2010 Policy Questions Final

GENERAL GOVERNMENT AND ADMINISTRATION

Town Manager

Town Clerk

Executive Assistant

Receptionist

Finance Director

Human Resources

Accountant

Finance Specialist

Revenue Specialist

General Government consists of the following departments: Finance, Administration, Legislative, Municipal Court, Discretionary, and General Government. The Finance Department is responsible for financial reporting and management, financial planning, revenue collections, utility billing, and payroll. The Administration Department is responsible for implementation of council policy, election administration, business licenses, record management, and all municipal functions, including compensation planning, benefits administration, human resource management, and workers compensation administration. The Municipal Court Department is responsible for court processing. Discretionary expenditures are requests for funding from outside non-profit organizations. General government expenditures absorb non-specific departmental costs, such as benefits, property insurance, legal fees, IT support, etc. In 2008, the last full year for which data is available, key indicators of performance within Administration include: Internal-Customer Satisfaction - Finance Department (Scale of 1-5) Providing clear, comprehensive financial information relative to department need Customer service related to individual questions, concerns, needs or issues Quality, accuracy and timeliness of payroll system Handling of the budget process

4.35 4.56 4.6 4.14

2008 Employee Turnover for Summit County Government Entities Government Entity Town of Frisco Town of Breckenridge Town of Dillon Town of Silverthorne Summit County Government

Turnover rate 8.85% 21.7% 8.8% 11% 14%

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The following 2010 goals identified within General Government and Administration focus primarily on improving external service for the community and improving internal support for the staff: • • •

Provide employees with a comprehensive compensation package that is above average in the competitive local market place Continually measure the services provided to ensure a high level of service and alignment with Council direction Improve the effectiveness of purchasing policies and procedures

1. Does Council support a market adjustment of 1.5%? Council Direction: Council supported funding this request, but requested a review of the Town's economic situation in the first quarter of 2010 prior to expending the dollars. In 2006, Council approved the Total Compensation Plan. This plan was scheduled for review in its entirety in 2009 by the Mountain States Employers Council (MSEC); however, current economic conditions dictated this project be delayed to a future year. Those same economic conditions also resulted in a discontinuance of any merit increases for the last three quarters of 2009. MSEC is projecting a 1.5% CPI increase in 2009. Staff is requesting this market adjustment in an effort to retain quality employees and partially abate some of the negative impacts the economy has placed upon Town employees. Further, this will assist in keeping Frisco’s compensation package in line when the compensation plan is revisited. Since the implementation of the compensation plan three years ago, we have seen our turnover numbers decline. This adjustment is in line with other resort communities locally and in Colorado. Summit County communities vary between no salary adjustments, small market adjustments, to one-time bonuses. There are currently no communities providing performance based adjustments. Staff has developed the 2010 medical, dental, and vision insurance benefits to match those in 2009. There is no budget increase between 2009 and 2010. While the Town’s participants have had a relatively good health year, we are anticipating a 3.5% increase in insurance costs (National averages are showing a 12-15% increase.) To address this increase within the existing budget, staff will continue to implement cost savings measures. As an ongoing responsibility, staff will continually to look for avenues for the Town to decrease insurance costs. Master Plan Principles/Policies/Action Items: o The Town should continue to maintain and ensure a sufficient level of quality services. Town Council Employee Policy Statement: o The Frisco Town Council is committed to retaining and recruiting qualified employees to carry out Town goals by maintaining a competitive total compensation package. 2009 Frisco Community Survey:

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The majority of all respondents (69%) rated general satisfaction with the Town government as good/very good. More than half (54%) of respondents rated the Town’s customer services as good/very good. 56% of voters rated cost of living as important.

2. Does Council support the requested expenditures for information systems technology related projects ($31,150 – Capital Improvement Fund: Equipment)? Council Direction: Council supported the IT requests. •

Replace Town of Frisco domain controller server at a cost of $7,000: The most critical server to the Town of Frisco is TOF1. This server provides the following services: domain controller (responsible for all network accounts, policies and security), storing all Town of Frisco user files on the G Drive and all Frisco Police Department files on the F drive. TOF1 is also the Exchange e-mail server responsible for the delivery, sending, and storage of all Town of Frisco e-mail. This server lacks the proper disk space, memory, and processor power to accommodate the growth of data, the exchange database, and server utilization that has occurred at the Town of Frisco over the past three years. It is strongly recommended that these critical roles and applications be removed from TOF1 and migrated to a new and more powerful server.

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Upgraded Town of Frisco backup staging hard drives, tape drives and media at a cost of $6,000: As the number and size of files, databases, and e-mail mailboxes grow, the size and complexity of the backups grow as well. The current staging hard drives and offsite storage media (i.e. backup tapes) are being filled to near capacity. In order to accommodate the inevitable growth, new staging disk drives, backup tapes and the respective tape drive that operates this media are strongly recommended.

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Recreation Software at a cost of $7,500: Recreation registration is currently not available online and requires a tremendous amount of staff time. Currently, this process is done manually; this software would ensure accuracy of collections and provide a means of tracking recreation revenues and associated trends. Recreation Staff would also be able to incorporate reservations for the Town parks into this system, which is now being operated by Public Works. When the PRA is fully developed, this system would be able to accommodate those additional recreation activities, as well.

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Dashboard Timekeeping Software at a cost of $5,400: The Town currently uses paper timesheets for all employees for every pay period, which generates a tremendous amount of paper, which must then be stored. In an effort to assist the Town meet its goal of becoming paperless, staff would like to acquire electronic timekeeping software. Staff believes this software will provide the Town with a fast and efficient payroll timekeeping system.

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Caselle Clarity Accounts Receivable Module at a cost of $5,250: The Town does not currently have a software system in place for processing accounts receivable. Many departments, including Administration, Special Events, Public Works, Police, and Finance, maintain their own various manual systems for billing. Finance has already taken steps to centralize the accounts receivable process but it is still completed manually. The addition of the accounts receivable module to the existing financial software would ensure accuracy and efficiency for invoicing, tracking, and reporting with an interface to the general ledger. Master Plan Principles/Policies/Action Items: o The Town should continue to maintain and ensure a sufficient level of quality services. o Support efforts to upgrade telecommunications and cable infrastructure in Summit County. o Continue to promote state-of-the-art telecommunications systems in Frisco through programs such as Wi-Fi at Town Hall, the Historic Park, the Frisco Bay Marina, and the Nordic Center. o Develop efforts to enhance communications between Town officials and area residents. o Continue to explore new ideas and implement creative and workable approaches for disseminating public information, including Town Meetings, open houses, public forums, community surveys, Town brochures, and the Town’s website. o Continue to develop and utilize all types of media to allow the broadest ranges of the community to access information. o Integrate green practices into the Town’s standard procedures including: minimizing vehicle emissions, conserving water resources, promoting renewable energy sources, and using energy efficient building practices. Town Council Strategic Plan – Goals and Objectives: o Assure a financially sound town government.
Use revenues to maintain and expand Town services based upon community need.
Maintain Town infrastructure and facilities.
Employ established, effective methods of long-range revenue and expenditure forecasting. o Enhance community amenities.
Ensure Town infrastructure and facilities are well-designed and wellmaintained. o Foster proactive community involvement and communication.
Improve information dissemination to our citizens.
Utilize technology to provide easy and accessible access to government information. ES2 Framework Plan Objectives: o Equipment recycling and reuse: Implement equipment recycling and reuse policy for all of the Town’s outdated and used equipment, including computer and office equipment and furniture. The budget for technical purchases includes funds to recycle all obsolete technical equipment as well as a plan for reusing viable technical equipment within the organization.

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Address resource conservation, waste reduction, reuse of materials and recycling by implementing waste reduction and recycling.

2009 Frisco Community Survey: o More than 30% of full-time residents and second homeowners get Town information on the Town website. o More than half (54%) of respondents rated the Town’s customer services as good/very good. o 43% of all respondents rated the Town’s information dissemination as good/very good. 3. Does Council support a five year financial commitment for planning permit fees, building department permit fees and water tap fees for the construction of affordable housing at the Peak One Parcel ($112,350 SCHA 5A for 2010)? Council Direction: Council supported this request. The Town is currently in contract negotiations with the development firm of Ten Mile Partners for the construction of an affordable housing neighborhood on the Peak One Parcel. Ten Mile Partners is requesting that the Town waive its planning review fees and building permit fees, pay for the required water tap fees, and pay for 50% of the Frisco Sanitation District sewer tap fees. The Town code provides for the option of waiving the planning and building fees for affordable housing development, however the Town Code requires that the Water Fund be reimbursed for all tap fees regardless of the type of development. The planning and building permit fees will affect the revenues collected by the Community Development Department while the water and sewer tap fees must be budgeted for in the Capital Fund. It is anticipated that the project will be constructed in phases over the course of the next five years; therefore the financial support request will be distributed over this time period. Once a construction and phasing schedule is in place Town staff will be able to determine a capital budget figure for the payment of the water and sewer tap fees. Based on staff’s estimates, the total impact to the budget over the next five years, both in terms of waived revenue dollars and the payment of water and sewer taps for the development are as follows: • • • •

Planning Review Fees Building Permit Fees Sewer Tap Fees Water Tap Fees Total

$33,800.00 $307,010.00 $226,800.00 $263,410.00 $831,020.00

Staff’s estimates are based on a total of 71 dwelling units and several different building types and floor areas were averaged to arrive at these figures. For the 2010 budget, staff is proposing that $55,650 be allocated from the SCHA 5A fund to pay for up to 18 water taps for the project and $56,700 to pay for up to 9 sewer taps for a total of $112,350. Master Plan Policy/Action:

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o o o

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Create a vibrant, diverse community by ensuring a variety of housing opportunities. Provide for a variety of attainable housing types that meet the economic needs of Frisco residents. Public funds should be used for acquiring land on which attainable housing could be built partnering with the private sector and/or for acquiring existing units for deed restriction. Ensure the enhancement of wetland and riparian areas, as well as the provision of a suitable buffer around these features. Ensure adequate trail connections to public recreation lands outside of Town boundaries.

Town Council Strategic Plan – Goals and Objectives: o Pursue a balanced and sustainable local economy:
Add new affordable housing units. ES2 Framework Plan Objectives: o Encourage energy efficiency in design and construction of all development, redevelopment and remodeling in Frisco, including Town of Frisco projects and buildings. o Encourage development and redevelopment to be more compact and more pedestrian and bicycle friendly. o Manage the health of a diverse assortment of indigenous flora throughout the town. 2009 Frisco Community Survey: o More than half of voters and full-time residents rated cost of living as important. o 48% of voters and 49% of full-time residents rated affordable housing as important. o 68% of full-time residents and 66% of voters rated affordable housing opportunities in Frisco as poor/very poor. 4. Does Council support the development of a Main Street Revitalization Improvement Plan ($140,000 - Capital Improvement Fund)? Council Direction: Council supported this request. Main Street, from Forest Drive to Seventh Avenue, was deeded to the Town by CDOT in 1981. In 1982, the Town initiated improvements to Main Street, including sidewalks, onstreet parking, lighting, and street furniture. This funding will be to complete design work on the plan which will be completed in 2009. Staff has identified construction dollars to implement a completed plan in 2011, as described in the 5-year capital project list. This funding request will be to complete construction design documents. The Frisco Business Advisory Committee (FBAC) supports this request. Master Plan Principles/Policies/Action Items:

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o o o

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Strive for a town that retains its unique history and preserves its sense of community. The Town should continue to maintain and ensure a sufficient level of quality services. Maintain and enhance a diverse, sustainable, year-round economy that is consistent with our small town character, and supports the needs of residents and visitors. Allocate public resources to most effectively support, encourage and assist private investments and opportunity sites that respond to the community’s vision and as identified in the current economic development strategy. Encourage investment in the Central Core, and particularly the Main Street area, to retain and protect its unique, historic, walk-able character. Promote energy and resource conservation by incorporating the use of resource saving techniques into daily routines. Manage resources, services and infrastructure to ensure Frisco’s long-term sustainability. Ensure the Town’s infrastructure is up-to-date and capable of handling current and future demands. Make improvements as necessary.

Town Council Strategic Plan – Goals and Objectives: o Assure a financially sound Town government.
Maintain Town infrastructure and facilities. o Pursue a balanced and sustainable local economy.
Develop a Main Street Revitalization Plan. o Enhance community amenities.
Ensure Town infrastructure and facilities are well-designed and wellmaintained. o Foster proactive community involvement and communication.
Partner with private sector groups to foster community involvement and communication. ES2 Framework Plan Objective: o Encourage development and redevelopment to be more compact and more pedestrian and bicycle friendly. 2009 Community Survey: o Among full-time and second homeowners, a majority (95%) say the appearance of the Town is important. o 79% of full-time residents and second homeowners say preservation of a small town character is an important issue facing Frisco. o 26% of business owners indicated that physical improvements to Townowned property (i.e. streets, sidewalks, public facilities) would be beneficial to their businesses. 5. Does Council support funding for implementation of the Peninsula Recreation Area Plan ($465,392: $245,392 – Capital Improvement Fund; $220,000 – Lodging Tax Fund: Recreation)?

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Council Direction: Council supported this request along with the funding of Phase 1 of the project with a requirement that the council approve the funding methodology prior to moving forward with construction. The 2007 Frisco Peninsula Recreation Area (PRA) Land Use Plan identifies several additional improvements and amenities be established on the PRA. Specific project focus for 2010 includes construction of a tubing hill, terrain-park, ice rink, bike-park, an additional recreational lodge building, road improvements, and additional parking. These components of the adopted plan need to be designed together due to the relative proximity to each other and to maximize shared uses of space at the Peninsula. The amount represented in this policy question reflects the required minimum for the bike park grant local match. The total project cost is expected to be approximately $9,000,000. Staff will be proposing a phase 1 implementation at a cost of approximately $5,500,000 for 2010. Funding for this project could range from cash payments to the issuance of Certificates of Participation. Staff is reviewing alternatives and will present the options to council during the budget retreat along with a specific recommendation. The Frisco Business Ad Hoc Committee (FBAC) supports this request. (A carryover of $107,392 is included in the budget for completion of design work.) Master Plan Principles/Policies/Action Items: o Implement the Nordic ski trail improvements and other winter recreational amenities as outlined in the Town’s long-term permit for winter use on USFS land at the Peninsula Recreation Area. o Maintain and enhance Frisco’s diverse year-round recreational opportunities for all residents and visitors. o Develop the Peninsula Recreation Area according to the PRA Land Use Plan. o Improve the Nordic Center and make facilities available for year-round activities. Town Council Strategic Plan – Goals and Objectives: o Enhance community amenities.
Implement the Peninsula Recreation Area Plan.
Continue to explore opportunities for recreational facilities and activities, and active park space. ES2 Framework Plan Objective: o Manage the health of Frisco’s forests at the PRA. PRA Land Use Plan Priorities: o Add outdoor ice rink. o Add tubing hill. o Add another lodge building. o Add and reconfigure the parking lots, including landscaping. 2009 Frisco Community Survey: o When asked to allocate a fictional $100 toward Town amenities and services, the majority of all respondents spent the most money on recreational amenities.

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83% of full-time residents and second homeowners said recreational amenities were.

6. Does Council support partnering with the Summit County Preschool ($121,700 – General Fund)? Council Direction: Council supported this request. Council further directed staff to work with the Summit County Preschool in the development of a long-term permanent funding stream for the school prior to the development of the 2011 budget process. The Summit County Preschool is requesting financial assistance in order to continue to operate a quality and affordable early childhood educational facility in Frisco. The requested funding will be used to supplement personnel / staff salaries. In 2007, the staff turnover rate at the preschool hovered around 200% annually, and as of October, 2009, 100% of the preschool staff has been there for more than one year, and 80% of the staff has been there for more than two years. Consistent and quality early childhood education and care has been proven as a needed element for the overall wellbeing of children, and the preschool serves a key function in providing early childhood education and care to the community’s working families. The preschool is the only private non-profit childcare facility in town, and offers early childhood education and care services for children 2 months to 5 years of age. Implemented for its 2010 budget, the preschool has frozen salaries for staff and starting with its fall 2009 enrollment, has increased its annual tuition rates by 6%, which is in keeping with rates at the other childcare facilities in the county. Summit County Preschool participates in the Head Start Program, which offers full preschool for lower income families, and offers sliding scale tuition rates based on families incomes. The preschool continues to look for interim financial support to offer quality affordable early education and childcare, while they work in concert with the Town to find a longterm funding mechanism to address the early childcare needs in the Frisco community. Master Plan Principles/Policies/Action Items: o The Town should work with the community to maintain a healthy and safe mountain town community that ensures opportunities for a diversity of people to live, work, play and raise a family. o Continue to support efforts of individuals and organizations that enhance the lives of Frisco residents. o Support non-profit organizations that provide services and programs (specifically targeting youth, human services, senior services, child care, health care, environmental education, etc.) for the Frisco community. Town Council Strategic Plan – Goals and Objectives: o Provide a safe and secure community. o Pursue a balanced and sustainable economy. 2009 Frisco Community Survey: o 53% of full-time property owners and voters within the income range of $50,000-$75,000 rated affordable childcare as important/very important.

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COMMUNITY DEVELOPMENT DEPARTMENT

Community Development Director

Senior Planner

Planner

Building Official

Planning Technician

Building Inspector

The Community Development Department is committed to providing excellent community service for the building and planning process, and to creating high-quality development that furthers the Master Plan and community goals, enhances open space and recreation, and fosters sound economic development, while maintaining, enhancing, and protecting the environment whenever possible. The following table indicates the number of planning and building applications received and processed over the last two full years: Planning Applications Processed Building Permits Processed

2007 218 152

2008 195 131

The Community Development Department 2010 goals include: • • •

Providing exceptional customer service, both externally and internally Increasing the efficiency and transparency of building and planning review processes Providing leadership and guidance in the realm of environmental sustainability and stewardship

7. Does Council support funding of the Town’s CleanTracks program (formerly called Environmental Sustainability and Stewardship) through dedication of the 2010 Xcel Franchise fees ($40,000 - Capital Improvement Fund)? Council Direction: Council supported these requests. Frisco signed onto the US Mayor’s Climate Action Agreement in 2006, performed a community-wide greenhouse gas emissions inventory in 2008, and adopted the CleanTracks Action Plan in 2009. Promoting Frisco’s sustainability (within all sectors of the community - Town government, businesses, residents, and visitors) is the goal behind these actions. For 2010, in addition to continuing to provide education and awareness to the community, the following sustainability efforts are proposed: •

Residential Energy Efficiency projects: Continued partnership with HC3 for offering residential energy audits, as well as energy upgrade services to the Frisco

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community. Specific details are still being worked out, but Frisco’s funding will go towards rebates (for Frisco residents or businesses only) on energy audits and/or energy upgrades. $10,000 •

Commercial and Residential Energy Efficiency grant: Continued partnership with the CO Governor’s Energy Office (GEO). The GEO Energy Efficiency & Conservation Block Grant will offer cash match grants to offer incentives for homeowners and businesses for energy efficiency projects. Details of this grant opportunity will be released in November, 2009. $16,000

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Rocky Mountain Climate Organization (RMCO) US Department of Energy grant request: Spearheaded by the RMCO, a regional initiative of 10 local governments within four counties (Summit, Routt, Grant, and Eagle) have jointly applied for a DOE grant to promote regional sustainability efforts. The grant application was submitted this fall, and grant awards will be announced in early 2010. $5,000

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CleanTracks Business voluntary certification program: The Information Center, Community Development, and the Marketing Department will work with local businesses to establish a voluntary self certification sustainable business program for Frisco businesses. In exchange for self certifying into this program, businesses will be recognized as a CleanTracks business in the Town’s business directory on the website, and will receive a “going green” kit to promote their participation as an environmentally sustainable business in the community. $4,000

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Town Hall Low Flow Toilet Installations: As identified in the Energy Audit, installing low flow toilet fixtures can save thousands of gallons of water. $5,000 Master Plan Principles/Policies/Action Items: o Address global climate change at the local level and align the Town with Organizations such as the Rocky Mountain Climate Organization and Cities for Climate Protection. o Recognize that climate change is a global environmental problem that affects mountain towns and the ski industry as a whole and make local contributions towards resolving this issue. Town Council Strategic Plan – Goals and Objectives: o Promote sustainable environmental policies and practices. o Develop Town-wide carbon emissions reduction targets and a plan to reduce greenhouse gas emissions. ES2 Framework Plan: o Objectives and action items of the plan assist with implementation of Frisco as a recognized leader in the areas of environmental sustainability and stewardship of air and water resources, climate protection, the natural environment, and waste reduction and recycling. CleanTracks Action Plan: o Funding for clean energy: Dedicate existing utility franchise fees collected by the Town to the promotion of energy efficiency within and throughout the community.

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Develop an environmentally sustainable business certification program consistent with CleanTrack’s mission and goals. Develop a program to discount energy ratings an amount equal to what the homeowners are willing to commit in energy efficiency upgrades. Develop an outreach program tailored to second homeowners to encourage energy and water efficiency, and recycling. Develop an outreach program tailored to restaurants, lodges, attractions and other tourism related businesses to encourage energy and water efficiency, and recycling. Review current building (and zoning) codes periodically and expand requirements to strive towards zero energy and more environmentally sustainable buildings.

2009 Frisco Community Survey: o 76% of all respondents felt that environmental sustainability was important/very important. o 46% of all respondents assessed the Town’s environmental sustainability efforts as good/very good. Community Development Budget Highlights: Council Direction: Council supported this budget highlight. •

2010 Master Plan Update: (Capital Improvement Fund - $8,000) Per the Town Charter, Frisco must update its Master Plan every five years. The last update to the plan occurred in 2005. Staff is proposing to do the majority of the update in-house, utilizing our staff expertise in public process and visioning techniques. However, it may be necessary to hire outside assistance for some of the graphics work and design layout to make the plan a comprehensive document.

Community Development Budget Carryovers: Council Direction: Council supported this budget carryover request. •

Employee Housing Funding (Capital Improvement Fund - $592,000) Staff has been working on the development of three employee units at 306 Galena Street pursuant to council direction and approval. It has become clear that this project will not move forward in 2009, therefore staff is requesting this appropriation be carried over to 2010.

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POLICE DEPARTMENT Police Chief Detective

Administrative Assistant/ Court Clerk

Sergeant

Sergeant

Officers

Officers

Sergeant

Community Service

Officers

The Frisco Police Department is committed to protect life and property, maintain order, and enhance the community's quality of life by working closely with citizens. The Frisco Police Department operates under a community policing philosophy – a philosophy, management style, and organizational strategy that promotes proactive problem-solving and police-community partnerships to address the causes of crime and fear, as well as other community issues. Some key measurements of Police Department activity are as follows:

Frisco Police Department 2008 Annual Statistical Overview Calls for Service Traffic Accidents Injury Public Property Private Property Traffic Citations Traffic Warnings Business Checks Bar Checks Assists Alarms (Burglary & Robbery) Arrests Felony Misdemeanor DUIs Animal Control Citations Warnings Stolen Property Stolen Recovered

2003 7,188 174 13 99 85 1,247 1,831 10,688 4,103 1,729 237 285 28 257 100

2004 5,167 190 3 101 89 665 1,085 6,410 2,148 1,458 215 282 35 247 91

2005 6,283 183 10 82 50 575 1,153 6,543 1,868 2,450 179 262 37 225 71

2006 7,394 122 15 91 31 876 1,697 7,912 2,772 749 281 315 36 279 119

2007 6948 156 12 94 62 798 2057 12024 3023 352 120

2008 7001 93 5 62 31 710 1958 6956 1679 184 45

36 226 63

53 453 99

139 160

45 55

74 95

52 89

31 65

11 24

$237,038 $156,673

$221,519 $35,985

$199,041 $108,007

$101,804 $18,747

$81,769 $658

$144,163 $1,653

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Police Department goals for 2010 include: •

•

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A continued focus on traffic enforcement and DUI apprehension to further reduce traffic accidents and to ensure safer streets for automobiles, bicyclists and pedestrians A continued focus on training, especially in the areas of writing, marksmanship, driving, leadership, ethics and communication skills, to ensure a greater degree of professionalism The use of performance standards to continually hold the department accountable

Police Department Budget Highlights: There are no Policy Questions for the Police Department in 2010. 2009 Frisco Community Survey: o The majority of respondents, 78%, rated police services as good/very good. o The majority of respondents, 80%, rated the public safety performance as good/very good.

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PUBLIC WORKS DEPARTMENT

Public Works Director Administrative Assistant Assistant Public Works Director

Building Foreman

Fleet Foreman

Grounds Foreman

Street Foreman

Maintenance Operators

Mechanic

Maintenance Operators & Seasonals

Maintenance Operators

The Public Works Department consists of the following departments: Administration, Streets, Buildings, Grounds, and Fleet Maintenance. The Administration Department is responsible for maintaining existing infrastructure and developing new capital projects. The Streets Department is responsible for street maintenance, sweeping, snow plowing, and snow removal within the town. The Buildings Department provides services and maintenance to ensure quality facilities and asset management in the short- and longterm. The Grounds Department provides maintenance to Town-owned parks, public facilities, flower boxes, and street right-of-way landscaped areas. The Fleet Department provides a dependable, well-maintained fleet of vehicles and equipment, as well as specifying and purchasing all new and replacement equipment. One of the key programs overseen by Public Works Administration in recent years has been the Pine Beetle Mitigation Project. The results are as follows: Pine Beetle Data

Pine Beetle Mitigation In-town, by contractor/in-house Peninsula Recreation Area Public property preventative spraying

Cost - 2007

Trees Removed 2008

Cost - 2008

459 18,095

$24,300 $258,000

1,622 744

$78,900 $29,000

N/A

N/A

286

$2,860

Trees Removed 2007

The 2010 goals for Public Works Administration include: • •

Providing the highest level in customer service, both internally and externally Prioritizing the maintenance of all Town assets to ensure the proper upkeep of all existing infrastructure

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Providing guidance and leadership in the planning and execution of high priority capital projects, including, but not limited to, upgrades at the Peninsula Recreation Area and the development of the Peak One Parcel

8. Does Council support the continuation of the Forestry Management Plan at the Peninsula Recreation Area ($50,000 - Capital Improvement Fund)? Council Direction: Council supported this request. Council directed staff to focus reforestation to the north of the existing entry road and to the east near the corral, Frisbee golf, and the Waterdance subdivision. This project is a continuation of the Town’s adopted Forestry Management Plan. Funding would include further removal of infected lodge pole pine trees and forest floor sanitation. It would also include planting of diversified species of trees in identified high visibility areas as identified in the PRA Forest Management Plan. Master Plan Principles/Policies/Action Items: o Protect and preserve the surrounding natural areas that contribute to and enhance the Town’s quality of life and mountain character. o Continue to explore ways to improve government efficiency towards saving tax dollars, while providing a sufficient level and quality of Town services. Town Council Strategic Plan – Goals and Objectives: o Provide a safe and secure community.
Maintain safety in public gathering places. o Promote sustainable environmental policies and practices. ES2 Framework Plan Objective: o Manage the health of Frisco’s forests at the PRA. PRA Land Use Plan Priority: o Maintain and enhance existing amenities at the PRA.
Continued implementation of the Forestry Management Plan. 2009 Frisco Community Survey: o 76% of full-time residents and second homeowners rated wildfire mitigation as important. o Only 39% of full-time residents and second homeowners rated current wildfire mitigation efforts as good/very good. 9. Does Council support the continuation of the Pine Beetle Mitigation Program within town Boundaries ($95,000 - Capital Improvement Fund: $60,000 for removal of trees on public properties; $20,000 for town-wide reforestation and $15,000 for private property reimbursement program)? Council Direction: Council removed the $60,000 for removal of trees on public property due to the limited number of infected trees identified. Council increased the town-wide reforestation funding to $40,000 and supported the $15,000 funding for the private property reimbursement program.

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This work will include removal and slash disposal on Town-owned property, as well as preventive tree spraying in high-value areas. This funding would also be used to implement a town-wide reforestation plan. This plan was developed between staff and Neils Lunceford, Inc. and will be presented to council at a future worksession prior to staff beginning implementation. Also included are costs associated with mailings to property owners and providing educational material to the public related to the Pine Beetle Program. Master Plan Principles/Policies/Action Items: o Protect and preserve surrounding natural areas that contribute to and enhance the Town’s quality of life and mountain character. o Manage natural areas in a way that provides for aesthetic enjoyment, minimizes individual and cumulative impacts to natural ecosystems, reduces conflicts among users, considers user safety, provides for a quality passive recreational experience, and protects natural areas. Town Council Strategic Plan – Goals and Objectives: o Promote sustainable environmental policies and practices.
Develop and begin implementation of a town-wide reforestation plan. 2009 Frisco Community Survey: o 76% of full-time residents and second homeowners rated wildfire mitigation as important. o Only 39% of full-time residents and second homeowners rated current wildfire mitigation efforts as good/very good. Public Works Administration Budget Highlights: Council Direction: Council supported this budget highlight. •

Weed Management: ($22,000 - General Fund) The Town is statutorily obligated to address weed management in the Town’s rights-of-way, Town-owned land, and in Town open space. For the past five years, the Town has contracted with Summit County government to provide this service and staff plans to continue this program. Community feedback has been very positive and staff has been pleased with the results.

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PUBLIC WORKS STREETS DEPARTMENT The mission of the Streets Department is to maintain and improve the 35 lane miles of public streets/alleys; drainage ways; hard-surfaced pathways; and regulatory signage in a safe and efficient manner. The Public Works Streets Department strives to keep costs down relative to the Town’s maintenance needs: Streets Data Maintained lane-miles per 100 residents Maintenance cost (including overlays) per lane-mile Maintained paved path miles Path maintenance cost per mile

2007 1.25 lanemiles

2008 1.25 lanemiles

$20,558

$22,000

11 miles $550

12 miles $600

The 2010 goals of the Public Works Streets Department include: •

•

•

A focus on drainage improvements, street lighting and regulatory signage to ensure the safest and most efficient transportation systems for citizens and guests alike The continuance of ongoing maintenance programs to ensure the upkeep of current Town assets, including the resurfacing of asphalt roadways and the replacement of curbs and median rockwork The identification of improvements that can be made to increase efficiency and reduce costs, including the construction of a covered sand-storage facility at Public Works

10. Does Council approve the following street projects for 2010 ($345,000 - Capital Improvement Fund)? Council Direction: Council supported these requests. Improvement Fund) - (See comments below)

($335,000 – Capital

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Main Street Curb Replacement: Staff identifies two to three blocks annually that are in need of replacement. This is an ongoing maintenance program. $40,000

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Summit Boulevard Masonry Rehabilitation: This is a multi-year program, to grout and replace median rockwork that has been dislodged over the years. $60,000

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Asphalt Resurfacing Preservation: This is part of the Town’s ongoing street maintenance program. In 2010, this work includes crack fill of roadways resurfaced in 2005 and square cutting/asphalt patching in areas that have failed. $100,000

•

Sidewalk extension at Summit Boulevard and Hawn Drive: There is currently no sidewalk on the northwest corner of Summit Boulevard and Hawn Drive. There are crosswalk buttons and social paths. Adding a beginning of sidewalk which would

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extend north along Summit Boulevard would increase pedestrian safety. Additional work with CDOT will be necessary before final design and costs can be developments. $10,000 Staff is working on this project in 2009 and removed the request. •

Parking Lot Reconstruction at Meadow Creek Park: This parking facility was scheduled for surface treatments in 2008. After inspecting the parking lot, it was determined that it is beyond a surface treatment and in need of reconstruction, including drainage, sub-grade, and asphalt improvements. The 2009 scheduled work was deferred due to budgetary constraints. $65,000 (This is a carryover of $65,000 from 2009)

Council supported funding this request, but requested a review of the Town's economic situation in the first quarter of 2010 prior to expending the dollars. •

Covered Sand Storage at Public Works: With the Town’s continued use of sanding material and deicing chemical, excessive moisture causes these materials to bond/clump and creates application issues and loss of usable tonnage. Covering the storage area will also minimize the salts and chemicals from leaching into ground water and water ways in the area, i.e. Ten Mile Creek and Dillon Reservoir. Structure is approximately 30’ X 20’ that must meet Frisco building codes with concrete foundation/flooring and snow load approved roof. $70,000

Council supported funding this request, but requested a review of the Town's economic situation in the first quarter of 2010 prior to expending the dollars. Master Plan Principles/Policies/Action Items: o Ensure the Town’s infrastructure is up to date and capable of handling current and future demands. Make improvements as necessary. o Promote and encourage attractive and safe residential neighborhoods as the foundation of the community. Town Council Strategic Plan – Goals and Objectives: o Enhance community amenities.
Ensure Town infrastructure and facilities are well-designed and wellmaintained.
Redevelop West Main Street. 2009 Frisco Community Survey: o 80% of full-time residents and second homeowners rated condition of streets as good/very good. o Among full-time and second homeowners, a majority (95%) said the appearance of the town is important. o 93% of full-time and second homeowners said parks and trails are important. o The majority of all respondents (91%) rated snow removal as good/very good.

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Public Works Streets Budget Carryover: Council Direction: Council supported this budget carryover request. Sidewalk connection along Summit Boulevard from Main Street to Granite Street $63,000 Capital Improvement Fund

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PUBLIC WORKS BUILDINGS DEPARTMENT The mission of the Buildings Department is to effectively maintain 40 Town-owned structures, thus ensuring the future viability of the Town’s investments. A special emphasis will be placed upon energy efficiency and environmental sustainability when upgrading or repairing Town facilities. In accordance with the Town’s environmental sustainability and stewardship goals, staff began tracking emissions data for all Town facilities in 2009. Once this baseline has been developed, it can be used to track progress in the area of energy efficiency. Data prior to 2009 is currently unavailable. The 2010 goals of the Public Works Buildings Department include: •

• •

The further identification and implementation of policies and procedures which can reduce the costs associated with maintaining and operating Town-owned structures The implementation of recommended upgrades to increase the energy efficiency of Town-owned structures, including an update of the HVAC system at Town Hall The implementation of recommended upgrades to building security at Town Hall

11. Does Council approve the following building improvements for 2010 ($192,500 - Capital Improvement Fund)? Council Direction: Council supported these requests. Council asked to review the security upgrades prior to construction. •

Town Hall HVAC Renovations: As identified in the Energy Audit, the existing HVAC system at Town Hall is more than 25 years old and less than efficient. Updating this system will provide for better occupant comfort and reduced energy costs. These improvements include installing additional heating and cooling zones, thermostats, actuating valves and heating and cooling coils. $100,000

•

Town Hall Security Upgrades: Safety for the public and staff has been an issue of discussion for several years. The temporary wall installed on the second floor next to the elevator was an interim step to address staff concerns. Over the last several months a design was developed by the building and facilities staff for a more secure permanent building solution. $80,000

•

Town Hall Exterior Door Upgrades: Replace existing doors with panic bar hardware with electronic strike hardware for easier use and higher security, $7,500

•

Public Works Wash Bay Door Replacement: The wash bay door has been in service for more than 20 years and is at the end of its serviceable life, as it is in need of constant need of repair. $5,000

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Master Plan Principles/Policies/Action Items: o Ensure the Town’s infrastructure is up to date and capable of handling current and future demands. Make improvements as necessary. o Promote energy and resource conservation by incorporating the use of resource saving techniques into daily routines. o Encourage the use of recycled materials, renewable energy sources, and the use of green and energy efficient building practices. o Integrate green practices into the Town’s standard procedures including: minimizing vehicle emissions, conserving water resources, promoting renewable energy sources, and using energy efficient building practices in Town projects. o Explore and implement options for utilizing sustainable and green building technologies for applicable Town projects. o The Town should continue to maintain and ensure a sufficient level of quality services. o Manage resources, services and infrastructure to ensure Frisco’s long-term sustainability Town Council Strategic Plan – Goals and Objectives: o Enhance community amenities.
Ensure Town infrastructure and facilities are well-designed and wellmaintained. ES2 Framework Plan Objectives: o Incorporate renewable energy use into existing Town buildings. o Encourage energy efficiency in design and construction of all development, redevelopment and remodeling in Frisco, including Town projects and buildings. 2009 Frisco Community Survey: o 76% of all respondents felt that environmental sustainability was important/very important. o 46% of all respondents assessed the Town’s environmental sustainability efforts as good/very good.

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PUBLIC WORKS GROUNDS DEPARTMENT The mission of the Grounds Department is to effectively maintain and improve the more than 230 acres of parks and open space property owned by the Town, furthering the outdoor enjoyment of citizens and visitors. Some key measurements of parks use and maintenance costs are as follows: Parks Data 2007

2008

Parks area per 100 residents

9.6 acres

9.6 acres

Reserved uses for non-Town-sponsored events

189 uses

157 uses

Reserved uses for Town-sponsored events

90 uses

25 uses

Grounds Data Cost – hanging baskets and planters, labor Water use – hanging baskets and planters

2007 $25,000 26,000 gallons

2008 $50,000 30,000 gallons

The 2010 goals of the Public Works Grounds Department include: •

• •

Upgrading various assets to ensure they meet Town standards for safety, including, but not limited to, the repair of both the Lakepoint and Willow Preserve Pedestrian Bridges, and asphalt overlays of multi-use paved pathways The improvement of landscaping in limited areas throughout town, including, but not limited to, Triangle Park and the Summit Boulevard median. Enhancing facilities at Walter Byron Park and the West Main Park & Ride area

12. Does Council approve of the following capital expenditures for park improvements ($229,500: $22,500 - Conservation Trust; $207,000 – Capital Improvement Fund)? Council Direction: Council supported these requests. (See comment below) •

Walter Byron Park: Swing set installation. $6,500 – Conservation Trust Fund

•

Paved Pathway Improvements and Repair ($147,000): o

Lakepoint Pedestrian Bridge Repairs: The paved multi-use bridge deck east of the towers in the Lakepoint subdivision is in need of repair. $10,000 – Conservation Trust Fund

o

Paved Path Asphalt Overlay: Sections of the paved multi-use path in the River Pines and Mountain Pines subdivisions are deteriorating and creating a safety hazard. $40,000 – Capital Improvement Fund

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o

Willow Preserve Pedestrian Bridge: This double culvert bridge is eroding on the inlet side and the guard rail is now unstable creating a hazard to the users of the pathway. $30,000 – Capital Improvement Fund

o

Waterdance Paved Path Extension: The movement between the Highway 9 intersection to the paved path running through Waterdance is not safe. Adding a section of paved path between the intersection and the existing path will greatly improve bike and pedestrian safety by creating a separation between bike/pedestrian and vehicle traffic. $15,000 – Capital Improvement Fund

o

North Lagoon Pathway Reconstruction: In accordance with an existing intergovernmental agreement between the Town of Frisco, the Town of Dillon, Summit County, and Dillon Reservoir Recreation Committee, the Town is obligated to share in the costs of maintaining the North Lagoon paved pathway. This pathway is more than 25 years old and is in need of a major reconstruction. $52,000 – Capital Improvement Fund

•

Summit Boulevard – Median and Triangle Park Landscape Improvement: The project includes: Triangle Park – re-establishing the “river bed” feature in the center of the garden in front of the town sign; remove/replant dying shrubs; replace weed matting and wood chips throughout park. Summit Blvd medians: fertilize all trees and shrubs; replace soil, repair/modify irrigation system and replant perennial flower beds between School Road and Ten Mile Drive; remove/replace dying/dead shrubs; and remove/replace all wood chips on medians. $6,000 – Conservation Trust Fund

•

West Main Park & Ride Composting Toilets: The Town has a long-term lease with CDOT for the park-and-ride facility and has provided all the improvements to the site. The site presently utilizes porta-potties that often times are overwhelmed with use. The composting toilets would be very similar in nature to the composting units installed at the Marina trailhead parking. $70,000 – Capital Improvement Fund

Council supported funding this request, but requested a review of the Town's economic situation in the first quarter of 2010 prior to expending the dollars. Master Plan Principles/Policies/Action Items: o Preserve and enhance the Town’s historic resources. o The Town should continue to maintain and ensure a sufficient level of quality services. o Maintain a diverse inventory of parks, trails and leisure facilities in Frisco to meet the needs of residents and visitors. Town Council Strategic Plan – Goals and Objectives: o Enhance community amenities.
Ensure Town infrastructure and facilities are well-designed and wellmaintained. 2009 Frisco Community Survey: o 93% of full-time residents and second homeowners said parks and trails were important.

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o o o

83% of full-time residents and second homeowners said recreational opportunities were important. Among full-time and second home-owners, a majority (95%) said the appearance of the town is important. 84% of all respondents rated the Town’s paved pathway system as good/very good.

Public Works Grounds Budget Carryover: Council Direction: Council supported this budget carryover request. Historic Park Decorative Concrete Replacement. $12,000-Capital Improvement Fund

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PUBLIC WORKS FLEET MAINTENANCE DEPARTMENT The mission of the Fleet Maintenance Department is to maintain the more than 130 pieces of Town-owned equipment and vehicles, ensuring their safe operation and providing a high level of internal customer service. The Fleet department will continue to periodically replace and upgrade all vehicles as necessary based on a schedule coordinated between the Town’s Public Works Department and Administration. Some key measurements from prior years are as follows: Vehicle Fleet Data Miles logged (gas-powered vehicles) Hours logged (diesel-powered vehicles) Miles logged (hybrid vehicles) Hybrid miles logged relative to conventional miles logged Gasoline used by Town fleet Diesel fuel used by Town fleet Biodiesel fuel used by Town fleet

2007 169,119 5,731 33,101 19.5% 17,754 gallons 11,009 gallons 662 gallons

2008 178,017 7,666 39,208 22% 20,240 gallons 12,914 gallons 3,250 gallons

The 2010 goals for the Public Works Fleet Maintenance Department include: •

• •

Being flexible with the Town’s vehicle replacement schedule to accommodate the current economic climate, while continuing to ensure safe and dependable operation The exploration of different options for the replacement of vehicles with an eye toward short and long-term costs A continued focus on providing the highest level in internal customer service

13. Does Council approve the following expenditures requested for capital vehicles and equipment ($150,000-Capital Improvement Fund: Equipment)? Council Direction: Council supported these requests. (See comment below) •

Replace 2000 Tymco Street Sweeper: Total cost for this unit is $250,000. Staff has budgeted for a lease purchase option for this equipment for a period of five years which would result in a 2010 cost of $50,000.

•

Replace two 2000 Mack Dump trucks: Total cost for each unit is $120,000; staff has budgeted for a lease purchase option for these trucks over a five year period, resulting in a 2010 cost of $50,000

Council supported funding this request, but requested a review of the Town's economic situation in the first quarter of 2010 prior to expending the dollars. •

Replace 2000 Police Expedition: $44,000

•

Replace Striping Machine: $6,000

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Master Plan Principles/Policies/Action Items: o Explore and implement options for using alternative energy sources for Town vehicles. o Continue to maintain and ensure a sufficient level of quality services. Town Council Strategic Plan – Goals and Objectives: o Pursue a balanced and sustainable local economy. ES2 Framework Plan Objective: o Ensure maximum efficiency in Town vehicles, buildings, outdoor lighting and operations. CleanTracks Action Plan: o Commit to purchasing vehicles within the top 10% of its class so the average fleet fuel efficiency increases every year. 2009 Frisco Community Survey: o 76% of all respondents felt that environmental sustainability was important/very important. o 46% of all respondents assessed the Town’s environmental sustainability efforts as good/very good. Public Works Fleet Maintenance Budget Highlights: Council Direction: Council supported this budget highlight. Tire Replacement: The motor grader and back hoe require new tires to perform safely. $7,750 – Capital Improvement Fund

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WATER DEPARTMENT Public Works Director

Water Foreman

Water Operators

The mission of the Water Department is to provide safe, dependable potable water service to the community, to operate and maintain the Town water system in accordance with Colorado Department of Public Health and Environment standards, and to meet the high standards of citizens and guests. Some key measurements of output from prior years are as follows: Water Usage Comparison to 2008 Percentage Year

Water Usage

Water Usage

change from

Comparison

Gallons

acre / feet

Previous Yr.

to 2008

1999

322,520,000

989.79

-4.10%

26.98% greater

2000

320,338,000

983.07

-0.60%

26.12% greater

2001

269,294,930

826.43

-15.90%

6.02% greater

2002

256,885,800

787.45

-4.60%

1.14% greater

2003

240,019,700

736.59

-6.60%

5.50% less

2004

251,453,900

771.67

4.80%

1.00% less

2005

257,621,100

790.61

2.50%

1.43% greater

2006

249,240,000

764.89

-3.30%

1.87% less

2007

263,140,000

807.55

5.30%

3.60% greater

2008

254,001,000

779.5

-3.47%

Equal

The 2010 goals for the Water Department include: • • •

The identification of any system-wide leakage or damage in both service lines and storage tanks Upgrading Water Department assets in need of maintenance, including, but not limited to Well House #4. Continuing to test output to ensure the high standards of citizens, guests and the Colorado Department of Public Health and Environment are being met or exceeded

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14. Does Council approve the following Water Department capital expenditures for 2010 ($260,000 - Water Fund)? Council Direction: Council supported these requests. (See comment below) •

Contract for a System-wide Leak Detection Survey: The Water Department has established a three year leak detection schedule for the system. The leak survey will indicate if there is leakage in the system, including service lines. $15,000

•

Contract to Refurbish Well House #4: Well House #4 is located on Summit Boulevard near the propane facility. It has been more than ten years since the structure was painted and it is in need of substantial repair, including new siding, roof work, and painting. $35,000

•

Contract for an Interior Inspection of the Dam Road and Treatment Plant Water Storage Tanks: These tanks were inspected 10 years ago. It is prudent to periodically inspect the tanks for any damage, such as hairline cracks, which would need to be repaired as a proactive action. $30,000

•

Purchase of Vehicle Read Water Meter Equipment, Software Upgrade and Radio Read Sensors: This project includes installing radio read sensors on onehalf of the 1800 existing customer water meters, upgrading the existing water meter software, and purchasing a vehicle read transceiver unit. This project is scheduled to be implemented over a two year period. Year two will entail purchasing and installing the second half of the radio read sensors. $180,000

Council Direction: Council supported funding this request, but requested a review of the town’s economic situation in the first quarter of 2010 prior to expending the dollars. Master Plan Principles/Policies/Action Items: o Strive to reduce water consumption and manage water resources in a sustainable manner. o Ensure the Town’s infrastructure is up to date and capable of handling current and future demands. Make improvements as necessary. Town Council Strategic Plan – Goals and Objectives: o Enhance community amenities.
Ensure Town infrastructure and facilities are well-designed and wellmaintained. ES2 Framework Plan Objective: o Provide safe, clean tap water. o Continue current trends of water conservation and use-reduction and manage water resources in a sustainable manner. 2009 Frisco Community Survey:

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o

A majority of full-time residents and second homeowners (83%) rated tap water service as good/very good.

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FRISCO BAY MARINA Finance Director

Marina Manager

Administrative Assistant

Seasonals

The Frisco Bay Marina strives to provide excellent customer service, knowledgeable friendly staff, and professional marine services while remaining financially viable. Presenting a clean, well-maintained marine/park environment with exceptional amenities for the community and for visitors, and to continually upgrade those amenities to reflect changing priorities are important components of this mission. Boat rentals are a key indicator of Marina activity: Frisco Bay Marina Boat Rentals Boat type Canoe Kayak Pontoon Runabout Fishing

Times Rented - Revenue 2007 2007 1,231 $40,056 3,307 $87,354 719 $82012 620 $60,246 217 $10,206

Average/Boat 2007 $33 $26 $114 $97 $47

Times Rented 2008 1068 3131 583 448 227

Season Totals

6,094

$46

5457

$279,874

-

Revenue 2008 $36,287 $91,276 $68,628 $44,927 $10,453

Average/Boat 2008 $34 $29 $118 $100 $47

$251,571

$46

The 2010 goals of the Frisco Bay Marina fall into three general categories: Continue to Provide Excellent Customer Service: • Re-evaluate the marketing plan and spend resources for greatest return • Monitor wait-lists and develop a plan to accommodate more customers • Continue to partner with Copper Mountain in providing pontoon boats • Add fall and winter office hours; create more consistency with office operations • Add a temporary service structure to increase the service department’s customer service Expand Revenue Opportunities: • Increase the number of moorings in the water • Pier redevelopment to increase paddle sport rack spaces Improve Internal Operations:

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• •

Continue developing the marina-operations manual Develop staff training guidelines for customer service and safety issues

15. Does Council support the following dock replacements/extensions ($120,000 Marina Fund)? Council Direction: Council supported these requests. •

Replacement of C Dock: The older docks at the marina have become a safety concern. Staff is recommending the replacement of C dock in the spring of 2010. This new dock will allow for longer vessels which will have a higher slip rental rate. This dock has the capacity for addition of electrical pedestals in the future. This is a continuation of the Town’s replacement plan for older docks. $100,000

•

Extension of Paddle Boat Dock: This dock extension would provide the marina staff and rental customers more room to safely launch, retrieve, and store the paddle sport vessels. $20,000 Master Plan Principles/Policies/Action Items: o Investigate diversifying the Town’s revenue stream through investigation of other techniques for revenue development. o Continue to explore ways to improve governmental efficiency, while providing a sufficient level and quality of Town services. o Manage resources, services and infrastructure to ensure Frisco’s long-term sustainability. o Increase the functionality of the marina for efficient use during low water years. o Continue to improve and expand the Town’s park system to achieve a high level of quality, safety, and attractive appearance. Town Council Strategic Plan – Goals and Objectives: o Enhance community amenities.
Ensure Town infrastructure and facilities are well-designed and wellmaintained. Frisco Bay Waterfront Park and Marina Master Plan: o The following amenity and improvement is identified for implementation:
Upgrade and replace one customer dock due to weather and aging. 2009 Frisco Community Survey: o A majority of respondents (76%) rated marina amenities as good/very good.

16. Does Council support the following capital expenditures at the marina ($190,000 - Marina Fund)?

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Council Direction: Council supported funding these requests, but requested a review of the town’s economic situation and a review of the specific designs in the first quarter of 2010 prior to expending the dollars. •

Parking Area Lighting: With the increasing popularity of the Marina and its amenities, there are many people at the Marina after dark. As a courtesy to customers and to provide additional safety to the area, staff is recommending installation of lighting for the parking area. $50, 000

•

Boatyard Fencing: Staff is recommending fencing around the entire boatyard; currently, only a portion of this area is fenced and the existing fencing is in poor condition. Denver Water and staff believe new fencing would solve some of the security issues the marina has experienced in recent years. $80,000

•

Workshelter: Currently, staff has no structure to protect them from the harsh winter elements; winter storage preparation and other services are substantial revenue sources for the marina. Having some protection from the elements would allow staff to provide service to customers longer into the year. Some sort of shelter has been in the Town’s long-term planning goals since the Town took over management of the marina. Staff has evaluated a variety of options over the last few years and the recommendation is now to build a permanent shelter over the more temporary alternatives proposed in previous years. $60,000 Master Plan Principles/Policies/Action Items: o Investigate diversifying the Town’s revenue stream through investigation of other techniques for revenue development. o Continue to explore ways to improve governmental efficiency, while providing a sufficient level and quality of Town services. o Manage resources, services and infrastructure to ensure Frisco’s long-term sustainability. o Maintain and enhance Frisco’s diverse year-round recreational opportunities for all residents and visitors. o Maintain a diverse inventory of parks, trails and leisure facilities in Frisco to meet the needs of residents and visitors. o Continue to improve and expand the Town’s park system to achieve a high level of quality, safety and attractive appearance. Town Council Strategic Plan – Goals and Objectives: o Enhance community amenities.
Ensure Town infrastructure and facilities are well-designed and wellmaintained. Frisco Bay Waterfront Park and Marina Master Plan: o The following amenities and improvements are identified for implementation:
Remodel the marina office for efficient use of interior space.
Add additional boat and trailer parking spaces adjacent to existing south parking area. 2009 Frisco Community Survey: o A majority of respondents (76%) rated marina amenities as good/very good. 33

17. Does Council support constructing a retaining wall from the paddle dock to the launch ramp and extending electrical services to the pier as a test phase to the following Pier Redevelopment Marina project ($240,000 – Marina Fund)? Council Direction: Council supported this request. In an effort to enhance the sustainability of the Frisco Bay Marina’s water activities, staff has determined that a pier redevelopment, phased over multiple years, would meet many of the priorities identified in the Frisco Bay Marina and Waterfront Park Master Plan completed in February of 2008. Staff is proposing a project that would raise the elevation of the “old road” to the same level as the top of the launch ramp. When water levels are high, this “old road” connection to the docks is frequently under water; when water levels are low, staff may have to relocate docks many times during the season. This project would make the area more user-friendly, increase revenues by providing additional canoe/kayak rack rentals, and increase revenues by having more space for canoe/kayak rentals. Some of the enhancements provided are: water lines and electricity provided to the docks, a fishing station, lighting bollards similar to those elsewhere in the park, rack shelter, walkway, etc. Denver Water has reviewed this concept and given approval for the Town to proceed. As a first phase of the project, staff is recommending extension of electrical services to the transformer at the end of the existing pier; this portion of the project must be completed before other parts can be started. The proposed retaining wall between the paddle sport dock and the launch ramp will allow the Town and Denver Water to determine the logistics required to complete future phases of the project. These two portions of the project are the least complicated and least expensive. Master Plan Principles/Policies/Action Items: o Investigate diversifying the Town’s revenue stream through investigation of other techniques for revenue development. o Continue to explore ways to improve governmental efficiency, while providing a sufficient level and quality of Town services. o Manage resources, services and infrastructure to ensure Frisco’s long-term sustainability. o Maintain and enhance Frisco’s diverse year-round recreational opportunities for all residents and visitors. o Maintain a diverse inventory of parks, trails and leisure facilities in Frisco to meet the needs of residents and visitors. o Continue to improve and expand the Town’s park system to achieve a high level of quality, safety and attractive appearance. Town Council Strategic Plan – Goals and Objectives: o Enhance community amenities.
Ensure Town infrastructure and facilities are well-designed and wellmaintained. 2009 Frisco Community Survey: o A majority of respondents (76%) rated marina amenities as good/very good.

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Marina Fund Carryovers: Council Direction: Council supported this budget carryover request. •

Fish Cleaning Station/Fire Suppression System/Access Road Walkway: These items are partially funded by a grant awarded in 2006. The term of the grant has been extended and these projects are required to be completed in 2010. $62,490

Marina Fund Highlights: Council Direction: Council supported this budget highlight. •

Paddle Sport Fleet Replacement: In keeping with the Marina’s replacement plan, rental vessels that have been in service for three years are sold at the end of the season; the Marina then purchases replacement to keep the fleet at current capacity. Typically, the Marina recovers more for used paddle vessels than original purchase price. $12,000

Council Direction: Council increased the marketing budget for the Marina from the $30,000 staff requested to $60,000 with the specific direction to use it for cross promotional marketing. These dollars are to be used in conjunction with General Fund dollars allocated for the same purpose. ($60,000 – Marina Fund)

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MARKETING AND COMMUNICATIONS Marketing & Communications Director

Special Events Manager

Special Events Coordinator

Seasonal Employees

Recreation Manager

Seasonal Employees

Information Center Manager

Volunteers

Information Specialist

The mission of the Marketing and Communications Department is to improve marketing, advertising, communications, and public information services, and to bolster the Town’s economic activity by raising Frisco’s profile on the Front Range of Colorado and beyond. In 2009, the Marketing and Communications Department oversaw an overhaul of the Town’s website. Website statistics from prior years are as follows: Town of Frisco Website 2006 Unique visits Total visits Pages viewed

136,786 183,351 872,185

2007 189,271 255,287 923,706

2008 146,460 232,191 678,950

The 2010 goals of the Marketing and Communications Department include: • • •

The reallocation of marketing dollars to accommodate shifting priorities in a period of economic downturn A continued focus on advertising that maximizes effect and minimizes cost A continued emphasis on maximizing the Town’s visibility in the Colorado Front Range, national and international markets

18. Does Council support a shift in the funding allocated for Music on Main with a reallocation of those dollars for meeting different event and marketing goals (Maximum $80,000 – General Fund: Special Events and Marketing)? Council Direction: Council reduced the Music on Main funding to $70,000 and allocated the remaining $10,000 to additional Concerts in the Park ($80,000 – General Fund: Special Events and Marketing). Council has discussed the benefits of the greatly enlarged Music on Main versus the benefits of those dollars being used in different forms of marketing and events. As example, for purposes of discussion, by reallocating Music on Main dollars in 2010 the following could occur:

36

 Creation of additional Concerts in the Park at a cost of $2500 each night, plus approximately $5,000 for marketing the additional evenings.  Additional funding to the BBQ, BeetleFest, Wassail Days, and other event marketing budgets.  Some level of Music on Main talent and marketing.  A greater focus on Frisco destination marketing.  A one-time use of those dollars for capital event uses. This could be event equipment, Main Street improvements (planters), West Main entry feature/signage, or other improved Main Street signage, etc. The intent of this question is to ask council if they have a desire to see a change in direction as it relates to the funding of Music on Main. The funding for Music on Main (talent and marketing) has grown from $37,000 in 2005, to $80,000 in 2009. Master Plan Principles/Policies/Action Items: o Continue to promote the Town as a year-round destination. o Produce quality community events and programs for all ages, special groups and youth. o Continue to organize and support the Town’s year-round events. Town Council Strategic Plan – Goals and Objectives: o Pursue a balanced and sustainable local economy. CleanTracks Action Plan: o Continue existing practices of hosting zero-waste events, and expand the initiative to include zero-energy or carbon free initiatives. 2009 Frisco Community Survey: o 71% of full-time residents and second homeowners said Music in the Park was a valuable and worthwhile event in Frisco. o 69% of full-time residents and second homeowners said the Barbecue Challenge was a valuable and worthwhile event. 19. Does Council support continuing Pay-Per-Click advertising ($50,000 – Lodging Tax Fund: Marketing)? Council Direction: Council reduced the Pay-Per-Click advertising funding to $40,000 and allocated the remaining $10,000 to improved cross promotional marketing to be done in conjunction with $30,000 from the Marina Fund ($50,000 – Lodging Tax Fund: Marketing). This will be the second year the Town of Frisco has participated in a Pay-Per-Click (PPC) program. PPC is an Internet advertising model used on search engines, advertising networks, and content websites, where advertisers only pay when a user actually clicks on an advertisement to visit the advertiser’s website. With search engines, advertisers typically bid on keyword phrases relevant to their target market. When a user does a search matching an advertiser's keyword list or views a webpage with relevant content, the advertisements may be displayed. Such advertisements are called

37

sponsored links or sponsored ads. Placement of the ad is based on who pays the most for the placement. Between May 27, 2009 and August 11, 2009, the Town spent $7,638.66 on PPC advertising. To date, this has generated a total of 4,395 click-thrusts to the TownOfFrisco.com website, costing the Town an average of $1.74 per click. Within the travel industry, the cost of a click can be more than $5.00 for some keywords; staff believes the Town is getting a good return on this marketing investment. Staff recently changed PPC companies and believe the change will significantly improve the customer satisfaction level of the searches for Frisco amenities. This is a new marketing approach for the town and staff will continually monitor the use of this tool to ensure the best return possible. With the ever increasing use of the internet for travel decisions, staff believes that this is a good investment for the future. Master Plan Principles/Policies/Action Items: o Continue to explore new ideas and implement creative and workable approaches for disseminating public information, including Town meetings, open houses, public forums, community surveys, Town brochures, and the Town website. o Continue to develop and utilize all media to allow the broadest range of the community to access information, including upgrading / improving the Town’s website functionality. Town Council Strategic Plan – Goals and Objectives: o Foster proactive community involvement and communication.
Improve information dissemination to our citizens.
Utilize technology to provide easy and accessible access to government information. 2009 Frisco Community Survey: o 33% of full-time and second homeowners get their information on the Town’s website. (A 13% increase from the 2006 survey.) o 54% of all business owners indicated that Town-financed marketing and promotion would be beneficial to their businesses. 20. Does Council support continuing the services of a public relations agency ($31,000 – General Fund)? Council Direction: Council supported this request. A public relations agency works with thousands of potential media outlets that are available and looking for stories. With their knowledge, creativity, and expertise, they will help make a connection between the Town of Frisco and reporters around the world. For these connections, the Town will receive increased editorial placements in magazines, newspapers, websites, etc. For 2010, staff would like council to support a sole source use of Philosophy Communications. This company held the contract in 2009 and staff feels their continued focus on the Town’s marketing and events will provide continued success.

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Master Plan Principles/Policies/Action Items: o Continue to promote the Town as a year-round destination. Town Council Strategic Plan – Goals and Objectives: o Pursue a balanced and sustainable local economy. 2009 Frisco Community Survey: o 33% of full-time and second homeowners get their information on the Town’s website. (A 13% increase from the 2006 survey.) o 54% of all business owners indicated that Town-financed marketing and promotion would be beneficial to their businesses. 21. Does Council support increasing the current .75 FTE Marketing and Special Events Coordinator position into a 1.0 FTE position ($14,282-General Fund)? Council Direction: Council supported this request. As the Town continues to focus more on marketing, there is a corresponding need for additional staff resources. Even with the public relations firm, there is a need for greater administrative oversight and staff to handle the increased marketing. The shift from a .75 FTE to a 1.0 FTE will facilitate the increased marketing and awareness that has been created and increased responsibility the Town has taken on in producing events. Master Plan Principles/Policies/Action Items: o Continue to explore new ideas and implement creative and workable approaches for disseminating public information, including Town meetings, open houses, public forums, community surveys, Town brochures, and the Town website. o Continue to develop and utilize all media to allow the broadest range of the community to access information, including upgrading / improving the town’s website functionality. Town Council Strategic Plan – Goals and Objectives: o Foster proactive community involvement and communication.
Improve information dissemination to our citizens. o Utilize technology to provide easy and accessible access to government information. 2009 Frisco Community Survey: o 33% of full-time and second homeowners get their information on the Town’s website. (A 13% increase from the 2006 survey.) o 54% of all business owners indicated that Town-financed marketing and promotion would be beneficial to their businesses.

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MARKETING AND COMMUNICATIONS: EVENTS

The mission of the Special Events Department is to support the overall marketing vision of the Town of Frisco through the development and implementation of a diverse calendar of events that market our unique mountain character while preserving a sense of community and creating a positive economic impact. Some key performance measures from prior years include: Event Advertising Event

Advertising Cost - 2007

Barbecue July Fourth BeetleFest Music on Main Total

$18,147.00 $11,150.00 n/a $6,846.00 $38,157.00

Attendance - 2007 18,000 20,000 n/a 6,000 46,500

Cost per attendee 2007 $1.01 $0.55 n/a $1.14 $0.82

Advertising Cost - 2008

Attendance - 2008

$26,193.00 $7,544.00 $5,920.00 $15,829.00 $55,486.00

22000. 20,000 1500 8500 52,000

Cost per attendee - 2008 $1.19 $0.38 $3.95 $1.86 $1.06

The 2010 goal of the Special Events Department is to increase the economic and community impact of events within three main categories: Signature Event: An event with a primary focus of attracting new visitors to the area, increasing overnight stays, and creating a positive economic impact. Animation Event: A joint event venture with an outside organizer and/or nonprofit which assists in creating a diverse calendar of events, animates the town, attracts visitors, highlights amenities, and allows for fundraising. Civic Event: An event that enhances the local quality of life, provides a sense of community, and emphasizes town values. 22. Does Town Council support an additional $2,000 for the Special Events budget to sustain the production of the Frisco Easter Egg Hunt ($2,000 – General Fund: SE)? Council Direction: Council supported this request. The Frisco Chamber of Commerce has produced this event over the last several years, but may not be able to do so in the future due to reorganization and funding. If the Chamber is able to produce the event in 2010, staff would forego the use of these funds. Master Plan Principles/Policies/Action Items: o Continue to promote the Town as a year-round destination.

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o o

Produce quality community events and programs for all ages, special groups and youth. Continue to organize and support the Town’s year-round events, such as Music on Main and Fourth of July.

Town Council Strategic Plan – Goals and Objectives: o Pursue a balanced and sustainable local economy. CleanTracks Action Plan: o Continue existing practices of hosting zero-waste events, and expand the initiative to include zero-energy or carbon free initiatives. 23. Does Town Council support the expansion of Clean-up Day by adding additional food and a concert ($2,500 – General Fund: SE)? Council Direction: Council supported this request. The concert and food will allow us to promote the event into more of a Community Party and encompass many of the Town’s State of the Town ideals. Master Plan Principles/Policies/Action Items: o Continue to promote the Town as a year-round destination. o Produce quality community events and programs for all ages, special groups and youth. o Continue to organize and support the Town’s year-round events, such as Music on Main and Fourth of July. Town Council Strategic Plan – Goals and Objectives: o Pursue a balanced and sustainable local economy. CleanTracks Action Plan: o Continue existing practices of hosting zero-waste events, and expand the initiative to include zero-energy or carbon free initiatives. 2009 Frisco Community Survey: o 86% of full-time residents, 57% of second homeowners and 86% of voters rated Clean Up Day as a valuable and worthwhile event. o 20% of full-time residents, 15% of second homeowners, and 18% of voters rated State of the Town Breakfast as a valuable and worthwhile event.

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RECREATION The Recreation Department strives to provide exceptional, affordable, and diverse recreation programs to the community and visitors, and to create experiences and memories through these programs that will be cherished for a lifetime. Participation figures for programs run by the Recreation Department are as follows: Recreation Department 2008 Statistical Overview 2007 Programs Participation Youth Programs Fun Club 1042 All-Day Trips 402 Lunch Program 98 Soccer Camps N/A Tennis Camp 55 Skate Park Experience 44 Skate Field Trips 18 Mountain Bike Clinics 14 Roller Hockey 14 Youth Golf 14 Ceremics 24 Arts Crafts and Creations 34 Cooking Class 16 Jr. Beauty School 8 Kids Kayak Days 16 Nordic Ctr. Sleepovers 12

1128 410 N/A 66 56 49 22 22 10 25 23 36 22 8 16 18

Teen Programs River Rafting Elich Gardens Frisco Marina Waterworld Rockies Game Hot Springs Elich Gardens

13 13 13 13 13 13 13

13 13 13 13 13 13 13

Adult Programs Women's Mtn. Biking Betty Rides Harder Women’s Doubles Tennis Dog Obedience Mountain Biking Paragliding 101 Flyfishing Basics Intro to Triathlon Clinic Fourteeners Club (3 Hikes) Orienteering Clinic

10 12 12 8 24 8 N/A N/A 39 8

18 16 14 8 24 14 8 8 42 8

2008 Participation

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The 2010 goals of the Recreation Department include: • • •

A continued focus on providing the safest, most professional, educational and fun environment for program participants A continued emphasis on providing programming that reaches across age groups and ability levels Providing input to the Peninsula Recreation Area Plan to ensure the long-term success of the Fun Club program

While there are no budgeted policy questions from Recreation for 2010, the financial request to implement the Peninsula Recreation Area Plan is key for the long-term success of the Fun Club program, and for meeting the council goal of retaining families in the community. 2009 Frisco Community Survey: o 83% of full-time residents and second homeowners said recreational opportunities are important to them. o When asked to allocate a fictional $100 toward Town amenities and services, the majority of respondents spent the most money on recreational amenities.

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FRISCO/COPPER INFORMATION CENTER The Frisco/Copper Information Center strives to disseminate information to potential and current visitors and be a conduit between the Marketing Department and local businesses. 2010 will be the second year that the Information Center has been managed by the Town. As such, performance measurements for 2008 and prior years are unavailable. The 2010 goals for the Frisco/Copper Information Center include: • •

•

Continually striving to provide the most up-to-date and accurate information to potential and current visitors Working with the Town Marketing Department and Copper Mountain to ensure the most effective cross-promotion of Town and Copper Mountain events and amenities Enhanced training of volunteer staff in the area of retail operations

There are no budgeted policy questions from the Frisco/Copper Information Center for 2010. 2009 Frisco Community Survey: o 54% of all business owners indicated that Town-financed marketing and promotion would be beneficial to their businesses.

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HISTORIC PARK AND MUSEUM Finance Director

Museum Director

Part Time Employees

Volunteers

The Frisco Historic Park and Museum strives to promote and preserve Frisco’s heritage for future generations by providing a unique and quality educational museum experience for the community and visitors. Museum attendance figures for prior years are as follows:

2006/08 Museum Attendance 7000 6000

Visitors

5000 2006 2007 2008

4000 3000 2000 1000 0 Jan Feb Mar Apr May Jun

Jul

Aug Sep Oct Nov Dec

Month

The 2010 goals for the Frisco Historic Park and Museum include: •

• •

A continued focus on assessing the long-term maintenance needs of historic properties and developing preservation and conservation maintenance plans to address those needs The enhancement of programming at the Historic Park, including, but not limited to, the Lunchtime Lecture Series and the Music in the Park Series Continued emphasis on providing the highest level of customer service and educational value to citizens and guests alike

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24. Does Council support a long-term preservation and maintenance plan for buildings in the Frisco Historic Park and Museum and additional Town-owned historic properties ($15,000 - General Fund)? Council Direction: Council supported this request. Staff is requesting State Historical Funds, requiring a cash match, to conduct structural assessments of 14 Town-owned historic structures. The grant will pay to have professional architectural consultants assess the Museum and Park compound and the 518 Main Street property, resulting in a preservation and conservation maintenance plan for the Town of Frisco. This directly links to one of the four goals of the current Museum strategic plan. Ultimately, this preservation plan will help direct staff in managing capital projects related to renovating and repairing current Town-owned historic properties, and will provide guidance in maintaining these buildings for future visitors and community members. Master Plan Principles/Policies/Action Items: o Preserve and enhance the Town’s historic resources. o Preserve and enhance the historic character of Main Street and the Town’s older neighborhoods (primarily along Galena and Granite Street). o Educate residents and visitors about the Town’s historic structures. o Continue cooperative efforts between the Frisco Historic Park and Museum staff, volunteers and stakeholders (formerly Frisco Historical Society) and the Town to develop historical programs and events. o Continue to promote Frisco’s Historic Park as a way to increase public appreciation of Frisco’s unique heritage. Town Council Strategic Plan – Goals and Objectives: o Assure financially sound town government.
Use revenues to maintain and expand Town services based upon community need.
Maintain Town infrastructure and facilities. Frisco Historic Park & Museum Strategic Plan Goals: o Maintain and Preserve Historic Town of Frisco Properties
Develop preservation and maintenance policies and procedures for buildings in the Frisco Historic Park and Museum.
Develop preservation and maintenance policies and procedures for additional Town-owned historic buildings (e.g., Lund House, Old Town Hall and Rouse-Staley House), guiding the current and future maintenance needs of these properties. 2009 Frisco Community Survey: o The majority of all respondents (78%) rated the Frisco Historic Park and Museum as good/very good.

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