HomeMy WebLinkAboutPACKET Town Board Study Session 2011-09-135:00 p.m.
* Revised
STUDY SESSION
TOWN BOARD
Tuesday, September 13, 2011
5:00 p.m.
Rooms 202/203
170 MacGregor Ave.
AGENDA
Town Economic Development Initiative Overview.
(Mayor Pinkham)
2nd Quarter Financial Report.
(Finance Officer McFarland)
Town Review of Visitor Center Office Space.
(Director Kilsdonk)
Future Agenda Items.
6:30 p.m. Meeting Adjourn — Prepare for Board Meeting.
NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the
agenda was prepared.
9/9/2011
Embracing The Future J`
Why bother about winter? said the
Grasshopper; "we have plenty of food right
now."
The weather soon tumed cold. All the food lying in the field was covered with a
thick white blanket of snow that even the grasshopper could not dig
through. Soon the Grasshopper found itself dying of hunger.
He staggered to the ants' hill and saw them handing out com from the stores
they had collected in the summer. Then the Grasshopper knew:
It is best to prepare for the days of necessity
The citizens wish to manage their future, and create a
community that acknowledges the quality of life of local
residents as well as to recognize the need to support
tourism, which is the economic foundation of Estes Park.
Estes Valley Comprehensive Plan
December 1996
1
9/9/2011
The importance of a shared vision
Estes Park has to face the challenges of the future through
systematic environmental scanning, challenging of
assumptions, contingency planning, and above all through
community mobilization in preparation for more turbulent
times. They are a necessary means for articulating a
purposeful community image of the future.
Estes Valley Comprehensive Plan
December 1996
A Mission statement identifies the fundamental purpose
of the organization. It defines the customer and the critical
processes. It informs you of the desired level of
performance.
A Vision statement outlines what the organization wants
to be, or how it wants the world in which it operates to be.
It concentrates on the future. It is a source of inspiration. It
provides clear decision -making criteria.
Strategic Planning and Budgeting Process
Scenario Development (s-year)
• Determine potential events
• Establish significance
• Collect information
•Identify indicators
• Relate indicators to events
•Establish Scenarios
Act III+Plan
Check* Do
2
9/9/2011
2006 Town of Estes Park Mission
• The Mission of the Town of Estes Park is
to plan and provide reliable, high -value
services for our citizens, visitors, and
employees. We take great pride ensuring
and enhancing the quality of life in our
community by being good stewards of
public resources and our natural setting.
2006 Town of Estes Park Estes Park Vision
• The Town of Estes Park will continue to be one of the
premier mountain resort communities in the United
States. This vision includes:
• Being a caring organization sensitive to the needs of our
citizens, visitors, and employees.
• Having an employee team that takes pride in being
recognized as a model of innovation and performance.
• Providing services which are responsive and reliable.
2011 Mission, Vision and Goals
Mission
The Mission of the Town of Estes Park is to provide high -
quality, reliable services for the benefit of our citizens,
visitors, and employees, while being good stewards of public
resources and our natural setting.
Vision
The Town of Estes Park will enhance our position as a
premier mountain resort community.
3
9/9/2011
Guiding Principles
The Town of Estes Park strives to maintain a balanced approach
while we...
I. Maintain and strengthen our economic vitality
2. Provide services which are responsive, sensitive, and reliable
3. Preserve our unique character and history
4. Sustain a fainily-friendly community for our citizens and
visitors
5. Consider the impact of our actions on the environment
6. Support diverse, affordable housing
7. Enhance recreational and cultural opportunities
8. Employ and maintain a professional, innovative, and productive
team
TOWN BOARD GOALS 2004— 2006
GOAL #1:
DEVELOP AN ECONOMIC VISION WHICH RECOGNIZES AND
SUPPORTS THE EXISTING ECONOMIC COMPONENT OF
TOURISM; LOOKS AT FUTURE OPPORTUNITIES FOR DIVERSITY;
AND CREATES AN OVERRIDING PLAN OR STRATEGY FOR
FUTURE ECONOMIC DEVELOPMENT.
The 2017 Team
TOWN BOARD GOALS 2004 — 2006
GOAL #2:
CREATE A MASTER FACILITY AND LAND USE PLAN.
DevelopA Set Of Criteria For Use Of Community
Reinvestment Funds.
4
9/9/2011
TOWN BOARD GOALS 2004 - 2006
GOAL #3:
SUCCESSFUL EVOLUTION OF THE CVB, AND
REINVESTMENT IN REHABILITATION AND RENOVATION
OF THE VISITOR CENTER.
TOWN BOARD GOALS 2004- 2006
GOAL #4:
CONTINUE EPURA FORA NEW TERM BEGINNING IN
2008 AS A PLANNING AND IMPLEMENTATION TOOL
FOR COMMUNITY IMPROVEMENT AND ECONOMIC
ENHANCEMENT.
TOWN BOARD GOALS 2004- 2006
GOAL #5:
PRIORITIZE IMPLEMENTATION PLANS FOR
TRANSPORTATION AND PARKING IMPROVEMENTS.
5
9/9/2011
TOWN BOARD GOALS 2004 — 2006
GOAL#6:
CREATEA STANLEY PARK (IMPROVEMENT)
IMPLEMENTATION PLAN.
2017 Team Vision
• To ensure the economic sustainability of our
tourism based community, the vision includes
the following:
— Community Character
— Economic Sustainability
— Natural Environment
— Recreational Resources
— Housing
— Transportation and Parking
— Cultural Resources
2017 Estes Park Economic Advisory Committee Recommendations
How are we doing?
Issues/Opportunities
Progress
•Community Character
•Rivenvalk
•Bond Park
•Blight Study
• Comprehensive Plan
•Economic Sustainability
•Hospital expansion
• School bond & mil levy support
• Chamber— Town collaboration
•Local Marketing District
•Housing
•Talons Point
-Vista Ridge
•The Pines
•Lone Tree
(500+ people served)
6
9/9/2011
2017 Estes Park Economic Advisory Committee Recommendations
How are we doing?
Issues/Opportunities
Progress
•Transportation and Parking
•Shuttles
-Parking options
•CDOT study
•Recreation
-Carriage Hills trail
-Hermit Park
•Fal1 River trail
-Fairgrounds — multiuse barns
•Cultural
-Performing Arts Center
fine eengage.
2011 Goals
Improve Transportation
•Enhance Visitor Experience
•Evaluate/Improve public transportation services
- Complete Transportation Hub and measure effectiveness
•Reduce congestion
• Continue to partner with CDOT and RMNP to seek solutions
Sustain Infrastructure
-Develop Comprehensive Street Maintenance/Replacement
Program
• Examine internal and extemal funding source
•Recommend street maintenance/replacement plans for 2012
budget
2011 Goals
Stanley Park Redevelopment
• Review MPEC Proforma
• Establish plan for new horse stalls
•Resolve SOPA feasibility at Fairgrounds and FOSH funding by May 2011
Bond Park Redevelopment
•Complete Phases I and III
•Develop scope for Phase 11
Develop Economic Strategy
•Explore grant opportunities
•Evaluate economic development opportunities
•Participate in economic development plan with Larimer County
7
9/9/2011
Dedicate Grad Student
Embracing The Future
Moving ahead
toward a shared
vision for
sustainability
The Process
Kathay Rennels
Facilitates with
grad students
Jan -July Sept -Oct
The Process
• Kathay & Jen talk to CSU Team
• Set meeting location and date
• Establish invitation list (3-4 from each group/org,
plus interested individuals)
• Initial meeting (Kathay and grad students)
— Brainstorm. No front loading.
— Identify assets and opportunities
— Create sub -groups
• Hire paid facilitator/process manager
• Kathay meets with group on quarterly or
semiannual basis
8
9/9/2011
The bottom line
• Need to create jobs and year round employment
• Need to diversify business base
• Need to attract and retain working families
• Need to capitalize on our strengths to effectively
compete in an increasingly complex and
competitive environment.
By working together, we will
achieve a sustainable economy!
Service Organizations
Town Govemment Town Residents
School District. .�.�,.a: County Residents
Land Trust
National Park
Perks & Rec.
Hospital
Businesses
LMD
Embracing The Future
9
4EP
Memo
To:
Honorable Mayor Pinkham
Board of Trustees
Town Administrator Halburnt
TOWN of ESTES PARK
From: Steve McFarland — Finance Officer
Date: September 13, 2011
RE: Second Quarter 2011 Financial Update
Background:
Attached is the Financial Update through July 2011. Additional details have been
provided where available. For example, income statement material is reported through
July, but sales tax information is only available through June, and is only posted in the
financial statements through May. In this way, "second quarter" is something of a
misnomer: but, information as current as possible is provided in each section.
The expenditure categories used in the General Fund box are not identical to the way items
are reported in the budget. The categories in this report are in line with GFOA
recommendations, but it is useful to understand how the General Fund departments
correspond to the attached report:
General Government: Legislative (1100), Judicial (1200), Executive (1300), Elections
(1400), Finance/Admin (1500), Community Development (1600), Buildings (1700),
Employee Benefits (1800), Subsidies/Grants (1900), Transportation (5600).
Public Safety: Police (2100, 2155, 2175), Protective Inspections (2300).
Engineering/Public Works: Engineering (2400), Streets (3100).
Culture/Recreation: Parks (5200).
A more intuitive way of interpreting the General Fund expenditures is provided (by
department) on one of the accompanying detail pages.
Other revenues include all of non -sales tax revenues in the General Fund, the largest of
which include property tax, use tax, franchise fees, interest, PILOTs, and business and
liquor licenses.
Page 1
TOWN OF ESTES PARK
Memo
COMMENTS ON FINANCIAL STATEMENTS/ATTACHED SLIDES
SALES TAX
Sales Tax through June 2011 is ahead of budget by 2.3% and 2010 by 5.2%. This
compares favorably with CAST (Colorado Association of Ski Town) communities. The
CAST report is looking better than it has in quite some time.
In comparing major categories, lodging jumps out due to being 18% ahead of last year. As
is often the case, this is due to unusual circumstances. In 2010, there was a large credit
issued from a previous overpayment, which made 2010 look worse than it actually was.
Further, one lodging entity in 2011 appears to have paid back due taxes from a previous
period.
Second quarter analysis is interesting — food and retail are up 3% and 2%, respectively.
Amusements/recreation and person/professional are up significantly, while automotive,
construction and utilities continue to lag. With 37% of the fiscal year complete, 2011 is off to
a strong start.
Other sales tax details can be seen in accompanying graphs, which will be reviewed at the
study session and Town Board meeting.
FINANCIAL
The General Fund box reports all revenues at 38.1 % of budget (calendar is 58% complete).
Revenues are lagging budget due to timing and cyclicality of sales tax receipts (budget is
through July; sales tax is only reported through May — June sales tax was received AFTER
July financial reports were completed). Sales tax is 2.3% ahead of budget through June.
As the first seven months of the calendar year is complete, the reference point for expenses
is the 58% (7/12 months) level. "General government" expenditures are at 65% because the
community service grants (101-1900) are paid out at the beginning of the year. No other
General Fund category is over 56%, and most are in the high 40/low 50%s. Overall, the
General Fund expenditures are at 53% of budget. First and second quarter expenses are
usually well under budget due to generally being unable to undertake many capital projects,
and due to summer staff not arriving yet.
The detailed General Fund page shows most departments under budget. One exception is
the Community Services account. This account will run significantly over budget until
TOWN OF ESTES PARK
Memo
Budgets are revised, because the Fire District and Local Marketing District transfers were
moved by the auditors to this line item. The Transfers line will be under budget by a
corresponding amount. The Street department is way under budget due to the
aforementioned timing of capital projects.
The Enterprise Funds box reports utility revenues at 58% of budget — exactly on target.
Expenditures are all in line with, or slightly under budget. Total expenditures are at 49%.
The Investments box has been retooled. The box now shows what types of investments the
Town possesses (money markets/CDs, US Treasuries, US Instrumentalities). The current
US credit rating issue will be discussed at the Board Study Session.
OTHER ITEMS
Staff continues to try to provide varying insights into Town finances. The last two pages of
this report delve into Balance Sheet items. Staff will discuss in more detail at the Study
Session, but essentially one wishes to have their balance sheets be liquid (lots of cash),
have assets exceed liabilities, and have little debt. The General Fund scores very well in
these areas.
Budget:
N/A
Staff Recommendation:
N/A
Sample Motion:
N/A
Page 3
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238,568 248,467 55% 262,356
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211,861 259,121 63% 241,499
266,664 305,535 58% 306,564
9,789 49,313 42% 68,957
311,850 471,293 173% 158,687
1,022,694 1,093,279 56% 1,142,681
399,236 424,654 56% 438,495
154,586 141,288 53% 156,174
193,416 230,450 62% 215,861
48,140 82,525 95% 50,441
1,223,586 630,618 39% 933,653
487,937 496,287 51% 564,785
13,424 20,927 10% 119,444
1,656,083 1,309,583 46% 1,672,604
6,546,256 6,109,873 53% 6,705,880
($2,525,904) ($1,926,366) (300,621)
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Memo
To:
Honorable Mayor Pinkham
Board of Trustees
Town Administrator Halburnt
TOWN OF ESTES 'A.RI.
From: Town Administrator Halburnt
Community Services Director Kilsdonk
Date: September 13, 2011
RE: Town Review of Visitor Center Office Space
Background:
At the August 9, 2011 work session, the Local Marketing District Board of Directors
requested the following of the Town Board:
a) Fund the renovation of the upstairs space of the Visitor Center (1400 s.f.) at an
estimated cost of $154,000. The LMD would pay for an estimated $54,000 in additional
costs, for a total project cost estimate of $204,000. The LMD has offered to pay
additional rent to the Town in return for funding the renovation.
b) Allow the LMD to retain four current first floor offices totaling 604 s.f.
c) Provide the LMD with the same amount of financial support in 2012 as in 2011:
$129,000 ($89,000 net).
Staff was directed to review the current LMD requests and analyze future Visitor Center
space needs.
Current LMD Requests
On August 29, 2011, the Town's Public Works Director, IT staff, and Community
Services Dept. staff met with the LMD staff to review the LMD's renovation plans.
The renovation would encompass the entire second floor with the exception of the loft. It
would include 4 additional office spaces (one of which could double as a meeting
space), a restroom, copier room/work room, kitchenette, and storage. The LMD has
requested private, rather than cubicle office spaces, windows to allow natural light,
glass doors, and that all spaces, including the hallway, be finished.
Current use of the second floor space is for storage of LMD stakeholder materials
distributed in the lobby, information desk materials like maps, plus LMD and TOEP staff
files, building maintenance supplies, Ambassador items, shuttle signs, etc. The LMD
has requested that their current office file storage space of 176 s.f. be retained.
On the first floor, the LMD has requested to retain the 4 current private office spaces.
They would relinquish use of a 34-s.f. work station in the call center and use of the first
floor copier/work room. The expanded LMD staff would continue to share use of the first
floor meeting room and kitchen with Town staff (but would also have the second floor
kitchenette).
Currently the visitor center has 2 phone systems. Most of the building is on a Nortel
phone system; 4 phones are on the Town system. The Town has offered to make the
Norte) system available to the LMD at no cost, and to move the call center and Town
staff to the Town system. The LMD is currently considering this offer. The Town would
incur a one-time expense of $1820 for 7 handsets. The Town would save more than
$3000 a year by transferring to the new system ($2000 in annual line support and
$1200 on the maintenance contract).
Future Visitor Center Space Needs
Public use of the facility increased from just over 300,000 in 2009 to almost 325,000 in
2010. Visitation during the first half of 2011 increased 39% over the same period in
2010 (from 95,957 to 133,518). Current demand on the lobby and public restroom areas
is straining the facility. There is no family/ADA restroom, for example, and the lobby
area during the high season is jammed with tourists requesting information. Any
expansion of the public service area would mean a reduction in other areas, since the
second floor would not be available for Town expansion.
Storage is currently spread out on the second floor; there is virtually no storage
available on the first floor. While clearly second floor storage can be condensed, it is
unknown right now how much second floor storage space would continue to be
available for Town use for current and future needs.
Current Town office space in the building includes the department head, who works
from a 100 s.f. private office, the division manager, who has a 121 s.f. office and her
second in command, who has a 34 s.f. cubicle, for a total of 255 s.f. of Town
administrative space. There is no opportunity for creating a private work space for the
second in command, an administrative assistant for the department head, or other staff
expansion.
One first floor staff restroom currently serves permanent and seasonal Town and LMD
staff, bus drivers, and about 75 Ambassador volunteers. The building is also the Town
headquarters for the shuttle operation. For example, shuttle drivers use the kitchen as a
break area. As demand for the shuttle service increases, so will the demand on the staff
support areas.
Office spaces at the Fairgrounds are inadequate - 2 permanent and 1 seasonal staff
share 1 small office/public reception area, and the division manager works out of rented
trailer — but improvements have been put on hold until a decision on the MPEC has
been made. Discussions were underway regarding moving the Fairgrounds staff to the
Visitor Center for much of the year when it appeared probable that the LMD staff would
vacate the building. If the LMD expands into the Visitor Center and retains existing
office space, we would ask the Town Board to consider office improvements at the
Fairgrounds to provide viable working conditions for the supervisory and office staff at
that site.
Work space for the Ambassador organization, which provided over 6300 hours of
service by 77 persons in 2010, is also desirable. This is similar to work space provided
to Senior Center Inc. at that facility, thereby providing operational support to Town
volunteer affiliate organizations.
Currently underway is a NEPA transit study to locate a Transportation Intercept Lot
along the Hwy. 34 corridor, with a strong probability that the most advantageous site for
this transit center will be at the CVB. Should the center be constructed, an estimated
300 parking spots would be added. Within 5 years, the Visitor Center could see an
increase in traffic of 30%.
Budget:
Estimated construction $140,000
Design $14,000
Project totals $154,000
*The HVAC for the second floor is somewhat problematic. The LMD request includes a
restroom and server which alone have driven the HVAC cost up to $40,000. The
estimate provided for EPURA was limited to tapping into the existing HVAC system.
That HVAC estimate was intended to meet the demands for a remodel of 720 s.f. and
was estimated at about $17,000. The current remodel request is for a 1400 s.f. project
which exceeds the current HVAC system's capabilities. Therefore, a new HVAC system
is required to accommodate the environmental needs.
**LMD payroll assistance, which had been listed under 222-2900 (Local Marketing
District Assistance), will not appear in the 2012 budget due to the amended agreement
between the Town and the LMD. However, the Town estimates an ongoing expense for
liability insurance, estimated at $2111 for 2012, for LMD staff housed at the Visitor
Center.
The Town would incur a one-time expense of $1820 for 7 handsets. The Town would
save more than $3000 a year by transferring to the new system ($2000 in annual line
support and $1200 on the maintenance contract).
Additional utilities and maintenance expenses are to be determined.
Payroll function would be outsourced as of January 1, 2012, when current Town
employees working for the LMD become at -will LMD employees.
IT services, should the LMD decide to continue purchasing them from the Town, and
lease costs are to be determined.
To:
Honorable Mayor Pinkham
Board of Trustees
Town Administrator Halburnt
TOWN or ST.ES PARIK
From: Jackie Williamson, Town Clerk
Date: September 6, 2011
RE: Future Town Board Study Session Items
September 27th
Capital Asset Prioritization / Other Budget Issues
October 11th
LMD
Other Items Not Scheduled for Town Board Study Sessions
Town Owned Properties
Kathay Rennels — Economic Council
Mayor's right to vote (1st Quarter 2012)
Volunteer Background Checks
Communication Policy
Workforce Housing Presentation (Rita Kurelja)
Other Items Not Scheduled for Town Board Regular Meetings
Capital Asset Management Plan
Cheley Reservoir / Spring House — Authority to Sell (Ordinance)
Agreement for Water Augmentation — Cheley
LMD Branding Report