acquisition rate will depend on how excited the cornniunity is for' PON. One idea we had is to create a forry-i to indicate that your, household would like CAPON. Once enough ineighbors sign Lip, we would prioritize that n6ghborhood. This will hopefully drive word-of-mouth as neighbors discuss signing up. i believe my projections are very conservative, even with the assertive model. l believe it is a reasonable expectation to achieve 70% market share in 10 years. 3)Va|ue proposition. The "fiscal impacts" in the staff report seem more like a quantification of the value proposition for Ashland taxpayers, since they mostly don't affect the City'sfinances, except the one for City operations, aadiscussed below: � City operations: 47strands offiber and the 0Acircuit with anestimated annual value of$243,6OO $53l,6OObut provided iothe City for just $6CLO00. Does the City need all the services described, and is the value range you cite what the City would have topay toadifferent provider ifAFNweren't available? ' The City uses a lot of fiber. I discussed fiber with the water treatment manager at the City of Medford. He was discussing the problem he is facing because he needs a network connections to devices around Medford. I told him that in Ashland, departments ask for fiber and we provide it and we don't charge them a monthly fee. connections require fiber because of network traffic for computers and phones, such as the City buildings. Others require fiber because it is very reliable, such as the wastewater pumpstations, For the electric department, a few of their SCADA devices still use cable modems, but we are upgrading them to fiber because of the need for guaranteed reliability. It is easy to compare AFN's cable modem services with Spectrum because we both advertise price and speed. it is very difficult to find fiber pricing. Hunter and Spectrum both do not advertise prices. Pricing depends on how much construction is needed, the time length of the contract, and what type of service is needed (dark, lit, or internet). ) asked various government agencies around the valley what they are paying fors8niCe. Based on the information | received, | feel that my estimate QF$243,GOOto $532,600 is accurate'. That represents the value of the fiber services we provide the City and is what another provider VV0u|d charge. To what extent are City operations served now by 100 percent fiber vs hybrid fiber -coax? The table at the bottom of page 5 suggests that City operations may already have 100 percent fiber. To what extent do City operations currently served with hybrid fiber -coax need to be upgraded to 100 percent fiber? There are a handful of City sites that use a cable Modem. There are three SCADA electric sites (that will be converted to fiber), the Police contact station in the plaza, and the golf course rnaintenance shop. The table at the bottom of page 7 also mentions that AFN pays the City another $584,170 for central services, use of facilities, and fleet maintenance, but isn't that chargeback based on actual cost of services AFN receives from the City? Or are you saying the City makes a "profit" in its chargeback methodology? AFN does not use $584,170 worth of City services each year. 'Fine actual nuirliber is hard to quantify. The bottom line is, if AFN were Spun off, there would be a deficit in the budget. Ashland School District: service valued at $133,800 - $225,600 annually, for which ASD pays only $12,000. That's a pretty steep discount! What's the basis for this pricing, and has it changed over the years? It has, riot changed in a number of years. Later this year I will be increas4lg their monthly charge to $1,500 because they are now using two racks in our head-erid and we recently connected a few more sites to the fiber network. It is an incredibly good deal for them I 418 local businesses: total savings vs Spectrum valued at $75,904 - $127,009. Why is this something Ashland taxpayers should pay for? Presumably, this also applies to residential customers. What are the benefits to 100 percent fiber vs hybrid fiber -coax for residential and business customers? If 100 percent fiber is worth more for these private customers, should they pay more for the service than they're currently paying for hybrid fiber -coax? By pro0ding fast service for a lower price, we make it easier to do business in Ashland, and the more businesses we have in Ashland, the more vibrant our town will becorne. We jLJSt signed up a filar studio in downtown Ashland that needed to upload 4k filirns. Spectrum's faster upload was still too slow for thern. We utilized a new technology called G.hn which allows us to connect a building to fiber, but it uses coax to connect the customer (which reduces the deployment cost). The speed tops out at 800 Mbps to 1. Gbps., They are incredibly gratef'W for our service and speed! Many customers are motivated by price. if they have $50/rnonth cable modern service and p offer therm fiber for $65/month, rnost of therm will not switch. It doesn't matter if the speed is faster and more reliable. Users have switched to Spectrum because their introductory rate is $10 cheaper. I also am a firm believer in quality internet and reasonable prices. We are not profit motivated, 4) Pilot project. Only option I calls for a two-year pilot project to test the approach, but I'm not sure of the purpose of the pilot project or what we might decide to do differently as a result. • Is the proposal to start with a pilot project driven by operational or financial considerations? Why are you suggesting a pilot for option 1 but not for options 2 and 3? Only Option I has a pilot project because Options 2 & 3 require bringing in a private partner. No private partner will agree on a 2 year pilot project because they need a return on their investment. Options 2 & 3 will require long term contracts. The minimum contract will by 10 years, Option 3 may require a longer term contract (20+ years). The purpose of the pilot project is to verify our business model. The pilot project is low risk ("only" $1 million) and it will prove or disprove our forecasts. It is driven by both operational and financial considerations. • I'm puzzled by the strategy of deploying the pilot project in a wide variety of neighborhoods and how this would allow you to "estimate take rates." How will you define which neighborhoods can participate? • Granite St: more affluent • Quiet Village: working families • Lower lowa/Avery/Bridge/Garfied/Wightman: college students • Middle Clay St/Takelma/Jaquelyn/Grizzly: middle class Is the plan to replace coax with fiber in every building in the pilot neighborhoods, so the "take rate" would be the percentage of connections that take AFN service? Or is the plan to replace coax with fiber only for current AFN customers plus new customers, so the "take rate" would be the new customers acquired? Would residences like mine that don't yet have an AFN cable connection be eligible to participate in the pilot? Every building in the pilot project Ml have the ability to connect to our fiber network. If they don't want to switch, we will not r"Url fiber, 'They will have the ability to switch at a later date. The "take rate" is the percentage of customers who sign up for fiber service (this includes existing customers). Each neighborhood w0l have a maximum of 256 custorners. 35% of the customers are already AFN Customers (87 of the 256). That leaves ' roughly 169 Spectrum and Century Unk customers. If we can convert 30% of those cn,rst'orners to switch to AFN (an additional 50), 1 Mll consider the pilot a terrific success. That would give us a -take rate of about 50%. Here are the numbers: * Total number of possible fiber custorriers in one neighborhood: 256 * Number of AFN cable modern custorners: 87 (34%) * Number of non-AFN customer's (Spectrum & Century Link): 169 (66%) * Target number of fiber Customers: 137 (53%) For this pilot project,. NA/e will not Undertake construction to connect locations that cannot sign up for service. The master plan is to ensure that every building in Ashland has the ability to connect to AFN. What minimum "take rate" would you consider a "success" in order to expand expansion to the rest of the city? What happens if fiber is available but customers prefer to stay on coax? What's the plan for cable TV customers? How many cable TV customers are there? If we can acl-fleve 40% take rate within two years, I Would consider that a success. In my example above (256 CUstorner's), we would need to sign tip about 30 new customers in each neighborhood of the pilot prograrn. If the pilot project would serve a maximum of 1024 homes and businesses over two years at a cost of about $1 million, is it realistic to serve "every building in Ashland" in just 1-2 additional years spending an additional $7-9 million (the $8-10m you've estimated less the $1m that would be spent in the first two years)? Esflrnaflng projects is incredibly difficult, especially these past few years. l believe I have adequately padded our estimate and feel confident that if the pflot project is successfui, we can expand the network for an additional $7 to $9 million. One of the goals of the pilot project is to gauge our financial estimates. Once the pilot project is completed, we will evaluate the results and make the appropriate recommendations. We will also update our business model. 5) Connecting every building. Option I suggests connecting "every building in Ashland" to an all -fiber network. Perhaps |'nn being too literal, but |'rn puzzled by what this means in numbers and also how it relates to market share. The table with revenue forecasts on page 9 reports nearly 4,300 AFN's representing about 3596 market share, which would mean a total market of about 12,000 customers. Is that what's meant by "connecting every building?" Is the plan to connect every building regardless of whether or not the resident or business decides to pay for the service so AFN can "compete" immediately with other service providers by encouraging them switch providers? Yes, there are roughly 12,O0Dbuildings \0Ashland. Our goal iSto ensure that every building has the ability t0connect tQour fiber network. For example, vve are deploying GPQNfiber tOthe new sub -division being built oONMountain Ave (Beach Creek). Each house will have fiber connection once construction iScompleted. They may choose not t0use us, but they will still have a fiber connection iQtheir house. This is unique because itisnew construction, For our pilot project, if someone doesn't want our fiber, we aren't going to force a connection on them. We will leave a spot open for them but we won't run fiber to their house. We will absolutely make sure that they have the ability to connect to us if they � The two tables supporting option 2 suggest a customer count of 8,000. Is this what's meant by"connecting every bui|ding?"Ordoes itreflect expected market share? " The revenue forecasts table projects ebout5,4O0oustonnersfnr45percentnnarket share by2O24.Why isthis sofar short ofthe [,00Ocustomers projected foroption2? I am tryingto be as conservative as possible for Option 1. 1 believe our market share w be much higher than our estimates. For Option 2, 1 assumed our private partner would] require a higher market share for a timely payback on their investment. There are ma details that will need to be negotiated under Options 2 and 3. 6) Financing and cost sharing. The staff report says "funding sources will need to be identified before proceeding." Can you give me a preview of your thinking? The CiLy".Lopgnu gqv U gL-Lo-date fi!2ancials suggest that in the last fiscal year, AFN took in _L about $2.7 million in revenues for about $2.2 million in expenses (including about $500,000 in debt service) for net income of about $500,000. Revenues have been growing faster than expenses over the last few years, which has resulted in an increase in ending fund balance, budgeted at $2.1 million at the end of FY 2023, but likely to grow to about $2.6 million by June 30. Is this available for capital investment or to leverage cost -sharing from other sources? This question would be best answered by Joe and Sabrina. The 2022 audited financial statements show outstanding AFN debt (at the end of June 2022) from a 2013 General Obligation Bond of about $3.6 million, to be retired entirely in payments of about $1.2 million annually in 2023, 2024, and 2025. Have I got that right? It looks like the City covers the difference between the $1.2 million debt service for the bond and AFN's $500,000 contribution for debt service, which I suppose is what allows AFN to generate about $500,000 surplus for the last few years. Is that right? Yes, that sounds correct. The last debt payment should be in fiscal year 2025 (July 1, 2024). The debt Is split between variOUs departments. Streets pays for 2%, Water pays for 6%, Wastewater pays for, 8%, AFN pays for 41%, and Electric pays for 4.3%. Tonight we will discuss an option to approximately continue that split. In the new model, the split Mill be 8% Water, 8% Wastewater, 35% Elecffic, and 50% AFN. The dollar amount each deI,.)artrnent pays wffl decrease. The rationais for each department to help pay for their share of the fiber network that they use. Why has AFN retained surplus earnings to accumulate a large and growing fund balance ($2 million at the end of June 2022) rather than use those funds to increase service connections and upgrade the network? I have been advocating for a fiber pilot pr0jeCt for the past 6 years. Unfortunately, this cluestion would be best answered by previous administrators. ° The staff report doesn't mention charging customers anything for the upgrade. Is the intention to charge customers for the residential router mentioned in options 1 and 2? How about the $5 or $10 monthly payment per customer in option 2? Or is the idea to We will not charge customers for upgrading them to fiber. We need to keep customer costs as low as possible. We also will be providing customers with residential home routers, which we can remotely troubleshoot. These routers will be optional. We may offer additional services at a monthly cost, such as whole house security and parental controls. 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"A., C "ll ; � (..:ailll Volume INAIssedl Calls by Type, 18 Of I I I DO 1000 SOO '4�� 200 . . . . . . 21,.) 1220J, 20 4 20 01 b 2 TI 2 W F., 70I32.QU 2 u 2 2022 202 02 4 2 G25 202 6 ZCJ N 2028 ).02 9 10., D N,.f 21.) 32 203 3 "t ,, "t ,, c^si -T "t l, ,,, '0 IIIIIINII,ed file. zNfi- d Ell CaHl Vollurne - CUrreira Staffing 20,000 A 5,000 A0,000 p,00q 1 2 3 4 5 6 7 8 9 10 11 17. 13 14 15 16 17 iiiiiiSinpilar CallsHanstle.cl iiii Ovclapping Ca I Is iiiMi,;si!,J FNE Vi V M." ua Tv'a I Calls 1"Ifflim CalliVoUrne SngleWeMairsaigedl errnl 700, 600" 5000 4 000 MOO 2 000 1000 ?0'17 "'T ?078 esT 'C!79 ,,,1 7010 -1 70? 1 ?037 ,,1 ?0,11 r,,1 1111114 1 — CF111 I Vchjime lill (,P ToTaV Calk Single IRollle IEII^ IS Net IRevenuie & E.Expense Cornpalids on .......... .... . ......... . . , ........... . ... ... . . . .... ... .. ....... . . 202.11. 22 202 2> 3202 b 21121324, 25 202.5, 262026 2 7 202 7 292028 2921329 M 2.030� 1203 1. 32 2032 53 . .............. Ca ri �,ervatj,&. Net Si ng le Role (2 team r t ive Net S in gle Ra le. (2 teai n ® Camervati,&. Net Single Role (4 teamr A,.,3�,mve Net Single Role (4 tealn IFiilr IFuulll lBudget Net Revenue & Expense CompaidSiDin (2 & 4 teaini) . .... .... . .... ........ 2022-2023 est. $(14,000,000� 1 . .............. -ComervMtive Net Single Role (4 team(P,5�,P.rGuf..Nfn Single Role (4 1, F � M, Es-riGNS?