HomeMy WebLinkAbout2008-0414 Study Session PACKET
CITY OF
ASHLAND
CITY COUNCIL STUDY SESSION
AGENDA
Monday, April 14, 2008 at 6:00 p.m.
Siskiyou Room, Community Development, 51 Winburn Way
6:00 p.m. Study Session
1. Look Ahead Review
2. Review of regular meeting agenda for April 15, 2008
3. How does the Council envision implementing the council goal, "Increase the
effectiveness of the City's conservation program and identify targets in energy and
resource consumption"? [45 Minutes]
4. Does Council conceptually agree with the recommended process and proposed
governance structure and does this captures Council's expectations about how the
Community Visioning/Community Based Strategic Plan process could work?
Would the proposed process achieve the objectives of Council's "Community
Visioning" goal? Would the proposed process also help achieve the Council's
Economic Development Goal? [45 Minutes]
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this
meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735-
2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to
ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title I).
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CITY OF
ASHLAND
itizen may orally address the Council on non-agenda items during the Public Forum. Any citizen may submit
the Council on any item on the Agenda, unless it is the subject of a public hearing and the record is closed.
. 'ngs, there is no right to orally address the Council on an agenda item. Time permitting, the
allow oral test" . ~r, public meetings law guarantees only public attendance, not public
. h to speak, pI e Speaker Request form located near the entrance to the Council Chambers.
e you and inti e amount of time allotted to you, if any. The time granted will be dependent to
ture of the ite n, the number of people who wish to be heard, and the length of the agenda.
AGENDA FOR THE REGULAR MEETING
ASHLAND CITY COUNCIL
April 15, 2008
Council Chambers
1175 E. Main Street
6:30 p.m. Reception honoring 2007 Ragland Award Winner
7:00 p.m. Regular Meeting
I. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
IV. MAYOR'S ANNOUNCEMENT OF BOARD AND COMMISSION VACANCIES
V. SHOULD THE COUNCIL APPROVE THE MINUTES OF THESE MEETINGS?
[5 minutes}
1. Study Session of March 31,2008
2. Regular Council of April 1 ,2008
VI. SPECIAL PRESENTATIONS & AWARDS
1. Presentation of Ragland Award [5 Minutes]
VII. CONSENT AGENDA [5 minutes}
1. Does the Council accept the Minutes of Boards, Commissions, and Committees?
2. Does the Council wish to approve a Liquor License Application from Michael Rozenfeld dba
Fresh Feast, LLC?
3. Does the Council want to approve a resolution authorizing Clean Renewable Energy Bonds to
pay for a photovoltaic project?
4. Should Council approve a resolution to adjust budget appropriations for changes in
operational expenses to remain in compliance with Oregon Budget Law?
5. Does the Council wish to confirm the Mayor's appointments for the various Commissions!
Boards whose terms end April 30, 2008 as established by Resolution No. 89-24?
VIII. PUBLIC HEARINGS {Testimony limited to 5 minutes per speaker, unless it is the subject of a
Land Use Appeal. All hearings must conclude by 9:00 p.m., be continued to a subsequent
meeting, or be extended to 9:30 p.m. by a two-thirds vote of council {AMC ~2.04.040})
None.
IX. PUBLIC FORUM Business from the audience not included on the agenda. (Total time allowed for
Public Forum is 15 minutes. Speakers are limited to 5 minutes or less, depending on the number
of individuals wishing to speak.) [15 minutes maximum}
COUNe'lL MEETINCiS AIZE BRC)ADCAS'fLIVE ON CI-IANNEL 9
VISIT TIlE Cfry or: ASIILAND'S WE:.B SIrE AT' W\VW.ASI1LAND.OR.US
X. UNFINISHED BUSINESS
1. Does the Council have questions about the report on the implementation of Community
Policing based on the recommendations made by the Police Executive Research Forum
following an audit of the department in 2006 with the modifications and timeline recommended
by the Chief of Police? [20 Minutes]
2. Does the attached spreadsheet illustrating the allocation of funds generated from an increase
to the Transient Occupancy Tax clarify the concerns voiced during the March 3 study
session? Are there additional needs other than the list identified by council for the use of the
increase? Does the Council wish to schedule a public hearing to consider an increase in the
Transient Occupancy Tax? [30 Minutes]
3. Which of the public art funding options does the Council wish to explore? [15 Minutes]
XI. NEW AND MISCELLANEOUS BUSINESS
XII. ORDINANCES. RESOLUTIONS AND CONTRACTS
1. Should the City Council conduct and approve First Reading of an Ordinance titled, "An
Ordinance relating to public parks, repealing Code Sections 10.68.050, 10.68.070 and
10.68.160" and move the ordinance on to Second Reading on May 6, 2008? [5 Minutes]
2. Should the City Council conduct and approve First Reading of an Ordinance titled, "An
Ordinance relating to Solicitation, requiring no trespass signs, limiting solicitation hours, and
repealing Code Chapter 6.24 concerning peddlers" and move the ordinance on to Second
Reading on May 6, 2008? [5 Minutes]
3. Should the City Council conduct and approve First Reading of an Ordinance titled, "An
Ordinance Amending the Ashland Municipal Code, Chapter 1 0.115, Tenants Rights,
Amending Section 10.115.080, relating to fines" and move the ordinance on to Second
Reading on May 6, 2008? [5 Minutes]
4. Should the City Council conduct and approve First Reading of an Ordinance titled, "An
Ordinance amending the Ashland Municipal Code, Chapter 9.24, Removal and Disposal of
Non-Certified Woodstoves and Fireplace Inserts, amending Section 9.24.055, relating to
fines" and move the ordinance on to Second Reading on May 6, 2008? [5 Minutes]
5. Should the City Council conduct and approve First Reading of an Ordinance titled, "An
Ordinance amending the Ashland Municipal Code, Section 10.100.010, Social Gambling and
Social Games" and move the ordinance on to Second Reading on May 6, 2008? [5 Minutes]
6. Should the City Council conduct and approve First Reading of an Ordinance titled, "An
Ordinance amending the Ashland Municipal Code, Section 2.28.270, City Attorney Duties"
and move the ordinance on to Second Reading on May 6, 2008? [5 Minutes]
XI/I. OTHER BUSINESS FROM COUNCIL MEMBERS/REPORTS FROM COUNCIL LIAISONS
XIV. ADJOURNMENT
/n compliance with the Americans with Disabilities Act, if you need special assistance to participate in this
meeting, please contact the City Administrator's office at (541) 488-6002 (TTY phone number 1-800-735-
2900). Notification 72 hours prior to the meeting will enable the City to make reasonable arrangements to
ensure accessibility to the meeting (28 CFR 35.102-35.104 ADA Title I).
('()IJNClr 1\:11]:TINCiS ARr: BRC);\DCAST'LIVE ON CHANNEL 9
VrSrrTlIr: crry or,' ;\sm A Nf)'S \Vr.B srrF AT WWW./\srrLAND.OR.US
CITY Of
ASHLAND
Council Communication
Meeting Date:
Department:
Secondary Dept.:
Approval:
Study session seeking council direction on implementation of Council's
conservation goal
Primary Staff Contact:
E-Mail:
Secondary Contact:
Estimated Time:
April 14, 2008
Electric
None
Martha Benne
Dick Wanderscheid
wandersd@ashland.or.us
None
45 Minutes
Question:
How does the Council envision implementing the council goal" Increase the Effectiveness of the
City's Conservation Program and Identify targets in Energy and Resource Consumption?"
Staff Recommendation:
Staffing is seeking direction on the meaning of this goal and will then be prepared to recommend how
to implement it.
Background:
This Council Goal contains two elements:
1) Increase the effectiveness in the conservation programs
2) Identify targets in energy and resource consumption.
Staff requests clarification from Council about the intent of the first element of this goal because it can
mean a number of different things.
Existing Electric Conservation Efforts
With respect to the effectiveness of Electric Conservation Programs, traditionally the region has a very
extensive and rich history in promoting cost effective conservation. The NW Power Act which was
passed in 1981, mandates that conservation be treated as a resource and in fact is given a 10% cost
advantage over other generating resources. The act created the Northwest Power Planning and
Conservation Council which develops power plans for the four NW state regions. The NWPPC has 2
members from each state of Montana, Oregon, Washington and Idaho and has developed 5 power
plans since the act was adopted. Each plan extensively relies on conservation to meet the growing
electric needs of the region. NWPPC staffhas developed a very complicated and precise way of
measuring and valuing conservation savings. The City through our relationship with the Bonneville
Power Administration (BP A) has operated these conservation programs, mainly funded by BP A, over
the last 25 years based on NWPPC's conservation analysis and power plans.
Since 2001, BP A has funded conservation activities in 2 ways. The first is called the Conservation
Rate Credit Program which reduces our wholesale power costs by lIz mill per kilowatt of wholesale
electricity purchased. The City must then demonstrate that we spend this discount amount on
approved Conservation activities or the money must be repaid to BP A. The credit is $92,232 in
Federal FY 2008.
Page 1 of4
041408 Conservation Goal.CC.doc
r~'
CITY OF
ASHLAND
The second program is called Conservation Acquisition Agreement where BP A directly funds
conservation activities under an umbrella contract. The City has the activities pre-approved by BP A
and then they pay a set pre-approved dollar amount once the measure(s) have been installed.
The City also funds Electric Conservation activities directly electric rates. This money funds activities
that aren't covered by BP A, loans for weatherizing and heating system replacements, augment BP A
funding levels, facilitating the construction of resource efficient new homes and businesses, and for
renewable resource programs.
In the City's FY07-08 budget, funding for Electric Conservation and Renewables excluding Solar
Pioneer II, is as follows:
Personal Services
City Funded Conservation
BP A Funded conservation
Other Material and Services
$146,537
$185,000
$ 65,000
$ 96.1 00
Total Conservation & Renewables Budget
$492,637
In addition, the City annually spends about $92,000 to purchase laMW of Environmentally Preferred
Power from BPA. $34,162 of this cost can be covered by the Conservation Rate Credit in FY 2008.
Possible approaches to achieving" greater effectiveness of conservation programs"
Council's direction is needed because there are a number of ways to increase the effectiveness of our
existing conservation programs. For example, if Council wants to increase the total amount of
conservation, the City could increase rebates levels (repay $85.00 for a new efficient electric water
heater instead of $65.00) and also increase the amount of money that is spent to purchase conservation.
However, increasing the rebate levels and increasing the budget for Conservation alone won't achieve
and accomplish more conservation. To increase the amount of conservation, we would probably need
an increase in staffing levels as the current staff is extremely busy, and more FTE' s would be required
to handle an increased work load.
Council could alternatively interpret this goal by taking the regional view of the cost effectiveness of
Conservation programs and improve the performance by acquiring more of it for less money. For
example rebate levels could be reduced, which could mean that more conservation could be purchased
for the same amount of money that we currently expend for these activities. This action probably may
also require more staffing as fewer citizens might follow through with implementation as rebate
funding is reduced.
Targets for energy and resource consumption
Staff is assuming that this portion of the goal deals only with Electric and Water consumption and not
the other resources which are consumed by Ashland's citizens and businesses.
We have a load forecast for the electricity usage and a water demand forecast for water usage that both
have significant conservation assumptions built into them. The Council was last updated on water use
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and demand and water efficiency program progress in May 2006. This Council Communication
demonstrated that we were on track for a 20% reduction in water use demand in 2050. This is the
target that was set by the 1998 Water Study that was adopted by the City.
The May 2, 2006, Council Communications have been included with this Communication as
background material and the tables have been updated.
There is an important distinction that needs to be made between water conservation and electric energy
conservation. While both rely on the fact that conserving the resource is a cheaper way to provide the
resource than building new supply, there is a much higher commodity cost reduction in electricity than
encountered when saving water. While both programs are armed at increasing end use efficiency and
thus freeing up existing supply for new uses, since water is essentially free there isn't the kind of
savings as foregoing the purchase of wholesale power provides.
Stated in other terms, when the City's programs saves a kWh of electricity, we loose the revenue from
the sales but this is offset by a reduction in wholesale power costs because that kWh doesn't need to be
purchased from BP A. On the water side, the majority of the costs the City incurs in producing water,
are the fixed infrastructure costs of collecting, treating and delivering the water to Ashland citizens and
businesses. Only a small part of the cost goes into the commodity because the water itself is
essentially free. In other words, the water rates cover the costs of treating and distributing the water,
not the cost of purchasing the water.
Since the fixed cost of the system must be covered by rates, if water savings are significant than rates
must be raised to cover the cost of providing the water. As rates increase citizens and businesses react
to these higher rates with more price induced conservation thus compounding the problem. That is
why the pacing of water conservation is critical and why our water production and conservation plans
as developed by the 1998 Carrollo Study, has a 2050 20% conservation target. The updated tables
continue to suggest as they did when presented to the Council in 2006, that the City is on track to meet
this target.
The City's Electric System Study completed in December, 2003 includes a Load Forecast that projects
electric peak demand and energy use through 2020. BPA also does a load forecast of Ashland's
Electric loads and demand and their forecast was last done in 2006 and goes through 2017. In 1982,
the total electric consumption of the City was 128,776,000kWh's and our population was 15,180. This
resulted in per capita consumption of 8,483 kWh's per year. In 2006, total consumption was
178,383,000 kWh's and based on the population of20,880 per capita annual consumption had actually
dropped to 8,324kWh's, 159 kWh's less than in 1982.
These numbers demonstrate the remarkable effectiveness ofthe City's Conservation efforts since
1982. This is especially significant when you consider that in 1982, computer, video games,
HDTV's, microwave ovens, electric hot tubs and electric air conditioning weren't nearly in as
widespread usage as in today's households and businesses. When the load forecasts were prepared for
both the City's Electric System Study and BP A's, they assumed existing levels of conservation would
continue in the future, so these aggressive paces of conservation are already built into these estimates.
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The goal refers to targets for energy and resource consumption but the City only has programs for
electricity and water. If the goal seeks to set targets for natural gas, oil, gasoline, wood and propane, a
lot more will need to be done to research the availability of this data.
Future Considerations
On July 2007, BP A released the record of Decision (ROD) on what BP A has called the Regional
Dialogue. This has been a 2 year process to develop new 20 year Power Sales Contracts that will
replace contracts that are set to expire in 2011. One of the main concepts in the ROD is that of tiered
rates. What this means is that BP A will offer some percentage of power at the lower rate, and
additional power can be purchased from BP A at a higher or Tier 2 rate or the utility can develop their
own power resource or purchase power from suppliers other than BP A. While BP A has not
determined exactly there role they will play on acquiring and funding conservation, clearly things will
change from the current way of BP A helps to acquire conservation. In August of 2008 as BP A plans
on offering contracts to utilities with a requirement to sign the contract by December 1, 2008. This
new contract and how it treats conservation will need to be factored into any changes to our future
conservation activities and renewable resource decisions and programs.
Related City Policies:
The City's Comprehensive plan and the Valdez Principles support conservation.
Council Options:
After receiving clarification on the issues and questions raised in the above discussion, staff can
identify the timeline, costs, and resources needed to implement this goal. We specifically need
answers to the following questions:
Does the goal mean that the Council desires to increase the effectiveness for our electric conservation
programs by:
a. Increase conservation achieved by spending more money in staffing and programs?
b. Increase conservation achieved with the same amount of staff & program costs (i.e. reduce
rebate levels and lor remove less cost effective programs like the renewable energy
programs)?
c. Increase or hold constant the amount of conservation achieved but do it with less costs
programs (i.e. Reduce rebate levels; stop augmenting BP A rebates with City money; &
remove renewable energy programs)?
2) Does the Council want to increase the pace of Water Conservation or continue on the path
for a 20% reduction in demand by 2050?
3) Did Council want to achieve something else that wasn't fully captured by the language of
the goal?
Potential Motions:
None.
Attachments:
May 2006 water Conservation Memo
updated graphs
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Council Communication
Update on the City's Water Conservation Activities
Meeting Date:
Department:
Contributing Depart.
Approval:
May 02, 2006
Electric/Conservation
N/A
Gino Grimaldi
Primary Staff Contact: Dick Wanderscheid, 552-
2061 wandersd(cV,ashland.oLus
Secondary Staff Contact: Robbin Pearce, 552-
2062 pearcerCQ!ashland.or.us
Estimated Time: 20 minutes
Statement:
The City's efforts in conserving water date back to 1991 when the first draft study on Demand Side water
resources was delivered to the City. The purpose of this report is to delineate that history and update the
Mayor and Council on the City's progress in conserving water.
Background:
The City has commissioned at least four studies of our water supply by outside consultants. Those
studies were Montgomery Engineer, 1977; R.W. Beck, 1989; Synergic Resources Corporation (SRC),
1992; and Carrollo Engineers, 1998.
The last two studies evaluated Demand Side resources in addition to Supply Side resources. The SRC
report estimated the City could reduce summer demand by 500,000 gallons per day through an array of
Water Conservation activities, and the City has implemented a number of programs to achieve this goal.
The 1998 study performed by Carrollo found that after 5 years of program operation, the City had
achieved about 415,000 gallons of daily savings and included this demand reduction into the water supply
analysis that they performed for the City. Their water usage analysis for the years from 1993 to 1998
showed that water usage remained constant regardless of the fact that new water users were being added
to the system. 'Their conclusion was "the City has realized a significant reduction in demand due to
various conservation programs enlisted since 1992. The conservation programs are at least partially
responsible for the consistent water usage trend over the last several years."
The Carrollo study states "For planning purposes, we have assumed new conservation programs will be
implemented in the City, with a target emphasis of reducing outdoor water use. We have assumed that
the new conservation programs will result in an additional 20 percent reduction in summertime demands
from the three largest water usage account types (residential, multi-family and commercial). This
summertime conservation objective is considered aggressive, but is consistent with the City's overall
philosophy to implement proactive conservation programs."
The Corrollo plan projects summer daily water demand in 2050 to be 20 percent less because of
aggressive conservation programs. This translates into a total summer demand reduction of about
105,000,000 gallons. Assuming about 100 days in an irrigation season, savings during the June 151 to
September loth period would need to be about 1,050,000 gallons/day. This is double the demand
reduction target of the programs implemented after the SRC study.
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How Will We Meet This Tan!et?
Projecting conservation programs 45 years into the future must be done realizing these programs will no
doubt evolve into much different programs then what we can envision at present. Our existing programs
which were planned and launched in the early 1990's have already evolved, so we can safely say that
future programs will probably be different than how we envision them today.
With that caveat in mind, we will attempt to describe future and current offerings that make up the
intended strategy to achieve these savings:
1) Toilet Replacements
The City currently offers rebates for Ultra Low Flush (ULF) toilets that use 1.6 gal/flush.
New high efficiency toilets (HET's) using 1 gal/flush will soon be available and made
part of our retrofit program.
2) Showerhead Replacement
The City continues to offer free low flow showerheads to Ashland citizens and businesses
for retrofit purposes.
3) Efficient Washing Machines
Current rebates for replacement of these units with more efficient models will continue.
As technology continues to improve, new models will continue to reduce water used for
washing clothes.
4) Efficient Dishwashers
Rebates for replacement of older units with newer more efficient models will continue to
be a part of our programs. Here again, technological change will continue to make new
units more efficient than current ones.
5) Irrigation Audits
Since program savings clearly need to focus on summer demand reductions, Irrigation
Audits will become a much larger emphasis of our Demand side activities in future
programs offerings. Initially, this program has been based on education and information
but ultimately will probably need to eventually offer rebates, loans and/or discounted
hardware or bulk purchases to move this program to higher levels of penetration. Also
because this program is very labor intensive, it is safe to assume increased staffing costs
will be incurred to ensure this facet of the program is successful.
6) Leak Detection/Water Line Maintanence and Replacements
After the SRC report, the City implemented an aggressive Leak Detection and Repair
Program that utilized an outside contractor for implementation. After a few years of
testing, the City found that our aggressive maintanence and replacement program was
sufficient and actual testing has been discontinued on an annual basis. It may be prudent
to test the system every 5 years or so in the future if unaccounted for water creeps back
up to pre-testing levels.
7) Rates
Rate structure provides the stick that goes along with the carrot approach that our current
voluntary programs utilize. The SRC report recommended seasonal rates which would
give appropriate price signals to users by increasing rates during the summer when water
savings are the most important.
However, the implemented rate structure designed to encourage water use efficiently,
utilized increasing block rates to give year-round signals to high water users. As time
goes by and the City increases water rates, the option of seasonal rates should be
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evaluated again. While these type of rates do have equity issues there are way to exempt
low water users and still give appropriate price signals that encourage conservation. The
City needs to utilize this tool to ensure that what ever additional water savings that are
needed for the 20% goal is achieved.
8) Codes
At the time of the SRC report, there was a recommendation that the City work to get
plumbing code amendments to require ULF toilets and low flow showerheads. These
codes were adopted in 1992. Savings because of the code adoption is included for both
current and future estimates.
9) New Technology
While it is impossible to predict what new technologies will become available, it is safe
to assume that there will be breakthroughs which will no doubt allow new features to be
brought into our Water Conservation programs.
Weather Based Irrigation- The fasted developing water oriented technology is Weather
based irrigation. Research shows weather based irrigation can significantly reduce
summer time peak water use. Staff is actively researching the most appropriate
technology for our City with the intent to propose a new program that includes the
following:
Computer Technology, Less Expensive microprocessors and Internet Connectivity- Will
probably all be utilized in ways that could control appliances and irrigations systems and
thus make them more efficient users of water. While making accurate estimates of the
savings available would be very difficult, it is safe to assume some conservation savings
will be available from technology which doesn't exist today.
Catchment-Water catchment is a proven process in many parts ofthe world. This process
allows rainwater to be caught-when it falls and held until it is needed. Staff is currently
coordinating with the planning and building department staff to development a permitting
process.
Reuse-There will be emerging reuse opportunities at the home, business and institutional
levels. Also, there is a significant opportunity for use ofthe City's Waste Water effluent.
Government/Institutional/Large Commercial Program -The Ashland Park's Department
has implemented a real time weather station irrigation system which has already saved
significant amounts of water during the irrigation system. Allowing other large users
access to that information or a similar type of system could help large irrigators to reduce
their summer demand. Also, The Conservation Staff has recently increased their
knowledge of other commercial non-irrigation/large user audits and this activity will
become more of a priority in the future and holds significant and untapped potential.
10) Other
Public Education: Staff is available on request for events, presentations or high bill complaints.
Articles are regularly included in the City Source as well as advertisements in the local
newspaper and radio. Program information is made available to all the local retailers.
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High Capacity Customers: Staff coordinates with the utility office to be available for information
and or review for high capacity customers, commercial or industrial accounts and high bill
complaints.
Update for Ordinance: Staff is in the process of reviewing the applicable portions of the Site
Design and Use Standards to update the landscape and irrigation requirements.
Summary:
The City has solid history of successfully acquiring Water conservation savings. Programs have been
operated for over 13 years and we have learned much and adapted programs based on our program
operation experience. We plan on continuing to use adaptive management techniques to launch new
initiatives and modify both new and old programs.
We have prepared 2 tables which layout some recent water use numbers and also provide a current
snapshot of our best estimate of how much savings can be achieved. This analysis shows that currently
our programs have saved nearly 440,000 gallons of water per day. Our projection for the year 2050 is
nearly 1.2 million gallons of water per day during the irrigation season. As you can see, the 20% savings
target of 1,050,000 gal/day seems very realistic and attainable. To achieve these estimates the City will
need to not only continue to fund conservation programs but will probably also need to increase both
program funding and staffing in future years, especially in the area of Irrigation auditing and
Government/Institutional and Large Commercial Programs.
Related City Policies:
The City has numerous City polices that encourage wise resource usages and also our current Water
Mater Plan as completed by Carrollo engineers in 1998, assumed a 20% Conservation savings by 2050.
Council Options:
Informational purposes only, no action needed.
Staff Recommendation:
N/A
Potential Motions:
N/A
Attachments:
Tables 1 & 2
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Annual Water Use
Total Use
Million Annual Usel
Year Population Gallons Capita
1999 19,490.00 1,231.00 173 gal/day
2000 19,610.00 1,301.00 182 gal/day
2001 19,770.00 1,213.00 168 gal/day
2002 20,130.00 1,227.00 167 gal/day
2003 20,430.00 1,208.00 162 gal/day
2004 20,540.00 1,208.00 161 gal/day
2005 20,880.00 1,220.00 160 gal/day
2006 21,430.00 1,262.00 161 gal/day
2007 21,700.00 1,218.00 154 qal/dav
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Council Communication
Study Session on the Community Based Strategic Plant Council Goal for Visioning
Meeting Date: April 14, 2008 Primary Staff Contact: Ann Seltzer
Department: Administration E-Mail: ann@ashland.or.us
Secondary Dept.: None Secondary Contact: Martha Bennett
Approval: Martha Be Estimated Time: 45 minutes
Question:
Does Council conceptually agree with the recommended process and proposed governance structure
and does this capture Council's expectations about how the Community Visioning/Community Based
Strategic Plan process could work? Would the proposed process achieve the objectives of Council's
"Community Visioning" goal? Would the proposed process also help achieve the Council's Economic
Development Goal?
Staff Recommendation:
Staff recommends that:
· Council relabel the effort as a "Community Based Strategic Plan," recognizing that defining a
vision for the effort will be a key in developing specific action items.
· Council combine at least the initial efforts (at least through the "Strategic Goals" step) of this
effort with its Economic Development Strategy goal.
· Council discuss whether the proposed process and time line generally meets their expectations.
· Council discuss the proposed formation of a broad-based "Steering Committee" to guide this
effort to ensure that the project reaches into the community.
Background:
At the March 31, study session the Council discussed the possibility of combining the process for the
"Visioning Goal" with the Economic Development Goal. Council also discussed a possible staffing
and consulting plan for implementing these goals. Council gave staff preliminary direction about the
staffing/consulting plan, but asked for time at this study session to discuss the desired outcome of the
Visioning Goal and how the process would ensure widespread community participation. Council also
had a discussion about whether the term "visioning" fully captures Council expectations that the City
and community effort would undertake. Rather than focus on the more administrative aspects of this
project (such as whether we hire staff or consultants), staff proposes that this study session focus on the
Council's desired outcomes, staffs proposal for a process, and the structure of the oversight and
governance for this project.
"Visioning" versus "Strategic Planning"
After your discussion on March 31, staff believes that the term "Visioning" may not capture Council's
desired outcomes for this project. In looking at other models across the county, staff feels that a more
appropriate term may be "Community-Based Strategic Planning." This term seems to fit best for a
number of reasons. First, staff strongly recommends that this effort include a "visioning" component.
Articulating the community's hopes and expectations for its future is absolutely essential to defining
what needs to change in our community to build the future we desire. Second, staff recommends that
there be a specific, defined action plan developed to ensure the project produces results. Development
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of a defined action plan makes this more like "strategic planning" than mere visioning. Third, staff
believes this strategic plan will include many partners, and the City will sponsor the process (and
probably will implement many actions) to engage the community.
Economic Development Strategy
As we discussed at your last meeting, many of the steps that will be needed for the Community Based
Strategic Plan and for the Economic Development Strategy are the same. Staff recommends the
projects be combined through the step that we've labeled "Strategic Goals." If at that point, economic
development is defined as one of the key strategic goals, then the strategy will develop from the action
plans. If it is not defined, the City can use the data from the first few steps as the basis for an
economic development plan.
Staff is aware that Council is concerned that there may be some actions which will be needed for
specific projects prior to this action planning. In particular, there may be implementation steps for the
Croman Project and the Railroad Master Plan that relate to economic development. Staff agrees that
this may be a need, but we believe that many of these actions will be needed prior to adoption of a
revised economic development strategy even if the Strategic Plan and Economic Development Plan
projects began immediately.
Proposed Process
After listening to your last discussion, staff discussed how the project process could be designed to
achieve both a "vision" statement in a relatively short period of time and also produce specific action
plans that would chart a course to achieve that vision. Staff also assumes there will be significant
public involvement throughout the process, although there are a couple of places in the process
(defined below) where even more extensive outreach is proposed to improve the project. We believe
that at best, the total project could be achieved in 16 months, although we recommend the project be
planned for approximately 20 months from start to finish.
The process we propose has the following major steps
Data Gathering Phase. Staff recommends the process gather two types of data:
· Trend Data. Staff recommends the project include a compilation of the major indicators that
help us predict the future. In particular, we recommend the project include analysis of
demographic and economic data. We will also want to draw together data on other major
subjects including the environment, education, transportation, arts and culture, housing, etc.
(This list is by no means exhaustive). This "hard" data will be key to identifying the "probable
future" for Ashland. That is, the data will tell us where we are headed as a community if we
continue business-as- usual.
· Values Data. Staff recommends the project include a scientific survey of resident values. We
recommend that we contract for an accurate picture of what people in Ashland truly care about.
We further recommend that this step include extensive public outreach to gather diverse option
about what people in Ashland value and what they'd like to see the community become. This
values work will help us define the Ashland that people want - or the "preferred future."
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Identification of Strategic Goals. Staff believes that once we've defined where the community is likely
to head and where Ashland wants to go, the project will need to define the big changes we would have
to make as a community to achieve the preferred future. Based on the experience of other
communities, we would expect that there may be as many as 30 different goals identified. To make the
plan "strategic" that list would be narrowed to a more manageable list of goals that would include
specific action plans. This would be another point in the process where significant outreach is needed
to get feedback on what the priorities should be for action plans. The steering committee would then -
after that outreach - decide on the key strategic goals, likely four to six, that would move into the
action planning phase.
Action Plans. Staff recommends there be a specific, detailed action plan developed by key
stakeholders for each of the adopted strategic goals. These plans would be developed by committees
of experts, interested people, and institutions that would need to be involved to actually implement the
plan.
Adoption. Staff recommends there be a phase where the City and other key community groups with
responsibility for implementing the action plans formally adopt the plan. This step would also require
community outreach.
Proi ect Governance
Staff recommends the Council appoint a broad-based Steering Committee to shepherd this project.
This will likely be a committee between twenty five and thirty people. Their charge will be to oversee
the process, to review key documents, to actively participate in public involvement and outreach, to
ensure broad based community participation, and to make key decisions, such as recommending
strategic goals.
Council would need to agree on the interests in the community which must be represented as one of the
first steps in this effort. Staff believes that at a minimum, the steering committee should include; the
Mayor and Council, representatives from all sectors of the community, advocates of community
related issues, and community partners. The membership should include interests such as the non-
profit sector, youth, environmentalists, arts and culture, seniors, faith, fiscal management,
transportation, business, other governments, parks and recreation advocates, and representatives of
some community institutions (which could include SOU, ACH, OSF, ASD, RCC, YMCA, SOREDI,
the Chamber of Commerce, etc.). Staff believes broad community participation will critical to
development and implementation of action plans and to the "staying power" of the vision. In other
words, it needs to be broadly held and supported, not seen as a "City" project.
Staff also believes the Steering Committee will need to appoint advisory groups to develop action
plans for each of the identified strategic goals. These advisory groups will allow us to extend
involvement even deeper into the community. Membership on these groups need to be people and
institutions will expertise and commitment to whatever substantive strategic goals are adopted.
Other Issues
Staff has prepared a proposed "Add Package" for the budget process in response to direction from
Council on March 31, which will rely on a combination of staffing and consulting services to perform
the project. Also, we have assumed that funding for this project is tied to a potential increase in
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Transient Occupancy Taxes. If your discussion on April 14 modifies either of those assumptions, we
will return to you at a later date to discuss those items.
Related City Policies:
Council Goal: Conduct Community Visioning
Council Goal: Develop an Economic Development Strategy
Council Options:
. Council can discuss and modify the four major topic areas outlined in this memo.
. Council can provide different direction if the proposed process and governance
recommendations do not meet your expectations for the Council goal.
Potential Motions:
. None. This item is for study session discussion.
Attachments:
. Draft Community Based Strategic Plan
. Draft Flow Chart
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DRAFT Community Based Strategic Plan
April 14, 2008
City Council Study Session
There are three components to the Plan that will occur first and simultaneously:
1) Form a steering committee
2) Data gathering
3) Conduct a community values survey
Steering Committee
Appointed by the Ashland City Council the Community Strategic Plan Steering
Committee will shepherd this project. Their charge will be to foster and oversee the
process to ensure its integrity, to review key documents, to be the "field marshals" and
the community "faces" of the project and actively participate in public involvement and
outreach and to ensure broad based community participation.
The make up of the steering committee will include the mayor and council,
representatives from all sectors of the community, advocates of community related issues
and community partners. The membership should extend beyond city commissions and
include representatives from:
Non-profits, environmentalists, arts and culture, seniors, faith, fiscal management,
transportation, county, parks and recreation, YMCA, housing, SOU, ACH, OSF, ASD,
City, Chamber of Commerce, small business, large business, youth, SOREDI, Ashland
Appreciative Inquiry, RCC, other.
This will likely be a committee between twenty five and thirty people.
Informational Tools
Data Gathering
We need to understand where we are in order to identify a "probable future". Much of
the needed data exists in current city documents and likely exists in some form in other
community agencies. However, we will need to get professional assistance to provide
and evaluate current and future trends related to economics, demographics, technology,
climate etc.
Community Values Survey
The results ofa community values survey will provide insight into the community's
preferred future and be used in the design of the public involvement process. Likely this
will be a telephone survey to a statistically valid random sample of Ashland residents
with an error margin of i:..5%.
The results of data gathering and the community values survey will be reviewed and
evaluated by the steering committee to provide local insight and guidance to the
consultant design of the public involvement process.
Public Involvement
The public involvement process is the most critical step, the most time consuming and
labor intensive. The successful design and implementation of this step will directly
influence the identification of the strategic goals which will drive the creation of the
strategic plan and appropriate action steps.
The public involvement process includes numerous public forums, questionnaires, small
group dynamics (e.g. world cafe format), and ultimately group actions to identify the
strategic goals. A significant element of the process is that it builds in educational
opportunities for the participants about their community; issues, challenges, economic
components etc.
Four or six strategic goals will emerge early during the public process. Subsequent
public forums will address these specific goals and identify actions to achieve the goals.
Members of the Steering Committee will serve as liaisons at the forums.
Results from this process will be used to draft the Strategic Plan and Action Steps.
Strategic Plan and Action Steps
The Steering Committee will have discussed a framework for implementing the Strategic
Plan and the need for oversight to ensure follow through. An Implementation Committee
or Task Force may be formed and would include the community partners who will
implement specific tasks. In addition to the City the list might include: ACH, County,
Faith, Arts, Environment, ODOT, ASD, Chamber, SOREDI, Parks etc.
How will it be funded?
Previously, staff had suggested three possible funding solutions for developing an
Economic Development Strategy: an increase in property tax, an increase in TOT, cuts to
other general fund programs and/or identify new charges and fees.
At this time, staff views a TOT increase as the only viable funding source for this project.
The goal will be funded using the transient occupancy tax increase (TOT) that is non-
tourism designated if an increase is approved by the Council. The council will consider
the increase at the regular meeting on April 15.
Preliminary analysis of potential funds generated from a 2% TOT increase indicates
approximately $135,000 per year would be available for non-tourism use based on
current revenue stream of$1.575 million with the current TOT rate of7%. However, that
amount could vary 5% in either direction. We don't yet know the impact, if any, of the
loss of rooms at the Windmill Inn might have on the revenue and we don't know the
impact the current economy might have on room occupancy rates.
Staff proposes using two years of non-tourism related funds generated from an increase
to the TOT; $135,000 per year plus previously designated funds for economic
development of$80,000 per year for a total of $430,000 over a two year period.
RARE student $23,000 Year 1
Consultant $11 0,000 Year 1
(includes community values survey, data collection, public involvement design
and implementation)
Consultant $50,000 Year 2
(includes public involvement implementation, draft strategic goals and action
steps)
Marketing/Public Involvement $40,000 Years 1 and 2
(includes space rental, advertising, graphic design, public
outreach/communications, printing)
Permanent Staff Position
TOTAL:
$45,000 (salary and benefits) half ofY ear 1
$90,000 (salary and benefits) Year 2
$358,000
[Balance for other city use:
$72,000)]
$36,000 per year for two years (total
The consultant and marketing/public involvement expenses be applied to the Council
budget in Materials and Services 710.01.01.606 in FY09 ($100,000) and FY10
($100,000).
The staff positions would be applied to the Administration budget in Personal Services
710.01.02.00.510 ($52,000 salary and benefits (RARE student and half year FTE) for
Year 1 and $70,000 for Year 2. The permanent staff position will be paid from TOT
funds in subsequent years and would be responsible for monitoring, tracking and
implementing the strategic plan.
Implementation Timeline
Engage Proj ect Consultant
Recruit/Appoint Steering Committee/Task Force
Data collection
Community Values Survey
Implement Public Involvement
Draft Strategic Plan and Action Steps
Implement
Fall 2008
Fall 2008
Fall 2008
Fall 2008
Winter 2008 - Fall 2009
Spring 2010
Ongoing
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