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Home My WebLink About2005-0426 Study Session PACKET AFN City Council Study Session , Agenda A-p (J ~JI gU5t- 26, 2005 City Council Chambers Iftb~ kLltmU~ ~ ttUOr-A--J 1. Call to Order - Spm 2. Reorganization of AFN (20 Min.) 3. Proforma Discussion (30 Min.) 4. Capital Refresh Contingency Fund Discussion (10 MirL.) 5. CAT\l Rate Discussion (10 Min.) 6. Electric Utility Subsidy and Council Resolution Discussion (15 Min.) 7. Other Issues (20 Min.) 8. Adjournment - 6:45 pm CITY OF ASHJLAND Memo DATE: April 22, 2005 TO: FROM: City Council . :t::,n-~ Gino Grimaldi, City Administrator RE: AFN RE~organization Backaround Over the past several months staff has been evaluating the organizational struGture of the Ashland Fiber Network (AFN) with a particular emphasis on its location in the overall city structure. Lee Tuneberg, Dick Wanderscheid, and Tina Gray participated in the evaluation. AFN is currently a part of the Electric Department and under the responsibility of the Electric and Telecommunications Director. Until recently, a "shared" AFN sales position located at City Hall was under the Direction of the Finance Director but is now part of the Electric Department. Billing and collection are the responsibility of the Finance Department. Potential AFN customers first contact the city to purchase city utilities by contacting the Finance Department. The group of employees that provides support to the city's computer systems, networks, personal computers, and phones is under the direction of Telecommunications Engineer. The Telecommunications Engineer's time is split between AFN and computer services. This position reports to the Electric and Telecommunications Director. Discussion The Electric Departmlent and AFN represent significant responsibilities. Electric fund expenditures are approximately $11 million with 21 employees. AFN is a business with expenditures of $2.6 million with 8 employees. The expertise to manage the city's electric utility and AFN are different. Initially, during the construction phase of AFN, the experience and knowledge needed to manage both were in better alignment. However, now that the construction of the AFN system, with exception of providing service to new developments, is Administration 20 East Main Street Ashland, Oregon 97520 Tel: 541-4~2 Fax: 541-488-5311 .~... .,1."1 CITY OF ASH.LAND Memo complete, it is time to shift the emphasis of the management of AFN to maintaining the existing infrastructure; keeping current with the ever changing world of technology; increasing the customer base for the current AFN products; and evaluating new AFN products that will improve the Financial condition of AFN. There are also a number of challenges and opportunities facing the Electric Department that will require the full time attention of the Electric and Telecornmunications Director. Those challenges and opportunities include the evaluation and implementation of a SCADA system, implementing the new rate structure from SPA, purchase of thE~ Mountain Avenue substation, re-negotiation of SPA contract and succession planning for key positions. In short, AFN and th~3 Electric Department require the attention of full time managers. Potential customers iQf AFN are people who are currently subscribers to the competing providers of cable tellevision and internet services. Recent marketing efforts have shown that it is difficult to move cUlstomers from the competition to AFN. The best opportunity to bring a new customer to AFN is when they come to the city to establish utility services.. This activity occurs in the Finance Department. Placing employees that have the greatest opportunity to obtain additional customers in the same department, under the same leadershiip with the other AFN employees increases the ability to obtain new customers and to provide consistently good customer service. AFN relies heavily on the Finance Department to prepare financial information used to make short and long term revenue and expenditure projections. This reliance on the Finance Department exceeds what is required by most city departments. This is due to the fact that there is a lack of staff time available within AFN to evaluate and prepare financial information. As information flows between the two departments it increases the probability that errors will occur. Propose Oraanizational Structure It is proposed that the Electric and Telecommunications Director dedicate 10091c> of his time to the management of the Electric Department. The responsibility for the management of AFN be assigned to a newly created position. The tentative title for this position is ITlTelecommunications Manager. Administration 20 East Main Street Ashland, Oregon 97520 Tel: 541-488-6002 Fax: 541-488-5311 sr., CITY OF ASH JLAN D Memo The ITfTelecommunications Manager will report to the Finance Director. The proposed organizational structure will require the elimination of the Telecommunication Technician in AFN. This is being done in order to accommodate the increased cost associated with having a full time manager of AFN. The Telecommunication Technician position is currently vacant. A Controller position will need to be added to the Finance Department in order to backfill for the time that the Finance Director will need to spend on AFN and Computer Services issues. The Controller position will also assist the Finance Department in completing critical tasks that they are not able to complete at this time. Financial Impact It is anticipated that the financial impact to AFN will be almost neutral due to the savings from an eliminated positions and recognizing corresponding changes in Central Serllice Charges. The impact on the Central Service Fund is an increase of approximately $40,000 that will be shared by all departrnents benefiting by added support from the Controller. Future Issues The impact of the elirnination of the Telecommunication Technician will need to be carefully monitored. It is critical that the reliability of the AFN network be maintained and that customer service requests are addressed promptly. The knowledge, skills and abilities of the new manager position will need to be carefully crafted. It is anticipated that there will be an emphasis on selecting a person \"vith direct experience managin~1 a private or public system similar to the size and scope of AFN. Alternatives Considered but Reiected All of the alternatives considered other than maintain the status quo, included dedicated 1000/0 of the time of the Electric and Telecommunications Director to the Electric Department and creating the AFN/Cornputer Services Manager. Administration 20 East Main Street Ashland, Oregon 97520 Tiel: 541488~2 Fiax: 541488-5311 r~' CITY OF ASHlLAND Memo Several alternatives that were rejected involved variations on how to absorb th~3 impact of moving AFN under the Finance Director. The variable for these alternatives revolved around the number of staff to add to the Finance Department. Moving AFN under the City Administrator was evaluated but rejected due to the increased workload it created by adding an additional position reporting to the City Administrator. Separating Computer Services from AFN and creating a separate Computer Services Department was also rejected due to the overlapping responsibilities between AFN and Computer Services. The two could be split bit it would result in increased costs for both AFN and Computer Services. A more comprehensive reorganization involving the creation of an Administrative Service Department was rejected to the relatively high cost of the alternative. Implementation Timeline Full implementation of the proposed organizational structure cannot take place until the 2005- 06 budget is approved. However, staff will be proceeding with the recruitment of the AFN/Computer Services Manager as soon as possible so that the position can be filled shortly after July 1 st. The interim transition of AFN to the Finance .department will begin immediately and will require moving ahead with steps to backfill the Finance Director to enalble this transition. CC: Dick Wanderscheid Lee Tuneberg Administration 20 East Main Street Ashland, Oregon 97520 T et: 541488-6002 Fax: 541-488-5311 I~ AFN Cash Flow Model FY200S, FY 2006, FY 2007, FY 2008 April 26. 200S For Each Year: First Page CATV counts by tiers. rates. rate changes. count changes. tier revenue. premium channel counts and programming costs. Hevenues by overall categories and subcomponents. Expenses by Division and major ca:~egory with key items shown separately. Heceivables, Payables. Borrowing. Debt and Potential Subsidy. cash balance and a GAAP reconciliation. Also. a simple matching of of revenues to expenses for each product line to arrive at a budget gain or loss. Second Page Third Page This "short" cash flow model was built with these assumptions: Fiscal Year 2005 includles actual numbers and projections to year end. all other years are estimates based upon trends and what is known today. Specifics: Cable TV (CATV) customer count is flat at 3199. Cable modem service rises between 1 - 2% per year, reflected as 1 % in July. No or limited grrowth on other revenues. CATV rate increases modeled are done in July at 10% each year. Cable modem rates modeled are constant until July 2006 and then adjusted by 3% per year. The No Box Tier 3 is a new enough change that it is not extrapolated in the model but space is available for future adjustments. Premium (HBO, Showtime. Starz/Encore) channel counts are FY 05 averages and held constant. Personal Service costs increase at 7% per year (Promotion PS at 5%, increase per year because of less benefit costs). General Matenials & Services cost increase at 5% per year. Programming at 10%. Capital Outlay is budgeted at the amounts identified in previous studies but no "refresh technology" amount is included. Budgeted Capiital Outlay is used as needed with no specific replacements identified in this plan. The fiber service to Medford is a non-cash calculation of offsetting revenues and expenses. 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Ul~.......~CDO WOWOUlO .....g.......~gg ~O~lD.80 Q~ ~ "0 a I>> "O~ ~2: 2:lJl CD CIl 0"0 C ::J. ~ ~ ::J ::0 i~ ~ ~. ~. ~ O'CIl ~ CIl tit ~ i 'I'~i i 08~.80 6I't "" mB;~"" "" ~ ~ III'B tl i i 'I'.,";F, ~ ~ ~i!!,,~ 6I't 6I't I~I"" "" .... ~ wfill\J N it ~ ~ 11:'1'$il W W ~ ; ~ ~I~,i.,,',:,.,:,..' ~ ~ ~ ~ ~!!!f' ~.tl g 88(,,88~ 00 " 0 0 - .~~..- 6I't ""I"" tn ~ .... ~ 1$11\J I\) ~ ~ .~ .m~ ~ 3 o 0 '/*0 0 [ :~I~:~ ~ ~ ![,~ ~ ; '0 '0 <'<Ale '0 ~ : ~ I,I~~ 8 t- ~~IH ~ ::1:: ~ ~ ~w~ ~ .ct> .co ;~~f$'w .w 8 8w:t;i8 8 081r'80 ~il.;; I ~:~ :: ~ ~'...~ ~ ~ o '00 o 0 0 8 80 ..... o "" "" tit M &> &> t- c:: :::l CD " ~ ~ o o ....... 6 co From: To: Date: Subject: "Russ Silbiger" <russ@mind.net> <council@pine.ashland.or.us> 4/26/2005 12:40:34 PM [Council] AFN Study Session Four scenarios suggested by citizens. 1) Shut it down. We still would have 15.5 million in debt to payoff 2) Sell it. This would Ibring us to 8 million, leaving us 8 to 10 million to pay off. 3) Subsidize it. We are looking at 750 thousand per year for many years. 4) Spend even more to catch up and/or keep up on technology. Maybe a million dollar subsidy? All this for a system that was supposed to cost 5 million to build, and make a profit in 5 years! So, what DO we do? We need to discuss and explore ALL the options. For discussion purposes, some of my ideas and suggestions are: 1) Council Resolution for $700,000 subsidy for 2005-2006. Funding source to be identified. Needs to be done on 05/03/05. ($200,000 general fund $500,000 electric rate increase.) 2) Strategy for hiring new AFN Manager. 5/31/05 3) A realistic assessment of business plan and options - sale to third party, spin-off to non profit or as a cooperative, continued subsidy. etc. be presented to Council by 09/30/05 (Steering Committee??) 4) A core resources group be created to work with Lee on issues not within his area of expertise. 05/15/05 6) Price increase on TV to be implemented 07/01/05 (Council Resolution 5/19/05) (Suggested price $9.95, $19.95, $42.95, $49.95). Review pricing on bulk contracts and commercial TV. Consider options to offset subsidy, such as giving Tier 1 for free/half price to citizens. FYI, our prices for IHBO etc. are the highest I have from ANY c:able company. 5) All existing contracts reviewed by Lee and City Attorney. Report to Council by 07/30/05. New contracts to be reviewed by Council. 7) Request audit committee/ auditors look at AFN financials more closely. 08/05 8) If we are to continue, a technology assessment be done. Options presented to Council by 01/06. (Steering Committee. Business Plan, Marketing Plan) 9) Long tern strategy to be approved by Council (Budget Committee, Voters) by 05/06 Whatever we decide, we need to be proactive. The City Council must take responsibility for AFN. Russ Silbiger Ashland City Councilor 541-482-6907 russcity@mind.net CI1ry OF ASH:LAND Memo DATE: 04/25/05 TO: Mayor & City Council C)) FROM: Dick Wanderschei~:/ SUBJECT: Other Broadband Utilities Operating Experiences and Predatory Pricing Issues BACKGROUND At the request of Councilor Silbiger, staff has researched two public utilities that are offering Broadband services to their custolIlers. We conducted phone interviews with Telecom staff at both Cities and the findings of that research is presented here in this memo. SPANISH FORK. UTAH This information was provided by John Bowcut, the manager of their IT Department and Telecom Utility. This is a municipal utility that is located about 60 miles south of Salt Lake City. The Electric Utility serves electricity to 7,076 residential customers and 966 non-residential custome:rs. They began building their Telecom Utility in 1999 and it was constructed jur about $7.5 million dollars. The Electric Utility borrowed $10 million dollars to finance the construction of the Broadband Utility and also to construct a new substation.. They sold 15-year revenue bonds to raise this money. An additional $1 million was provided by the Electric Utility for operating expenses. The system is a Hybrid Fiber/Coax system and provides cable TV, cable modem servicle, and a wireless business service which is being converted to a wired service a~ fiber is being extended to these businesses. Comcast is the other cable company that services the area. Right now, Spanish Forks Community Network (SFCN) serves about 4,000 CATV customers and they estimate Comcast has between 1,000 and 1,200 customers. SFCN serves about 3,100 cable modem customer;s and they have no data on the number of cable modem customers that Comeast has. SFCN was able to build their network and offer advanced CATV services and cable modem service before Comcastwas able to offer like services. SFCN debt service is paid to the Electric Utility and their portion of the bond payment is $673,000. Of this, $280,000 or 41.6% is paid by Water, Wastewater & the Irrigation Utilities which utilize the network for services. They chose to do it this way as opposed to actual billing for service like AFN does. SFCN FY 03-04 budget showed an operating loss of about $92,000. Conversations with their staff indicate they project to exceed operating expenses by about $30,000 this year (FY 04-05) and by over $200,000 in FY 05-06.. Spanish Fork provides retail Internet services by acting as the ISP for their product. Bl~use they are both the CATV and retail ISP, they are able to bundle these two products together for a pnce discount. BRAINTREE. MASSACHUSETTS AFN 00 N Mountain Ashland, Oregon 97520 WWfI.ashland.or.us Tel: 541-488-5357 Fax: 541-488-2436 TTY: aoo-n5-2000 ~l. .... ~ This information was provided by JoAnne Stak Bregnard, Marketing Manager and Bill JBottiggi, the Manager of the Light and Telecom Divisions of the City. Braintree is located about 15 miles south of Boston. The Electric lrtility serves 12,329 residential and 2,404 non-residential custom'ers. They began construction of their Telecom Utility in 1996 by building a Hybrid Fiber Coaxial network for automated system monitoring and automatic meter reading and billing. The network was complete:d in 1998 and in January 1999, Braintree Electric Light Division (BELD) launched BELD.net, a full Internet Service Provider offering high speed cable modem service to both residential and business customers. In 1999, BELD held a non-bindery referendum ballot, where 82% of the voters supported adding cable TV servtce. Cablevision was the incumbent cable TV provider in 1999, but it has since been bought out by Comcast which competes with BELD. BELD's cable TV service was launched in January 2001. They were able to provide digital cable service before Comcast could rebuild the network and offer like services. Comcas! has competed vigorously with BELD and at present (~ch entity has about 5,000 CATV customers for a 50/50 market share split. BELD has about 3,700 cable modem custome:rs and while they don't know the number of cable modems that Comcast serves, they believe the nurnber is far lower than their customer count. Much of Braintree' s telecommunic:;ation -construction was built and funded by the Electric utility prior to the creation ofBELD in January, 1999. Cost of the entire: infrastructure was about $10-11,000,000. Of this, BELD Broadband sold $5 million in general obliga~ionbonds and received and additional $1 million from the Electric Utility. A.s such their debt service is $650,OOO/yr for 10 years. In addition, they pay an additional $120,000 per year as rent to the Electric Utility for rent of the main Telecommunication Infrastructure. Total revenue for BELD Broadband in 2003 was $4,786,028. Total expenses, including $502,542 in depreciation, were $4,883,475 for a net loss of $97,447. Without the non-cash depreciaLtion expense, the operating income exceeded operating expenses by $405, 095. We have included a tabl(~ that compares and summarized the Spanish Fork~ Braintree and Ashland's situations in a number of areas to help to - understand the similarities and differences between the 3 situations. S . hF rks B t Ashl d ~pams 0 nun ree an No. of Electric Customers Residential 7,076 12,329 9,548 Non-Residential 958 2,404 1,100 Incumbent CATV Comcast Comcast Charter CATV Customer Public System 4,000 i 5,000 3,200 Incumbent 1,000-1,200 5,000 3,200 Cable Modem Customer Public System 3,100 3,700 3,700 Incumbent Not Available Not Available 1,200 (est) CATV Prices I Expanded BasicJBox Public System $39.00 (100+ chmmels) , $47.00 (154 Channels) $35.00 (123 channels) Incumbent $42.00 $32.00 $35.00 Cable Modem Prices Public System $28.00 $39.001$29.00 Bundled $33-$42 Incumbent $45.00 $58.001$43.00 Bundled $40-$30 Bundled Bundled CATV, Cable Modem Public System Yes Yes No Incumbent Yes Yes Yes Public System Total Cost (Capitol) $7,500,000 $10-11,000,000 $8,900,000 AFN 00 N Moootain Ashland, Oregon 97520 www.ashland.or.us Tel: 541~ Fax: 541-488-2436 TTY: fm.735-2000 ~~. ...~ SUMMARY Braintree and Spanish Forks have approached funding their Telecommunication Utility in different ways than Ashland. In Braintree, the Electric Utility funded the main Infrastructure and BELD Broadband only incurred $6 million in debt to complete the last mile construction. This makes their debt service much lower because their debt is only $6 million. Also, they pay about $120,OOO/yr to the Electric Utility to rent space on the Electric funded network. In Spanish Fork, the total debt service payment of $673,000 is offset by $280,000 that is paid by other City departments that utilize the network for services. In Ashland, virtually the entire cost of building the system and the debt service is carried by AFN. Debt service payments on the refinanced debt begin in July, 2005 and continue for 20 years. AFN charges the departments in the City, fees for use of AFN's facilities. This charge is $3,000 per month or $36,000 per year. Also AFN pays Central Service, Franchise and Pole Attachment fees to the City. Either of the approaches used by BELD or SFCN provides a subsidy but they devised the approach before building the Network In AFN's case, we are now trying to determine an appropriate subsidy,S years into AFN's operations. PREDATORY PRICING Staffhas discussed predatory pricing activities of incumbent Cable Companies, with the American Public Power Association (APP A), the BallerIHearbst Law Group, which represents melLny municipal utilities and works with APP A and represented Scottsboro Ala.bama before the FCC, and also officials at Braintree, Massachusetts. We have found that both Charter and Comcast seem to be thl~ most aggressive in competing with Municipal Telecom Utilities for cable TV customers with deep discount pricing. Scottsboro, Alabama in 2002 filed a formal complaint with th(~ FCC asserting anticompetitive practices by Charter Communications and requested prompt and effective agency action to stop Charter from "using its vast revenues from its 6.3 million customers nationwide to subsidize predatory pricing in Scottsboro that are clearly intended to drive Scottsboro Municipal Cable System out of the market." According to Jim Baller, of the BallerlHerbst Law Group whi(~h represented Scottsboro, the FCC decided they had no authority to require Charter to stop their activities but at the request of Scottsboro, they included the Scottsboro case in their 8th Annual report. Scottsboro in turn, took tllls 8th report to the US Department of Justice for actio~ where it remains today with no action taken from the Department of Justice. Charter has ceased their deep discount: pricing in Scottsboro, and the municipal Telecom Utility now owns 76% of the CATV market. The City ofBraintree's Telecom Utility BELD Broadband also tried legally to stop Colrncast from anticompetitive behavior in Braintree. According to JoAnn Stale Bregnard, BELD Broadband took their case to the State of Massachusetts Attorney General and the State Office of Telecommunication & Energy Regulation (DTE). They received a good response from the DTE Commissiont~rs and head of Cable Regulation, but were informed that it was outside their area of responsibility. The Attorney General whose main focus is to protect the customer, said that customers were benefiting from the competitive pricing and without BELD Broadband demonstrating that Comcast had elnbarked on a AFN 90 N Mountain Ashland. Oregon 97520 www.ashIandor.us Tel:541~ Fax: 541~2436 m: fm-135-29JO ~~, pattern of behavior and specific plan of pricing designed to cause BELD Broadband to fail, they wouldn't take any action against Comcast. Neither governmental entity pursued the action but Comcast ceased their deep discount pricing because of the publicity generated by BELD Broadband and media attention related to the complaints. In checking with both Jim Baller, and APP A staff: no one is aware of a successful legal action that caused a governmental regulator to step in and intervene with an incumbent cable TV company and require them to cease their actions. However, the negative publicity and media attention that accompanies a request for regulatory action, in some cases, causes the incumbent to cease their deep discount pricing in localities where municipal over-builders arc~ competing with incumbl~nts. Staff will continue to research this area of concern and will return to the Council with a course of action designed to seek relief from these activities if it appears there is a reasonable chance to get regulatoryjudgment in this matter. AFN OONMountain Ashland. Oregon 97520 www.ashland.or.us TeI:541~ Fax: 541~2436 TIY: 1m-735-2000 ~~. ...~ CITY Of AS 1-11 LAN D Memo DATE: 3/17/04 TO: Mayor and City Council /~ FROM: Dick Wanderscheid ~ SUBJECT: Dec 21,04 Rate IncreaselTier Realignment/Notice: Requirements Background: On December 21, 2004, The Ashland City Council approved Resolution 2004-40, which increased CATV and cable modem rates and also rearranged some Channel Tier placements. Th(~ channel movements were driven by programmer demands and cost issues and also for technical reasons. The programming line-up that was submitted to the Council as part of the resolution differed from the actual channel lineup that was implemented on January 16, 2005. It showed 5 channel numbers that were different from the actual channel numbers that were implemented. The channels affected were: Government Access--shown as 30--implemented as 11 Community Access---shown as 31 -implemented as 95 ESD--------shown as 32-implemented as 98 Educational Access----shown as 33--implemented as 99 Better Life TV ------shown as 52--implemented as 97 All of these channels were shown located on Tierl and all are still located on Tier 1, only the channel numbers changed. Free Speech TV was shown as channel 81], but was shown as a Tier 2 channel. Also, the premium channel number and digital plus channel number were shown incorrectly. An issue has been raised as to whether proper notice was given to the City, AFN Customers and R VTV concerning these changes. Time Line: Staff recognized the need to change our channel and Tier alignment for both technical and cost reasons. This change was the first and only major realignment of Tiers and channels that AFN has done since its launch date. On December 3, 2004 this ideas was discussed with the AFN Advisory Committee. At that meeting, the idea surfaced to not eliminate Tier 11. but to move some channels down to Tier 2 to satisfy programmer requirements for channel penetrations. Staff quickly evaluated this proposal and it seemed technically feasible, satisfied programmer requirements, and also was politically far more acceptable than eliminating the Tier 1 level of service. DEPARTIIEHT HERE Street Miess Ashland, Oregon 97520 WWW.ashland.or.US TeI:541~ Fax: 541-e8-5311 TTY: tm-135-2900 ~l. ...~ On December 21,2004, the Resolution that was passed by the City Council continued the Tier 1 service level and the channel line-up which was in the Council PC\cket, correctly placed. all of the channels with the exception of Free Speech TV in the appropriate level ofselvice. However, three (3) RVTV channels, the Better life TV channel, The Digital Plus channels, and the Premium channel numbers were all incorrectly shown on the list included in the Council Cormnunication. In a AFN Staff meeting on December 20, 2004, AFN's technical staff showed a revised channel numbering system which was the one implemented by AFN on January, 16, 2005. Upon receiving this information, the department immediately informed R VTV' s Pl~te Belcastro, via telephone and followed up with an email on December 20:, 2004. This was only 25 days prior to implementation. AFN's Franchise agreement requires us to "provide City with a minimum 60 days notice, and use its best efforts to provide 120 days notice, prior to the time PEG A.ccess Channel designations are changed. " Staff clearly made a mistake by not presenting the new channe:l numbering scheme to the City Council on December 21, 2004.. This action would have clearly corrected the channel lineup that was included in the Council Packet for this meeting. Customer Notification On January 10, 2005 all AFN subscribers were mailed new channel lineups that included the new channel numbers and new rates. Because rates weren't effective until cycle 7 of the February billing cycle, AFN complied with the 30-day notice requirement for rate increases. However, since the Tier realignment and new channel renumbering system took effect on January 16, 2005, the customers did not receive a 30-days notice about the Channel Tier movements and the changes in the channel numbers. This 3O-day notice requirement is not a part of AFN's Franchise Agreement with the City, but is a part of the FCC, September 1998, Customer Service Standards. AFN violated these standards with respect to the changes in Tiers and Channel renumbering. Conclusion: In trying to implement an AFN rate increase as quickly as possible, AFN Staff made mistakes which. appear to violate our Franchise Agreement with the City and also the FCC Cable TV Customer Service Standards. Staff should have brought up the corrected channel line-up at the December 21, 2004 Council meeting and AFN should have notified the City at least 60 days in advance of changing the PEG. Access Channel numbers. AFN should have also given notice to customers of the channel and Tier changes by December 16, to comply with the FCC's CATV customer service standards. DEPART1IEHT HERE Street Add'ess Ashland, Oregon 97520 www.ashland.or.us Tel: 541~ Fax: 541~11 ffi: 00>-735-2000 ~~. .~-~ We have discussed these channel movements with RVTV and while they would have liked the channel numbers to remain the same, they understand the technical reasons for making the change. They haven't demonstrated any discomfort with the 25 day notice we delivered to them about the change. We have received some citizen complaints about movement of Free Speech TV to Tier 3 but that decision could be reversed on April 28th when the AFN Programming Committee decides the final Tier location of this channel. We are not aware of any citizen complaints about the: short notice of the channel renumbering changes. Therefore, it doesn't appear that there was any substantial harm to any parties as a result of these mistakes. . DEPARl11EHT HERE Street Mtess Ashland. ()egon 97520 www.ashlandor.us TeI:541~ Fax: 541~11 TTY: 800-735-2000 ~~. .,.. ~ CIT~r OF ASHI~AND Memo DATE: TO: FROM: REGARDING: April 26, 2005 Mayor and City Co~' ' Dick Wanderschei j1 Capital Refresh Fun . ... The AFN budget for next year indudes $160,000 for capital expenses for FY05-06. These monies will be used for replacement of network and cable 1V equipment and also to fund AFN infrastructure construction that is being done in both new construction and for other extensions of network facilities. The amount spent is usually contingent on both the pace of new construction and also potential failure of various network components. While this amount appears to be adequate based on past experience and the age of our equipment, the amount doesnJt address the changing nature of the telecommunication industry and the, need to stay wrrent with emerging technology. Interestingly enough the area of the netwo~~ where new technology could have the largest potential fiscal impact is on the 1V side not the data side. Emerging 1V products like HD1V, TIVO, Digital Video rE~corders, and Video on Demand services are being rolled out by the large multi system cable systems including the local incumbent. Internal operational equipment like a headend controller or a Video on Demand server could increase productivitYJ efficiency and profitability. To keep AFN wnrent with these trends would require additional capital expenditures beyond the currently budg4~ted amount which isn't adequate to fund these additional expenditur,es. AFN advisory comlmittee member and ISP owner Jim Teece and AFN ISP owner Alan Oppenheimer have both suggested to staff that AFN needs to establish a separate fund beyond normal capital amounts to deal with this technology refresh issue. They have suggested that by budgeting this money AFN would be able to quid~y adapt to changes in technology and possibly take advantage of good deals in a more tirnely manner than the normal budgeting process would allow. A suggestion would be to set aside $100,000 for this purpose. This would then allow AFN to begin adopting these new innovations and keep current with emerging trends. This approach would allow AFN the flexibility to spend money on an as needed basis to continue to provide competitive products. Thi s money has not be included in the proposed AFN budget for next year and would need to be diswssed and added to the budget by the budget committee during thE~ upcoming process if ~varranted. Electric and Telecom Dick Wanderschekl, Director 00 N. Mountain Ashland. Oregon 97520 www.ashIand.or.us Tel: 541-488-5357 Fax: 541-552 2436 TTY: fro..735-2900 ~,. .4.~ AFN Pay Def View (PPV) Situation Historv AFN has contracted with TVN for pay per view service since we launched CATV services in 2000. The current contract with this vender is due to renew in April 2005. When the service began, TVN offered 32 channels of pay per view choices for AFN customers. Over tirne, they have reduced their offerings to the current situation where only 6 channels are now available. When first alerted by TVN's notification of downsizing the number ofPPV channels, AFN staff immediately contacted PPV principal in September 2004 to give us a 6-month window of opportunity prior to the TVN downsizing and contract renewal date of April 2005. Staff contacted PPV billing vendor, Great Lakes, to confirm they could handle the billing process for another PPV vendor. This was confirmed by Great Lakes. InDemand is the sole PPV vendor available for use by AFN. AFN staff quickly completed and submitted InDemand's affiliate survey forms. It took over two months for InDemand to send a contract to AFN and it was received on January 12,2005. Staff submitted the proposed contract to the City of Ashland's Legal Department for their re\liew. They identified 13 areas of concern and agreed to contact In Demand to see if they would renegotiate. As of Febl6, Legal has never received a response from In Demand. The most troubling aspect of the In Demand contract is that it has a 5-year term with no way for the City to exit before the end of the contract. Also, we could not add any other pay per view service to AFN's offerings because the In Demand contract requires AFN to exclusively offer their service. In Demand has since then dropped this exclusively requirement. PPV service has never been a profitable venture for the City. It appears that it was initially offered to make AFN competitive with Charter. Due to the reduction in titles available, and the fact that the timing of their availability coincided with this being offered for rentals and purchase by local venders, the take rate by AFN customers has been minimal and continues to decline. Because AFN has no Headend Controller (HMS), we must rely on outside venders to configure the set top boxes, enable impulse buying and bill for PPV purchases. Right now payable to venders consume all of our PPV revenue. AFN is last in line for payment, and the cable syst1em is responsible for collecting all late and non pays. At the launch of AFN, all set top boxes we enabled for PPV. When the City saw the size of1the bad debt that was being generated, AFN switched to requiring the customer give us a credit card that would be used to bill PPV purchases. Right now we have 2022 active set top boxes of which 870 are PPV enabled and 342 of the 870 have credit card billing. Those 528 without credit card billing are sent a paper bill each month and it is 1he City's responsibility to chase all late pays. When AFN began operations, the total turn key solution was $1.00/Digital BoxIMonth. This included enabling set tops, TV Guide channel, remapping st;:rvices, billing, filing and paying for studio right, and 32 channels ofPPV with preview channels to showcase the offerings. We currently pay $2.25/box ($.75 of which is for PPV enabling), have only 6 channels of offerings with no preview channels. Therefore, we are at a decision point as to how to proceed with the future: PPV services. The business model for this industry is decaying. Titles are no longer fresh as consumers can buy Hollywood blockbuster titles at "ral-Mart and other retailers, before they are available on PPV. Netflicks, Amazon, and Wal-Mart are now in the PPV rental business with movies mailed directly to consumer's homes. Blockbuster has eliminated their Late Fees (fl:>rmer 30% + of their annual profits) in response to the mail delivered movie services. As an example of the decline of th(~ PPV model, InDemand will downsize its product offering 6 channels in the spring. Staff expects InDemand to follow TVN's trend in downsizing product and transponder expenses. Below are the options we need to consider in making this decision:' Option 1 Drop Pay per View . This option save us $.75 month for the 870 PPV enabled boxes for a gross saving of $653/month or $7,830 annually. Because Charter offers In Demand as a part of their service, we will be at competitive disadvantage if we drop this service. This action would negatively impact between 100 and 200 customers who use PPV. Option 2 Continue with PPVwith TVN This retains the ability to promote that we have PPV but since titles are limited, continuing the current process results in a. net loss to AFN. Adult titles which account for about half of the month's revenue were discontinued. by TVN in December 04, causing AFN's PPV revenue decline and revenue would continue to decline reflecting this fact. Option 3 Continue with PPVwith In Demand Since this has 32 channels and preview channels we might increase PPV buys. Also:. adult titles would become available again which account for about half of PPV revenues. Since this contract is for 5-years with no early out and no ability to supplement with local PPV or Video on Demand, this is a risky venture. Ifwe did offer PPV, we could enable all boxes and write off the losses as a cost of doing business, like private cable system. Enabling all boxes would also increase our costs ($.75 month for 1152 additional boxes) by $10,368. Because our profit amounts to $1.60 for a $3.99 movie and $6.00 for a 9.95 movie, we would need to sell an additional 1,736 expensilve titles or 6,480 regular titles to recapture the increased expenses. Option 4 Move to Video on Demand (by purchasing Hardware and using a vender to supply content, or use a VOD vender for Hardware and content)- Turn Key Solution Video on Demand allows viewers to select titles and operate them like a VHS tape or DVD by starting/stopping and viewing them on their own time frame. This is different from our current offering where titles are offered at a set time and you pay to view the selection at a specific time and is only available for one time for the price. The costs to AFN of purchasing the hardware are unknown, but could be determined with some more research. In order to make an accurate business case estimate for moving in this direction this research would need to be completed. Going to a real video on demand system would give us competitive edge over Charter. Adding a local events ands either PPV or AFN exclusives would further add to our CATV competitive advantage. Basic comoonents ofVOD Equipment Video Servers (MPEGs Video Pumps) Video Storage Software Business Management Content Ingestion----------..-------Bring down movies from satellite Content Management--------------Keep library fresh Subscriber Management-,-------Current payables Bandwidth Management-.-------400 streams of available playback Client (system) support-,-------- Technical support Billing interface------------._--------(method to bill customers) Content Movie rights from studios Paid per title Studio rights fees Other Critical Issues Two factors will affect future von or PPV decisions: 1) AFN has no cable TV specific billing software capable of handling PPV purchases in ~ouse, so AFN must rely on an outside vendor for this service 2) AFN has no Headend controller to communicate with set top boxes so this also must be out sourced. A Headend Control costs about $150,000 but we recently came across a used on for $36,000. Staff Recommendation Staff recommends that we execute a new PPV contract with IN Demand and reinstitute Pay per View service on June 1, 2005. This recommendation is based on some custom~~r's expressed dissatisfaction with the loss of Pay per View offering and also In Demands dropping of their e:xclusive requirement. While PPV is not a major profit center for AFN, staff feels we need a PPV product to stay competitive with a segment of our . customer base. "Broadband" Internet Comparison Prepared at council request by Mike Ainsworth 4/22/2005 Preface: This comparison attempts to compare "apples to appl(~s" services; however that is not necessarily how customers will pick their broadband internet service. In our experience customers generally fall into three categories: Price point: This customer will pick a service based upon price alone. The thought process is, anything that's faster than dialup is great, and I don't want to spend any more money that I have to. 500/0 Technology: This customer will pick a product based upon the price/performance ratio of the product. 35% Customer service: This customer is mostly concerned about customer service and local support, and will spend slightly more money than they must to get what they p(~rceive to be a value added service. 15% As you can see, an apples to apples comparison will not necessarily win either of the first two customers groups for us. We can easily compete on a technology product comparison, and can do pretty well on the value added customer. However we will always struggle to acquire the price based customer. AFN CHARTER** QWEST** AFN ISP** (Averages )* DSL DSL Installation Fee $30.00 $49.99 $45.00 Monthly Fee $37.00 $35.95 $44.99 $42.95 Modem Purchase $60.00 $70.95 $59.99 $89.95 Special promotional offer value $124.71 $40.00 First yearly cost of Service: $534.00 $377.64 $609.B6 $650.35 Following Years: $444.00 $431.40 $539.B8 $515.40 Download Speed (Advertised Max) 5Mbps 3Mbps 1.5Mbs 1.5Mbs Upload Speed (Advertised Max) 256Kbs 256kbs 896 Kbps 896 Kbps I * Since AFN does not set it's retail prices, these are averages of our 2 highest volume ISP's pridng_ **These prices are taken from the listed service providers websites as of 4/20/05. AFN Sales Training #1 Follow-up Report Cathy Carrier and Associates 1257 Tolman Creek Road Ashland, OR 97520 541-488-3325 cathy@gracion.com February 3, 2005 AFN first sales training follow-up Page 1 At the beginning of the two hour training I asked participants what they thought of AFN, and of salespeople in general before covering the basics of selling. Perceptions and attitudes A couple of people did not like salespeople at all. Most found them helpful 'when the buyer had a specific need. On the whole nobody wanted to be selling AFN. The range of response was from arms crossed- I will only speak when spoken to-to perhaps I can think about selling it. I heard excuses of why US doesn't want to sell AFN. A few being: AFN is in debt, we started out marketing it too strongly and are still feeling the repercussions, and mainly we are too busy. Some wanted to turn over every AFN call to someone else. The UB staff have a utility billing deadline and that is what drives them. They have no time to talk to people about AFN. They are on the phone and have five more calls waiting; it feels like too much. There is definitely a dislike for AFN. AFN selling problems from the participants · They feel overworked and think AFN is the reason. · Billing deadlines are the priority. · ISP's don't have answers for customers and refer them to the UB. · They get a lot of tech calls they aren't equipped to answer. · If a customer does want AFN, the install time is too long and they go with Charter. · They don't feel they are part of 90 N. Mountailn. · They don't see any advantage in "pushing" AIFN. AFN first sales training follow-up Page 2 Some ideas from US Have AFN brochures already at new homes. Have the US staff go out with the installers, this has been done before, they'd like to continue. Special offers so customers will sign-up easily. Add more staff. . . During the training we discussed the features, advantages, and benefits of AFN TV/Internet. Some did not know a lot about the product. Some refused to say what, if anything, they knew. You have to know the product before you can sell it properly. I don't think a single person has AFN, either because they don't live in the city or they have Charter. Customer Service is one of AFN's biggest advantages. The US staff is kno'Nn for it on the US end. I made sure they were aware of that and that they were one of the advantages and benefits of AFN. I've included the list we came up with. This list will be added to in the next training. We covered the sales basics of developing rapport and relationship, as well as finding and meeting custorner needs and closing the sales. This will also bE3 covered again at the next session. Recommendations Give US staff headsets to leave their hands free for computing and looking up any info they need. Get an answering machine that will answer the phone when they are all on the phone. The phone now rings and rings and adds to the impression that the staff has to hurry. That system can be worked out. * Better communication between the US staff and Dick and the AFN staff, informal as well as formal. AFN first sales training follow-up Page 3 . Give US staff basic AFN product and technical knowledge-in plain English. . Provide opportunities for the US billing staff to work with, touch, and experience the products themselves. . Hold ongoing, quarterly, sales sessions to continue to teach sales basics and receive feedback of their experiences. . Find ways to do US work more efficiently. . Consider having the US staff limited to five and use the other two just for AFN. . Hire more installers to get the installs done rT10re quickly. This will prevent the salespeople from using slow installs as an excuse to not sell AFN. It will also alleviate their perception that selling AFIN is futile. I asked for feedback at the end of the training. Here are the responses. What they found useful · Features, advantage and benefits · Expressing concerns, open format · Talking about the different channels · Some simple ideas to help improve service What they disliked · Presenter needs to spend time in the office to see what is being done to see the whole picture · What was suggested will take too much time What would you change? · Shorter meeting tilTle · Focus more on ways to sell AFN, less on US staff input AFN first sales training follow-up Page 4 . Need to address (and accept) fact that office is so busy now-very halrd to interject time for AFN How did the content of training relate to your job? · Very well, any info on AFN is useful · Again you need to see the whole picture · Approach is very AFN, need to realize tons of processes that happen at UB What would you like to see at future trainings? · Charter lineup vs. AFN · Am actual AFN TV to go through basics on the menu, learn about remotes · More technical aspects/open forum with installers · Reminders about the features, advantages and benefits. · For tech problems, simply written one sheets with bullet points (not long information). If this is the problem, then the solution is 1-2-3. · Explanation about other departments. The differences of permits and fees between planning and UB office. · Focus on narrowing the field of potential customers, possible follow--up calls from U B leads Features, Advantage, Benefits (FAB's) FEATURES High speed internet Digital converter Locally owned Locally operated Good service Interactive TV guide Local programming committee One bill for cable, utility, water and sewer Excellent installers Four tiers Community tier ADVANTAGE Local customer service and support One bill for all Locally owned- money stays in the community High speed internet (not the phone line) Specific time for install Service call response time AFN specialist DifferenUSpecial channels Wisdom, NASA, FSTV BENEFITS Rates lower overall Choice Broadband One bill Money stays local and increases Eight-fold Channel line-up: Nickelodeon, VH-1, MTV, ABC Farnily, Animal Planet on basic for kids. Live, local people on the phone Customer service ~ AFN Sales Trairling # 2 Follow-up Report Cathy Carrier and Associates 1257 Tolman Creek Road Ashland, OR 97520 541-488-3325 cathy@gracion.com ~v1arch 23, 2005 AFN sales training follow-up Page 1 AFN Training Follow-up #2 Training content The second sales training focused on the features, advantages and' benefits (FAB's) of AFN. We reviewed our list from last time and added additional attributes. Some of the additional F AB's are- · LocaIISP's-bring money and jobs into the community · WiFi-Wireless Fidelity · Professional Installation · We have many channels on the basic tier that Charter has on Expanded-more value for the money. Compared Charter and AFN lineup and tiers. We discussed the selling points and FAB's associated with the comparison. We reviewed the various promotions that AFN is offering and how best to sell them. We also discussed something that AFN is considering, the possibility of offering new subscribers an opportunity to get a month free and then upsell them fronl there. This was something the UB staff said during the first training would make their jobs more manageable, as well as be able to add more customers for AFN. Chris Barber came in to train on the remotes. Dan Nelson gave us infornlation about HDTV. Both of these sessions were great and done in an easy to understand manner. Requested information We covered much of what the UB staff wanted to see at future meetings. Here is the list, from the first report, of what was requested. The first four were covered. The last two can be done internally. · Charter lineup 'vs., AFN. · An actual AFN TV to go through basics on jlhe menu, learn about remotes. · More technical aspects/open forum with installers. AFN sales training follow-up Page 2 . Reminders about the features, advantages and benefits. For tech problems, simply written one sheets with bullet points (not long information). If this is the problem, then the solution is 1-2-3. Focus on narrowing the field of potential customers, possible follow--up calls from US leads. Recommendations · The U8 staff continue to have technical trainiing about AFN. · Continued interaction between US staff and AFN staff. · U8 staff go out with an installer. · Design a way for the U8 staff and the AFN fi~9ld sales staff to work in conjunction to help sell AFN. AFN was foisted upon US several years ago. There~ appears to have been no adjusting of the way the system works to really assist AFN or the US. These recommendations are intended to open a discussion, not point a finger, about what could be done to assist everyone with selling AFN in a structure that is not geared for it. " Council Communication AFN Quarterly Report Meeting Date: April 26, 2005 Department: Electric & Telecommunication Contributing Departments: Finance, Administration Approval: Gino Grimaldi Primary Staff Contact: Dick Wanderscheid, 552- 2061 :wandersd@ashland.or.us Secondary Staff Contact: Lee Tuneberg, 552- 2003 juneberI@ashland.or.us Statement: This is the AFN Quarterly Report covering the period January 1 to March 31, 2005. Background: This report covers AFN's customer counts and financial status for the 3"' Quarter of FY04-05. The report includes actual results and targets from the revised proforma. All Navigant recommended activities have now been completed in some form. Results have fallen short of the response predicted by Navigant. Cable TV numbers stood at 3,214 at the end of March and showed no growth during the quarter. The Navigant target is 3,532 by June 30. Cable Modem counts stood at 3,735. This compares to the new target of3,842. Bulk TV and High Speed Data Counts remained the same as the last quarter's nurnbers. AFN Financial Narrative: The cash balance increased from $551,742 on December 31 to $564,997 on March 31. Full realization of the rate increase for the remaining 3 months should continue the trend of increasing the cash balance for the rest of the year depending on needed capital expenditures and operational expenses. The target cash balance for March 31 is $762,813. In order to COver the $802,000 debt service payment in July, 2005, an outside source of cash of around $200,000 will be needed this fiscal year. Revenue exceeded expenses by $12,002 for the quarter and $3,703 for the first 9 months of the year. Related City Policies: The City of AsWand's current Council Goal docwnent points to improving the performance of AFN. This quarterly report is specifically devoted to keeping the Council current on AFN's status. Council Options: Not applicable. Staff Recommendation: ~~1I .4" ~ None Potential Motions: None Attachments: AFN Quarter! y Report 2 fA lI'v As of March 31, AFN had 3,214 CATV cus- tomers. The current plan target for June 30, 2005 is 3,532 therefore, we need 318 additional customers, or 106 per month to meet plan tar- gets for 04-05. On the Internet side, we had 3,735 residen- tial cable modem ac- counts. The plan target is 3,842 so, we need an additional 1 07 cable modem customers by June 30, 2005. Page 1 R5PORT 3600 3500 3400 3300 3200 3100 3000 EOY 3,]00 3,100 3900 3825 3750 3675 3600 3525 3450 3375 3300 AFN Net Cable Connections by Month FY 2004-2005 (Plan Year 7) July 3,113 3,136 1 I I I I I ~ EOY Jul Aug Sep Oct Nay Dee Jan Feb Mar Apr May Jun rill A~tual per Billing ~~Targ~t-l L~____._ ----- ~-~ _ _~~__ __ ~ _ _ _ _____ _ _ __ _ I Aug 3,099 3,172 Sept 3,182 3,208 Oet Nov Dee Jan Feb 3,]193 3,388 Mar 3,210 3,244 3,202 3,280 3,209 3,316 3,210 3,352 3,2 14 3,424 - --- --- -------- - AFN Net ResidentiallSP Customers FY 2004-2005 (Plan Year 7) EOY Jul Aug Sep Oct Nay Dee Jan Fl~b Mar Apr May Jun EOY 3,435 3,435 July 3,451 3,469 ~---------- -~-~----~----------~- ---~l _Actual per Billing -<>- TargetJ --------------------- ------------------------ --.--------------------- Aug 3,470 3,504 Sept 3,575 3,538 Oet Nov Bee 3,648 3,699 3,718 3,573 3,607 3,642 Jan 3,705 3,677 Feb 3,697 3,711 Mar 3,735 3,746 fA V1v RePORT ,--- - ---- CrA S Vl FLow Co VlA:p rA rLs 0 V'v This chart shows Cash In and Cash Out by month. In July, internal borrowing and interest payments raised Cash In and Cash Out above $400,000, August is skewed by refinancing. In the 3rd Quarter, cash in exceeded cash out by $13,255. MonthLy cash F5aLance This chart compares actual Ending Cash Balance (bold line) by month with the Target Cash Balance (dash line) ex- tending to June 30, 2005. Each month the net impact as displayed in the Cash Flow Comparison Chart affects this chart. $802,000 is needed by the end of the year to pay the debt service in July. The rising target reflects the needed cu- mulative affect of positive cash flow each month. The cash balance on March 31, 2005 was $564,997. Ending 1,000,000 900,000 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 Cash Flow Comparison Jul Aug Sep Oct Nov ~ Jan Feb Mar Apr May Jun I. Cash n . Cash Out I i____ _______ _ ----___.J Cash In Cash Out July Aug 420,593 868,760 426,260 226,443 Feb 181.613 240.233 Sc~pt Oct Nov 186,421 217,394 227,320 236,078 218,281 202,741 Dee 195,564 261,355 I 700,000 I I 600,000 I 500,000 I I 400,000 I 300,000 I I 200,000 I I 100,000 I I I i l___ __ _. __ [~~~_:;~~~~"'~~_B~~n~-::~~~r9~I<:~~~~ala~~~ 900,000 800,000 July 1,181 Jan 196,895 153,492 Monthly Cash Balance -- -- ".-' Jul A.Jg Sep Oct Nov Dee Jan Feb Mar Apr May Jun Aug 643,498 Sept 593,841 Oct 592,954 Nov 617,533 Dee Jan 551,742 595,139 Feb 536,518 Page 2 Target 600,000 600,000 610,000 622,750 639,006 659,733 686,160 719,853 I : I I I 1 I I I I I Mar 267.969 239,491 Mar 564,996 762,813 fA Vl RePORT MOl/\,tVt Ltj ~t~o of s~Les to 5xpel/\,~~tures The dashed line in this chart identifies what needs to happen through June 30 to have the necessary cash to meet debt ser- vice (a 1.15 ratio of sales to ex- penses). The solid line shows what has happened in the first nine months. Actual perform- ance is expected to vary widely but the variations need to ad- here to the dashed line to "average out. " All 3 month's ratio dipped below the dotted line indicating a potential short- fall by June 30 . oper~t~ol/\,~ L Revel/\,ues to 5xpel/\,ses COVlA.,p~ r~- SOl/\, This chart provides a look at what is recorded each month. For a better comparison, bor- rowing (revenues) and issu- ance/debt service costs (expenses) have been re- moved For the year, the revenues ex- ceeded expenses by $3, 703. For the quarter, revenue ex- ceeded expenses $12,020. Page 3 Monthly Ratio Sales to Expenditures 1 .8 -------------____________________ 1.6 1.4 1.2 1 0.8 0.6 0.4 0.2 o -- --- J I , , ,,,,,,.-. ~ f1IIII1" -11 I Jul Aug Sep Oct Nov Dee Jan Feb Mar Apr May Jun ---- -._-.- ---------- --- -- --. ---- -- --- - --- ---- - Percent Sales to Expenditures - - Target Ratio I - ------ - - - --- - ------ ..---- --..------------------------ -------------..---- ----- ------- Percent Target July Aug Sept Oct .49 .96 .98 1.30 .95 .95 1.00 1.04 Feb Mar 0.83 1.21 1.2 1.27 Nov Dec Jan 1.00 0.8 1.07 1.07 1.1 1.14 Operational Revenues to Expens,es Comparison 300,000 250,000 200,000 150,000 100,000 50,000 Jul Aug Sep Oct Nav l:lec Jc:Jn Feb Mar r -- -- I- Revenues: _ Expenses: L -------- ---- ---- -..- July Aug Sept Oct Nov Dec Jan Feb Mar Revenues 208,954 208,547 208,760 216,951 231,675 217,311 214,567 195,910 221,094 Expenses 202,455 218,148 208,549 166,723 231,450 273,191 200,583 236,157 182,811 '"'0 <I () <0.:0 tu ::UCD~ 0- (fl- 0 CD -10 <" :J "'T1 o 0 c - CD c 3 ~ r.u CD :J -t a. 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(j)' a~ Q. 0 ~ < tD 0 0 0. cr.: - X ~ () ~ ..... ~ V1 CD en o =i - I l 3 i:i" 0"1 Q) ~ I UJ iil < .... .... en tD i ~ < !l Q tD CD Q.. N ~ :E z I ~ CD CD il II 0 c.. :E 0 en .J. .J. 0) -" -..J CD N v.> N .J~ 0) 0 .J. N 0 . 0 0 0 0 ~ ~ G) 11 s: 0 (ji" a a 0 -I < ~ :.::::t; X < 0 a.. (J) a ::T 3 "U Hpr L~ U~ UL:l~p DUUU uUI IL.LC.D -,oo-,/u-, 1"". .. April 15th 2005 To : The Ashland City COlUlcil Ashland, OR. 97520 F fom : Dr. Murray Gottlieb 545 Oak Hill Circle Ashland, OR 97520 Subject: The AsWand Fiber N etwork-; Suggestions on how to help it pay it's own way. I have been a supporter of AFN from its' inception. The individuals who thought up the idea had great vision as tiQ the future needs of our citizenry. Ashland has a water company, a golf course, an airport, an electric company and a fiber network . I support all of the above because everyone benefits . In a Capitalist system competition is an essential ingredient; not monopoly corporations where the people are at their mercy. Look at the difference the citizens pay for cable and internet servic:e inside AsWand by the same~ corporate group that charges almost double in the surrolmding area thanks to competition _ What can we do: I am not an economist nor a lawyer, just a retired health practitioner . However, I have some ideas that I would like to pass on to you . The enormous debt owed by AFN will be made up possibly by other entities (I.e. the electric company etc) This is one way possibly, after all , there an~ those who do not pay property taxes etc but enjoy these services _ Life is never totally fair. I suggest the following possibilities : 1. Forming a corporation ( a public purpose corporation) see the enclosed paper. 2. Forming a Corporation and sell shares with the Corporate Purpose to give the residents of Ashland the most efficient cable and internet access possible Mpr co U~ UC:;.1 "tp DUUU uUI ILlt:.D "t 0 C] "t ( U "t ,.,.c. with the Corporate Purpose irrevocable and the Council retaining majority stock. ( It is a way of borrowing Inoney interest free:> sell stock).. I the future when the debt is paid:> AFN will make money and the share holders will inde,ed benefit financially. Also :> AFN can give incentives to the public to buy sharles such as a cheaper rate for cable etc. This is not privatization . The bottom line is that the City is responsible for the debt , no matter what. There are endless ways to make AFN work. I would like to see it expand to Talent') Phoenix, Medford and as far as possible . It couId be a real money maker. What is to stop the citizens of Ashland from going into a larger business? Last but not least, we could raise the rates.. You MUST HOWEVER, [NFfORMTHE PUBLIC OF THE DEBT OWED...THEYMUST BE AWi~ OF THIS. I mn sure there are many other ways to explore and help . Thank you for your time_ Sincerely ; Dr. :Murray (Budd) Gottlieb