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PACKET Town Board Study Session 2008-07-25
TOWN BOARD 2009 PRE-BUDGET STUDY SESSION Friday, July 25,2008 8:30 a.m. - 12:00 p.m. Rooms 201/202/203 1. Review Town Vision 2. Five-Year Outlook a. Mayor Bill Pinkham b. Finance Officer Steve McFarland 3. 2009 Policy Guidance a. Board Priorities / 5-year CIP b. Target Fund Balances c. Community Services Grants d. Criteria for Staffing Additions / Deletions 4. Green Estes Park 5. Potential Revenue Sources 6. Miscellaneous Cynthia Deats From: EP Administration [ir3045@estes.org] Sent: Wednesday, July 23,2008 4:24 PM To: Cynthia Deats Subject: Job Done Notice(Send) ***************************** *** Job Done Notice(Send) *** ***************************** JOB NO. 0517 ST. TIME 07/23 16:17 PGS. 1 SEND DOCUMENT NAME TX/RX INCOMPLETE ----- TRANSACTION OK 6672527 Greg White 5869561 KEPL 5869532 Trail Gazette 5861691 Channel 8 6353677 Reporter Herald 2247899 Coloradoan 5771590 EP News ERROR ----- 1 fOW N Ot ~i - ./61.tri:/-1/0. VISION STATEMENT 5/13/96 (Revised 5/19/04) The vision statement is a description of the organization's most desired future state. It is a statement describing the way things could be. The statement will normally include two things: a description of the organization's most desirable future, and a declaration of what the organization needs to care about most In order to reach that future. 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. MISSION STATEMENT 5/13/96 The mission statement is defined as the organization's "core purpose for being." The mission statement should clearly state why the organization exists, for whom it performs its function, and how it fulfills its functions. 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. Board of Trustees -March 14, 2006 - Page 3 seconded (Pinkham/Doylen) Resolution 4-06 be approved, and it passed unanimously. 5. ECONOMIC ADVISORY COUNCIL "ESTES PARK 2017" - VISION STATEMENT RECOMMENDATION. Trustee Pinkham presented the Economic Advisory Council's Economic Vision statement for a sustainable community: "Estes Park is a mountain resort community that cares about continuous improvement in our quality of life, building on our relationship with the National Park, honoring our historic influences and scenic corridors, strengthening our economic vitality, promoting active lifestyles, enhancing recreational and cultural opportunities, supporting families, and protecting the natural environment in and around the Estes community. 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, and cultural resources." Recommendations were given to assist in accomplishing the vision. Trustee Pinkham requested retaining the Advisory Council as a resource and sounding board. Following discussion, It was moved and seconded (Doylen/Levine) the Town of Estes Park Economic Vision Statement be approved, and it passed unanimously. Trustee Pinkham presented the members of the Economic Advisory Council with a copy of the book "America's Switzerland" by James H. Pickering on behalf of the Town Board and staff for their commitment and time. 6. TOWN ADMINISTRATOR'S REPORT. A. Goal Team Final Report 2004-2006. Deferred until later meeting. Trustee Doylen reminded the community of the Open house at the new Visitors Center on April 7, 2006. Trustee Pinkham invited the community to attend a League of Women Voters sponsored presentation by Al Bartlett, Jim Westcott, and Pat Long in the Board room on May 2,2006. 7. REQUEST TO ENTER EXECUTIVE SESSION: 24-6-402(4)(E), C.R.S. - For the purpose of determining positions relative to matters that may be subject to negotiations, developing strategy for negotiations, and/or instructing negotiators. Motion: It was moved and seconded (Doylen/Levine) the Town Board enter Executive Session the purpose of determining positions relative to matters that may be subject to negotiations, developing strategy for negotiations, and/or instructing negotiators, under C.R.S. Section 24-6- 402(4)(e), and it passed unanimously. Whereupon Mayor Baudek adjourned the meeting to Executive Session at 9:32 p. m. Mayor Baudek reconvened the meeting to open session at 10:23 p.m. 8. ADJOURN. Following completion of all agenda items, Mayor Baudek adjourned the meeting at 10:24 p.m. John Baudek, Mayor Suzy Schares, Deputy Town Clerk Mayor's Office Memo TO: Town Board From: Bill Pinkham CC: Jacquie Halburnt Date: July 23,2008 Re: Review copy of a 5-Year Outlook - Situation Analysis The attached document is intended to stimulate discussion at our meeting Friday so we can reach consensus and establish a basis for planning and budgeting. We wanted you to have the opportunity to see this information before our work session Friday. Scenario development implies a range of views regarding the future ranging from euphoric to doomsday. Each has its implications on planning and budgeting. You may, in fact, believe that the next 5-years will be business as usual after we get past our current economic indigestion. The scenario I have chosen is that our economy is at risk and that nationally (globally?) we are at the front end of fundamental change that will affect our lifestyles. This view has significant implications for our economic sustainability. I also believe, we have the people and resources to build on our strengths and manage our destiny if we are proactive. Agree, disagree, add to or delete. Treat it as a working document. Thanks... See you Friday. 1 Budget Evaluation Process - ·RMNP gateway •Front Range/DIA accessibility Program C ·Scenerylwildlife - Program B ·Lodging/restauranls -Shuttles [*ogram A ·Seasonal amenities ·Population growth Mandated Essenti* Improve- E)Ponds ·quality of life tg_R[Qyi® tg_BRPaiG merlt Qgtions factors ·Medical care program or Maintain. opportunity service Protect .revenue •Schools generator •Library 1 Public -* Safety E P Sustainability , , ¥ 1 Public Works •National economy L ·Energy cost/issues * ·Investment dimate J... General •Disposable income ta Government gid homeowners ·Housing costs Culture and ·Competition for working Recreation factors families ·Childcare shortage ·Mountain resort competition ·Retail com petition ·Front Range/DIA Budget Evaluation Rating Scale accessibihty Scenery/wildlife ·Lodging/restaurants Mandated Essential Im Drove- Expand to Drovide to Repair. ment Options ·Shuttles + -Seasonal amenities · program or Maintain. opportunity Population growth · service Protect . revenue ·quality of life · generator factors ·Medical care Public ·Schools Safety ·Ubrary 1 A Public E P Sustainability, -3 ~ Works General ·National economy Government ·Energy costissues ·Investment dimate Culture and ·Disposable inconne Recreation '2a homeowners ·Housing costs ·Competition for working factors families Sustainabilitv Rating Scale: ·Childcare shortage 1. Not essential ·Mountain resort competition 2. somewhat important ·Retail competition 3. Very important 4. Essential Estes Park 5-Year Outlook A basis for discussion, planning and budgeting - July 25,2008 Planning Work session Scenarios: Patterns of plausible, potential futures that would have significant implications A well-crafted normative scenario allows an organization to become proactive, working specifically for their desired future, rather than sitting by and passively waiting for whatever the world delivers. (Arlington Institute) · Bright - "Candyland" · Business as usual - selected - scenario · Economy at risk •'- · Gloomy - The sky is falling RANGE OF SCENARIOS ~ Ik I Illillilillillililillilill Strategic Planning and Budgeting Scenario Development (5-year) ·Determine potential events ·Establish significance •Collect information ·Identify indicators ·Relate indicators to events ·Establish Scenarios Vision and Mission ·Expectations/Philosophy ·Values Strategy Formulation ·Policy ·Establish goals - and Implement ·Define strategic alternatives Control ·Devise plan Situation Analysis - ·Internal and external 1 / environment Establish Budget (1-year) ·Issues and Opportunities 403*94Af51 Economy Undergoing Period of Fundamental Change Global economy decoupling, unstable, no longer powered by US. · Current US economic downturn prolonged. Instability for next two years. - US struggles to recover from foreclosures, bankruptcy, and excess personal debt. - Full recovery may take several years. Easy credit era ended. Consumers and businesses feel pinch of not being able to borrow · Boomers and retirees cautious due to investment uncertainties and loss of equity. · Collapse of housing bubble leaves many dependant on social security and Medicare. ./~lub*.. 7 115,0 026'a~ Energy Cost will have significant Impact · Energy costs continue to escalate due to "Peak Oil" and environmental regulations. - Oil goes to $150 -$200/ barrel? Significant dampening effect, creates fundamental shift in lifestyles. - Virtually every good or service consumed in this country will be more expensive. - Disposable income declining - Low and middle income families face increasing economic insecurity and hardship. 1 11:1 '3 431-F'2 1 bli l i Iti i all ' 1 ' 101 . 1 . ~ . ' ' 7' 47&-1.4144··~84?~ Clouds on Horizon for Tourist Industry · Higher energy prices are a challenge for the Travel & Tourism industry as they squeeze consumer budgets globally. US will face increasing competition from developing countries for international tourists. · Long distance domestic tourism hurt by fuel costs - Airlines boost fares and reduce # of flights/airports served. · Air travel out of reach of average traveler. - RV travel shifts to destination vacation vs. touring. - Families focus on auto day trips/closer destinations. Economic forces aligning against tourism require marketers to better package destinations, particularly to out-of-state travelers L. Colorado Economy Travel and Tourism Key to Colorado Significant downside risk due to national and global developments Population growing from 5mm to 6.5mm by 2020 Metropolitan Front Range makes up 82% of the state's population Colorado Attractive as Retirement State 1/2 of population will be over 65. RetiMng baby boomers will continue to be major "economic drivers" in Colorado's mountain resort communities despite tighter lending practices and a cool down in the real estate market. Services to non-residents and retirees will be major drivers · Front Range is major growth area. 2006 2010 2015 - Larimer County 276.3 299.0 333.4 - Weld County 236.9 267.0 311.8 -'6#////////A/•1:M•I•/•llkE· - ': Increasing Issues at Local Level National and state deficits will result in reduced support for programs at local level. Despite population hikes, the number of new jobs will outpace the number of workers, resulting in labor shortages of all kinds throughout the state. · The projected growth will challenge local governments to make sure their infrastructure is adequate. Mountain Towns Intensifv Competition for Revenue Western Slope Mountain Ski Resorts redefine value proposition - Declining Disposable Income impacts skiing - Operating Costs increasing - Travel Distance/Costs a growing issue - Aging Population - Mountain resort real estate market slowing. - Move toward winter and summer economy. • Free gas.. Airline subsidies Web Sites becoming harder hitting, user friendly Summit County Breckenridge Activities Breckenridge Events section, we are glad to provide all detailed information for our web site visitors with current and up to date information about What Where and How to do in Breckenridge, Keystone. Frisco and whole Summit County. Breckenridge is the best place for luxury outside of Aspen. Get foie gras quality at bologna prices. All of the Breckenridge activities are available at a fraction of the cost Whether in the summer or winter, Summit County has got it all. Music. food, hotels, skiing, summer recreation, all are available here. Or choose Summit County for the site of a new real estate investment. Breckenndge real estate prices are good and steadily on the rise; a purchase here is guaranteed to sell for higher than purchased. Whether spending a week or a life-time, Summit County is a great place to be. In conclusion, Bred<enridge Colorado is the ideal place to spend free time. Whether in the winter or summer, Summit is guaranteed to have Breckenridge activities which please you. Choose from many different cities or just stay within the major five, either choice is a good one. Breckenridge, Keystone, Copper Mountain, Frisco, Silverthome or Dillon in Summit County are the best places to have a good time or make a solid real-estate investment. 1. -- - SUMMER TIME Summer time in Breckenridge and whole Summit County very I exciting season in a yearl Enjoy Hi long, Biking and all i Fresh Powder and Snow Air, Breckenndge, Keystone Dillon 1 other activities in thistimeof the year! Resorts ready for you. Our Winter Activities Guide will ! Breckenridge Summer Activities (11•wl i i help you to lind what Is right for Youl 0%92? 44%... m =-:_CONdMid 8&iVERS Estes Park Situation f *t '~ ' * ....t ~~~'k*A' -rh# Estes Valley Economic Drivers - Current · Gateway to Rocky Mountain National Park - 3mm visitors/year Premier Mountain Resort Community - dependant on tourism Location, geography and logistics rules out attracting manufacturing or distribution to augment economy. · Impacted by seasonality Estes Valley Economic Drivers - Future · Premier Mountain Resort Community - dependant on tourism - Increasing competition from other resort communities - Increasing revenue potential from Front Range population growth. · Retiree residential growth offers retail and service business opportunities. · Potential to attract Location Neutral Businesses as Front Range gets more congested. Advantages - "Have" Disadvantages- "Lack" Hikers' Mecca for all ages · Mountain bike trails · Premier camping destination · Extensive road bike trails • Premier climbing destination · Rafting/kayaking · Premier trout fishing location · Powerboat waters Horseback riding · Alpine skiing Hike/bike trails • Nordic ski facilities 2 golf courses • Snowmobile trails · Lake Estes recreation · Ballooning · Snowshoeing · Sky diving Back country skiing 1 - I. The BAD NEWS... Estes Park Economy at Risk · Reliance on tourism and disposable income - Tourism an increasing luxury. - Increasing competition from other mountain resort communities. - Lodging and food will hold their own due to Colorado population growth. - Tourist oriented retail at risk due to disposable income, internet and big store competition. Real estate values driven by retirees and second home owners - Creating need for increase in workforce while causing housing prices to rise. Difficulty attrading and retaining professionals and young families. - Front Range less expensive, more amenities, more lifestyle options. - Housing authority serves limited segment of affordable housing needs. - Shortage of childcare for working families. - Retirees have bigger voice in the community than young families regarding initiatives ~42442i6UUE----------7~ The GOOD NEWS... Estes Park Advantage Gateway to RMNP - 3 million visitors • Scenic viewscapes · Wildlife viewing Proximity to DIA Proximity to Front Range - 3,750,000 people. Accessibility vs. other western national parks · 1-70 advantage Shuttles - Car-less Vacation Family histories, repeat visitors - Cheley Camp, YMCA, Campgrounds Quality of life - Less congestion than Front Range - Better air quality than Front Range 1 Eililitillllllllllllllljtiltmo)yj,d -Ill'-*I ~ ...4...... ·; Issue Situation Plan Tourism Increasing competition for tourist $. ·Maximize marketing effectiveness Revenue base at risk. -Local Marketing District -Disposable income ·Enhance amenities and services for visitors and residents -Travel costs -Stanley Fairgrounds Multi-functional -Mountain Resort competitiveness Bams -Shuttle busses -EPURA -Events -Bond Park Plan -Performing Arts Center Support Growth Increasing demographic imbalance. Management Flight of young families/work force. -Increasing retiree population -Escalating property values -Housing affordability -Need for dual incomes -Lack of child care -Front Range options Issue Situation Plan Growth Growth vs. open space and wildlife ·Reexamine development code Management issues intensifying. while recognizing owners property rights. -Declining open space -Comprehensive plan update -Increasing public passion -Open space plan -Need for balanced approach to -Development code update growth and preserving physical beauty and viewscapes. Environmental Environmental issues/concerns Responsibility intensifying -Recycling -Energy conservation -LEED standards Estes Park 5-Yea Financial Outlook: 2008 and Beyond Steve McFarland - Finance Officer Hot off the presses: DATE SOURCE COM M ENTS NATIONAL 07/23/08 Moody's Economy likelyto struggle into 2009 Oierleveraged households are heart of economy's problems Home prioesto fall by another 100/4 peak-trough 25% Unemployment could hit 6.5% by 3rd Q 09 07/22/08 Bloomberg/ apeds economy to contract 0.5% in 2009; previous Merrill Lynch forecast was for 2009 to increase 0.5% Btimate for 2nd Q 08 is +1.8°/4 up from 1.0%in 1st Q 08. 07/22/08 Fbsback Report U of Mich Consumer Bntiment indexdown from 87.6 (01/07) to 49.2 (06/08). Problems: housing/energy NOTin reoession - 1st Q was up. Fbrsonal income rising more than overall inflation 1 Hot offthe presses: DATE SOURCE OOM M ENTS NATIONAL 07/21/08 Universal Intermediate term forecast for market: positive (just changed) Economics Long term: negative (on cusp) 06/21/08 MENBCcom Emnomy will recover gradually in 2009 G[Pto be 2%in 2009 CPI to be contained as commodity bubble eases 06/18/08 Uof [lke (FO(1,000) poll: inflation up 4.1% unemployment to rise, economyto not recover until mid 2009 top concern: rippling effect of fuel costs Hot offthe presses: DATE SOURCE OOM M ENTS LOCAL 07/01/08 LCAssessor Property tax assessments to be down 2% Btes Park to exceed Larimer Cty in 09 by 5% 07/ 01/08 Anderson Market slow, lots on market, but prioes are increasing (!) F~alty OGROA listserve Silestax oolledions flat to down 10% Munidpalitiesrevising '08 and '09 down to smaller increases or flat 2 F Lanrner County 5-Year Chart; F 2007 ReappraiI/1 2009 Reappraisa[ -1586- ' C ./-1 8 ·•10961 -- - -- -- ./-r, L./; 1+ 1 1 :, 1 . . 1 f oes -12-1' , 44 .6.I,05 24,r:081 .1,1/159 J -- F - I.,noeF Estes Park S-Year Chart (Larlmer = Reel Line. Estes Pa,k = Gord L.Ire)· ····f 2007 Reg.ppraisal 2009 Reappraisal ~ ./V-- . 1 1 1 ' :464- / -.janbs - ·- 1,28 ~-3- -,3.40 7 -- -9-4od- -- 6~ ~ 1 14 Steve M...7/23.'Zola 3 1 2 SALES TAX FORECASTING 2006 2007 2008 2009 2010 2011 2012 2013 2008-13 CA >>> 34% 3.2% $6,771,295 $7,239,213 $7,406,691 $7,662,083 $7,935,472 $8,231,972 $8,507,616 $8,767,366 $48,511,199 inddec 5.3% 6.9% 2.3% 3.4% 3.6% 3.7% 3.3% 3.19; 3% 7,456,390 7,680,081 7,910,484 8,147,798 8,392232 8,643,999 48,230,984 Increases 2% 7,383,997 7,531,677 7,682,311 7,835,957 7,992676 8,152,530 46,579.149 1% 7,311,605 7,384,721 7,458,569 7,533,154 7,608486 7,684.571 44,981,106 354 49,699 17,998 (24,988) (84,173) (115,384) (123,367) (280,215) \Ari-CeS 2% (22,694) (130,406) (253,161) (396,014) (514,940) (614,836) (1.932,050) 1% ($95,086) ($277,362) ($476,903) ($698,817) ($899,130) ($1,082,795) ($3,530,093) Sales Tax vs. RMNP Visitation 8,000,000.00 7,000,000.00 6,000.000.00 ~~/~- 5,000,00000 //// 4,000.000.00 4 .„„w",S/|0) T.M Reve,~ Irs - Visitation RMNP 3,000,000.00 2000.000.00 1,000.000.00 ~ 0.00 --4.ro•:,M~or---O--0.,nur~©0.0-Alm.,Ate. Forecasting Methods m Currently use 3 methods • Linear regression • Historic percentages • Latest: weighted multiple forecast o Occupancy, 7/34/36 traffic, RMNP visits • (other variants considered: CVB visitation, 911 calls) Forecast? 9UBTAX 2006 2007 2008 2009 2010 2011 2012 2013 2008-13 CER »> 3.4% 32% $6,771,295 $7,239,213 $7,406,691 $7,662,083 $7,935,472 $8,231,972 $8,507,616 $8,767,366 $48,511,199 inddec 5.3% 6.9* 2.3% 3.4% 3.6% 37% 3.3% 3.15; 3% 7,456,390 7,680,081 7,910,484 8,147,798 8,392,232 8,643,999 48,230,984 In~eases 251 7,383,997 7,531,677 7,682,311 7,835,957 7.992,676 8,152,530 46,579,149 1% 7,311,605 7,384,721 7,458,569 7,533,154 7,608,486 7,684,571 44,981,106 3% 49,699 17,998 (24,988) (84,173) (115,384) (123,367) (280,215) Wriances 2% (22,694) (130.406) (253,161) (396,014) (514,940) (614,836) (1,932,050) 1% ($95,086) ($277,362) ($476,903) ($698,817) ($899,130) ($1,082,795) ($3,530,093) po%a-E? $7,239,213 $7,239,213 7.497.514 7,777,650 8,038,081 8,283,495 $46,075.166 ($167,478) ($422,870) ($437,958) ($454,322) ($469,535) ($483,870) -2.3% Sales Tax Projections $9.000,000 - $8,800,000 · $8,400,000 $8.200,000 // --3°,Wyr increase $8.000.000 I.l 2%/yr increase 15*r increase $7,800.000 // $7,600,000 j -* $7.400,000 $7200,000 $7,000,000 - ·· - 2008 2009 2010 2011 2012 2013 5 FINANCIAL INDICATORS Avg sales tax/month, rate of ehg $7(}(},4 )()(} 20% May-08 12*6 $7,132,322 2007 = $7.23M $6003"JO $594 16,0 __i~La,42.40ALu 1J 1()% t, $4(30.(*)(1 ./" 2 - oN, Mav-08 IN+ ROE -5% 3.33% $2(X),(**1 -1(121, 1]00JNX) -15% ~Illl!!Ill!1!~11~lll -20% d> A *RN b 62' 4 #4 #44 6> 4 4 4 4% 4 2 4 6* e ·S' 49' of' 4, .03' c,ft?P 4' 42' 49' 49 9,4' ·S~ti~ 49 49' 49 gRP #39 43 49 49 44 44' -12 Mo Ave -12 mo%-Linear (12 Mo Ave) -Linear (12 mo %) ~ Budget vs Act ual Sales Tax 2008 $8.*,000 - -· w ···· ·· · · · $6.000,000 - -- ---------- ---- ------- :5.000000 ~~p, Actual $4,000,000 - · 1 - Budget 2008 (5 yr) $3.000,000 -·- --····· ---····- 4 - Budget (3 yr) $1,000,000 $0 3. Feb Mw Ap· May Jln JU Aug 4 (11 NN Dec 6 ·.H I 'V,0 1110% 0141 I I ZE] (/NERAL AND ..imelit illtenen.le. Ex.™Iture,. -.11.. B.lin. 111'+....1 Actii/ .... Aclli,i /·Nerin{14,1 1!1!li 21116 20!Z 1!111 21!l!! lilli 21111 lilli 2!1121 '.,%, , I , ' .liT,nli,2 R.#·c ..62r~•906 SL 1('nB[) 3.2*PJ.037 9.037922 . (>50.8*) B..736/) 9.731.]95 $161.1767 $3.**i747 Ti•t' 14~·w.I·. I.!37.160 10,733.!29 11.420.6/9 .164.4. .67/0 4 .... .8K637 I.7{~1.246 12.991(106 ... ......In. 6/m.749 K05'827 7.535,316 le)fU.1(0 .751 4. 9.057.7/ 9374.817 97{.935 1(LO,4253. Ti•t,d Tn-~rN (kil 5 313.82/ 3.935.495 .69&492 3.165.41H 3,104.083 .117.821 3,131.247 3.143.331 .15(.779 Netc~liflimn•r,~,r (~,51¢1417) (1,2~/).:9~ 1.18&118[) 12.968 07726" /42.444' 017.-428) (14.0/;) (206,/I) Ailit-i·n~ ,rr.'gl uddli'we 9.1(na¥) /849.')37 $4 037.922 S.U)5011'I ..873.AN) 1/.731.[95 8.6,3.767 83.46/747 £1261,936 ....m·nded F.,M 1.1.neel :venues (/15•,0 41'ti, 27 315"il 3.V'i, 33." 31% I.'. 27:. 25% Flind balances e.'ense% (&-17'•) 350,1 33'4, 33'·i, 31% 29'. 27% 29• 24"• 2¥4 Ikiani target (.3(I') cuir,i·~rn 0-ar,nEN'.ND Nt~~-1,11,&-iur, *·1*ItureN and F~B~»ire Be~mning 1/!ance $1.698.11*7 $23)31.6611 S].515.6IC 51.146.177 Si.407&18 '1.957.848 2507.8<48 S)1057,848 9.6(U.!WH 1 1:il Reic nue/ X929.M) 1.14. k/ 6R957 7{*).(XX) 55()0[Ki 550,(]00 53(1(*. 550.00[) 55[).00(} ... .M Erense·· 258.g,2 23~766 219.503 267.125 0 0 () MAIN 2.3/IM·7 Z 175.52' 21/9(11 171.204 0 0 0 bil:11}»:nditures 2 59627) 1414 /61 4~&*a 438_329 lei casli 11- 312.781 (515986) ix·.1.505) 261 67] =/ 350.{**) 55('00(} 550(XX) 55(J.(*Jo Lid,n~ Fund Balance SZ.03[.66* $[.515.682 S[.]«177 $1.407.848 ..957.*18 12507,848 ..057.*48 SUm,848 $4,]57.848 2009 Pre-Budget Session July 25,2008 "Here's what management is about: Pick good people and set the right priorities." -Lee lacocca Town of EP Vision The Town of Estes Park will be the premier mountain resort community 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 The Town of Estes Park will be the premier mountain resort community 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 Current Target Fund Balances · General Fund - 30% · Special Revenue Funds - Generally 5% · Enterprise Funds - 25% + 2% of fixed assets General Fund · Fund balance for economic downturn · CLF for building/property destruction · Sales tax driven towns need healthy fund bal · Recommend - Green light: 30% + - Yellow light: 25% - Red light: 20% Sales Tax Driven Towns · Silverthorne: 96% · Vail: 58% · Breckenridge: 54% · Aspen: 54% · Steamboat Springs: 48% · Estes Park: 39% Community Service Grants · Historically 5% of previous years sales tax - 2008 was $362,297 ($355,000) Continue with same calculation? New Staffing Criteria · 2009 Possibilities -PIO - Lab tech from PT to FT - Finance combine 2 PT into one FT New Revenue Sources? · Impact Fees · Dispatch Services · Storm water Fee · Sales Tax · Temporary Tax 4 1 Memo TO: Honorable Mayor Pinkham and Trustees From: Jacqueline Halburnt, Town Administrator Date: July 17, 2008 Subject: CapRal Improvement Projeds 5 year Plan Ranking Please rank the attached CIP projects on a scale of 1 - 5, with 1 being the least important to you and 5 being the most important to you. Please write your ranking in the box next to the project. Because this is a new process for us all, we intentionally tried to make it as simple as possible. We fully expect to define and tweak the 5 year CIP process as we move along. Please return your ranked list to me by Tuesday, July 22,2008. 5 = An immediate need exists 4 = A nearterm need exists in the next 2 -3 years 3=A long term need exists in the next 3-5 years 2 = A future need exists in the next 6+ years 1 = A need does not exist The purpose of this exercise is to begin thinking on a longer term basis for future projects in the town. This is your opinion and there is no right or wrong answer. We are trying to gauge your interest in larger capital projects as we start to formulate the 2009 budget. The results will be presented to you at the work session on July 25 for further discussion. The CIP process Step 1 The first step in this process was for department heads to submit projects to Scott Zurn, our CIP coordinator. Scott helped the department heads outline their needs and assign a dollar value to the project. Step 2 Step two is to submit the project list to the town board for prioritization. This process may need to occur more than once. We will present the initial prioritization results at the July 25 budget study session. .. Step 3 Step three will be for staff to take the town board's top priority projects and incorporate them into a realistic budget over the next five years. Step 4 Step four will be for staff to present the 5 year CIP to the board during the budget sessions in October. Please let me know if you have any questions. Thanks Jacquie c5 A- @ in LD M 4.57 Multi-use barns - 2009/2010 $4,000,000 60,000 sq. ft. barn/recreation facility ice rink plumbing 3.86 Grandstands/Office/Tickets/Concession - 2013/2014 $835,000 Improve/expand 3.57 Multi-use barns hockey ice - 2011 $1,000,000 Complete installation of ice rink 3.57 Fairgrounds parking lot and landscaping - 2014 Lot and storm drainage 3.14 Renovate barn "W" - 2011 $200,000 Reskin, insulation, heaters 2.43 Replace barns "T" "U" and "V" $1,000,000 Redo these temporary pole barns 3.86 Recycling Center - 2009 $75,000 Suggested by League of Women Voters Storage Yard Organizer - 2009 $50,000 Construct storage bins, berm, fencing alejols JOJ PapaaN 000'5LZS IIOZ/OIOZ - 11 aselld d04S Sped VI'E uoiloalloo Ulnesnlu JO 0320 aAOJdll, I 000'OOES ZIOZ/600Z - Al!'!Oe:I aeelols suoiloalioj ulnesnIN 98'Z duoddns ienueuy ialluni u! ;Saialu! Aug xaldwoo sUv Nu!LUJO+Jad IL'Z SJaA!.eM aaj pue aoeds Al!Unl.Ul.UO) 000'098$ 600Z/BOOZ - uounq!4UOD Jalual uouea.loabl Od8A3 LI'Z suo!;en;!S Oils!lea.I U! uie.4 'JaMol 5Uiuie.Il 000'05L$ ZIOZ - Aul!]ed Bul.ell.lualuUedaa amd DI'Z sal]01!p Jo sal!l.U 08 pue suaAIno 000'I a)eldekl pue u!elu!el, 000'08I$ lenuuv - 30el.1!eia pue suaAln) 'JajeAAUIJOis €8.V slalu! pue James UIJOE 000'005$ TIOZ/6002 - aileule.10 aA!10 3>1O0Jg EFE SMOU JeaA OOI alepolul.LIOO]e 01 SuaAIn) aoeidabl 000'08ZE OIOZ/6002 - weAln) Maa,) Ils!:119 a>looig €8'E spuod Alilen b Jale/VA 19 UO!1Ualap 'JaleAA LUJOJS 000'05€$ ZIOZ/TIOZ - aBeu!e.ia peol l.UI3 £9E SMoli JeaA OOT ajepol.Ul.UOD]e 01 SuaAin] ajeidabl 000'OSES EIOZ/ZIOZ - UaAln)>pal) 4S!3 18 110]S EE'E SAAoll JeaA OOT alepoluluoooe 01 suaAIni aoeidabl 000'00*$ VIOZ/EIOZ - #aAIn) )10010 45! 3 9 0!POJe EE.E Project Cost Est. Description Estes Park Potential Capital Improvement Projects 5 = An immediate need exists 4=A near term need exists in the next 2-3 years 3=A long term need exists in the next 3-5 years 2 = A future need exists in the next 6+ years Stanley Park Master Plan 1 = A need does not exist Facilities 03euleJa A r.- Strategic Planning Project Cost Est. Description 4 Estes Valley Development Code review Review entire code or sections for revision 3.86 Update Comprehensive Plan $100,000 Complete rewrite of comp plan 3.17 Fire Code Implement a fire code to inspect fire systems annually 4.71 Street Maintenance - Annual $1,200,000 Maintenance and rehab of 55 miles of roadway 4.43 Fire Department Parking Lot Sealing - 2009 $46,000 12 years old, hasn't been resealed 4.14 Moraine Avenue Streetscape & Safety - 2009 Potential for grant & EPURA participation 2.57 Fire Department Parking Lot Addition - 2010 $82,000 Add 10 parking spaces, need permission from BOR 1sanbal JadolaAao 000'000'I$ ssed-AEI peOH lUI3 98I s.laujeq pue sSu!1!eJ 38p!]El 000'05$ lenuu,1 - slualuaAoidull Alaies aep!38 5 sl!eil 'S)~le/V\apis 'Jaunl 'qin) 000'05I$ ienuug - qe403 0103]UOD S Bl]!POJa we Seme me/,AJaA!bl 000'05$ lenuuv - uoilezil.qels >lueq.taA!El UAAOIUMOO S dNINEI 01 uo!*auuoo AllenjuaAa 'spuni aoeds uado Jo ino p!ed 000'OOES OIOZ/600Z - uolsual)(3 lieJl peOU Jaw.Ii lied| EVE 1 lue32 aN-ajaJ am 2U!lunssv - uo!:Jod uAAol 000'05Z$ OIOZ/6001 - uo!1!sinbov sng ~ IL.t, 1 4=A near term need exists in the next 2-3 years 3 = A long term need exists in the next 3 -5 years 4.14 Downtown Traffic Flow Realignment 3.29 Donut Haus Intersection 5 = An immediate need exists 2 = A future need exists in the next 6+ years 1 = A need does not exist Streets and Roads aJ nlinjlse]Ju 1 LUMSAS I!eJl uoile:wodsue]1 <C C£ Ln 4 4.5 Downtown Pocket Park Reconstruction - Annual $40,000 Peacock Park, Riverside Park irrigation, tables, landscaping 4.33 Bond Park Phase 1 - 2008/2009 $645,000 Phase I design through construction 3.67 Bond Park Phase Il - 2010/2011 $540,000 Phase 11 structures design through construction Mobile 4 Column Vehicle Lift - 2009 $49,000 Replace existing 32 year old lift 4 Asphalt Roller - 2009 $42,000 Improve asphalt patching quality 3.83 Wire Puller Trailer - 2009 $46,000 Pull underground cable in conduit 3.83 Shop Overhead Crane - 2009/2010 $75,000 Assist mechanics with heavy lifting uogeS!1!ul Joi sean Bumn) 'Bu!Ae.Ids lenuue - lualuaveueIN ellaaEI MJes 5 SieaA leJaAaS ls]!J elli u! VEInd3 01 AaUOU] pual Ad3 Jo#Bulpund ILE 140!iuns U.104 juied pajoid / qln] 4Uou uo Uodle) lualupedaa a)!lod 6ZZ peoJ Joi uoneUU]apl.loo ainlnj P!0Ae 01 AliadoJd ai!nbog Laoeds uado Joi puel vu!3!nboe u! 1SaJalul aoeds uado Joiuows!nbog pue-I ICI Parks Project Cost Est. Description 3.83 Pothole Patcher Trailer $47,000 Heats pothole material slualuaAoidlu! aA!JO ap!5JaA!El uo uows!nbog puel 6Z'Z 5 = An immediate need exists 4=A near term need exists in the next 2-3 years 3=A long term need exists in the next 3-5 years 2 = A future need exists in the next 6+ years 1 = A need does not exist Equipment snoaueliaos!1/\1 =C * 5 2 2 D/~~~ 53 ENY W U 2& NE€ f 8 2 2&2 M 0900 OXOO O:00 d X da, O X 91- 7 A. M M. 0 0 ta iningy. 3 0 C C m 0 6 Ch U C 0 g 5 R 19 4 IMMRSER==RA43--EE .... C 0 0 rN 0 0 rv 0, 2 8 G Le 91- e e 791·91·91· mmmm er; m Z~:~l~:i'Enn:ncle0~9A/nl~~130| 60;~0 sq. ft. barn/rectbe on ~cili~yiceAnkpfumbing Downtown Pocket Park Reconstruction - Annual Peacock Park, Riverside Park irrigation, tables, landscaping SMOU JeaA OOI alepoluluojoe ot su 000'082$ geaA lu aAeS 1SJ!:1 041 U! Vhlnd3 01 A uoiu pual - UaAin) laail 493 2 u!pund Bus Acquisition - 2009/2010 250,000 Town portion - Assuming we receive grant uo!jed!)!Ued Vklnd318 lue.,3 JOJ lenualod 6OOZ - Alajesm adeosiaanS anllaA¥ aUEJOIN UOISIABJ JOJ SUOROBS JO apO) 33!JUB Ma!Aah' Ma!Aal apoo jualudolaAaa Aaile/\ Sal SJMO/\ Uall.IOA/\ 40 anSeal Aq p ~~,~~~ 600Z - ialue) 3U!10Aoah' spuod Allenb JaleAA 13 uoguajap 000'OSE$ ZIOZ/TIOZ - aveu!eia peoM Uul3 uo!13113:1Sl~03'~1~~Jw~il JErS jinJISUOj 000'05$ 6001 - JazlueSJO p.leA 03eJols 5 Bridge Safety Improvements - Annual $50,000 Bridge railings and barriers Concrete Rehab - Annual $150,000 Curb, gutter, sidewalks, trails Downtown Riverbank Stabilization - Annual $50,000 Riverwalk areas are eroding Bark Beetle Management - annual Spraying, cutting trees for mitigation Stormwater, Culverts and Drainage - Annual 180,000 Maintain and Replace 1,000 culverts and 80 mil Fire Department Parking Lot Sealing - 2009 46,000 12 years old, hasn't been rese uo!]onilsuo) 48nOJ41 uil!sep i aselld 000'5*9$ 600Z/BOOZ - l aselld >ped puog Allenb Bu!4)led lielldse aAold 000'ZDS 600Z - Jailobl jlellds ueld dwoo Jo 31!JAABJ ueld aA!.suallaidluo) alepdn 1!npuoo u! alqeo pun~o~j~B~a~p~u~.~0' ~~~~~t~s e~~5;:0~;%~2;s~p~~t j~~~ Bu!4!1 AAeall 41!AA SO! 000'5LS 0-[OZ/600Z - auei) pealIJaAO dollS ES'E Mobile 4 Column Vehicle Lift - 2009 Replace existing 32 year old lift ie!Jatel.U 01O41od sleaH 000'LDS Jalleil Jalpled a'041od ESE slaIU! pUe JaM 000'005$ -[-[OZ/6OOZ - 02euleJ~ aA. jo allooJg £~ Project Cost Est. Description :ls u aseqd 000'0*SS - H aseqd ped puog Estes Park Potential Capital Improvement Projects luall]UN!leabl Mol 3 0!Jieil UMOWAAOG 4=A near term need exists in the next 2-3 years 3=A long term need exists in the next 3-5 years 2 = A future need exists in the next 6+ years 5 = An immediate need exists 1 = A need does not exist . r. E n. 9 R C ro U) m m ¢Yi 3.57 Multi-use barns hockey ice - 2011 $1,000,000 Complete installation of ice rink 3.57 Fairgrounds parking lotand landscaping- 2014 $800,000 Lot and storm drainage 3.43 Fall River Road Trail Extension - 2009/2010 $300,000 Paid out of open space funds, eventually connection to RMNP 3.33 Scott & Fish Creek Culvert - 2012/2013 $350,000 Replace culverts to accommodate 100 year flows Brodie & Fish Creek Culvert - 2013/2014 $400,000 Replace culverts to accommodate 100 year flows 3.17 Fire Code Implement a fire code to inspect fire systems annually 3.14 Renovate barn "W" - 2011 $200,000 Reskin, insulation, heaters 3.14 Parks Shop Phase Il - 2010/2011 Needed for storage 2.86 Museum Collections Storage Facility - 2009/2012 $300,000 Improve care of museum collection 2.71 Performing Arts Complex Any interest in further financial support? 2.17 EVRPD Recreation Center contribution - 2008/2009 $ 0,000 Community Space and fee waivers 2.57 Fire Department Parking Lot Addition - 2010 Add 10 parking spaces, need permission from BOR 2.43 Replace barn $1,000,000 Redo these temporary pole barns 2.29 Police Department Carport On north curb / protect paint from sunlight Acquire property to avoid future condemnation for road 2.29 Land Acquisition on Riverside Drive improvements 2.14 Fire Department Training Facility - 2012 $750,000 Trainingtower, train in realistic situations 1.86 Elm Road By-Pass $1,000,000 Developer request 1.71 Land Acquisition for Open Space Interest in acquiring land for open space? 3.29 Donut Haus Intersection 11 11 TOWN BOARD Iii 2009 PRE-BUDGET STUDY SESSION Friday, August 8,2008 8:00 a.m. - 11:00 a.m. Training Room 1. 2009 Policy Guidance a. Board Priorities / 5-year CIP b. Target Fund Balances c. Community Services Grants d. Criteria for Staffing Additions / Deletions 2. Green Estes Park 3. Potential Revenue Sources 4. Miscellaneous Jackie Williamson From: EP Administration [ir3045@estes.org] Sent: Monday, August 04,2008 4:52 PM To: Jackie Williamson Subject: Job Done Notice(Send) ***************************** *** Job Done Notice(Send) *** ***************************** JOB NO. 0555 ST. TIME 08/04 16:45 PGS. 1 SEND DOCUMENT NAME TX/RX INCOMPLETE ----- TRANSACTION OK 6672527 Greg White 5869561 KEPL 5869532 Trail Gazette 5861691 Channel 8 6353677 Reporter Herald 2247899 Coloradoan 5771590 EP News ERROR ----- 1 Budget Evaluation Process -~t •RMNP gateway '27; :- . " •Front Range/DIA f accessibility Program C ·Scenery*ildlife Program B ·Lodging/restaura®%7 •Shuttles ~ Program A ·Seasonal snenities.ker:, ·Population growth 2* ·· Mandated Essential Im.2[ove- Expands -quality of life . ·. '--·,- to_2[oxide to Repair, [0901 Qptigns factors Medical care 4 2 ··'· ' program or Maintain, QppolluctitY •Schools senice protect 1.£99)®Plue ·Ubrary generator Public | . 6.-\ Safety E P Sustainability lit . Public Works ·National economy .· .0 •Energy cost,issues ·6* ·Investment dimate :~ 4 General ·Disposable income Government und homeovmers ·Housing costs ·~ Culture and ·Competi~onforworking factors families Recreation ·Childcare shortage ·Mountain resort, .~,~ competition / ~ ·Retail competition :'· i:L>L>-~ - ·RMNP gateway ..7... .- •Front RangelDLA v./ Budaet Evaluation Ratina Scale accessibility . * ·Scener·yA~ildlife ·Lodging/restaurants . Mandated Essential ![ap [gy@i Expand ·Shuttle tp provide 10_Repair, mit Ootions -Seasonal amenities ~' ~ program or Maintair·6 opportunity ·Population growth . - se[*ge Protect .revenue ·quality of life generator factors •Medical care '3:,.· Public •Schools Safety -Ubrary , 1 Public EFFI~ Works E P Sustainability, 44; 1 General ·National economy Government ·Energy cost/issues ·Investment dimate Culture and ·Disposable income .. Recreation *2w homeowners ·Housing costs ~ ~ ' ·Competiaon for worlcing factors families -· . Sustainabilitv Rating Scale: ·Childcare shortage 1. Not essential ·Mountain resort competition . h.' 2. somewhat important -44 •Retail competiUon ~„ · 3. Very important 4. Essential C flo Po .= 45 w e 05 0 - Multi-use barns - 2009/2010 - RP $4,000,000 60,000 sq. ft. barn/recreation facility ice rink plumbing Multi-use barns hockey ice - 2011 - RP $1,000,000 Complete installation of ice rink $1,000,000 Redo these temporary pole barns Fall River Road Trail Extension - 2009/2010 $300,000 Paid out of open space funds, eventually connection to RMNP all!eJOIN UO Ae/V\-aUO '~~aM>pok! UAAOp )!#211 00303 luaulu3!leakl Mol:1 0!#eil UMoluMOC] uo!10agalu! alesun 01 slualuaAOJdull uo!.Pasialul sneH Jnuoa lue13 aA!30@J aM BU!1.UnSS¥- UO!Pod U/nol 000'OSES OIOZ/600Z - uolus!nbov sng uogonlisuo:) 43noilll u3!sep sainlonns li aselld 000'0*55 TIOZ/OIOZ - 11 aseqd Mied puog Buideospuel 'saiqel 'uo! 123!JJ! >lied ap!S.laA!kl '>ped )loooead 000'ove lenuuv - uo!lonllsuooaw >Ped la>pod UMOWMOCI Renovate barn "W" - 2011 - RP $200,000 Reskin, insulation, heaters uohed!)!1]ed V}lndEI 18 lue.,3 Joi lenualod 6002 - Alaies 18 adeosiaans anuaA¥ au!eJOIN 21.loddns iepueug Jalluni u! 1Saialu! Auv dH - xaldluo) sUv Bulu]Joi.Jad SJaA!eAA aa, pue aoeds Al!unwwoo 000'058$ dhI - 600Z/BOOZ - uollnqu luo) Jalual UO eajoa}11 adkl/\3 sialo/\ ualuoM Jo anBeal Aq palsa33ns 000'SLS 600Z - Jalual BU!loADakl taoeds uado Joi puel Bu!.'!nboe u! 153.lalul aoeds uado Joiuo!1!S!nbov pue-I S.leaA ieiaAas 15.Ig 041 U! VEInd3 01 ABUOul pual U!IN 000'0OES Vklnd3 Joi Buipund Project Cost Est. Description ffice/Tickets/Concession - 2013/2014 - RP $835,000 Improve/expand Fairgrounds parking lot and landscaping - 2014 $800,000 Lot and storm drainage UO! lonilsUOD 43nOJ41 ul}!sep i aselld 000'St79$ 600Z/800Z - 1 aseqd Mied puog jsanbaJ JadolaAaa 000'000'I$ ssed-Ag peow u'13 Estes Park Potential Capital Improvement Projects 3=A long term need exists in the next 3-5 years 2 = A future need exists in the next 6+ years 4=A near term need exists in the next 2-3 10410/Al!UnLULUO) 341 luoli sisanbaw t. 5 = An immediate need exists 1 = A need does not exist RP = Revenue Producing Project Quality of Life Issues 0 0 0 A n· 0 Lr, 1~ 0 0 in· 16 m Update Comprehensive Plan $100,000 Complete rewrite of comp plan Estes Valley Development Code review Review entire code or sections for revision Fire Code Implement a fire code to inspect fire systems annually Police Department Carport On north curb / protect paint from sunlight Land Acquisition on Riverside Drive Acquire property to avoid future condemnation for road improvements Downtown Tree Replacement Due to obscured views/building damage Storage Yard Organizer - 2009 $50,000 Construct storage bins, berm, fencing Museum Collections Storage Facility - 2009/2012 $300,000 Improve care of museum collection Fire Department Training Facility - 2012 Training tower, train in realistic situations paleasal uaaq l,useq 'plo SJeaA ZI 000'9P 6002: - Buuees 101 3u!>ped lual.uljeclaa ai!3 HOEI LUOJJ UO!ss!uuad paau 'saoeds Bu!>ped OI ppV 000'Z8 0-[oz - uo!1!PPV 101 Supped lualuuedaa aj!3 Al!Ienb Su!401ed 1Ielldse aAo.Idull 000'ZVS 600Z - Jallok' lielldsv WI Plo JeaA ZE Buils!xe aoeidaki 000'6VS 600Z - U!1 al)!4aA Ul.UniO) k al!qoIN 1!npuoo u! alqe) puno.IBJapun lind 000'9*$ 600Z - Jelleil Jalind an.M Bu!#!1 AAea4 41!AA S:)!Uelpalu jsissv 000'SLS OIOZ/600Z - allel) pealliaAO dolls salplip Jo Sal!Ul 08 pue suaAin] 000'I aoeidabl pue uleju!eIN 000'08IS lenuuv - 03euleia pue suaAin) 'JaleN\LUJols SMOU JeaA OOI a lepolull]0002 01 sueAIno eoeidaki 000'082$ OIOZ/600Z - UaAin 0 MeN ) 4s!3 18 8>~0039 spuod Al!Ienb JaleAA 19 UOUUalap 'JaleM Ullols 000'OSES ZIOZ/TIOZ - alleu!eJa peokl U'13 SMON JeaA OOT alepoluluoooe 01 suaAin o aoeidakl 000'05£$ OZ/ZIOZ - WMIn) Maai) 4s!3 19 110)S SMOU JeaA 00-[ alepol.Uluoooe 01 sliaAIn) aoeldaw 000'00*$ DIOZ/EIOZ - liaAin 0 Maa.1 3 45!3 78 a!POJg Replace Grandstand Folding Chairs Safety Concerns Parks Shop Phase Il - 2010/2011 275,000 Needed for storage le!Jallel.U al041od sleaH 000'LVS 321!eil Jalliled alo4jod S10'U! pUe JaMaS U]Jols 000'005$ IIOZ/600Z - 03euleJO aA!30 040039 t. Policies Requests from Trustees Requests from Staff sa!1!Sse,aN A Street Maintenance - Annual $1,200,000 Maintenance and rehab of 55 miles of roadway Bridge Safety Improvements - Annual $50,000 Bridge railings and barriers Concrete Rehab - Annual $150,000 Curb, gutter, sidewalks, trails Downtown Riverbank Stabilization - Annual $50,000 Riverwalk areas are eroding Bark Beetle Management - annual Spraying, cutting trees for mitigation