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HomeMy Public PortalAboutTBP 2015-11-18Town Board Briefing November 13, 2015 Please note that members of the Town Board will have dinner together starting at 5:30pm. Between 6-7pm the McKinstry will be providing the Board with an overview of sustainability work to date, facilitate discussion, and discuss next steps. The regular meeting will begin at 7pm. The consent agenda includes approval of a winter trail grooming agreement with Headwater Trails Alliance. This will be the second year of the program with expenditures anticipated at $8,000. Ordinance 430 amends the Town Code in regards to the increase in municipal sales tax as approved by the voters on November 3rd. During the Budget hearing we'll discuss how these restricted revenues will be managed. On November 5t", RRC provided a presentation of the Fraser Valley Economic Development Strategic Plan to a joint meeting of the Fraser Town Board, Winter Park Town Council, Fraser Metropolitan Recreation District Board, and Chamber Board. A resolution providing for adoption of the plan by the Fraser Town Board is provided for your consideration. Please see supplemental materials included in the packet regarding agenda matters. As always, feel free to contact me if you have any questions or need any additional information. Jeff Durbin Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com Ohl Town Manager Newsletter November 13, 2015 Community Matters 11% Sales Tax increase for Transit, Trails, and Capital Projects effective January 1, 2016. On November 3, 2015, Fraser voters approved an additional sales tax of 1 % which will provide revenues for public -transit, public multi -modal transportation improvements, public trails and capital projects. Sales tax is applicable to retail sales of tangible personal property and certain services. The current municipal sales tax amount is 4%; it will become 5% on January 1St. The total sales tax applicable to purchases in Fraser will be 8.9% (5% municipal, 1 % county, 2.9% state). There is no increase in the use tax rate applicable to building materials or vehicle purchases, the use tax remains at 4%. Transit service during the 2015-2016 ski season will be very similar to service levels provided during the prior season. However, we are working to extend service hours to as late as 2:OOam. In 2016 we look forward to year round service! Voters also approved a ballot question which provides the opportunity for the Town to consider proving public broadband services. Evaluating those opportunities is part of our 2016 work plan. Please consider joining us for Coffee with the Mayor on November 17th at the Town Hall. Organizational Matters We are excited to announce that the Colorado Department of Health and Environment (CDPHE) approved our grant application for a municipal solid waste diversion planning initiative! The grant award is for $31,815 to underwrite our efforts to facilitate a regional discussion regarding opportunities and strategies to reduce the volume of materials headed to landfills. The grant leverages the $6,000 expensed by Fraser in 2015 and staff hours that will be dedicated to the project. This work will commence early in 2016. Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com Administration As you may know, May of 2015 marked the ten year anniversary of establishment of the Fraser Winter Park Police Department. The department has proven to be a cost effective means of improving our local level of service and keeping our community safe. We've seen dramatic improvements in emergency preparedness and response. And our community policing model has been effective and well received by the community. In November, the Colorado Municipal League (CML) will be visiting to do a story for their annual State of the Cities Project. This year's focus is on shared governmental services, and they would like to focus on our police department as one of the success stories. We look forward to sharing this success with our municipal colleagues! Finance With receipt of September Sales Tax revenues, Fraser is now up year-to-date over last year's collections by 4.4%. We still estimate year-end collections to be up over the previous year by 6%. We welcome the addition of the remodeled Holiday Inn Express and Murdoch's to the business economy in Fraser. Town of Fraser Sales Tax Report - Actual Collections Jan Feb March April May June July Aug Sept Oct Nov Dec Total Budget Amt +/ 2012 2013 $ Amt +/- % +/- 2013 2014 $ Amt +/- % +/- 2014 2015 $ Amt +/- % +/- $135,024 $154,698 19,674 12.72 $154,698 $166,660 11,962 7.18 $166,660 $158,549 -8,111 -5.12 $144,032 $148,979 4,946 3.32 $148,979 $146,266 -2,713 -1.85 $146,266 $172,330 26,064 15.12 $150,273 $171,102 20,829 12.17 $171,102 $177,000 5,898 3.33 $177,000 $199,083 22,084 11.09 $118,196 $109,023 -9,173 -8.41 $109,023 $114,311 5,287 4.63 $114,311 $115,086 776 0.67 $84,564 $87,347 2,783 3.19 $87,347 $81,854 -5,493 -6.71 $81,854 $89,840 7,985 8.89 $131,359 $119,942 -11,417 -9.52 $119,942 $121,906 1,964 1.61 $121,906 $127,481 5,575 4.37 $209,054 $220,039 10,985 4.99 $220,039 $228,451 8,412 3.68 $228,451 $155,238 -73,213 -47.16 $128,839 $121,671 -7,168 -5.89 $121,671 $134,432 12,761 9.49 $134,432 $145,602 11,170 7.67 $115,404 $119,707 4,302 3.59 $119,707 $120,712 1,005 0.83 $120,712 $187,935 67,223 35.77 $88,338 $96,456 8,118 8.42 $96,456 $96,058 -397 -0.41 $96,058 $0 -96,058 #DIV/0! $106,965 $117,709 10,744 9.13 $117,709 $110,314 -7,395 -6.70 $110,314 $0 -110,314 #DIV/0! $178,196 $188,083 9,887 5.26 $188,083 $240,384 52,301 21.76 $240,384 $0 -240,384 #DIV/0! $1,590,245$1,654,756 64,511 4.06 $1,654,756 $1,738,348 83,592 5.05 $1,738,348 $1,351,144 -387,204 -22.27 $1,550,000 $1,600,000 50,000 3.13 $1,600,000 $1,650,000 50,000 3.03 $1,650,000 $1,595,000 -55,000 -3.45 $40,245 $54,756 $54,756 $88,3481 $88,348 -$243,856 2.60 3.421 3.421 5.351 5.35 -15.29 YTD - Compared to Previous Year 1,351,144 4.4% Percent Change N Planning SAVE THE DATE: Tuesday, November 17th, 2015 at 11:00 AM Please join us for a ribbon cutting celebration for our new pedestrian bridge along the Fraser River Trail! Many thanks to Great Outdoors Colorado, the Board of County Commissioners, HTA volunteers and community supporters who have contributed to our efforts to make this project come to fruition! The construction of the bridge and enhancement of the social trail behind Safeway will be a great asset Gco to the community! The bridge provides additional 6 trail amenities to the 120 -acre Cozens Ranch Open GRFAT OUTDOORS COLORADO Space and completes a half -mile loop near the Lions Ponds. Planning Commission In October, the Planning Commission discussed their work , plan for 2016. Matters of interest are as follows: �;� it • Update the Comprehensive Plan ° • Design standards in Business Zone • Road work — connection of the Fraser Valley Parkway - • Pole Yard opportunities • Path along 804 — continue to increase walkability around Fraser in general • Downtown revitalization • Train depot opportunities • Mixed use fee structure for water and sewer taps • Parking requirements • Possible code amendments • Economic development • Workforce housing • Retrofit existing US 40 street lights to LED energy efficient product Public Works Water: Fraser River Source Water Protection Partnership (FRSWPP): This grant funded project was kicked off in November. Over the coming months water providers will be working together on this important collaborative effort. Sanitary Sewer: The North Sewer System Rehabilitation and Replacement project continues to progress, but weather has been a factor affecting progress. Conroy anticipates placing the last manhole at the south end of the Carriage/Norgren phase this week. Manhole work in the alley along Hilly's garage is anticipated to be completed by Friday November 13th. It is anticipated that the final 200 feet of sewer main between Eisenhower and Eastom will begin the week of November 16th. This is likely to conclude work on the project for 2016, remaining work will be completed as soon as weather allows in 2016. Streets: CR 804 Phase 3 — Update: The road construction project has wrapped up for the season. Grand County will be providing routine maintenance of the road during the course of this winter. As soon as weather allows, the contractor will return to complete the project in the Spring of 2016. Water and Wastewater Committee At the November 10th meeting, the Committee agreed to record future meetings and post the audio recording to our website. Recordings will be posted to the Water and Wastewater Committee page on the Town's website after each meeting. For Further Information Please feel free to contact me Jeff Durbin 970-726-5491 x202 Idurbin ,town.fraser.co.us E FRASER BOARD OF TRUSTEES MINUTES DATE: Wednesday, November 4, 2015 MEETING: Board of Trustees Regular Meeting PLACE: Fraser Town Hall Board Room PRESENT Board: Mayor Peggy Smith; Mayor Pro -Tem Philip Vandernail; Trustees; Eileen Waldow, Katie Soles, Cody Clayton Taylor, Andy Miller and Jane Mather Staff: Town Manager Jeff Durbin; Town Clerk, Lu Berger; Finance Manager Nat Havens; Public Works Director Allen Nordin; Town Planner, Catherine Trotter; Police Chief, Glen Trainor, Others: See attached list 1. Regular Meeting: Roll Call Mayor Smith called the meeting to order at 6:00 p.m. 2. Executive Session: For a conference with the Town's Attorney for the purpose of receiving legal advice on specific legal questions under C.R.S. Section 24-6-402(4) (b) and for 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) regarding litigation and to include TA McGowan, TM Durbin and PWD Nordin. Trustee Vandernail moved, and Trustee Soles seconded the motion to enter executive session. Motion carried: 7-0. Enter: 6:03 p.m. Exit: 6:55 p.m. Attorney's Opinion Required by C.R.S. 24-6-402(2)(d.5)(II)(B). As the attorney representing the Town of Fraser, I am of the opinion that the entire Executive Session, which was not recorded, constituted a privileged attorney-client communication. Rod McGowan, Town Attorney Trustee Soles moved, and Trustee Miller seconded the motion to exit executive session. Motion carried: 7-0. 3. Approval of Agenda: 4. Page 2 of 3 Trustee Waldow moved, and Trustee Vandernail seconded the motion to approve the Agenda. Motion carried: 7-0. Consent Agenda: a) Minutes — October 21, 2015 b) Resolution 2015-10-04 Approving a Minor Amendment to the Rendezvous Annexation Agreement Amendment Regarding the Deadline for Dedication of 4E Open Space and Authorizing Execution of the Agreement. Trustee Soles moved, and Trustee Miller seconded the motion to approve the consent agenda. Motion carried: 6-1. Vandernail — Nay Miller — Aye Taylor — Aye 5. Open Forum: 6 Herb Meyring — Budget considerations Sam Brewer — Ballot measure for Broadband Public Hearings: a) 2016 Budget Mather - Aye Soles - Aye Waldow — Aye Trustee Soles moved, and Trustee Mather seconded the motion to open the public hearing on 2016 Budget. Motion carried: 7-0. FM Havens briefed the Board on the Appendices on the reserves. Public Comment was taken from: Herb Meyring Sam Brewer Trustee Vandernail moved, and Trustee Waldow seconded the motion to continue the public hearing on 2016 Budget. Motion carried: 7-0. 7. Discussion and Possible Action Reaardina: a) Attainable Housing Presentation Wendy Sullivan attended the meeting to facilitate discussion regarding attainable housing, the Winter Park Housing Needs Assessment was included in the packet. Staff will be recommending appropriation of resources to further this work in Fraser. b) Resolution 2015-11-01 Authorizing the Town Manager to Execute a Contract for Economic Development Consulting Services with Ehlers -Inc. Staff was seeking authorization to enter into contract with Ehlers for consulting services regarding economic development, as suggested during the Board's consideration of Page 3 of 3 Resolution 2015-10-02 regarding Economic Development. Ehlers brings experience and resources to the matter that will assist us in moving this discussion forward. Resolution was amended to; That the Town Manager is hereby authorized to execute a contract for the business/development cost analysis component of the economic development consulting services with Ehlers -Inc. in an amount not to exceed $7,500 with a term to expire December 31, 2016. Trustee Miller moved, and Trustee Taylor seconded the motion to approve Resolution 2015-11-01 Authorizing the Town Manager to Execute a Contract for Economic Development Consulting Services with Ehlers -Inc. Motion carried: 6-1 Vandernail — Nay Miller — Aye Taylor — Aye 8. Other Business: Mather - Aye Soles - Aye Waldow — Nay Trustee Vandernail moved, and Trustee Waldow seconded the motion to adjourn. Motion carried: 7-0. Meeting adjourned at 9:53 p.m. Lu Berger, Town Clerk TOWN BOARD REGULAR MEETING REGISTRATION SHEET Nnvumhor d 7(11 The Public Forum is an opportunity for the public to present their concerns and recommendations regarding Town Government issues to the Town Board. Those wishing to address the Town Board will be allowed a five-minute presentation. A maximum of six (6) people will be allowed to address the Town Board at each Public Forum. If a topic that you wish to discuss has been scheduled for a formal Town Board Meeting, we would ask that you reserve your remarks for that specific date and time. Topics that are in litigation with the Town will not be heard during this forum. All presenters are urged to: (1) state the concern; and (2) list possible solutions. Please keep the following guidelines in mind: • Remarks that discriminate against anyone or adversely reflect upon the race, color, ancestry, religious creed, national origin, political affiliation, disability, sex, or marital status of any person are out of order and may end the speaker's privilege to address the Board. • Defamatory or abusive remarks or profanity are out of order and will not be tolerated. Anyone attending Town Board meetings must sign in to ensure accurate records and minutes. Sign your name, address, and topic of discussion on the sign in sheet. Thank you for your cooperation. NAME PHYSICAL ADDRESS Email address ONLY if you wish to receive the Board Agenda when posted PLEAS RINT LEGIBLY w 5'vLLI AC -C6 � � TOWN OF FRASER RESOLUTION NO. 2015-11-01 A RESOLUTION AUTHORIZING THE ENTERING INTO A MEMORANDUM OF UNDERSTANDING WITH HEADWATERS TRAILS ALLIANCE FOR SNOW GROOMING SERVICES BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF FRASER, COLORADO THAT: 1. That the Town Manager is hereby authorized to execute the attached Memorandum of Understanding with Headwaters Trails Alliance for snow grooming services. READ, PASSED ON ROLL CALL VOTE, AND ADOPTED BY THE BOARD OF TRUSTEES THIS 18'" DAY OF NOVEMBER, 2015. Votes in favor: Votes opposed: Absent: Abstained: (SEAL) BOARD OF TRUSTEES OF THE TOWN OF FRASER, COLORADO BY: Mayor ATTEST: Town Clerk MEMORANDUM OF UNDERSTANDING This MEMORANDUM OF UNDERSTANDING (the "MOU") is made and entered into this 18th day of November, 2015 in order to memorialize the terms of agreement for the Winter Grooming Program on the Fraser River Trail between the HEADWATERS TRAIL ALLIANCE (hereinafter "HTA") and the TOWN OF FRASER, by and through its Fraser Board of Trustees (hereinafter "TOWN"). RECITALS: WHEREAS, the Fraser River Trail is owned by the TOWN and is located on open space owned by the TOWN or within easements held by the TOWN; and WHEREAS, HTA was formed to advocate and manage trails in Grand County, Colorado and the incorporated areas set forth in the Plan; and WHEREAS, HTA is in partnership with the TOWN to preserve, protect, build and maintain trails in the TOWN and throughout Grand County and both entities share the common goal of creating and sustaining the public system of networked trails and access for all appropriate recreational users; and WHEREAS, the parties desire to enter into an agreement regarding their rights and obligations for Contract Winter Trail Grooming. NOW THEREFORE BE IT AGREED AS FOLLOWS: RIGHTS AND OBLIGATIONS OF THE PARTIES: 1. HTA has agreed to establish and manage a Winter Trail Grooming Program for the Fraser River Trail. 2. HTA will assume all responsibilities for the program which will include, at a minimum, the following: a. HTA will provide Town with contract for Town approval prior to execution. Contractor will coordinate grooming operations with Town and contract will provide that contractor will remedy any damage to Town facilities or safety concerns caused by grooming operations immediately upon notice by TOWN or other timeframe as agreed to by both parties. 3. The TOWN agrees to support the Winter Trail Grooming Program as follows: The TOWN will use reasonable efforts to avoid excessive snow storage within areas needed for grooming access to the trail or at locations where the trail crosses a roadway. HTA recognizes that public safety along roadways will take precedence in the TOWN's snow management operations, and TOWN will use its best efforts to incorporate HTA requests to change snow management practices to accommodate the Winter Trail Grooming Program. b. The TOWN makes no representation that the existing bridges on the trail are adequate to support grooming equipment, but, will use reasonable efforts to make improvements to bridges and other improvements necessary to support the Winter Trail Grooming Program. c. The TOWN is currently a funding partner of HTA. The TOWN will fund this program not to exceed $8,000. 4. HTA agrees to coordinate any grooming or maintenance activities with the TOWN and further agrees to work around any activities performed by the TOWN during the course of normal business and any special events that may be occurring during the winter season. HTA will provide contact information to the Fraser Winter Park Police Department along with information regarding scheduled operations. 5. Winter Trail Grooming Operations are not TOWN operations and/or employees related to the program are not TOWN employees, contractors, or agents. 6. The TOWN may require any changes to the Winter Trail Grooming Program it deems necessary to ensure the safety of trail users or the general public. 7. HTA and/or the TOWN may terminate this agreement at any time without cause upon written notice. 8. This agreement does not provide any waiver of governmental immunity as provided by Colorado Statutes. 9. This agreement provides no conveyance of property rights and is not assignable. 10. HTA agrees to indemnify and defend the TOWN for any claims resulting from the Winter Trail Grooming Program. HTA further agrees to name the TOWN as an additional insured in a form and amount acceptable to the TOWN, and provide the TOWN with a certificate of liability insurance coverage evidencing the TOWN as an additional insured with respect to the Winter Trail Grooming Program. 11. This agreement is effective throughout the 2015-2016 Winter or no later than May 1, 2016. 12. Notice and Certification. All notices and communications required by this contract shall be in writing and shall be either personally delivered, sent by certified United States mail, return receipt requested, to the addresses set forth below, or by facsimile to the numbers set forth below: To the HTA: The Town of Fraser: Headwaters Trail Alliance Town of Fraser P.O. Box 946 P.O. Box 370 Granby, CO 80446 Fraser, CO 80442 The terms outlined within this agreement have been accepted and agreed to by the following parties on this 18th day of November, 2015: TOWN OF FRASER Jeff Durbin, Town Manager ATTEST: Lu Berger, Town Clerk [S E A L] HEADWATERS TRAIL ALLIANCE Executive Director STATE OF COLORADO ) ) ss. COUNTY OF Acknowledged before me on , 2015, by as (date of signing) (name of signer) for the Title (owner/president) (company) Witness my hand and official seal. My commission expires: [S E A L] Notary Public TOWN OF FRASER ORDINANCE NO. 430 Series 2015 AN ORDINANCE AMENDING THE FRASER MUNICIPAL CODE BY ADOPTING PROVISIONS FOR COLLECTION OF AN ADDITIONAL 1% SALES TAX, TO BE USED FOR SPECIFIED PURPOSES, AS APPROVED BY THE REGISTERED ELECTORS. WHEREAS, the Town of Fraser is authorized, with voter approval, to impose a sales tax upon the sale at retail of tangible personal property and the furnishing of certain services in the Town, pursuant to Article 2 of Title 29, Colorado Revised Statutes; and WHEREAS, the Town has previously adopted a 4% sales tax, with approval by the registered electors, as provided in Chapter 4, Article 2 of the Fraser Municipal Code; and WHEREAS, at the coordinated election held on November 3, 2015, the registered electors of Fraser approved a ballot question to impose an additional sales tax of 1 % commencing January 1, 2016 and continuing thereafter, with such revenues to be collected, retained and expended for the purpose of funding the study, design, engineering, construction, acquisition, operation, and maintenance of public transit, public multi -modal transportation improvements, public trails, and capital projects within and near the Town; and WHEREAS, the Board of Trustees desires to amend the Municipal Code, as provided herein, to implement such additional sales tax, and to delete certain obsolete provisions now included in said Code. NOW THEREFORE, BE IT ORDAINED BY THE BOARD OF TRUSTEES OF THE TOWN OF FRASER, COLORADO, AS FOLLOWS: PART 1: AMENDMENT OF MUNICIPAL CODE. The Code of the Town of Fraser, Colorado (herein sometimes referred to as the "Municipal Code"), is hereby amended as follows: 1.1 Chapter 4 (Revenue and Finance), Article 2 (Sales Tax), Section 4-2-60 is hereby amended in its entirety to read as follows [Note: additions are shown in bold underlined print; deletions are shown as strike+"r^„^" print]: Sec. 4-2-60. - Amount of tax and schedule. (a) There is hereby imposed upon all sales of tangible personal property and the furnishing of certain services, as specified in Section 4-2-40 of this Article, a four -percent sales tax upon the sale at retail of tangible personal property and the furnishing of certain services as provided in "The Emergency Retail Sales Tax Act of 1935" set forth in Article 26 of Title 39, C.R.S., which provisions are incorporated herein by this reference. (b) Commencing January 1, 2016 and continuing thereafter, an additional sales tax of one percent (11%) is imposed upon all such sales of tangible personal property and the furnishing of certain services, as specified in Section 4-2-40 of this Article, with the revenues from such one -percent (11%) sales tax to be collected, retained and expended for the purpose of funding the study, design, engineering, construction, acquisition, operation, and maintenance of public transit, public multi -modal transportation improvements, public trails, and capital projects within and near the Town. { }() The imposition of the tax on the sale at retail of tangible personal property and the furnishing of certain services subject to this tax shall be in accordance with schedules set forth in the Rules and Regulations of the Department of Revenue of the State and in accordance with the regulations enacted by separate resolution offthe Board of Trustees. (G) IRthe event that the seveR peFGeRt limitatiOR previded OR S eGtin«92 1-f &,, •e is to be eXGeeded on the TeWR esed , SUGh'�rtatieR shall be eXGeeded by a Mated rate iRthe Te PART 2: PENALTY CLAUSES. The following section of the Code of the Town of Fraser, Colorado, contains penalty clauses applicable to violations of this Ordinance, and such section is herewith set forth in full and hereby enacted: Sec. 1-4-10. General penalty for violation. It shall be unlawful for any person to violate, disobey, omit, neglect, refuse or fail to comply with or resist the enforcement of any provision of this Code; and where no specific penalty is provided therefor, the violation of any provision of this Code shall be punished by a fine not exceeding two thousand six hundred fifty dollars ($2,650.00), by imprisonment for a term not exceeding one (1) year, or by both such fine and imprisonment. Each day such violation continues shall be considered a separate offense. PART 3: REPEAL. Any and all existing ordinances or parts of ordinances of the Town of Fraser covering the same matters as embraced in this Ordinance are hereby repealed and all ordinances or parts of ordinances inconsistent with the provisions of this ordinance are hereby repealed; provided, however, that such repeal shall not affect - 2 - or prevent the prosecution or punishment of any person for any act done or committed in violation of any ordinance hereby repealed prior to the taking effect of this Ordinance. PART 4: SEVERABILITY. If any section, subsection, sentence, clause or phrase of this Ordinance or the said Codes adopted herein is, for any reason, held to be invalid or unconstitutional, such decision shall not affect the validity or constitutionality of the remaining portions of this Ordinance or said Codes. The Town of Fraser hereby declares that it would have adopted this Ordinance and said Codes, and each section, subsection, clause or phrase thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses and phrases thereof be declared invalid or unconstitutional. PART 5: EFFECTIVE DATE. This Ordinance shall take effect thirty (30) days after passage, adoption and publication thereof as provided by law. PART 6: PUBLICATION. This Ordinance shall be published by title only. READ, PASSED, ADOPTED AND ORDERED PUBLISHED BY THE BOARD OF TRUSTEES AND SIGNED THIS 18th DAY OF NOVEMBER, 2015. Votes in favor: BOARD OF TRUSTEES OF THE Votes opposed: TOWN OF FRASER, COLORADO Votes abstained: BY: (S E A L) Peggy Smith, Mayor ATTEST: Lu Berger, Town Clerk Published in the Middle Park Times on November 26, 2015 - 3 - MEMO TO: Mayor Smith and the Board of Trustees FROM: Nathaniel Q. Havens, Finance Manager DATE: November 18, 2015 SUBJECT: Town of Fraser Finance Policies and 2016 Budget MATTER BEFORE THE BOARD: The Board will hold its second Public Hearing on the Proposed 2016 Budget. The final Public Hearing on the 2016 Budget will occur on December 2"d, 2015, when adoption is anticipated. Concurrently the Board has been presented with a revised 2016 budget spreadsheet — in our typical 10 year planning tool model. ACTION REQUESTED: The Board will hold the second Public Hearing on the Proposed 2016 Budget. The Board will receive community input and have their own discussion regarding the 2016 Budget. It is recommended that the Public Hearing on the Proposed 2016 Budget be continued to December 2nd, 2015. Approval of the revised Finance Policies (and Reserve Policy Appendices) is also recommended for action on December 2"d. A Resolution will be provided for your consideration at that time. EXECUTIVE SUMMARY: This is the second Public Hearing for the 2016 Budget, the final hearing is scheduled for December 2"d, with Budget adoption anticipated that evening. A revised Budget and supplemental materials are provided to the Town Board with this packet. In addition to Board discussion, public comment may be presented during the hearing. BACKGROUND: A summary of any additional changes to the 2016 Proposed Budget will follow below. One of the more significant changes you will note in the 10 year budget planning tool will be the addition of the Restricted Revenue Fund. This is a new Fund we propose for use in accounting for the restricted revenue generated from the additional 1 % sales tax along with the associated expenditures. There is still quite a bit of work to complete with this Fund as we continue work with Winter Park to implement the transition to a public transit system. Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com Given the support from the Board for the reserve funding recommendations at the last meeting, I've been working to implement those within the proposed 2016 Budget. A Resolution adopting these changes to the reserve balances at year-end will be included in the consent agenda for the December 2nd meeting. After speaking with Paul Backes, the Town's Auditor, it was concluded that using a resolution this year to fund the reserves is a better option than expensing the reserve dollars — due to the fact the expenditures would require the need for a revised budget. Fund Transfers to Reserves The following transfers to committed reserves from unassigned fund balance would be authorized with a resolution on December 2nd 2015: • General Fund - $250,000 transfer to committed reserves for emergencies, bringing the total committed reserve to $1,000,000. • Water Fund - $40,000 transfer to committed reserves for O&M emergencies to $500,000. • Wastewater Fund - $500,000 transfer to committed reserves for O&M, $221,000 transfer to committed reserves for capital emergencies, and $330,000 to committed reserves for JFF capital emergencies. General Fund: Year-end estimates (the green column) have been adjusted to reflect the current financial position and my projections for year-end. If you look beyond 2017, you will note my proposal to fund the CAF to the tune of $250,000/year. In 2017 there is a transfer from remaining reserves in the DSF along with additional monies from a GF transfer equaling $250,000 in totality. Essentially what I am recommending here is that the GF continue to "pay" for the streets — and what that means is that instead of making a yearly transfer to the DSF to pay our Sales and Use Tax Bonds off (issued for the street paving project) we would be making a similar transfer to the CAF instead. Please note that this would not be approved as part of the 2016 Budget and is subject to further Board consideration prior to approval of the 2017 Budget. Even though this is a way to begin funding the CAF for streets, we still have GF responsibilities that are not being funded adequately. As discussed previously, the CAF remains unfunded for other ongoing maintenance responsibilities/liabilities. This should remain a consideration for future budget discussions. Debt Service Fund: The Town of Fraser collects a property tax for repayment of debt related to the street pavement project in the total amount of $80,000. In 2015, that equated to 2.385 Mills. Over the last eight to ten years, the Town Board had been expressing interest in asking the voters to eliminate the "sunset" and allow the tax to continue to be collected for street maintenance purposes. As we've gotten closer to that timeframe, we've been doing our homework to prepare for that initiative. The results of that analysis follow: Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com The "institutional knowledge" has been that the mill levy would sunset (terminate) in 2017 or after the debt is paid off. In addition to preparing for a possible ballot question, we've been trying to determine the specifics of when it would terminate (i.e. would there be collection in 2017?). As noted recently to the Town Board, the ballot language does not indicate a sunset. However, after further legal and auditor review, and in light of how TABOR works and relevant case law, there is an effective sunset of the mill levy when the debt is paid off. Here's the good news: • At this time we've collected enough revenue via the mill levy to pay off the general obligation debt (see Financial Policies) and perhaps save a little interest. Our recommendation: • Initiate work to pay off debt (there will be no prepayment penalties) • Do not certify (collect) the $80,000 mill levy in 2016. • Do not ask voters to extend the property tax mill levy in 2016, which would be a "new" tax. Rather, monitor revenues for the next 1-2 years. • The remaining reserves related to the GO Bond mill levy will be transferred to the Capital Asset Fund (CAF) in 2017 when the remaining outstanding Sales & Use Tax Bonds are paid in full. I have revised the DSF to reflect these recommendations. Water Fund: The Water and Wastewater Committee members voted to recommend a 5% increase in water rates for fiscal year 2016. No rate changes are recommended for rates relating to water usage or water plant investment fees. Water rates would be increased from the current $ 145.50 to $153.00 per quarter. These recommendations are reflected in the revised proposed budget. Wastewater Fund: The Water and Wastewater Committee members voted to recommend a 5% increase in wastewater rates for fiscal year 2016. No rate changes are recommended for rates relating to wastewater plant investment fees. Wastewater rates would be increased from the current $ 130.00 to $137.50 per quarter. These recommendations are reflected in the revised proposed budget Caoital Asset Fund Please keep in mind that the CAF may require a 2015 Budget Amendment, or we may need to make changes to the proposed 2016 Budget, pending closeout of the Fraser US Hwy 40 Improvement Project. Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com Presentiv Un -Funded in the 2016 Bud • Additional Town Board Wish List Items • Attainable housing • Open space/downtown plan • Streetlight replacement • Broadband RECOMMENDATION: Staff would recommend that after discussion and public comment the Public Hearing be continued to December 2nd. Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com Page 1 of 11 12/31/2015 11/13/2015 2013 2013 2014 2014 2015 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Revised Budget Actuals Budget Actuals Budget Year to Date YEE Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget GENERAL FUND REVENUE TAXES 30-31-100 General Fund Property Tax 218,500 218,536 195,000 196,488 197,265 196,849 197,265 200,000 205,000 207,000 208,000 209,000 210,000 220,000 225,000 230,000 235,000 235,000 30-31-200 Specific Ownership Tax 8,000 10,295 8,500 10,682 10,000 10,012 11,000 10,200 10,500 10,500 11,000 11,000 11,500 11,500 11,500 12,000 12,000 12,000 30-31-300 Motor Vehicle Tax 4,000 4,343 4,200 4,420 4,200 3,058 4,200 4,200 4,250 4,250 4,500 4,500 5,000 5,000 5,000 5,000 5,000 5,000 30-31-400 Town Sales Tax 1,600,000 1,654,756 1,650,000 1,738,348 1,595,000 1,163,209 1,825,000 1,800,000 1,805,000 1,810,000 1,815,000 1,820,000 1,820,000 1,820,000 1,820,000 1,825,000 1,850,000 1,850,000 30-31-410 Use Tax - Building Materials 40,000 131,496 55,000 165,397 65,000 260,109 260,110 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 85,000 30-31-420 Use Tax - Motor Vehicle Sales 35,000 61,892 45,000 66,954 55,000 48,588 65,000 60,000 65,000 65,000 65,000 70,000 70,000 70,000 70,000 70,000 70,000 70,000 30-31-430 State Cigarette Tax 4,500 4,654 5,000 4,277 4,000 4,000 4,000 3,850 3,800 3,750 3,700 3,650 3,650 3,650 3,650 3,650 3,650 30-31-800 Franchise Fees 40,000 51,459 49,000 55,006 50,000 52,000 10 52,000 55,000 ]L 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 Sub -Total 1,950,000 2,137,431 2,011,700 2,241,572 1,980,465 1,724,191 2,418,575 2,215,400 2,233,600 2,240,550 2,247,250 2,258,200 2,260,150 2,270,150 2,275,150 2,285,650 2,315,650 2,315,650 LICENSES & PERMITS 30-32-100 Business License Fees 10,500 13,640 12,000 13,663 12,750 12,740 12,700 IF 13,000 13,100 13,200 13,350 fi 13,500 13,500 13,750 13,750 13,750 13,750 13,750 30-32-110 Regulated Industry Fees/Taxes 2,000 18,459 22,500 28,806 25,000 83,214 98,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 Sub -Total 12,500 32,099 34,500 42,468 37,750 95,954 110,700 63,000 63,100 63,200 63,350 63,500 63,500 63,750 63,750 63,750 63,750 63,750 INTERGOVERNMENTAL 30-33-100 Grants 0 7,461 0 10,000 166,000 10,000 156,000 20,000 0 0 0 0 0 0 0 0 0 0 Sub -Total 0 7,461 0 10,000 166,000 10,000 156,000 20,000 0 0 0 0 0 0 0 0 0 0 CHARGES FOR SERVICES 30-34-100 Annexation Fees 1,000 10,000 1,000 0 1,000 275- 275 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 10-34-110 Zoning Fees 1,500 0 1,500 2,500 1,500 8,925 8,925 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 30-34-120 Subdivision Fees 1,500 1,300 1,500 15,400 1,500 29,550' 29,550 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 1,500 30-34-130 Miscellaneous Planning Fees 1,000 1,095 1,000 1,905 1,000 2,180 2,200 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 30-34-150 Affordable Housing Impact Fee 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-34-740 Fees in Lieu of Park Land 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-34-750 WTHP Revenue 0 0 i 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Sub -Total 5,000 12,395 5,000 19,805 5,000 40,930 40,950 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 FINES & FORFEITURES 10-35-100 Court Fines 0 6�0 0 0 0 0 0 0 0 0 0 0 -W 0 0' 0 0 0 30-35-200 Police Dept. Sur -Charge 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Sub -Total 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 MISCELLANEOUS REVENUE 30-36-100 Interest Earnings 5,500 3,471 3,500 3,156 3,250 5,000 3,500 3,650 3,750 4,000 4,500 4,500 4,500 5,000 5,000 5,000 5,000 30-36-300 Rental Income 9,000 8,520 8,000 11,420 9,500 14,31 14,500 12,500 12,500 12,500 12,500 12,500 12,500 12,500 12,500 12,500 12,500 12,500 30-36-500 Sale of General Fixed Assets 0 16,825 0 6,163 0 Q 0 0 0 0 0 0 0 0 0 0 0 0 30-36-600 Reimbursable - Mustang 0 0 0 0 0 0' 0 0 0 0 0 0 0 0 0 0 0 0 10-36-610 Reimbursable - Prof Services 264,000 265,009 50,000 178,944 100,000 99,115 100,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 10-36-620 Reimbursable - Night Shuttle 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-36-900 Miscellaneous Revenue 35,000 25,352 35,000 34,660 30,000 25,000 30,000 30,000 30,000 30,500 31,000 31,500 32,000 32,500 33,000 33,500 34,000 Sub -Total 313,500 319,177 96,500 234,343 142,750 139,909 144,500 96,000 96,150 96,250 97,000 98,000 98,500 99,000 100,000 100,500 101,000 101,500 SPECIAL ASSESSMENTS 10-37-100 Byers Vista SID 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Sub -Total 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 OTHER SOURCES AND TRANSFERS 10-39-100 Bond Proceeds 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-39-900 Transfers in from Other Funds 21,500 21,500 0 0 10,000 0 10,000 0 0 0 0 0 0 0 0 0 0 0 10-39-999 Unassigned Fund Balance 1,718,462 1,861,551 1,937,333 2,009,110 2,003,613 116,145 2,116,145 1,408,458 653,999 (121,034) (1,468,785) (2,852,644) (2,914,907) (2,977,714) (2,983,830) (3,185,583) (3,023,327) (3,375,338) Sub -Total 1,739,962 1,881,052 1,937,333 2,009,110 2,013,613 2,116,145 2,126,145 1,408,458 653,999 (121,034) (1,468,785) (2,852,644) (2,914,907) (2,977,714) (2,983,830) (3,185,583) (3,023,327) (3,375,338) GENERAL FUND "NEW" REVENUES 2,281,000 2,508,563 2,147,700 2,548,189 2,341,965 2,010,984 2,870,725 2,399,400 2,397,850 2,405,000 2,412,600 2,424,700 2,427,150 2,437,900 2,443,900 2,454,900 2,485,400 2,485,900 GENERAL FUND TOTAL REVENUE 4,020,962 4,391,614 4,085,033 4,557,299 4,345,578 4,127,129 4,996,870 3,807,858 3,051,849 2,283,966 943,815 (427,944) (487,757) (539,814) (539,930) (730,683) (537,927) (889,438) EXPENDITURES TOWN BOARD 10-41-110 Salaries 26,000 18,840 26,000 16,460 26,000 15,360 23,000 30,000 30,000 31,000 31,000 32,000 32,000 32,000 32,000 32,000 32,000 32,000 10-41-220 FICA Tax 1,989 1,441 1,989 1,259 1,989 1,175 1,800 2,295 2,295 2,372 2,372 2,448 2,448 2,448 2,448 2,448 2,448 2,448 10-41-280 Training Programs 2,000 336 2,000 7,448 6,000 3,152 5,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 10-41-290 Travel, Meals and Lodging 3,000 3,602 5,000 4,555 5,000 1,946 3,500 5,000 5,000 5,500 5,500 6,000 6,000 6,000 6,000 6,500 6,500 6,500 10-41-295 Meals and Entertainment 6,000 9,316 8,000 7,802 8,000 3,796 8,000 8,000 8,500 8,500 9,000 9,000 9,000 9,500 9,500 9,500 10,000 10,000 10-41-690 Miscellaneous Expense 3,000 1,425 3,000 2,552 8,000 (14,379) (14,000) 3,000 3,000 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 10-41-860 Grants and Aid to Agencies 0 1,050 0 1,000 0 4,155 4,155 0 0 0 0 0 0 0 0 0 0 0 10-41-861 Intergovernmental Agreements 14,500 9,000 19,000 9,000 9,000 9,000 9,000 9,450 10,500 11,025 11,576 12,155 12,763 13,401 14,071 14,775 15,513 Page 1 of 11 Page 2 of 11 11/13/2015 2013 2013 2014 2014 2015 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Revised Budget Actuals Budget Actuals Budget Year to Date L YEE Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget 30-41-862 Fraser/Winter Park Police Dept 404,000 402,284 412,080 406,188 432,000 406,020 450,000 472,500 496,125 520,931 546,978 574,327 603,043 633,195 664,855 698,098 733,003 30-41-863 Street Lighting and Signals 15,000 14,982 14,500 16,667 15,250 14,246 15,250 17,200 17,450 17,700 17,950 18,200 18,450 18,700 18,950 19,200 19,450 19,700 30-41-864 Special Events 30,000 30,000 20,000 10,000 10,000 12,500 12,500 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10-41-865 Grand County Dispatch 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-41-866 Wood Stove Rebates 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-41-867 Chamber of Commerce -IGA 53,280 55,103 54,945 72,764 68,114 28,717 75,775 74,940 75,107 75,273 75,440 75,606 75,606 75,606 75,606 75,773 76,605 76,605 30-41-868 Winter Shuttle -IGA 50,000 50,000 52,000 52,000 80,000 64,750 64,750 60,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 30-41-869 Summer Shuttle - IGA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-41-870 Business Dist StreetScape 0 7,163 5,000 3,961 100,000 3,200 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 30-41-871 Business Enhancement Programs 10,000 0 90,000 3,200 105,000 39,756 75,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 30-41-872 Improvement Awards -Business 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 # 0 Sub -Total 618,769 604,543 713,514 614,857 874,353 555,059 694,750 735,435 764,302 791,470 817,717 846,308 874,486 904,560 935,600 968,846 1,004,375 1,040,269 ADMINISTRATION 30-45-110 Salaries 202,250 203,822 209,116 203,554 250,000 211,873 250,000 250,000 255,000 260,100 267,903 273,261 278,726 287,088 292,830 298,686 307,647 313,800 10-45-210 Health Insurance 40,000 32,718 36,378 33,918 35,000 38,620 42,100 47,152 52,810 59,147 66,245 74,195 83,098 93,070 104,238 116,747 130,756 146,447 30-45-220 FICA Tax 15,472 14,597 15,997 14,654 19,125 13,627 19,125 19,125 19,508 19,898 20,495 20,904 21,323 21,962 22,401 22,850 23,535 24,006 30-45-230 Retirement 8,090 8,013 8,365 7,789 10,000 7,228 7,700 10,000 10,200 10,404 10,716 10,930 11,149 11,484 11,713 11,947 12,306 12,552 30-45-250 Unemployment Tax 607 611 627 611 750 641 750 750 765 780 804 820 836 861 878 896 923 941 30-45-260 Workers Comp Claims 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-45-280 Training Programs 2,000 3,363 2,500 2,856 4,000 3,308 4,000 4,000 4,000 4,000 4,000 4,500 4,500 4,500 5,000 5,000 5,000 5,000 30-45-290 Travel, Meals and Lodging 2,000 4,906 3,000 10,097 5,000 6,574 8,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,500 30-45-295 Meals and Entertainment 3,000 2,139 3,500 1,447 3,500 562 3,500 3,500 3,500 4,000 4,000 4,000 4,000 4,500 4,500 4,500 4,500 4,500 30-45-305 Municipal Court Judge 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-45-310 Legal Fees 35,000 52,556 50,000 65,809 65,000 37,960 65,000 100,000 105,000 105,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 30-45-320 Audit Fees 15,496 11,232 12,184 11,595 22,672 12,221 12,225 22,672 15,000 15,600 16,224 16,873 17,548 18,250 18,980 19,739 20,529 21,350 30-45-330 Engineering Fees 5,000 1,997 5,000 1,924 10,000 5,555 6,500 10,000 10,000 10,500 10,500 10,500 11,000 11,000 11,000 11,500 11,500 11,500 30-45-360 Computers -Networks and Support 25,000 23,672 45,000 25,750 65,000 30,741 65,000 55,000 55,000 55,000 55,000 55,000 60,000 60,000 65,000 75,000 75,000 75,000 30-45-370 Other Professional Services 40,000 17,620 105,000 57,411 90,000 20,650 90,000 60,000 60,000 50,000 50,000 50,000 50,000 55,000 55,000 55,000 55,000 60,000 30-45-375 Reimbursable Prof Services 240,000 233,109 50,000 172,331 100,000 92,865 100,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 30-45-380 Janitorial Services 15,000 8,654 15,000 8,769 15,300 6,861 10,000 15,000 15,300 15,606 15,918 16,236 16,561 16,892 17,230 17,575 17,926 18,285 30-45-385 Treasurer's Fees 6,555 4,371 5,850 3,930 5,918 3,937 5,918 6,000 6,150 6,210 6,240 6,270 6,300 6,600 6,750 6,900 7,050 7,050 10-45-390 Abatement Fees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-45-395 Recording Fees 1,000 500 1,000 500 1,000 500 500 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 30-45-410 Bank Charges 800 566 800 640 1,000 545 800 1,000 1,000 1,200 1,200 1,200 1,200 1,500 1,500 1,500 1,500 1,500 10-45-420 Elections 2,500 1,715 5,000 919 5,000 0 5,000 10,000 10,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 10-45-430 Insurance -All Departments 40,000 48,499 50,000 37,317 42,000 37,970 42,000 42,000 44,000 47,000 51,000 51,000 51,000 51,000 51,000 51,000 51,000 51,000 10-45-440 Advertising 1,500 1,945 2,500 713 2,500 98 500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 10-45-490 Professional Memberships 7,000 6,357 7,000 6,214 7,000 6,868 7,500 7,500 8,000 8,000 8,500 8,500 8,500 8,500 8,500 8,500 8,500 8,500 10-45-500 Operating Supplies 12,000 10,017 12,000 12,005 12,000 7,903 12,000 12,500 13,125 13,781 14,470 15,194 15,954 16,751 17,589 18,468 19,392 20,361 10-45-510 Equipment Purchase and Repair 10,000 396 15,000 11,476 15,750 4,238 15,750 15,750 16,538 17,364 18,233 19,144 20,101 21,107 22,162 23,270 24,433 25,655 10-45-550 Postage 1,500 1,183 1,500 988 2,000 1,126 1,600 2,000 2,000 2,500 2,500 2,500 2,500 3,000 3,000 3,000 3,000 3,000 10-45-560 Utilities -Telephone 6,000 5,375 6,060 5,810 6,500 5,828 7,000 7,500 7,575 7,651 7,727 7,805 7,883 7,961 8,041 8,121 8,203 8,285 10-45-561 Utilities - Natural Gas 5,500 3,764 5,700 4,068 6,000 2,652 4,500 6,000 6,200 6,400 6,600 6,800 7,000 7,200 7,400 7,600 7,800 8,000 10-45-562 Utilities -Electricity 6,500 5,471 6,700 5,234 7,000 3,826 5,500 6,500 6,700 6,900 7,100 7,100 7,100 7,100 7,100 7,100 7,100 7,100 10-45-569 Utilities -Trash Removal 2,000 1,579 1,500 1,164 2,500 1,093 1,500 2,500 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 10-45-670 Prop Mgmt - 107 Eisenhower Dr 10,000 10,189 12,000 11,035 29,000 11,841 15,000 40,000 16,000 16,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 18,000 10-45-671 Prop Mgmt - 105 Fraser Ave 500 52 500 147 500 2,382 2,500 500 500 500 500 500 500 500 500 500 500 500 10-45-672 Prop Mgmt - 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-45-673 Prop Mgmt - 153 Fraser Ave 6,000 5,773 23,000 24,558 20,000 4,063 8,000 20,000 50,000 22,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 24,000 10-45-674 Prop Mgmt - 200 Eisenhower Dr 500 0 500 1,208 1,000 29 150 500 500 500 500 500 500 500 500 500 500 500 10-45-675 Prop Mgmt - 216 Eisenhower Dr 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-45-676 Prop Mgmt - 400 Doc Susie Ave 500 1,106 2,500 882 500 111 500 500 500 500 500 500 500 500 500 500 500 500 10-45-690 Miscellaneous Expense 7,500 11,201 7,500 9,636 8,000 1,326 4,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 10-45-695 Bad Debt Write -Off 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-45-730 Capital Projects 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-45-740 Capital Purchases 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-45-810 Lease/Purchase - Principal 18,343 18,342 19,252 19,252 20,207 20,207 20,207 21,210 22,262 22,626 24,525 25,741 27,018 28,358 29,765 31,241 32,790 34,416 10-45-820 Lease/Purchase - Interest 20,032 20,032 19,122 19,122 18,167 X8]67 18,167 17,165 1 16,113 15,009 ' 13,850 12,633 11,357 10,017 8,610 7,134 5,585 3,358 Sub -Total 815,145 777,442 766,652 795,333 908,889 623,994 862,492 884,824 904,745 880,677 858,750 876,106 899,654 928,701 955,188 988,274 1,015,975 1,047,106 PUBLIC WORKS 10-60-110 Salaries 360,000 345,318 372,252 357,480 410,296 385,000 420,000 428,400 436,968 445,707 459,079 468,260 477,625 491,954 501,793 511,829 527,184 10-60-210 Health Insurance 69,500 38,029 80,054 69,655 75,000 75,700 85,000 95,200 106,624 119,419 133,749 149,799 167,775 187,908 210,457 235,712 263,997 10-60-220 FICA Tax 27,540 24,378 28,477 25,379 31,388 28,000 32,130 32,773 33,428 34,097 35,120 35,822 36,538 37,634 38,387 39,155 40,330 Page 2 of 11 Page 3 of 11 11/13/2015 2013 2013 2014 2014 2015 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Revised Budget Actuals Budget Actuals Budget Year to Date L YEE Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget 30-60-230 Retirement 14,400 11,478 14,890 10,666 16,412 11,500 16,800 17,136 17,479 17,828 18,363 18,730 19,105 19,678 20,072 20,473 21,087 30-60-250 Unemployment Tax 1,080 1,036 1,117 1,072 1,231 1,022 1,155 1,260 1,285 1,311 1,337 1,377 1,405 1,433 1,476 1,505 1,535 1,582 30-60-260 Workers Comp Claims 0 425 0 190 0 371 500 0 0 0 0 0 0 0 0 0 0 0 30-60-280 Training Programs 1,000 203 1,000 990 2,000 804 2,000 2,000 2,000 2,500 2,500 3,000 3,000 3,000 3,000 3,000 3,000 3,000 30-60-290 Travel, Meals and Lodging 1,000 131 1,000 175 2,000 1,281 2,000 2,000 2,000 2,500 2,500 3,000 3,000 3,000 3,000 3,000 3,000 3,000 30-60-295 Meals and Entertainment 500 404 500 717 750 287 750 1,000 1,000 1,500 1,500 1,500 1,500 2,000 2,000 2,000 2,000 2,000 30-60-330 Engineering Fees 10,000 14,719 60,000 19,889 45,000 8,516 12,000 15,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 30-60-360 Computer Network Support 1,500 135 1,500 0 2,000 1,570 2,000 2,000 2,500 2,500 3,000 3,000 3,000 3,500 3,500 3,500 4,000 4,000 30-60-370 Other Professional Services 2,500 2,442 2,500 2,686 2,500 3,968 5,000 3,000 3,000 4,000 4,000 4,000 5,000 5,000 5,000 6,000 6,000 6,000 30-60-380 Janitorial Services 0 450 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-60-470 Contract Grounds Maintenance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-60-475 Contract Snow Removal 0 0 0 440 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-60-480 Equipment Rental 2,500 85 2,500 370 2,500 0 500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 2,500 30-60-490 Professional Memberships 250 100 250 850 750 441 750 750 750 900 900 900 900 1,000 1,000 1,000 1,000 1,000 30-60-500 Operating Supplies 60,000 75,245 70,000 77,360 75,000 51,768 75,000 80,000 85,000 88,000 90,000 87,000 87,000 90,000 90,000 95,000 95,000 100,000 30-60-506 Plants/Planter Supplies 10,000 9,176 10,000 9,722 12,000 11,770 13,500 15,000 15,000 15,000 20,000 20,000 20,000 22,000 22,000 22,000 25,000 25,000 30-60-510 Equipment Purchase and Repair 30,000 29,178 30,000 36,294 35,000 44,697 50,000 50,000 50,000 55,000 55,000 55,000 55,000 55,000 60,000 60,000 60,000 65,000 30-60-560 Utilities -Telephone 2,500 1,960 2,700 1,905 2,700 3,109 3,600 4,200 4,284 4,370 4,457 4,546 4,637 4,730 4,824 4,921 5,019 5,120 30-60-561 Utilities - Natural Gas 5,500 4,538 6,000 4,881 6,000 3,737 5,500 6,000 6,500 7,000 7,500 8,000 8,500 9,000 9,500 10,000 10,500 11,000 30-60-562 Utilities - Electricity 2,500 1,947 2,500 1,898 3,000 1,375 2,500 3,000 3,000 3,250 3,500 3,750 4,000 4,250 4,500 4,750 5,000 5,250 30-60-569 Utilities -Trash Removal 2,000 1,206 2,100 1,499 2,100 1,928 2,800 2,500 2,550 2,601 2,653 2,706 2,760 2,815 2,872 2,929 2,988 3,047 30-60-670 Prop Mgmt - 125 Fraser Ave 2,500 415 2,500 3,068 5,000 687 5,000 5,000 5,000 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 5,500 30-60-671 Prop Mgmt - Clayton Ct Parcel 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-60-672 Prop Mgmt - Elk Crk Wetlands 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-60-673 Prop Mgmt - Fraser River Trail 5,000 5,828 5,000 1,607 13,000 12,378 13,000 20,000 23,000 23,000 23,000 23,690 24,401 25,133 25,887 26,663 27,463 28,287 30-60-674 Prop Mgmt - Hwy 40 Pedestrian 0 0 5,000 131 18,000 5 5 25,000 5,000 5,000 5,000 20,000 7,000 7,000 50,000 8,000 8,000 20,000 30-60-675 Prop Mgmt - Koppers Park 0 0 0 0 0 1 1,477 1,500 0 0 0 0 0 0 0 0 0 0 0 30-60-676 Prop Mgmt - Old SchlHouse Pk 500 688 500 3,370 5,000 1,228 2,500 5,000 1,000 1,000 1,000 5,000 1,500 1,500 1,500 10,000 2,000 2,000 30-60-677 Prop Mgmt - Planning Area 28 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-60-678 Prop Mgmt - OutdoorActivityCtr 0 0 0 0 0 51 100 0 0 0 0 0 0 0 0 0 0 0 30-60-679 Prop Mgmt - School Bus Garage 6,000 3,987 6,500 4,657 7,000 3,204 5,000 7,000 7,500 7,500 8,000 8,000 8,500 8,500 8,500 9,000 9,000 9,000 30-60-680 Prop Mgmt - Gardner Shed 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-60-681 Prop Mgmt - Cozens Ranch Park 5,000 9,449 105,000 27,871 230,000 142,409 230,000 12,000 15,000 15,300 15,606 15,918 16,236 16,561 16,892 17,230 17,575 17,926 30-60-682 Prop Mgmt - Amtrak Station 0 103 0 288 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-60-683 Prop Mgmt - Ptarmigan OS 0 163 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-60-684 Prop Mgmt - FRODO 21,500 2,439 10,000 0 5,000 0 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 30-60-685 Prop Mgmt - Mtn Man Park 0 119 500 0 500 700 1,000 500 500 5,000 500 500 500 500 5,000 500 500 500 10-60-686 Goranson Station 0 27,890 15,000 33,096 1,500 1,403 1,500 500 2,000 500 500 500 750 750 750 1,000 1,000 1,000 10-60-690 Miscellaneous Expense 1,000 2,053 1,200 2,448 1,500 1,411 2,000 3,000 3,200 3,400 3,600 3,800 4,000 4,200 4,400 4,600 4,800 5,000 30-60-695 Fraser Mustang 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-60-725 Street Improvements 25,000 22,649 75,000 36,369 285,000 17,937 285,000 325,000 331,500 338,130 344,893 351,790 358,826 366,003 373,323 380,789 388,405 396,173 10-60-730 Capital Projects 0 70 0 0 10,000 0 0 0 0 500,000 500,000 0 0 0 0 0 0 0 10-60-740 Capital Purchases 0 0 0 0 0 NMM 0 0 0 0 0 0 0 0 0 0 0 0 Sub -Total 670,770 668,434 915,540 737,024 1,309,127 762,381 1,226,360 1,152,140 1,173,578 1,716,760 1,750,997 1,306,288 1,327,027 1,370,919 1,469,099 1,481,097 1,522,955 1,600,483 Outdoor Activity Center 30-65-110 Salaries 0 0 0 0 0PEP 11b 0 0 0 0 0 0* 0 0 0 0 0 0 10-65-210 Health Insurance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-220 FICA Tax 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-230 Retirement 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-250 Unemployment Tax 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-260 Workers Comp Claims 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-280 Training Programs 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-290 Travel, Meals and Lodging 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-295 Meals and Entertainment 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-370 Other Professional Services 10,000 0 10,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-380 Janitorial Services S,SOO 4,829 5,500 5,275 5,610 4,350 5,610 6,000 6,120 6,242 6,367 6,495 6,624 6,757 6,892 7,030 7,171 7,314 10-65-490 Professional Memberships 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-500 Operating Supplies 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-510 Equipment Purchase and Repair 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-560 Utilities -Telephone 500 496 500 458 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-561 Utilities - Natural Gas 1,500 1,089 1,500 1,120 1,515 787 1,250 1,530 1,545 1,561 1,577 1,592 1,608 1,624 1,641 1,657 1,674 1,690 10-65-562 Utilities -Electricity F 1,000 910 1,000 867 1,010 599 900 1,020 1,030 1,041 1,051 1,062 1,072 1,083 1,094 1,105 1,116 1,127 10-65-665 WTHP Expenses 0 506 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-670 Prop Mgmt - 120 Zerex 0 1,643 8,000 8,767 5,000 320 500 5,000 10,000 5,000 10,000 5,000 5,000 10,000 6,000 6,000 10,000 7,000 10-65-690 Miscellaneous Expense 0 0 0 81 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10-65-730 Capital Projects 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Page 3 of 11 11/13/2015 2013 2013 2014 2014 2015 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Revised Budget Actuals Budget Actuals Budget Year to Date YEE Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget 10-65-740 Capital Purchases 0 0 0 - 0 0 0 0 0 0 0 0 0 0 0 Sub-Total 18,500 9,474 26,500 16,567 13,135 6,055 13,550 18,696 13,844 18,995 14,148 14,305 19,464 15,626 15,792 19,960 17,131 TRANSFERS 30-90-920 Transfer to CERF - Police Dept 0 0 * 0 0 0 0 50,000 0 50,000 50,000 0 50,000 0 50,000 0 50,000 50,000 30-90-930 Transfer to CERF - PublicWorks 0 0 0 0 0 0 60,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 30-90-935 Transfer to CAF 75,000 75,000 0 0 50,000 50,000 50,000 0 106,653 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 30-90-940 Transfer to Debt Service Fund 247,610 247,610 247,373 247,373 246,550 246,550 246,550 257,910 154,910 0 0 0 0 0 0 0 0 30-90-950 Transfer to Water Fund 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-90-960 Transfer to FREP 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-90-970 Transfer to Committed Reserves 0 0 0 0 0 0 250,000 0 0 0 0 0 0 0 0 0 0 0 30-90-980 Transfer to Petersen Trust 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-90-995 Salaries Clearing 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-90-996 FICA Tax Clearing 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 30-90-997 Unemployment Tax Clearing 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Sub-Total 322,610 322,610 247,373 247,373 296,550 296,550 546,550 367,910 311,563 350,000 350,000 300,000 350,000 300,000 350,000 300,000 350,000 350,000 FISCAL AGENT 10-95-110 Salaries 0 0 i 0 0 f 0 0 0 i 0 0 0 _111M 0 0 0 0 0 0 30-95-210 Health Insurance 0 0 0 0 0 3,45 0 0 0 0 0 0 0 0 0 0 0 0 30-95-220 FICA Tax 0 0 0 0 0 478 0 0 0 0 0 0 0 0 0 0 0 0 30-95-230 Retirement 0 0 0 0 0 187 0 0 0 0 0 0 0 0 0 0 0 30-95-250 Unemployment Tax 10-95-260 Workers Comp Claims 0 0_ 0 0 0 0 0 0 0 0 19 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ML 0 Sub-Total 0 0 0 0 0 10,526 0 0 0 0 0 0 0 0 0 0 0 0 GENERAL FUND EXPENDITURE TOTALS 2,445,794 2,382,503 2,669,579 2,411,154 3,402,053 2,254,565 3,338,41V 3,153,859 3,172,883 3,752,751 3,796,459 3,342,851 3,465,471 3,523,644 3,725,513 3,754,010 3,913,264 4,054,989 4,345,578 2,341,965 3,402,053 943,525 (1,060,088) 4,127,129 2,010,984 J16 2,254,565 1mr 1,872,564 (243,581) 110,000 135,426 6,379 750,000 4,996,870 3,807,858 2,870,725 2,399,400 3,338,412 3,153,859 1,658,458 653,999 (467,687) (754,459) 110,000 110,000 135,426 135,426 6,379 6,379 1,000,000 1,000,000 1,408,458 653,999 3,051,849 2,397,850 3,172,883 (121,034) (775,033) 1,000,000 (121,034) 2,283,966 2,405,000 3,752,751 (1,468,785) (1,347,751) 1,000,000 (1,468,785) 943,815 2,412,600 3,796,459 (2,852,644) (1,383,859) 1,000,000 (2,852,644) GENERAL FUND REVENUE TOTALS 4,020,962 4,391,614 4,085,033 4,557,299 427,944 487,757 539,814 539,930 730,683 537,927 889,438 GENERAL FUND NEW REVENUE TOTALS 2,281,000 2,530,063 2,147,700 2,548,189 2,424,700 2,427,150 2,437,900 2,443,900 2,454,900 2,485,400 2,485,900 GENERAL FUND EXPENDITURE TOTALS 2,445,794 2,382,503 2,669,579 2,411,154 3,342,851 3,465,471 3,523,644 3,725,513 3,754,010 3,913,264 4,054,989 GENERAL FUND REVENUE OVER EXPENDITURES 1,575,168 2,009,111 1,415,455 2,146,145 (2,914,907) (2,977,714) (2,983,830) (3,185,583) (3,023,327) (3,375,338) (3,165,551) GENERAL FUND EXPENDITURE OVER NEW REVENUES (164,794) 126,060 (521,879) 137,035 (918,151) (1,038,321) (1,085,744) (1,281,613) (1,299,110) (1,427,864) (1,569,089) GF Restricted Reserves - Tabor Emergency Reserve GF Restricted Reserves - Affordable Housing Reserve GF Restricted Reserves - Fees in Lieu of MOS Reserve GF Committed Emergency Reserve 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 GF Unassigned Fund Balance (2,914,907) (2,977,714) (2,983,830) (3,185,583) (3,023,327) (3,375,338) (3,165,551) Page 4 of 11 11/13/2015 2013 2013 2014 2014 2015 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Revised Budget Actuals Budget Actuals Budget Yearto Date YEE Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget RESTRICTED REVENUE FUND REVENUE TAXES ff 12-31-100 Restricted 1% GF Sales Tax 0 450,000 451,250 452,500 453,750 455,000 455,000 455,000 455,000 456,250 462,560W 462,500 12-31-800 Interest Income 0 150 152 153 155 156 158 159 161 162 164 Mr 166 Sub-Total 0 0 450,150 451,402 452,653 453,905 455,156 455,158 455,159 455,161 456,412 462,664 462,666 INTERGOVERNMENTAL 12-33-100 Grants & Aid to Agencies 0 Sub-Total 0 0 0 0 0 0 0 0 0 0 0 0 0 OTHER SOURCES AND TRANSFERS 12-36-900 Transfer In from Other Funds 0 12-39-999 Unassigned Fund Balance 0 00 451,402 904,055 1,357,959 1,813,115 2,268,273 2,723,432 3,178,593 3,635,005 4,097,669 Sub-Total 0 0 0 0 451,402 904,055 1,357,959 1,813,115 2,268,273 2,723,432 3,178,593 3,635,005 4,097,669 RESTRICTED REV FUND "NEW" REVENUES 0 0 0 0 0 0 0 450,150 451,402 452,653 453,905 455,156 455,158 455,159 455,161 456,412 462,664 462,666 RESTRICTED REV FUND TOTAL REVENUE 0 0 0 0 0 0 450,150 451,402 904,055 1,357,959 1,813,115 2,268,273 2,723,432 3,178,593 3,635,005 4,097,669 4,560,335 EXPENDITURES 12-40-610 Transportation O&M ■ �,w 01q 12-40-615 Transportation - Capital Exp 0 12-40-710 Trails O&M 0 12-40-715 Trails - Capital Expenditures 0 12-40-810 Capital Projects 0 12-40-900 Transfer to Trans O&M Reserve 0 450,150 12-40-915 Transfer to Trans Cap Reserve 0 12-40-920 Transfer to Trails O&M Reserve 0 12-40-92S Transfer to Trails Cap Reserve 0 12-40-930 Transfer to Cap Proj Reserve 0 12-40-940 Transfer to Other Funds Sub-Total 0 0 0 0 0 0 450,.150 0 0 0 0 0 0 0 0 0 0 7 RESTRICTED REV FUND REVENUES 450,150 451,402 904,055 1,357,959 1,813,115 2,268,273 2,723,432 3,178,593 3,635,005 4,097,669 4,560,335 RESTRICTED REV FUND EXPENDITURES 450,150 0 0 0 0 0 0 0 0 0 0 RESTRICTED REV FUND REVENUES OVER EXPENDITURES 0 0 0 0 0 0 0 451,402 904,055 1,357,959 1,813,115 2,268,273 2,723,432 3,178,593 3,635,005 4,097,669 4,560,335 RRF - Transportation O&M Reserve RRF - TransportationCapital Reserve 450,150 RRF - Trails O&M Reserve 0 RRF - Trails Capital Reserve 0 RRF - Capital Projects Reserve 0 CONSERVATION TRUST FUND REVENUE 20-30-100 Cons Trust (Lottery) Proceeds 7EM 6,000 6,494 6,100 15,595 6,500 2,900 6,500 6,500 6,600 6,700 6,800 6,900 7,000 7,100 7,200 7,300 7,400 7,400 20-30-800 Interest Earnings 60 22 10 7 15 13 15 15 20 25 30 30 30 30 30 30 30 30 20-30-999 Unassigned Fund Balance 15,669 15,877 402 893 6,899 16,495 13,010 19,525 26,145 32,870 39,700 46,630 53,660 60,790 68,020 75,350 82,780 Sub-Total 21,729 22,393 6,512 16,495 13,414 19,409 23,010 19,525 26,145 32,870 39,700 46,630 53,660 60,790 68,020 75,350 82,780 90,210 EXPENDITURES 20-40-410 Bank Charges 0 1W 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 20-40-650 Cons Trust Program Expenses 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 20-40-910 Transfer to General Fund 21,500 21,500 0 0 0 0 0 0 0 0 0 0 0 0 0 0 20-40-920 Transfer to Other Funds 0 0 0 0 10,000 10,000 0 0 0 0 0 0 0 0 0 0 Sub-Total 21,500 21,500 0 0 10,000 0 10,000 0 0 0 0 0 0 0 0 0 0 0 CTF REVENUES OVER EXPENDITURES 229 893 6,512 16,495 3,414 19,409 13,010 19,525 26,145 32,870 39,700 46,630 53,660 60,790 68,020 75,350 82,780 90,210 Page 5 of 11 11/13/2015 2013 2013 2014 2014 2015 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Revised Budget Actuals Budget Actuals Budget Yearto Date YEE Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget 44,152 CAPITAL EQUIP REPLACEMENT FUND 44,594 44,896 2EVENUES 4,216 30-30-100 Hwy Use Tax Proceeds 30-30-500 Sale of CERF Assets 30-30-800 Interest Earnings 30-30-900 Transfer from G/F - PoliceDept 30-30-910 Transfer from G/F - PublicWork 30-30-920 Transfer from Utility Funds 30-30-999 Unassigned Fund Balance 0 Sub -Total 00 290,261 ?XPENDITURES 0 0 30-40-745 Public Safety Fleet Purchase 30-40-750 Regular Fleet Purchase 30-40-755 Heavy Equipment Purchase 30-40-810 Lease/Purchase- Principal 30-40-820 Lease/Purchase- Interest 30-40-910 Transfer to General Fund 32-40-900 Sub -Total 32-40-910 Transfer to CAF Res - Streets :ERF REVENUES OVER EXPENDITURES 44,152 CAPITAL ASSET FUND 44,594 44,896 REVENUE 4,216 32-30-100 Reserved for Future Use 32-30-500 Sale of Capital Assets 32-30-800 Interest Earnings 32-30-910 Transfer in from General Fund 32-30-940 Transfer in from DSF 32-30-950 Transfer in from Water Fund 32-30-999 Unassigned Fund Balance 0 Sub -Total 00 290,261 EXPENDITURES 0 0 32-40-810 Capital Proj- Streets Existing 32-40-815 Capital Proj - Streets New 32-40-820 Capital Proj - Buildings Exist 32-40-825 Capital Proj - Buildings New 32-40-830 Capital Proj - Parks/OS Exist 32-40-835 Capital Proj - Parks/OS New 32-40-900 Transfer to General Fund 32-40-910 Transfer to CAF Res - Streets 32-40-920 Transfer to CAF Res - Bldgs 32-40-930 Transfer to CAF Res - Parks/OS (1,530) Sub -Total (3,068) (3,719) CAF REVENUES OVER EXPENDITURES (3,921) (3,944) CAF - Committed Reserves - Streets CAF - Committed Reserves - Buildings CAF - Committed Reserves - Parks and Open Spa( CAF - Committed Reserves - Bridges 0 50,000 44,152 44,588 44,594 44,896 45,039k520,334 4,216 45,039 45,039 45,490 45,945 46,404 46,868 47,337 47,810 48,288 48,771 49,259 49,752 0 0 0 0 00 290,261 0 0 0 0 0 0 0 0 0 0 0 0 300 663 300 549 300540 195,000 575 350 300 250 200 (1,530) (2,169) (3,068) (3,719) (3,646) (3,921) (3,944) 0 0 0 0 00 0 0 50,000 0 50,000 50,000 0 50,000 0 50,000 0 50,000 50,000 0 0 0 0 00 0 0 60,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 20,000 20,000 20,000 20,000 20,000 0 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 525,548 527,931 470,019 470,586 464,835 250,000 465,578 410,774 370,746 106,118 37,312 (306,084) (433,746) (613,578) (743,835) (729,266) (784,141) (788,803) 590,000 593,183 534,913 536,031 530,174 0 531,192 586,164 486,536 272,312 I 203,916 (190,746)1 (268,578) I (498,835) (579,266) I (614,141) (618,803)1 (622,995) 40,000 40,041 9r 0 40,000 0 0 150,000 37,138 50,000 0 45,418 40,938 0 0 4,480 0 0 0 230,000 122,597 95,418 291,325 90,000 290,261 360,000 470,586 439,495 0 0 2,250,000 0 0 0 425 195 5 75,000 75,000 0 175,000 175,000 0 0 0 0 40,900 40,066 0 291,325 90,000 290,261 2,250, 005 0 48,000E62,770 399,454 1,420,000 65,000 60,000 0 45,000 50,000 48,000 50,000 50,000 50,000 50,000 50,000 - 50,000 25,035 90,000 0 0 10,000 90,000 90,000 85,000 55,000 0 95,000 0 50,000 50,000 50,000 50,000 0 20,000 0 0 0 20,000 245,000 105,000 405,000 195,000 200,000 195,000 50,000 70,000 70,000 70,000 40,938 42,015 0 0 42,015 43,120 44,254 0 0 0 0 0 0 0 0 0 4,480 3,403 + 0 0 3,403 2,298 1,164 0 0 0 0 0 0 0 0 0 0 0 0 250,000 0 0 0 0 0 0 0 0 0 0 0 0 70,453 1 203,418 120,418 215,418 I 380,418 235,000 I 510,000 243,000 I 345,000 245,000 150,000 170,000 170,000 170,000 [65,578 1 326,756 I 457,565 ` 410,774M 370,746 1 106,118 I 37,312 1 (306,084) I (433,746)1 (613,578)1 (743,835)1 (729,266)1 (784,141)1 (788,803)1 (792,995) 837,338 1,420, 0001, 399,454 1,420,000 0 0 0 0 511 250 1,031 850 0 50,000 50,000 50,000 0 0 0 0 0 0 0 0 6,218 667,788 671,471 671,471 844,067 I 2,138,038 2,121,955 2,142,321 250,000 186,377 0 6,218 0 0 4,283 0 0 2,250,000 166,378 2,138,038 1,998,927 2,138,038 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 41,325 0 0 0 0 0 0 0 0 0� 0 0 0 0 0 0 0 + 0 0 0 0 0 250,000 0 ?91,325 186,377 2,250,000 172,596 2,138,038 1,99823,9 27028 2,142,321 0 250,000 250,000 0 250,000 0 0 103,884 5 671,471 01! 1,If• 0 0 0 1 Page 6 of 11 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 106,653 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 0 143,347 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 250,000 0 250,000 250,000 250,000 0 250,000 250,000 250,000 0 250,000 250,000 0 250,000 0 0 0 0 0 0 0 0 0 0 0 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10 0 0 L 0 0 0 0 IIS 0 0 0 0 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 250,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 11/13/2015 2013 2013 2014 2014 2015 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Revised Budget Actuals Budget Actuals Budget Yearto Date YEE Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget DEBT SERVICE FUND REVENUE 40-30-100 Property Tax 80,000 80,122 80,000 80,243 80,000 79,763 80,000 0 0 0 0 0 0 0 0 0 0 0 40-30-200 Specific Ownership Tax 4,000 3,469 3,000 4,327 3,000 3,867 4,000 0 0 0 0 0 0 0 0 0 0 0 40-30-500 Bond Proceeds 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40-30-800 Interest Earnings 1,000 661 250 592 250 731 600 100 100 0 0 0 0 0 0 0 0 0 40-30-910 Transfer in from General Fund 247,610 247,610 247,373 247,373 246,550 246,550 246,550 257,910 154,910 0 0 0 0 0 0 0 0 0 40-30-990 Transfer in from DSF Reserves 175,000 175,000 0 0 0 0 102,794 443,247 0 0 0 0 0 0 0 0 0 40-30-999 Carryover Balance 0 0 0 0 0 0 0 i 0 0 0 i 0 i 0 0 0 0 0 0 Sub-Total 507,610 506,862 330,623 332,535 329,800 330,910 331,150 360,804 598,257 0 0 0 0 0 0 0 0 0 EXPENDITURES 40-40-385 Treasurer's Fees GO Bond 2,000 1,602 2,000 1,605 r 2,000 _ 2,000 0 r 0 0 0 0 0 0 0 0 0 0 40-40-390 Abatements - GO Bond 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40-40-500 Cost of Issuance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40-40-550 Underwriters Discount 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 40-40-810 Bond Principal - 02 S&U Issue 25,000 25,000 25,000 25,000 25,000 25,000 25,000 30,000 60,000 0 0 0 0 0 0 0 0 0 40-40-811 Bond Principal - 98 GO Issue 40,000 40,000 40,000 40,000 45,000 45,000 45,000 95,000 0 0 0 0 0 0 0 0 0 0 40-40-812 Bond Principal - 98 S&U Issue 160,000 160,000 170,000 170,000 180,000 180,000 180,000 195,000 380,000 0 0 0 0 0 0 0 0 0 40-40-820 Bond Interest - 02 S&U Issue 8,338 8,338 7,013 7,013 5,638 5,638 5,638 4,125 1,650 0 0 0 0 0 0 0 0 0 40-40-821 Bond Interest - 98 GO Issue 11,826 11,825 9,676 9,675 7,526 7,525 7,526 7,794 0 0 0 0 0 0 0 0 0 0 40-40-822 Bond Interest - 98 S&U Issue 54,270 54,270 45,360 45,360 35,910 35,910 35,910 25,785 10,260 0 0 0 0 0 0 0 0 0 40-40-850 Bond Agent Fees 2,500 1,342 2,500 2,340 3,000 750 3,000 3,000 3,000 0 0 0 0 0 0 0 0 0 40-40-910 Transfer to DSF Reserves 40-40-920 Transfer to Other Funds 28,676 175,000 0 175,000 29,074 0 0 0 25,726 0 0 27,076 0 100 0 0 143,347 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Sub-Total 507,610 477,389 330,623 300,992 329,800 301,418 331,150 360,804 598,257 0 0 0 0 0 0 0 0 0 DEBT SERVICE REVENUES 507,610 506,862 330,623 332,535 329,800 330,910 331,15 360,804 598,257 0 0 0 0 0 0 0 0 0 DEBT SERVICE EXPENDITURES 507,610 477,389 330,623 300,992 329,800 301,418 331,15 360,804 598,257 0 0 0 0 0 0 0 0 0 DEBT SERVICE REVENUES OVER EXPENDITURES 0 29,473 0 31,543 0 29,492 0 0 0 0 0 0 0 0 0 0 0 0 Debt Service Fund Restricted Reserves 300,00 300,000 0 Debt Service Fund Committed Reserves 245,941 143,247 0 0 0 0 0 01 0 1 0 1 0 1 0 Page 7 of 11 11/13/2015 2013 2013 2014 2014 2015 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Revised Budget Actuals Budget Actuals Budget Yearto Date YEE Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget WATER FUND TAXES Property Tax Fraser Firming Revenue Sub -Total LICENSES & PERMITS Excavation Permit Fees Sub -Total CHARGES FOR SERVICES Customer Service Charges Penalties & Interest Plant Investment Fees Water Meter Sales Sub -Total MISCELLANEOUS REVENUE Interest Earnings Miscellaneous Revenue Sub -Total OTHER SOURCES & TRANSFERS Debt Service Proceeds Grants and Aid from Agencies Transfers In Unassigned Fund Balance Sub -Total New Revenues Total Revenue with Carrvover Salaries 0 0 173,250 0 50,000 0 0 50,000 204,750 214,988 225,737 200 248,875 200 200 550 200 0 1 0 643,364 662,002 722,080 1,000 6,080 1,000 8,000 6,000 8,000 500 16,834 500 652,864 690,917 731,580 0 0 0 0 1,000 929 0 1,000 2,500 11,817 14,918 2,500 3,500 12,746 18,132 3,500 19,991 20,990 22,040 23,142 0TOO0 Retirement 6,600 0 6,930 0 0 275 0 337,393 422,680 438,348 337,393 422,680 438,348 275 275 275 12,100 656,564 704,213 550 785,280 993,957 1,126,893 275 1,223, 628 Salaries 0 164,895 173,250 0 185,000 161,237 185,000 195,000 * 204,750 214,988 225,737 237,024 248,875 261,319 50,387 288,104 0 0 1 0 0 0 22,117 0 0 0 0 0 0 50,387 0 0 57,734 0 0 0 0 0 0 0 0 0 0 0 14,153 14,918 15,663 16,447 17,269 18,132 19,039 19,991 20,990 22,040 23,142 24,299 Retirement 6,600 275 6,930 50 550 275 275 275 275 275 275 275 275 275 275 275 12,100 275 275 550 550 275 275 275 275 275 275 275 275 275 275 275 784 823 864 908 953 Workers Comp Claims 0 0 0 0 0 0 0 0 720,687 760,040587,142 0 778,500 831,120 839,931 848,831 857,819 884,053 911,075 938,907 967,574 997,102 1,027,515 1,058,840 2,352 1,0000644,518 3,558 4,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 1,000 0 15,40015,400 3,000 15,400 7,700 7,700 15,400 7,700 7,700 15,400 15,400 7,700 7,700 15,400 15,400 14,890 2,00038,419 3,500 38,420 5,000 5,000 2,000 1,000 1,000 2,000 2,000 1,000 1,000 2,000 2,000 737,930 778,440 2,000 836,320 844,820 853,631 867,231 867,519 893,753 929,475 957,307 977,274 1,006,802 1,045,915 1,077,240 0 0 0 0 0 0 0 0 0 0 0 Legal Fees 35,000 1,153 8001,900 64,876 75,000 800 150 300 600 900 1,500 1,500 1,500 1,500 1,500 1,500 4,289 2,500"4,812 Engineering Fees 3,300 2,500 2,500 2,500 2,500 2,500 ) 2,500 * 2,500 2,500 2,500 2,500 2,500 5,442 3,300 20,000 5,200 3,300 2,650E 2,800 3,100 3,400 4,000 4,000 4,000 4,000 4,000 4,000 6,500 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 Other Professional Services 5,000 472 5,000 0 0 484 0 0 0 0 0 0 0 0 0 0 0 TO 0 25,000 50,000 50,000 0 0 0 0 0 0 0 0 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 573,820 720,401 766,652 766,652 892,609 76,752 (279,170) (3,556,484) (3,946,147) (4,055,842) (4,024,256) (3,995,454) (3,990,741) (3,984,118) (3,963,700) 573, 820 795, 401 816, 652 816,652 892,609 76,752 (279,170) (3,556, 484) (3, 946,147) (4,055,842)1 (4,024,256) 1 (3,995,454)1 (3,990,741) (3,984,118)1 (3,963,700) 25,000 14,584 20,000 17,084 17,084 20,000 25,000 25,000 30,000 30,000 30,000 30,000 30,000 30,000 794,034 857,015 649,880 892,070 848,.395 856,556 870,306 870,894 897,428 933,750 961,582 981,549 1,011,077 1,050,190 1,081,515 1,367,854 1,577,416 1,466,532 1,658,722., 1,741,004 933,308 591,136 (2,685,590) (3,048,718) (3,122,092) (3,062,674) (3,013,905) (2,979,664) (2,933,929) (2,882,185) Salaries 165,000 164,895 173,250 148,454 185,000 161,237 185,000 195,000 * 204,750 214,988 225,737 237,024 248,875 261,319 274,385 288,104 302,509 317,634 Health Insurance 30,000 28,468 33,600 22,117 26,000 23,556 26,000 29,250 32,760 36,691 41,094 46,025 51,548 57,734 64,662 72,422 81,113 90,846 FICA Tax 11,000 11,651 13,254 10,801 14,153 11,939 14,153 14,918 15,663 16,447 17,269 18,132 19,039 19,991 20,990 22,040 23,142 24,299 Retirement 6,600 5,793 6,930 4,252 6,500 5,328 6,500 6,500 8,190 8,600 9,029 9,481 9,955 10,453 10,975 11,524 12,100 12,705 Unemployment Tax 495 492 520 438 555 485 555 585 614 645 677 711 747 784 823 864 908 953 Workers Comp Claims 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Training Programs 3,000 1,181 3,000 400 3,000 359 1,000 3,000 3,000 3,000 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 Travel, Meals and Lodging 3,000 232 3,000 58 3,000 100 1,000 3,000 3,000 3,000 3,500 3,500 3,500 3,500 3,500 3,500 3,500 3,500 Meals and Entertainment 2,000 1,603 2,000 1,121 2,000 130 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 Administrative Reimbursement 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Legal Fees 35,000 41,135 85,000 64,876 75,000 56,388 75,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 65,000 Engineering Fees 20,000 4,769 60,000 16,781 10,000 14,273 16,000 60,000 15,000 15,000 15,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Computers -Networks and Support 10,000 4,190 10,000 8,409 6,000 5,343 6,000 6,000 6,500 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 7,000 Other Professional Services 5,000 472 5,000 22,351 5,000 484 2,500 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Treasurer's Fees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Abatements 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Bank Charges 0 0 0 28 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Insurance 20,000 20,259 25,000 14,584 20,000 17,084 17,084 20,000 25,000 25,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 Advertising 500 665 500 46 500 241 241 500 500 500 500 500 500 500 500 500 500 500 System Repair and Maint - Prod 35,000 32,004 70,000 9,051 75,000 8,046 12,000 79,000 40,000 30,000 30,000 136,000 65,000 70,000 75,000 75,000 75,000 75,000 System Repair and Maint - Dist 30,000 8,212 45,000 16,984 70,000 16,784 30,000 25,000 22,000 28,000 25,000 40,000 50,000 55,000 60,000 60,000 60,000 60,000 Professional Memberships 8,000 6,348 8,000 9,070 8,000 8,545 9,500 9,500 9,500 9,500 9,500 9,500 9,500 9,500 10,000 10,000 10,000 10,000 Operating Supplies -Production 25,000 18,183 25,000 14,042 35,000 10,532 15,000 35,000 35,000 40,000 40,000 45,000 45,000 45,000 50,000 50,000 50,000 50,000 Operating Supplies-Distrib 20,000 25,559 25,000 17,974 25,000 35,272 40,000 40,000 35,000 35,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 40,000 Equipment Purchase and Repair 5,000 350 12,000 2,006 10,000 997 5,000 30,000 25,000 25,000 25,000 30,000 30,000 30,000 35,000 35,000 35,000 35,000 Testing 3,000 4,141 5,000 3,225 10,000 1,400 1,800 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 5,000 Postage & Billing Supplies 3,500 1,451 3,500 1,527 2,500 1,750 2,500 2,500 2,500 2,500 3,000 3,000 3,000 3,500 3,500 3,500 4,000 4,000 Utilities -Telephone 3,500 2,666 3,500 2,889 3,500 3,949 3,980 4,500 4,500 4,750 4,750 4,750 5,000 5,000 5,000 5,500 5,500 5,500 Utilities - Electricity 50,000 35,629 50,000 32,675 55,000 24,353 33,000 50,000 50,000 50,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 55,000 Page 8 of 11 2013 11/13/2015 2014 2014 570 Prop Mgmt - Fraser WTP 580 Prop Mgmt - Maryvale WTP 585 Prop Mgmt - St. Louis Headgate 590 Miscellaneous Expense 595 Bad Debt Write Off 715 Water Rights - Diversion & Dev 730 Capital Projects 740 Capital Purchases 760 Fraser Firming - CapProj 770 PIF - Capital Purchases 780 Capitalized Assets - Audit 790 Depreciation 310 Debt Service - Principal 920 Debt Service - Interest 950 Debt Service - Agent Fees 910 Transfer to General Fund 930 Transfer to CERF 970 Transfer to Reserves 980 Transfer to Metro Districts 990 Transfer to Wastewater Fund Sub -Total 0 0 I FUND REVENUES I FUND EXPENDITURES I FUND REVENUES OVER EXPENDITURES 0 0 0 0 Fund Committed Reserve Fund Unassigned Reserve 0 2013 2013 2014 2014 Revised Budget Actuals Budget Actuals 2,000 2,076 5,000 43 10,000 2,197 5,000 45 0 0 0 0 2,000 115 2,000 548 0 0 0 0 260,000 7,821 35,000 7,266 91,000 13,054 160,000 17,262 0 0 0 0 0 0 50,000 41,872 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10,000 10,000 10,000 10,000 100,000 100,000 100,000 100,000 0 0 0 0 0 0 0 0 969.595 555.608 1.035.053 601.195 628 1 1,367 2015 2015 ludget Year to Date 3,000 3,000 3,000 427 0 0 2,000 9 0 0 15,000 6,482 204,000 88,658 0 0 680,000 15,856 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10,000 10,000 0 0 0 0 0 0 1.567.708 531.205 708 709 2015 2016 YEE Budget 1,500 3,000 800 3,000 0 0 2,000 2,000 0 0 15,000 35,000 175,000 250,000 0 0 16,000 650,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10,000 10,000 0 0 0 0 0 0 726,113 1,664,253 1,658,722 1,741,004 726,113 1,664,253 932,609 591,136 500,000 500,000 Page 9 of 11 752 2017 2018 udget Budget 10,000 4,000 5,000 4,000 0 0 2,000 2,000 0 0 35,000 35,000 465,000 440,000 0 3,000,000 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10,000 10,000 0 0 0 0 0 0 3,000 3,000 212,478 4,147,620 0 0 933,308 591,136 L,212,478 4,147,620 2019 2020 2021 2022 2023 2024 2025 2026 udget Budget Budget Budget Budget Budget Budget Budget 10,000 5,000 5,000 5,000 6,000 8,000 8,000 8,000 8,000 5,000 5,000 5,000 6,000 8,000 8,000 8,000 0 0 0 0 0 0 0 0 3,000 3,000 3,000 3,000 3,000 3,000 3,000 3,000 0 0 0 0 0 0 0 0 35,000 35,000 35,000 35,000 35,000 35,000 35,000 35,000 512,000 113,000 50,000 50,000 50,000 50,000 50,000 50,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 mi .260.557 1.007.123 902.164 932.781 976.836 1.004.454 1.029.771 1.056.438 557 1 1,007,123 1 902,164 147) (4,055,842) (4,024,256) (3,995,454) (3,990,741 Page 10 of 11 11/13/2015 2013 2013 2014 2014 2015 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Revised Budget Actuals Budget Actuals Budget Yearto Date YEE Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget WASTEWATER FUND 7: REVENUES TAXES Property Tax Specific Ownership Tax 0 0 0 0 0 00 0 0 0 06�k 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 Sub -Total 0 0 0 0 0 LICENSES & PERMITS Excavation Permit Fees Sub -Total 0 0 0 0 0 325 325 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-32-100 CHARGES FOR SERVICES Customer Service Charges Penalties & Interest Plant Investment Fees Contributed Assets Sub -Total 616,580 1,000 7,500 0 625,080 618,173 2,330 179,000 0 799,503 679,056 1,000 7,500 0 687,556 678,763 2,136 120,000 0 800,899 637,184 1,000 15,000 0 653,184774,809 638,000 3,000 292,500 0 933,500 693,000 1,000 100,000 0 794,000 694,000 1,000 75,000 0 770,000 695,000 1,000 82,000 0 778,000 696,000 1,000 82,000 0 779,000 696,000 1,000 82,000 0 779,000 696,000 1,000 82,000 0 779,000 696,000 1,000 82,000 0 779,000 696,000 1,000 82,000 0 779,000 696,000 1,000 82,000 0 779,000 696,000 1,000 82,000 0 779,000 696,000 1,000 82,000 0 779,000 55-34-100 55-34-150 55-34-200 55-34-999 MISCELLANEOUS REVENUE Interest Earnings JFF Management Fee Miscellaneous Revenue Sub -Total 2,000 28,420 1,500 31,920 9,214 28,422 38 37,674 2,500 29,000 0 31,500 8,922 29,000 0 37,922 3,000 29,000 0 32,000 25,634 4,000 29,000 0 33,000 3,200 29,000 0 32,200 3,700 29,000 0 32,700 3,700 29,000 0 32,700 3,700 29,000 0 32,700 3,700 29,000 0 32,700 3,700 29,000 0 32,700 3,700 29,000 i 0 32,700 3,700 29,000 0 32,700 3,700 29,000 0 32,700 3,700 29,000 0 32,700 3,700 29,000 0 32,700 55-36-100 55-36-500 55-36-900 OTHER SOURCES & TRANSFERS Debt Service Proceeds Grants and Aid from Agencies Transfer in from General Fund Unassigned Fund Balance Sub -Total 0 0 0 2,092,733 2,092,733 * 0 0 0 2,373,791 2,373,791 * 0 0 0 2,624,986 2,624,986 0 0 0 2,699,802 2,699,802 00 0 0 2,968,217 2,968,217 3,011,956 57,500 0 3,011,956 3,069,456 0 57,500 0 2,283,898 2,341,398 0 0 1,000,000 1,287,355 2,287,355 0 0 0 1,171,476 1,171,476 0 0 0 1,105,450 1,105,450 * 0* 0 0 1,120,682 1,120,682 0 0 0 1,138,488 1,138,488 11110 0 0 1,131,587 1,131,587 0 0 0 838,591 838,591 * 0 0 0 522,993 522,993 0 0 0 333,158 333,158 0 0 0 217,307 217,307 55-39-100 55-39-200 55-39-910 55-39-999 new revenues 657,000 837,177 719,056 839,146 685,184 800,443 966,500 826,200 802,700 810,700 811,700 811,700 811,700 811,700 811,700 811,700 811,700 811,700 total revenues with carryover 2,749,733 3,210,968 3,344,042 3,538,948 3,653,401 3,812,399 4,035,956 3,167,598 3,090,055 1,982,176 1,917,150 1,932,382 1,950,188 1,943,287 1,650,291 1,334,693 1,144,858 1,029,007 41 EXPENDITURES Salaries Health Insurance FICA Tax Retirement Unemployment Tax Workers Comp Claims Training Programs Travel, Meals and Lodging Meals and Entertainment Legal Fees Engineering Fees Computers -Networks and Support Other Professional Services Bank Charges Insurance Advertising System Repair and Maint-Collec Professional Memberships Operating Supplies -Collections Equipment Purchase and Repair Testing Postage & Billing Supplies Utilities -Telephone WW Treatment Charges/JFOC 170,000 25,500 12,500 6,500 510 0 2,000 2,000 500 5,000 10,000 6,000 10,000 100 5,500 500 60,000 6,000 5,000 2,500 1,000 2,500 500 188,000 174,615 25,693 12,699 6,162 520 0 55 90 518 0 1,756 2,665 737 0 5,410 5 28,127 4,438 18 0 180 1,411 257 153,230 178,500 28,560 13,655 7,140 536 0 2,000 2,000 1,000 5,000 10,000 6,000 10,000 100 6,000 500 160,000 6,000 5,000 2,500 1,000 2,500 500 204,002 178,509 26,244 13,290 5,600 534 0 0 0 1,103 22,814 2,703 6,839 21,037 0 5,860 0 50,694 1,602 580 618 0 1,497 254 154,032 195,000 28,000 14,918 7,000 585 0 2,500 2,500 1,000 15,000 10,000 6,000 10,000 100 6,500 500 130,000 6,000 5,000 5,000 1,000 3,000 500 209,833 23,958 12,190 5,475 495 0 200 20 75 693 8,392 4,248 437 0 4,405 93 74,982 1,525 474 280 0 1,803 1,533 113,017 195,000 27,000 14,918 6,500 585 0 1,000 1,000 1,000 1,500 10,000 6,000 1,000 0 4,405 150 85,000 2,000 1,000 5,000 0 3,000 2,000 190,000 205,000 30,500 15,683 7,000 615 0 2,500 2,500 2,000 5,000 5,000 6,000 10,000 100 6,500 500 118,000 2,000 5,000 5,000 1,000 3,000 2,000 185,846 215,250 34,160 16,467 8,610 646 0 2,500 2,500 2,000 5,000 5,000 6,500 10,000 100 6,500 500 35,000 2,000 5,000 5,000 1,000 3,000 2,000 195,846 226,013 38,259 17,290 9,041 678 0 2,500 2,500 2,000 5,000 5,000 7,000 10,000 100 7,000 500 80,000 2,500 5,000 5,500 1,000 3,000 2,000 200,846 237,313 42,850 18,154 9,493 712 0 3,000 3,000 2,000 5,000 5,000 7,000 10,000 100 7,000 500 75,000 2,500 5,500 5,500 1,000 3,000 2,000 200,846 249,179 47,992 19,062 9,967 748 0 3,000 3,000 2,000 5,000 5,000 7,000 10,000 100 7,000 500 60,000 2,500 5,500 5,500 1,000 3,000 2,000 200,846 261,638 53,751 20,015 10,466 785 0 3,000 3,000 2,000 5,000 5,000 7,000 10,000 100 7,000 500 65,000 2,500 5,500 5,500 1,000 3,000 2,000 200,846 274,720 60,202 21,016 10,989 824 0 3,000 3,000 2,000 5,000 20,000 7,000 10,000 100 7,000 500 65,000 2,500 5,500 5,500 1,000 3,000 2,000 200,846 288,456 67,426 22,067 11,538 865 0 3,000 3,000 2,000 5,000 20,000 7,000 10,000 100 7,000 500 65,000 2,500 5,500 5,500 1,000 3,000 2,000 200,846 302,878 75,517 23,170 12,115 909 0 3,000 3,000 2,000 5,000 20,000 7,000 10,000 100 7,000 500 65,000 2,500 5,500 5,500 1,000 3,000 2,000 200,846 318,022 84,579 24,329 12,721 954 0 3,000 3,000 2,000 5,000 20,000 7,000 10,000 100 7,000 500 65,000 2,500 5,500 5,500 1,000 3,000 2,000 200,846 333,923 94,728 25,545 13,357 1,002 0 3,000 3,000 2,000 5,000 20,000 7,000 10,000 100 7,000 500 65,000 2,500 5,500 5,500 1,000 3,000 2,000 200,846 55-40-110 55-40-210 55-40-220 55-40-230 55-40-250 55-40-260 55-40-280 55-40-290 55-40-295 55-40-310 55-40-330 55-40-360 55-40-370 55-40-410 55-40-430 55-40-440 55-40-460 55-40-490 55-40-500 55-40-510 55-40-520 55-40-550 55-40-560 55-40-650 Page 10 of 11 11/13/2015 2013 2013 2014 2014 2015 2015 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 Revised Budget Actuals Budget Actuals Budget Year to Date YEE Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget 55-40-660 JFF CapRepl Reserve 0 0 0 13,206 0 0 0 1,300,000 150,000 0 0 0 250,000 250,000 100,000 0 0 55-40-670 JFF O&M Reserve 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-690 Miscellaneous Expense 3,000 115 3,000 188 3,000 0 3,000 3,000 3,000 3,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 4,000 55-40-695 Bad Debt Write Off 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-730 Capital Projects 135,000 76,389 60,000 0 370,000 63,547 130,000 246,500 41,000 31,000 86,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000 55-40-740 Capital Purchases 0 0 0 17,187 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-760 PIF - Capital Projects 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-770 PIF - Capital Purchases 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-780 Capitalized Assets - Audit 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-790 Depreciation 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-810 Debt Service - Principal 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-820 Debt Service - Interest 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-850 Debt Service - Agent Fees 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-910 Transfer to General Fund 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 55-40-930 Transfer to CERF 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 55-40-970 Transferto Reserves 0 0 0 0 0 0 1,000,000 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 55-40-990 Transfer to Water Fund 0 1 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 Sub -Total 670,110 505,089 725,493 534,392 1,042,936 492,434 701,058 1,880,244 1,918,578 876,726 796,468 793,894 818,601 1,104,696 1,127,298 1,001,535 927,551 955,502 WASTEWATER FUND REVENUES 2,749,733 3,210,968 3,344,042 3,538,948 3,653,401 3,812,399 4,035,956 3,167,598 3,090,055 1,982,176 1,917,150 1,932,382 1,950,188 1,943,287 1,650,291 1,334,693 1,144,858 1,029,007 WASTEWATER FUND EXPENDITURES 670,110 505,089 725,493 534,392 1,042,936 492,434 701,058 1,880,244 1,918,578 876,726 796,468 793,894 818,601 1,104,696 1,127,298 1,001,535 927,551 955,502 WASTEWATER FUND REVENUES OVER EXPENDITURES 2,079,623 2,705,879 2,618,549 3,004,556 2,610,466 3,319,964 3,334,898 1,287,355 1,171,476 1,105,450 1,120,682 1,138,488 1,131,587 838,591 522,993 333,158 217,307 73,505 WWF Committed Reserve O&M Emergencies 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 500,000 WWF Committed Reserve Collections System 221,000 221,000 221,000 221,000 1 221,000 1 221,000 1 221,000 1 221,000 1 221,000 221,000 1 221,000 1 221,000 WWF Committed Reserve JFF CRR Emergency Reserve 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 330,000 WWF Committed Reserve JFF Plant Rqmts 0 1,000,000 0 50,000 100,000 150,000 200,000 250,000 300,000 350,000 400,000 450,000 Wastewater Fund Unassigned Fund Balance 2,283,898 1,287,355 1,171,476 1,105,450 1,120,682 1,138,488 1,131,587 838,591 522,993 333,158 217,307 73,505 Page 11 of 11 Fraser Valley Strategic Economic Development Survey September 2015 Prepared for: Town of Fraser Town of Winter Park In cooperation with: y� x v Colorado - <t WINTER Grand County, -` Winter Park & Fraser Chamber PARK O OMic - '` ERASER' y� CHAMBER DEVELOPMENTGrand County Office of Econ. Dvlpmt. duN V1M Fraser Valley Metropolitan Rec. District Prepared by: RRC Associates LLC 4770 Baseline Road, Ste. 360 Boulder, CO 80303 INTRODUCTION............................................................................. 1 Methodology..................................................................................................... 2 KEY FINDINGS............................................................................... 3 SUPPORT STRONGEST FOR BALANCED ECONOMIC DEVELOPMENT ........................................................................................................ 5 Importance of Economic Development Objectives .............................................. 5 Supporting Businesses....................................................................................... 7 ALL "AREAS OF EMPHASIS" RATED AS HIGHLY IMPORTANT 9 PUBLIC TRANSPORTATION, HOUSING AVAILABILITY/ AFFORDABILITY, AND BROADBAND EMERGE AS PRIORITIES13 Open -Ended Comments................................................................................... 18 ADDITIONAL SALES TAX SUPPORTED BY ROUGHLY HALF OF RESPONDENTS........................................................................... 19 RRC Associates Contents INTRODUCTION This report summarizes an analysis of the results of an Economic Development Survey conducted as a part of the Joint Economic Planning Process that is being sponsored by the Towns of Fraser and Winter Park, the Winter Park & Fraser Chamber, The Grand County Office of Economic Development and the Fraser Valley Metropolitan Recreation District. The Survey was designed to solicit community feedback on a number of different actions or initiatives that the local partners could jointly pursue in the next three to five years to encourage economic development. In addition to the survey, the consultant team assisting the partners is conducting a series of Stakeholder interviews. The results of these discussions will be summarized and will become a part of this report once they are completed. The information contained in this report is intended to assist the partners, and community and business leaders in making strategic decisions and policies to enhance the local economy and to take full advantage of opportunities that have been identified and prioritized through broad community input. RRC Associates METHODOLOGY The Economic Development Survey was administered by RRC on behalf of the Strategic Planning Committee in August, 2015. The survey research methodology is summarized below. Sampling The primary research tool was an e-mailed survey, which was sent to businesses and individuals within the Fraser Valley using a variety of different e-mail list sources. With assistance from the Winter Park & Fraser Chamber, RRC designed a survey instrument that was appropriate for distribution to businesses, but also for greater distribution by businesses to their employees. Additionally, following initial distribution through businesses and other local list sources, a broader outreach effort occurred. Publicity of the survey was undertaken, including an advertisement press release in the Sky Hi Daily News. A web banner was also placed on SkyHiDailyNews.com to solicit feedback from community members who view the Sky Hi Daily News online. The number of emails sent to businesses and directly to individuals was estimated to be approximately 2,200 invitations. The combination of the direct email invitations and the publicly advertised "open link" address resulted in a sample of 635 respondents to the survey. It is important to note that, based on the methods of survey distribution, the sample is not a true "statistically valid random sample" and results should be used with some caution. However, based on the size of the respondent pool and the broad representation of various age groups, geographic areas and residents and second homeowners, the consultant team believes that this survey provides an important source of local opinion and input and are comfortable recommending that survey be used for guidance in decision making and prioritization of public policy alternatives. Research and subsequent findings presented in this report rely on a combination of survey responses, stakeholder interviews and professional experience. RRC Associates 2 KEY FINDINGS Support Strongest for Balanced Economic Development. Several questions explored opinions and perceptions of business and town development as an important component of broader economic development. The plan will address economic development actions as well as reinforce the importance of overall "community development" in order to enhance the quality of life for residents and visitors. On an overall basis and across all segments, respondents were most likely to feel that providing support for both existing and new businesses is the best policy direction for economic development in the Fraser Valley, rather than focusing primarily on supporting existing businesses or focusing primarily on attracting new businesses. All "Areas of Emphasis" Rated as Highly Important. The questions explored support for a series of "actions" or area of emphasis that could be undertaken to support economic development. Respondents rated the importance of several identified "areas of emphasis" for Fraser Valley community economic development on a scale from 1 to 10, where 1 means "not at all important" and 10 means "extremely important." For all of the rated items, the share of respondents providing a 6-10 rating outnumbered the share providing a 1-5 rating, indicating that respondents feel all of the areas targeted are important. Results indicate that public opinion is in favor of placing high importance on these identified areas. Public Transportation, Housing Availability/Affordability, Broadband Emerge as Highest Rated Priorities. When asked to select up to three actions that respondents felt would be most important to the Fraser Valley community in the future, respondents most commonly chose: developing additional transit and multimodal transportation options (56 percent), increasing housing opportunities for the workforce at a variety of price points (43 percent), and expanding digital infrastructure and broadband (42 percent). Priorities vary somewhat by respondent segments, particularly by town of residence and by presence of children in the household. However, the over -arching conclusion is that there is a fairly high level of consensus across the community regarding the highest priority areas for action. Additional Sales Tax Supported by Roughly Half of Respondents. Because referenda were under discussion in both Fraser and Winter Park at the time the survey was fielded, a series of tax -related questions were included in the survey. Respondents were generally receptive to the proposal of an "additional 2% sales tax to go towards transportation, trails, and capital improvements," with 47 percent saying they would support such a tax and only a quarter (25 percent) indicating that they would not support this sales tax. Sentiment regarding the proposals for a sales tax increase were generally similar among respondents from each town. RRC Associates However, those living outside the towns of Fraser and Winter Park (and not included in the elections) were somewhat less supportive of this proposed addition to the sales tax rate. Generally Response Consistency among Major Respondent Segments. When responses are segmented by town of residence, some notable differences emerge. However, among all of the cross -tabulations examined, responses are generally very consistent, indicating a high level of consensus among various groups within the respondent sample. In a significant finding, the top rated actions are similar among residents of both towns. This is a positive finding, particularly in the realm of economic development — a unified opinion will likely expedite future planning and development considerations. RRC Associates 4 SUPPORT STRONGEST FOR BALANCED ECONOMIC DEVELOPMENT Respondents were asked to evaluate three broad objectives proposed to aid economic development in the Fraser Valley and then identify which of the three should receive primary attention. The results of these two questions are discussed in turn below. Importance of Economic Development Objectives On a scale from 1 to 10, where 1 means "not at all important" and 10 means "extremely important," respondents rated the importance of three objectives to be considered in economic development efforts. Figure 1 below depicts the percentage of respondents selecting each rating as well as the average rating for each objective. As shown, advancing community development in towns and enhancing quality of life for residents and visitors alike was perceived most important by respondents, with almost half of respondents (47 percent) providing a "10" rating and an average rating of 8.4. Supporting and expanding existing businesses/industries came in at a close second, while attracting and developing new businesses/industries lagged behind slightly. Figure 1: Importance of Proposed Objectives to Fraser Valley Economic Development Efforts Importance of Considerations to Economic Development Efforts Advance community development in the towns 15% 8% and enhance quality of life for residents and visitors Support and expand existing businesses 44% . • ' , 17% 11% and/or industry �6 Attract and develop new businesses and/or 1 40% 11%45% 15% 10J80/6 industry ki 0% 20% 40% 60% 80% 100% 5 10 Percent of Respondents Average Rating ■ 10 = Extremely important 5 ■s 4 ■8 ■3 ■7 ■2 E 6 0 1 = Not at all important RRC Associates 5 When segmented by the town in which the respondent lives, results are fairly similar. Fraser respondents were somewhat more likely to rate advancing community development and enhancing quality of life for residents and visitors as important when compared to Winter Park respondents. However, Winter Park respondents were more likely to rate support and expand existing businesses and/or industry higher than all other respondents. Figure 2: Importance of Proposed Objectives to Fraser Valley Economic Development Efforts By Town of Residence Importance of Considerations to Economic Development Efforts - by Town of Resi- dence Live in Fraser Live in Winter Park Live in Other Area of Grand County Advance community development in the towns and enhance quality of life 8.6 8.5 8.2 for residents and visitors Support and expand existing businesses and/or8.3 :. 8.5 industry Attract and develop new 7.8 8.1 7.9 businesses and/or industry 2 4 6 8 10 2 4 6 8 10 2 4 6 8 10 Average Rating Average Rating Average Rating An open-ended comment was also asked in this section about economic development considerations. For a full listing of the verbatim responses provided for this question, please see the attached appendix. RRC Associates 6 Supporting Businesses Respondents were then asked to identify the primary method that they feel should be used to support businesses in the Fraser Valley. A majority of respondents overall support a balance of focus on existing and new businesses (68 percent), while roughly a quarter (21 percent) feel support should be focused on existing businesses, and 11 percent said efforts should center around attracting and developing new businesses. Winter Park residents were somewhat more likely to support a balanced approach towards new and existing businesses relative to Fraser residents. Figure 3: Opinion on Efforts to Support Business By Town of Residence Thinking about the efforts to support business, which of the following best de- scribes your opinion? Overall Live in Fraser Live in Winter Park Live in Other Area of Grand County 100% ■ Support for/expansion of existing businesses should receive primary attention ■ Attraction and development of new businesses should receive primary attention 90% ■ Both existinq and new business development should be pursued at the same time 80% 70% 68% J 65% Of 50% 0 0 30% 70% 1 71 0/O 20% 2� ■ 2� M 19% M I 2� 13% 11% 10% 0% RRC Associates 11% 8%° 7 Figure 4 below breaks down the results from this question by two additional segments, residency type and business ownership. Interestingly, among those that report they are business owners/operators (about 35 percent of the sample), there was support from 66 percent for a "balanced" approach. As is shown, responses were generally similar across these respondent segments. Figure 4: Opinion on Efforts to Support Business By Residency Type and Business Ownership Thinking about the efforts to support business, which of the following best de- scribes your opinion? Full -Time/ Second -Home Business Non -Business Overall Seasonal Owner Owner/Operator Owner/Operator Resident 100% ■ Support for/expansion of existing businesses should receive primary attention ■ Attraction and development of new businesses should receive primary attention 90% ■ Both existing and new business development should be pursued at the same time 80% 78% 70% 68% 0 67% 67 /0 66% 60% C: 0 0_ 0 Of 50% 0 c m 40% d 30% 26% 20% 21% 22% 20% 16% 11% 11% 13% 10% 8% 6% 0% IN RRC Associates 8 ALL "AREAS OF EMPHASIS" RATED AS HIGHLY IMPORTANT Based on a list of actionable "areas of emphasis" for economic development that could be undertaken during the next five years, respondents rated the importance of each item on a scale from 1 to 10, with 1 meaning "not at all important" and 10 meaning "extremely important." Figure 5 on the following page illustrates the share of respondents selecting each number rating, and Figure 6 shows average ratings for each area of emphasis. Respondents rated each item as relatively important. The items that received the largest shares of "9" and "10" responses (indicating that the respondent feels the item is highly important) and the highest average ratings include: Developing additional transit and multimodal transportation options in the Valley (average rating 8.4; 60 percent provided a 9 or 10 rating) Expanding digital infrastructure/broadband (8.3 average; 60 percent rated 9 or 10) Improving access to and quality of health care in the Valley (8.3 average; 53 percent rated 9 or 10) Improving K-12 education opportunities (7.9 average; 49 percent rated 9 or 10) Nurturing and growing the tourism industry (7.6 average; 40 percent rated 9 or 10) Pursuing advanced education opportunities for post -secondary students (7.2 average; 35 percent rated 9 or 10) Increasing business recruitment (7.2 average; 29 percent rated 9 or 10) Increasing the availability of early education opportunities for children 0 to 5 (7.0 average; 26 percent rated 9 or 10) Areas that received a relatively smaller proportion of "9" and "10" responses and lower average ratings include focusing on creating a quality of life that is attractive to younger generations, increasing the availability of adult education opportunities, and increasing opportunities for seniors. Figure 7 depicts average ratings by town of residence. Some notable differences emerge between Fraser and Winter Park residents. Notably the resident of Winter Park placed more importance on transportation and nurturing and growing the tourism industry than residents of Fraser. The residents of Fraser placed more importance on both advanced education and early education as well as senior opportunities than the residents of Winter Park. Notable among the respondents to the survey that lived outside of the town limits of both Fraser and Winter Park was the importance placed on improved digital infrastructure/broadband (note these respondents include residents of unincorporated areas of the Fraser Valley). RRC Associates 9 Figure 5: Importance Ratings of Identified "Areas of Emphasis" as Potential Future Community Actions (Responses are ranked by percent rating a category a "4" or "s"). Importance of "Areas of Emphasis" as Future Community Actions Developing additional transit and multimodal transportation options in the :' e &3% 8% 8% Valley Expanding digital Infrastructure/broadband Improving access to and quality of health care in the Valley Improving K-12 education opportunities ' . 13% 8% 7% •'. 17% 13% 16% 11%7%9% Nurturing and growing the tourism industry is 17% 14% 9% 11 Pursuing advanced education opportunities for post -secondary (high ' . 16% 14% 10% 13% school) students Increasing the availability of early education opportunities for children 0 to 5 ent ty of life that is tions adult seniors 5 ■4 M 3 ■2 0 1 = Not at all important Increasing business recruitm Focusing on creating a quali attractive to younger genera Increasing the availability of education opportunities Increasing opportunities for ■ 10 = Extremely important ■9 ■8 ■7 ■6 RRC Associates 10 '13% 13% 8% 17% ' •' . �' . 18% 19% 10% 12% ' . ' . 19% 17% 10% 14% .' . •' . 4% 15% 13% 17% •'. •'. % 16% 14% 21% 7% 10% 20% 30% 50% 60% 70% 80% 90%100% Pe40% rcent of Respondents RRC Associates 10 Figure 6: Importance Ratings of Identified "Areas of Emphasis" as Potential Future Community Actions - Average Rating Importance of "Areas of Emphasis" as Future Community Actions Average Rating (I =Not at all Important, 10=Extremely Important) Developing additional transit and multimodal 8.4 transportation options in the Valley Expanding digital Infrastructure/broadband Improving access to and quality of health care in the Valley Improving K-12 education opportunities Nurturing and growing the tourism industry Pursuing advanced education opportunities for post -secondary (high school) students Increasing business recruitment Increasing the availability of early education opportunities for children 0 to 5 Focusing on creating a quality of life that is attractive to younger generations Increasing the availability of adult education opportunities Increasing opportunities for seniors RRC Associates 8.3 8.3 7.9 7.6 7.2 7.2 7.0 • 6.7 :% 1 2 3 4 5 6 7 8 9 10 Average Importance Rating Figure 7: Importance Ratings of Identified "Areas of Emphasis" as Potential Future Community Actions - Average Rating By Town of Residence Importance of "Areas of Emphasis" as Future Community Actions - by Town of Resi- dence Average Rating (1=Not at all Important, 10=Extremely Important) Live in Fraser Live in Winter Park Live in Other Area of Grand County Developing additional transit and multimodal 8.4 8.1 8.2 transportation options in the Valley 7.4 6.9 7.3 Expanding digital 8.3 8.2 8.5 Infrastructure/broadband Improving access to and quality of health care in the 8.5 8.4 8.0 Valley Improving K-12 education 8.1 7.9 7.9 opportunities Nurturing and growing the tourism industry 7.6 8.1 7.2 Pursuing advanced education opportunities for 7.4 6.9 7.3 post -secondary (high school) students Increasing business 7.3 7.2 7.0 recruitment Increasing the availability of early education opportunities 7.1 6.8 7.0 for children 0 to 5 Focusing on creating a quality of life that is attractive7.1 7.0 6.8 to younger generations Increasing the availability of6.8 6.8 6.7 adult education opportunities Increasing opportunities for 6.5 6.0 6.1 seniors 2 4 6 8 10 2 4 6 8 10 2 4 6 8 10 Average Importance Rating Average Importance Rating Average Importance Rating RRC Associates 12 PUBLIC TRANSPORTATION, HOUSING AVAILABILITY/ AFFORDABILITY, AND BROADBAND EMERGE AS PRIORITIES Respondents chose the top three actions they felt are most important from the list described above. The most identified priority by far is developing additional transportation options (56 percent of respondents selected this as one of their top three actions), followed by increasing housing opportunities at a variety of price points (43 percent) and expanding digital infrastructure/broadband (42 percent). Other fairly important actions include nurturing and growing the tourism industry (28 percent), improving access to and quality of health care (27 percent), increasing business recruitment (26 percent), and improving K-12 education opportunities (21 percent). Figure 8: Top Three Most Important Actions for Future of Community Knowing that resources are limited, which three actions do you feel are the most important to our community in the future? Developing additonal transit and multimodal transportation options in the Valley Increasing housing opportunities for the current and future workforce at a variety of price points Expanding digital infrastructure/broadband Nurturing and growing the tourism industry Improving access to and quality of health care in the Valley Increasing business recruitment Improving K-12 education opportunities Focusing on creating a quality of life that is attractive to younger generations Increasing the availability of adult education opportunities Increasing the availability of early education opportunities for children 0 to 5 Pursuing advanced education opportunities for■ 9% post -secondary Increasing opportunities for seniors , 5% 56% 43% M42% 028% 27% ■Overall ' 26% 21% 0% 10% 20% 30% 40% 50% 60% Percent of Respondents RRC Associates 13 Analysis of this question has been done by the town of residence (Figure 9), presence of children in the household (Figure 10), and resident type and business ownership (Figure 11): By Town of Residence. Fraser residents most frequently selected improving access to and quality of health care; Winter Park respondents were most likely to view housing, nurturing and growing the tourism industry and transportation as relative priorities. Respondents living in other areas of Grand County had a greater likelihood of choosing expanding broadband, improving K-12 education opportunities, and increasing the availability of adult education opportunities. By Presence of Children in Household. Respondents with children at home were considerably more likely than those without children to prioritize improving K-12 education opportunities and pursuing post -secondary advanced education opportunities. Meanwhile, respondents living in non -family households placed greater emphasis on increasing housing availability/affordability for the workforce and improving access to and quality of health care. Figure 11 depicts the top eight priorities that overall respondents selected by residency type and business ownership. Responses are generally very consistent among the various groups. By Residency Type. Full-time residents answered very similarly to the overall respondent profile, though second homeowners differed slightly. When compared to full-time residents, second homeowners were less likely to choose as priorities developing transportation opportunities, increasing housing opportunities, and improving K-12 education opportunities. However, they placed a higher level of priority on nurturing and growing the tourism industry. By Business Ownership. A comparison of the responses from business owners and non- business owners reveal few major differences. These results follow the overall responses closely with only minor variations. RRC Associates 14 Figure 9: Top Three Most Important Actions for Future of Community By Town of Residence Knowing that resources are limited, which three actions do you feel are the most important to our community in the future? - by Town of Residence Developing additonal transit and 55% multimodal transportation options in the Valley 53% Increasing housing opportunities 45% for the current and future workforce 48% at a variety of price points 37% 39% Expanding digital 35% infrastructure/broadband 50% 29% Nurturing and growing the tourism 38% industry 20% 33% Improving access to and quality of 19% health care in the Valley 25% 28% Increasing business recruitment 27% 21% 18% Improving K-12 education 18% opportunities 27% Focusing on creating a quality of life -15% that is attractive to younger —14% generations —12% Increasing the availability of adult education opportunities M8% — 14% Increasing the availability of early � 9% education opportunities for children _ 7% 0to5 -14% Pursuing advanced education _ 9%- 5% opportunities for post -secondary 12% M5% Increasing opportunities for seniors § 2% =6% 0% 10% 20% 65% ■ Live in Fraser ■ Live in Winter Park ■ Live in Other Area of Grand County 30% 40% 50% 60% 70% Percent of Respondents RRC Associates 15 Figure 10: Top Three Most Important Actions for Future of Community By Presence of Children in Household Knowing that resources are limited, which three actions do you feel are the most important to our community in the future? - by Presence of Children in Household Developing additonal transit and multimodal 56% transportation options in the Valley 55% Increasing housing opportunities for the current 132% and future workforce at a variety of price points 47% Expanding digital infrastructure/broadband Nurturing and growing the tourism industry Improving access to and quality of health care in the Valley Increasing business recruitment Improving K-12 education opportunities Focusing on creating a quality of life that is attractive to younger generations Increasing the availability of adult education opportunities 15% 15% 10% 15% AL= 10% 11% Increasing the availability of early education —12% opportunities for children 0 to 5 =9% Pursuing advanced education opportunities for � 18% post -secondary 6% [9—Children Present in Home Increasing opportunities for seniors 1% 6%F No Children Present in Home 0% 10% 20% 30% 40% 50% 60% Percent of Respondents 39% 43% 32% 27% 31% 21% 27% 38% RRC Associates 16 Figure 11: Top Three Most Important Actions for Future of Community By Residency Type and Business Ownership Which three actions do you feel are the most important to our community in the future? Percent Selecting Item as One of Their Top Priorities 31% 29% 8% Selected Top 8 Priorities Business Owner/Operator Developing additonal Increasing housing ,13% transit and opportunities for the Expanding digital Nurturing and multimodal current and future infrastructure/ growing the tourism transportation workforce at a variety broadband industry options in the Valley of price points ° 15 /° Overall 56% _ 43% 42% .28% Full-Time/Seasonal 59% -44% Resident Second -Home 33% 29% Owner Business 64%_ 42% Owner/Operator Non -Business 54% ' 45% Owner/Operator Improving access to and quality of health Increasing business care in the Valley recruitment Overall E 27% ■ 26% 41% 04 25% 46% 54% 44% M 34% 41% 25% Improving K-12 Focusing on creating education a quality of life that is opportunities attractive to younger generations ■21% ,13% Full-Time/Seasonal■ 26% E 25% ■ 23% , 13% Resident Second -Home Owner 31% 29% 8% 21% Business Owner/Operator 21% ■ ° i19% E 20% ,13% Non -Business 29% 28% 21% ° 15 /° Owner/Operator RRC Associates 17 FRASER VALLEY STRATEGIC ECONOMIC DEVELOPMENT SURVEY "Affordable housing. If our workforce can't afford to live in Grand County we're never going to grow our full time or part-time resident demographic." "Better internet access to rural neighborhoods." "Business development and expansion with existing businesses and helping locals who want to pursue entrepreneurial dreams." "Definitely need a community college site of some sort- like Colorado Mountain College or like colleges offering classes we can attend HERE, not just online" "I would like to see further and significantly increased support to modify and beautify the structures in Fraser, Winter Park and Granby in an approved and thoughtful manner (for example: the town of Frisco)." "I think we are uniquely positioned to develop the best year round trail recreation in Colorado with our biking, dog friendly hiking, cross country and skate skiing, and of course downhill skiing opportunities. Commitment to making what we have into the best possible system will bring the other associated businesses and tax revenue along." "Protect/manage the wildlife and natural spaces that make this area attractive to the locals and visitors" "Solve the traffic gridlock. Where is the bypass road we were promised decades ago? It was to run from Tabernash to Winter Park town. Locals are not going in to towns on the busy traffic days!" "The addition of some sort of 24-hour convenience store, etc. Walgreens/ CVS, etc" "The transportation options need to be County -wide not just in the Fraser Valley since the majority of the workers can't afford to live in this end of the County and need bus/train transportation from Kremmling, Hot Sulphur Springs and Granby where it's more affordable to live." ADDITIONAL SALES TAX SUPPORTED BY ROUGHLY HALF OF RESPONDENTS Finally, respondents were asked, "Thinking about various methods of financing community initiatives, would you support an additional sales tax of up to 2% to fund transit, trails and capital improvements?" Roughly half (47 percent) of respondents said they would support such a tax, while 28 percent were uncertain and a quarter (25 percent) responded no. Fraser and Winter Park residents were somewhat more supportive of additional sales tax, while respondents in other areas of Grand County were less likely to answer "yes." Figure 12: Willingness to Pay Additional Sales Tax to Finance Community Initiatives By Residency Type, Business Ownership, and Voter Registration Thinking about various methods of financing community initiatives, would you sup- port an additional sales tax of up to 2% to fund transit, trails and capital improve- ments? Overall 100% 90% 11 Y& Un 80% ■ No 70% c a 0 60% o_ y, 0 50% c U a) 40% 30% 20% 10% 0% Overall Town of Residence 30% Live in Fraser Live in Winter Park Live in Other Area of Grand County RRC Associates 19 Slight differences emerge when results are segmented by residency type, business ownership, and voter registration — for example, second homeowners are somewhat more in support of an additional sales tax than full-time residents. However, the groups are again fairly consistent in their answers. Figure 13: Willingness to Pay Additional Sales Tax to Finance Community Initiatives By Residency Type, Business Ownership, and Voter Registration Thinking about various methods of financing community initiatives, would you sup- port an additional sales tax of up to 2% to fund transit, trails and capital improve- ments? Overall Residency Type 100% 90°0 80% 70% c a 60% a ry `0 50% c U a 40% 28% 30% 20% 10% 0% Overall Full -Time/ Seasonal Resident Second - Home Owner Business Ownership Voter Registration poi Business Owner/ Operator Non - Business Owner/ Operator Registered Voter Non - Registered Voter RRC Associates 20 Open -Ended Comments For futher insights on opinions of additional sales tax, respondents were asked, "Do you have any comments on your response to this question?" Below is a representative sample of some of the verbatim comments for this question. Comments are sorted by the respondent's answer above ("yes," "no," or "uncertain"). To further explore this question, a comprehensive listing of the comments is provided in a report appendix under separate cover. Respondents who answered in support of additional sales tax generally felt that it is the best funding mechanism for these improvements. Some said they would only support it for specific projects, and others said taxing short-term rentals would be the best implementation. Respondents who opposed additional sales tax cited objections about already high sales and property taxes or expressed beliefs that only users of these improvements should pay for the services and not the general public. Finally, respondents who selected "uncertain" argued that taxation should be applied elsewhere or said their support would depend on the specific project. RRC Associates 21 THE FRASER VALLEY STRATEGIC ECONOMIC DEVELOPMENT PLAN NOVEMBER 2015 PREPARED BY RRC ASSOCIATES & EPS WITH ASSISTANCE FROM: TOWN OF FRASER; TOWN OF WINTER PARK; WINTER PARK & FRASER CHAMBER; FRASER VALLEY METROPOLITAN RECREATION DISTRICT; GRAND COUNTY OFFICE OF ECONOMIC DEVELOPMENT ■ Introduction.......................................................................................................................... 2 The Fraser Valley Economic Development Framework: .......................................................... 3 Economic Development Goals............................................................................................... 4 Economic Development Goal Overview: Enhance transit and multi -modal transportation...... 8 Economic Development Goal Overview: Increase and Expand Access to Broadband Services throughoutthe Fraser Valley............................................................................................... 12 Economic Development Goal Overview: Increase Housing Opportunities for the Current and Future Workforce at a Variety of Price Points...................................................................... 17 Economic Development Goal Overview: Nurture and Grow the Tourism Industry ................ 22 Economic Development Goal Overview: Support Existing Businesses while also Strategically Recruiting Businesses to the Fraser Valley............................................................................ 31 The Fraser Valley Economic Development Framework Overview .......................................... 39 AdditionalPriorities............................................................................................................ 43 Introduction The Towns of Fraser and Winter Park recognize that multiple economic development opportunities exist that are best realized through mutual efforts. The Strategic Economic Development Planning process was initiated to explore and act upon the highest priority opportunities that were identified through a cooperative process. The following economic development strategy establishes goals, strategies, and actions that the towns anticipate pursuing in the next three to five years for the Fraser Valley, identified as the region from the top of Red Dirt Hill to the top of Berthoud Pass. These agreed upon strategies in no way preclude other initiatives that the individual towns may undertake to further goals or policies of the Towns of Fraser and Winter Park. The planning process has benefitted from participation by other existing organizations in the Fraser Valley including Grand County, the Winter Park & Fraser Chamber, the Fraser Valley Metropolitan Recreation District, and members of the business community. The importance of these organizations and their contributions to economic vitality of the Fraser Valley are anticipated to continue and are identified as important to continued economic development. Representatives from these entities have been important participants in developing this Strategic Plan and they are anticipated to be valued partners in the implementation of economic development initiatives in the Fraser Valley. In recognition of the opportunities for coordinated efforts to deal with economic development, the towns of Fraser and Winter Park joined with the supporting entities in a strategic planning effort that resulted in this Strategic Plan. Following several working meetings by a representative committee, a series of potential strategies were identified by the group and these opportunities were tested through a community-based survey and through various stakeholder discussions. This Strategic Plan results from these joint efforts. The Strategic Economic Development Planning effort builds on the Grand Profile, a Grand County -based project that compiled and assessed a variety of economic data and metrics. An important consideration in initiating the current program is the availability of information that has been systematically compiled. These data permit the Towns of Fraser and Winter Park to move ahead rapidly without undertaking the sometimes time consuming efforts of data collection that often precede economic strategies. In effect, the Grand Profile has permitted this project to be 'jump started" and relevant information from that effort has been used and cited where appropriate to support the findings and conclusions that underpin the specific strategies identified below. In preparing this Strategic Plan it is recognized that there are a variety of ongoing efforts within the Towns of Winter Park and Fraser that overlap with economic development initiative. These include a number of strategies that are termed "community development" or planning and are documented by previous studies and reports/plans. A list of some of these documents is presented as an Exhibit to this document. This Strategic Economic Development Plan is a short term plan that identifies specific strategies and actions that can be implemented in the next three to five years; however, in some cases, the identified efforts will begin immediately upon approval of the Strategic Plan. A brief explanation of the identified framework is presented below, followed by a series of goals and actions; each is intended to further the purposes of this Strategic Plan. The Fraser Valley Economic Development Framework: The towns and supporting entities of the Fraser Valley recognize that improving the quality of life in the valley is a key component of local economic vitality. This consideration is being addressed through community development efforts by the towns that include actions related directly to economic development, as well as peripheral actions that will further broaden community objectives. This Strategic Plan anticipates that the economic development actions identified herein will be tied to other ongoing community development activities and that the communities will continue to plan and invest in ways that improve the communities for residents and visitors alike. • The towns and supporting entities of the Fraser Valley will work together to better use existing resources to further economic development opportunities. • The towns and supporting entities of the Fraser Valley will work together to develop effective metrics to evaluate each economic development goal and their respective actions as outlined in the Strategic Plan. These metrics will also extend to a commitment to keep the data of the Grand Profile up to date, as the Grand Profile. The metrics and updates are outlined for each goal in the respective Progress & Updates sections. Actions: • Continue joint meetings on a periodic basis to enhance communications and coordination. • Pursue opportunities for joint funding of initiatives with particular attention to the Actions identified in this Plan. Framework Overview — Click Here Progress & Updates — Click Here Economic Development Goals The Strategic Economic Development Plan Committee, a community-based survey and stakeholder discussions identified the following five goals as priorities for economic development within the Fraser Valley. A statement of each goal is provided in this section of the overview, followed by a series of specific targeted actions that were agreed upon by the Strategic Economic Development Plan Committee. More detailed analysis of each goal and the corresponding actions as well as both a brief situational and competitive analysis is accessible through the Goal Overview provided below. In addition, progress reports and subsequent updates are also accessible for each strategy below. • Enhance transit and multi -modal transportation Actions: Sales tax initiative for funding (In Progress - Fall 2015 for both Towns) Work to expand transportation by partnering with other entities • Assist in implementation of trails master planning efforts Goal Overview —Click Here Progress & Updates — Click Here • Increase and expand access to broadband services throughout the Fraser Valley Actions: • Support for initiatives to create and expand broadband services within the Fraser Valley • The towns will undertake additional studies to insure the implementation of best practices • Explore public/private initiatives for funding • Consistent with local studies, the towns will initiate construction activities to create broadband services to be financially viable and efficient Goal Overview —Click Here Progress & Updates — Click Here Increase housing opportunities for the current and future workforce at a variety of price points Actions: • Winter Park and Fraser will work together on selected aspects of attainable housing issue 4 • Fraser will explore a needs assessment comparable to the 2015 Winter Park Needs Assessment • Collectively inventory and investigate vacant land parcels that might present opportunities for redevelopment or additional density • Encourage the development of workforce housing that is accessible via public transit • Encourage the development of additional rental units in an apartment configuration • Improve program implementation and management services for attainable housing, taking advantage of economies of scale Goal Overview —Click Here Progress & Updates — Click Here • Nurture and grow the tourism industry Actions: • The Fraser Valley should capitalize on its proximity to RMNP (In progress — 2015 Basecamp Initiative) • Partner with local trail and biking efforts, the Chamber, and other biking/trail entities to solidify position as a premier mountain bike destination in North America • Continue to evolve the events strategy to be consistent with the branding message, as well as to attract targeted visitor segments to enhance tourism, increase resiliency to weather and outside forces, and to expand the visibility of the Fraser Valley as a location for play and work • Grow midweek and off-peak visitation to limit the impact of peaks and valleys within the business model • Invest in infrastructure to enhance the visitor experience • Focus on evolving the customer base beyond the traditional market segments Goal Overview —Click Here Progress & Updates — Click Here • Support existing businesses while also strategically recruiting businesses to the Fraser Valley Actions: Business Retention • Provide local businesses with information resources to encourage expansion and competitiveness. Insure that the towns have readily available information, including the available community data such as the Grand Profile, to explain and express support for businesses in the community • Designate a shared business development function/position within the Winter Park & Fraser Chamber to encourage the retention and expansion of existing employers in cooperation with, and funded by, the two towns. This individual would serve multiple roles on behalf of the Towns of Fraser and Winter Park, with responsibilities that include being a business resource, an advocate, and a dedicated individual within local government to align, oversee and implement economic development strategies as determined and prioritized by the respective Town elected officials • Review existing regulations and fee structures in the communities to insure consistency with policy intent. Conduct a regular assessment survey of local businesses, built upon the Grand Profile, to gather information on potential expansion and contraction as well as needs and opportunities • Support efforts of local employers to obtain a trained and skilled workforce, while recognizing that this action requires continued attention to attainable housing (see Housing Strategy above) • Expand the Commercial Enhancement Grant Program in both communities with a targeted grant amount each year that is designed to grow the reach of the program from current levels • Continue to make downtown improvements in both Fraser and Winter Park to enhance the sense of community identity and a sense of progress and attention to quality • Collaborate with existing entities and/or initiatives, as appropriate, to provide resources for business expansion and retention • Implement the integrated brand platform through all messaging under business recruitment (see brand platform below) New Business Development • Develop cooperative relationships and cultivate a network of appropriate referral resources for emerging companies that includes basic industries from the Front Range such as marketing, finance, intellectual property and technology. This action is generally not intended to encourage relocation of these companies; rather, the strategic efforts will be directed at creating an awareness of Grand County as a lifestyle choice for growing companies and professionals, and particularly for the millennial age segment (aged 18 to 34 in 2015). The effort could include fostering the creation of appropriate work spaces, support services, and a refined brand message that could be something like, "You live on the Front Range, come play and work from the Fraser Valley" • Attract diverse employers that contribute to the overall quality of the communities • Recruit location neutral businesses and/or professionals • Initiate a program to use community events (i.e. concerts, cultural, sports, etc.) as a place for business recruitment • Identify missing retail or professional service companies and provide this information to residents and visitors using available sources to develop a list of target businesses • Coordinate efforts with those in the Grand County Office of Economic Development and local realtors/commercial real estate owners to encourage publicity and use of the Grand County site selection tool to catalog available vacant land/store fronts • Implement the integrated brand platform through all messaging under business development (see brand platform below) Business Friendly Brand Development • Develop an integrated brand that incorporates the dual ideas of business retention and recruitment. Messaging for business retention should stress the quality of life and business opportunities presented by the Fraser Valley. Messaging for business recruitment should reinforce the Fraser Valley brand and the identities of the towns of Fraser and Winter Park as a means of communicating the quality of life, growth opportunities, accessibility and the shared vision for the region. Consistent marketing messages should be developed to support the brand platform. • Develop a consistent marketing message as part of the brand platform that stresses the quality of life and business opportunities presented by the Fraser Valley. This message will be framed using information obtained from the community data sources such as the Grand Profile stressing recreation, safety, locational advantages including access to Denver International Airport relative to other mountain towns, a small town lifestyle, a supportive business environment, etc. • Create a shared website to promote business retention and expansion, as a new site targeting the Fraser Valley specifically and work with the Colorado Office of Economic Development and International Trade for business retention/expansion program support Goal Overview —Click Here Progress & Updates — Click Here Economic Development Goal Overview: Enhance transit and multi- modal transportation Current efforts by the towns of Fraser and Winter Park to fund and develop enhanced transportation services will be priority strategies in the coming years. If new funding options become available the Towns will work together to create transportation -related improvements to benefit residents and visitors. If new funding authorization is not obtained, the Towns will seek other means to support improvements. As a part of transportation efforts, the importance of trail systems is also identified. The Fraser Valley and Grand County have extraordinary trail systems. The Towns will support the efforts of organizations providing trails including Grand County, the Headwaters Trails Alliance, and the municipalities will continue to commit local resources to the development, publicity, and expanded planning to insure that the trail system provides high quality recreation and transportation opportunities to residents and visitors alike. Actions • Sales tax initiative for funding (In Progress - Fall 2015 for both Towns) • Work to expand transportation by partnering with other entities • Assist in implementation of trails master planning efforts Background There are numerous economic benefits directly attributable to transit service, including access to employment, reduced demand for parking infrastructure, fuel savings and time savings from reduced congestion. In addition, some transit investments have resulted in increased real estate values due to the access to transit. Sophisticated transit networks can encourage compact land use patterns which can have significant economic benefits over time. Transit service also opens employers to a larger pool of potential employees. In areas with high demand for parking and high land values, transit provides a major benefit by reducing the number of required parking spaces. For small towns, multi -jurisdictional transit service is particularly beneficial because it aggregates resources and ridership for those who commute between towns for work and leisure. Shared services are more economically and operationally efficient than connections between separate entities. These efficiencies transfer to the riders' fares and convenience. Programs are typically supported through combinations of fare revenues, funding from various levels of government, and dedicated tax levies. Current Efforts Currently, the upper Fraser Valley area has a bus shuttle system that is owned and operated seasonally by Winter Park Resort. This system has been in place for over 20 years and because it is a private system it has been ineligible for public transit money from either federal or state programs. The Town of Winter Park has been in negotiations with the Winter Park Resort (Intrawest) regarding taking over the ski area bus system and expanding to year-round E'? operations. The current budget for the system would be around $1.4 million annually. The system would serve the larger Fraser Valley. Winter Park and Fraser have initiated tax increase measures to fund the system. Winter Park has proposed a 2 percent sales tax increase. The additional 2 percent sales tax would be dedicated to transit and multi -modal transportation and is expected to generate approximately $1.8 million annually. This would raise the total sales tax to 10.9 percent, up from 8.9 percent (2.9 percent state, 1.0 percent, county, 5 percent town). The expanded year-round bus system has an estimated budget of $1.4 million including a $200,000 annual contribution for capital replacements for the Winter Park Resort. The ski area has also agreed to contribute $300,000 to operations per year for the next 10 years. Fraser has also proposed a smaller sales tax increase of 1 percent also to be dedicated to transit and trails. This increase would contribute $400,000 in additional annual revenue. Fraser tax rate is currently 7.9 percent (2.9 percent state, 1.0 percent county, and 4.0 percent town) increasing to 8.9 percent overall (with an additional 1.8 percent on lodging). Winter Park is also seeking around $200,000 in state and federal funding for the transportation system. Not included in the $2 million operating cost is a capital procurement cost of around $600,000 to $700,000 per year. These costs would cover the purchase of a new fleet of 18 ADA accessible buses among other things. The town also hopes to build a new maintenance facility, the cost of which is not included in current projections. Case Studies Roaring Fork Transit Authority The Roaring Fork Transportation Agency was formed in 1983 through an IGA between the City of Aspen and Pitkin County to provide countywide service. Prior to the formation of RFTA, the City of Aspen operated city routes and skier shuttles and Pitkin County provided commuter services between Aspen and EI Jebel, an unincorporated community in Eagle County. In 2000, RFTA was reformed as the Roaring Fork Transit Authority to provide regional transit service under the newly approved Rural Transit Authority legislation. At that time, the Authority provided service to seven jurisdictions along Highway 82 in the Roaring Fork Valley including Glenwood Springs, Carbondale, Basalt, Snowmass Village, Aspen, Pitkin County, and Eagle County, with the addition of New Castle in 2004. In 2013, RFTA introduced the VelociRFTA, the first rural bus rapid transit (BRT) system in the United States. The system offers express service throughout the Valley. RFTA carries about 4.0 million passengers annually. Rider fares and public investment provide the majority of the $20.5 million operating budget. Each city provides a variable level of sales tax funding ranging from 0.4 to 0.8 percent determined by its level of service. About $400,000 of the Authority's budget is allocated to trail maintenance. Eagle County ECO Transit Eagle County Transit, known as "ECO Transit", operates bus service between Vail, Beaver Creek, 9 Avon, and Edwards. In 1994 the founding partners decided to seek a dedicated funding source (Eagle County transportation sales tax) for regional transportation. As the Valley's population grew, the demands for transportation increased and this translated into a larger financial commitment from the funding partners. A ballot initiative for a dedicated funding source was approved by the voters in November 1995. The Eagle County Regional Transportation Authority was made official on January 1, 1996. The 0.5 percent county sales tax is dedicated to funding regional transportation. One-tenth of this tax goes toward funding the regional trails system. Summit County Summit Stage Summit Stage, operated by Summit County, offers free public bus service to Summit County, Colorado including ski areas, resorts, trailheads, town areas, shopping, medical centers, and some residential areas. Summit Stage also provides free ADA paratransit service. The Summit Stage system was started, and initially funded, by the ski resorts for resort operations. However, it became a more broadly used amenity for visitors to the county as the system grew, and the County has since taken over operations. The transit service is an approximately $7.3 million operation, funded largely by a voter -approved 0.75 percent sales tax. The tax is collected countywide, with more than 30 percent coming from sales in Breckenridge, approximately 20 percent from unincorporated Summit County and Silverthorne sales, and 14 and 12 percent from sales in Frisco and Dillon, respectively. Though the Stage is a county agency, it is directed primarily by a transit board, made up of representatives from the towns of Breckenridge, Silverthorne, Frisco, Dillon, the county and each of the four ski areas. Teton County START Bus The Teton County Public Bus Service (START bus) provides service in the Jackson Hole area. Major service areas include the Town of Jackson, Teton Village, Teton Valley, and Star Valley. Rides within Jackson are free of charge for residents and visitors. Fares are charged to and from farther destinations, such as Star Valley and Teton Valley. The Town and County have relied on federal funding to help pay for much of the bus system. Approximately $1.8 million, or more than half of START's day-to-day operating budget, is paid for by FTA funds out of a $3 million annual budget. The town and county contribute approximately $850,000 total. With plans of expansion in place, federal assistance will need to be further supplemented with local dollars. In recent discussions, the town and county are considering the option of increasing the local sales tax to support transit and housing needs. Fraser Valley Opportunities Providing year round transit service is clearly an important component for economic development in a regional resort setting. Vail/Eagle Valley, Breckenridge/Summit County, Aspen, and the Roaring Fork Valley all have comprehensive systems providing local area ski access and regional workforce commuter services. Provided Winter Park and Fraser approve the current proposed sales tax initiatives, a regional transportation authority can be established that would allow for the Fraser Valley to develop and operate a similar system. 10 Furthermore, the excess sales tax would be used to improve multi -modal transportation opportunities within the Fraser Valley. Supporting Documentation Town of Winter Park Transit MOU Memo and Agreement, May 05, 2015. Town of Winter Park Transit Service Plan, May 19, 2015. 11 Economic Development Goal Overview: Increase and Expand Access to Broadband Services throughout the Fraser Valley Existing broadband infrastructure presents a unique opportunity to the Towns to cooperatively initiate programs that will result in cost effective and high quality services that are competitive with and meet or exceed services in other small resort communities. The Towns will explore digital infrastructure and broadband services, both within the incorporated towns and within other areas of the Fraser Valley, where financially feasible. These efforts will draw upon prior studies, such as the Regional Broadband Strategic Plan by the Northwest Colorado Council of Governments, as necessary and when appropriate. The towns will also undertake additional studies to insure that plans for broadband services are drawing upon best practices as understood by reviewing actions in other similar communities to take full advantage of the opportunities for financially viable broadband services in the Fraser Valley. The Towns will initiate construction activities to create broadband services consistent with local studies with an emphasis placed on financially supportable plans, designed toward timely completion of infrastructure and operating systems. Actions: • Support for initiatives to create and expand broadband services within the Fraser Valley • The towns will undertake additional studies to insure the implementation of best practices • Explore public/private initiatives for funding • Consistent with local studies, the towns will initiate construction activities to create broadband services to be financially viable and efficient Background In many communities, digital infrastructure, including broadband internet access services, is most commonly provided by private telecommunications companies like CenturyLink, or cable companies like Comcast. A growing number of communities are providing digital infrastructure as a municipal utility not unlike a city electric service. Modern connection technologies include wireless and fiber optic cable. Although many cities previously deployed Wi-Fi based solutions, municipal fiber networks are increasingly popular due to the demand of increased speeds and capacity for modern audio and video applications. Fiber offers more bandwidth and flexibility than existing alternatives, and is seen as a long-term investment in keeping up with technology. Once installed, connection to the infrastructure can be offered directly by the municipality, or facilitated by a city's investment in broadband backbone infrastructure, which can then allow for private companies to provide service at more reasonable costs. 12 Proponents of municipal fiber claim that it promotes high-quality job growth. For example, industries that rely on data centers, such as software companies, as well as financial services and manufacturing companies, require the ultra -wide bandwidth provided by fiber. Fast connections also facilitate complex functions from remote locations such as CAD and manufacturing. As telecommuting grows in popularity amongst employers and employees, providing high-speed internet to the home enables this option for residents in rural communities who live far from major employment centers. Investing in fiber infrastructure has become more prevalent in smaller, rural communities in order to stay competitive with peer cities primarily because private providers have been slow to build the digital infrastructure necessary to support high capacity service. Traditional private providers, like Comcast, typically roll out connections based on existing consumer volume and on overall population density. In many rural areas, the size of the potential customer base makes investing in the backbone infrastructure needed for hard line fiber too small, making the investment financially infeasible. Consistent with traditional providers, newer services such as Google Fiber are only being offered in relatively large metropolitan areas (Austin, TX, Salt Lake City, UT, Kansas City, MO, etc.). Developing a municipal fiber network is not without challenges. Private providers have sometimes sued municipalities for attempting to impede on their market shares. In 2009, the Minnesota Supreme Court affirmed the right of Monticello, a suburb of Minneapolis of approximately 10,000 people, to install publically-owned fiber-optic lines, something its citizens chose in a referendum. A private company, TDS, opposed the project in court, but because the city already had issued $26 million in bonds and planned to begin installation, the lawsuit was dropped and the city was allowed to roll out fully. Philadelphia similarly received resistance in 2004 from private companies when it set out to provide low-cost wireless internet access to its citizens. Major private companies encouraged lobbies against municipal fiber deployment in the state of Pennsylvania. Ultimately, the city was backed into a deal with a smaller, less established internet service provider for unfavorable terms and the program eventually collapsed. In Colorado, based on the passage of SB 152 in 2005, municipalities must secure voter approval to develop municipal broadband facilities and services. The current law limits the ability of Colorado cities to provide a broad spectrum of services, including: • Free internet service in city libraries, parks and community centers; • Partnering with private businesses and leveraging government infrastructure to provide affordable and high-speed internet service throughout the entire community; and • Direct provision of broadband services by municipal governments. Municipal investments in digital infrastructure can be built and funded a number of ways. With voter -approved exemption from SB -152, cities can build and operate their own broadband system, in some cases where there is inadequate private options, and in other cases to provide more cost competitive options. A city or town can also invest in the backbone infrastructure 13 system and allow private providers to tap in for local service to address cost feasibility constraints. Some cities including Durango have laid out "dark fiber", or inactive fiber, so that when private companies are looking to expand into that city, the infrastructure is ready. The most common funding sources in Colorado jurisdictions include bond measures, taxes, and enterprise funds. A challenge involved with large municipal investments is servicing the debt. In the case of enterprise funds where consumers are expected to pay a rate for the service, the program needs to be widely used and priced competitively in order to cover infrastructure costs. Cities in Colorado with municipal networks include: Cortez, Durango, Glenwood Springs, and Longmont. Current Efforts At present, reliable broadband service in the towns of Fraser and Winter Park is limited to the hard -wired section of US -40 through the downtown areas. Service is provided by two the major ISPs in the state, CenturyLink and Comcast (in some areas with one provider on one side of the road and the other on the opposite), and further supplemented by two wireless companies. Historically, these areas were prioritized for private service connection because they have large concentrations of businesses. As a result, outlying areas beyond the downtowns do not have sufficient digital infrastructure for the growing population. These areas are sparsely populated and largely comprised of low density second home communities. However, given the anticipated rate of growth and the increasing prominence of cloud -based technology in both business and home environments, Fraser and Winter Park are looking for means to improve the level of service in these areas. As a first step, Fraser and Winter Park have proposed measures on the November 2015 ballot for exemption from SB 152. If approved, the towns would be able to fund investments to expand infrastructure for broadband connection. It should be noted that Grand County has chosen not to pursue a similar ballot initiative in the November 2015 cycle, this directly impacts the outlying unincorporated areas of the Fraser Valley which are currently reliant on a County initiative or other efforts to address the unincorporated areas. In addition to these initiatives, Grand County has formed a committee to conduct initial research towards the goal of improving countywide broadband service. Fraser, Winter Park, and Grand County are also supported on the regional level by the Northwest Colorado Council of Governments (NWCCOG). The NWCCOG has developed a strategic plan to improve broadband connection throughout the region. The members include Eagle, Grand, Jackson, Moffat, Pitkin Rio Blanco, Routt, and Summit Counties and most municipalities within those counties, as well as Steamboat Springs, Glenwood Springs and Carbondale. A regional level approach is beneficial because many of the communities face the same issues. The lack of population density, distance between population centers, and mountainous topography deters service providers that wish to create or extend their broadband infrastructure and networks in the region. To help off -set these factors, NWCCOG is working i[] with stakeholders, service providers, and the state to apply for funding from the Federal Communications Commission (FCC) specifically set aside for broadband expansion in rural areas. In 2014, a taskforce was formed, and a full-time broadband coordinator was hired to spearhead these efforts. NWCCOG's broadband program receives funding from the Colorado Department of Local Affairs' Energy and Mineral Impact Assistance Fund. Case Studies City of Cortez Fiber Project The City of Cortez, Colorado's Fiber Project is a leading example of municipal broadband. The Cortez Fiber Project was initiated for economic development purposes to promote clean industry in the area, help existing businesses expand, and incentivize private providers to connect to the infrastructure. Because it began its system prior to 2005, it is exempt from the requirements of SB -152. Over time, the community of approximately 9,000 residents has become a regional fiber optic hub, receiving several grants from the state, partnerships with neighboring governments, and local investments. Cortez serves as the nexus for the western half of the Southwest Colorado Access Network (SCAN), which connects public institutions in a five -county region to fiber. Cortez has taken a gradual approach towards developing its fiber infrastructure, beginning with an institutional network, or I -Net for local anchor institutions in 1999. In its first phase, the city installed 120,000 linear feet of fiber to support city facilities, county facilities, hospital, fire district, school district and the downtown core business district. The city's investment of $1 million was matched by Colorado Department of Local Affairs (DOLA) for a second phase in 2015 that will add an additional 27 miles of fiber optic lines along U.S. 160 and Colorado 149, allowing an additional 400 business owners to tap into the service. The network's own reserve fund will contribute $250,000, while the remainder will come in the form of interdepartmental loans from the city's general fund and equipment fund. Future phases over the next five years will serve homes in addition to businesses at an estimated cost of $10 million. City of Longmont NextLight Broadband NextLight is the fiber -optic -powered internet service the City of Longmont is selling alongside other competitors like Comcast and CenturyLink. The city owned utility, Longmont Power & Communications, issued a $40.3 million bond issue in 2014 to build the network to be paid back through user fees over time. By leveraging electric utility, the city obtained favorable interest rates for NextLight's voter -approved bond issue, reducing the overall cost of the associated infrastructure. The service is currently available to businesses and residents in most of the city, and is expected to expand to the remaining western portion by the first quarter of 2016. The city charges $50 per month for residential users, which is a deliberately competitive price to other fiber providers, in order to attract at least one-third of its residential population to the service within the first five years. Fraser Valley Opportunities 15 Fraser and Winter Park have the advantage of working together toward an efficient expansion of infrastructure. If Fraser and Winter Park's SB 152 exemptions go through, the next steps would determine where the needs are and what level of service is feasible for different communities and uses. A large part of this discussion entails the financing piece. Longmont, for example, is in an optimal situation because Longmont already manages its own utilities network which has an adequate fund balance which funds front-end the infrastructure. With upfront costs largely covered, user fees are freed up to fund operations. Because Fraser and Winter Park do not have density and existing infrastructure of this magnitude, they will most likely need to issue general obligation or revenue bonds which will require voter approval. Fraser and Winter Park should also continue to seek opportunities to partner with the County and NWCCOG. These partnerships are especially helpful for grant opportunities. This year, the Governor announced that building broadband infrastructure throughout the state is its top economic development priority. As a result, DOLA has already committed $19 million throughout the state. There are also substantial sources of funds available from the federal government. At the town level, Fraser and Winter Park can provide land, tower sites, and partnerships with private providers, and funding for fiber and dark fiber infrastructure. Due to the topographic constraints of this area's geography, a cost-effective solution will likely require a combination of wireline and wireless technologies. Because private wirelines and wireless towers are already in place along the U.S. 40 Highway, it will be cost-effective for the communities to connect to this existing infrastructure. In recent discussions, Fraser and Winter Park have looked into providing Wi-Fi along their main streets. This amenity would enhance the visitor and tourist experience, especially for the many international visitors who rely on Wi-Fi for communication when they are outside the ranges of their home networks. This program would also be eligible for DOLA matching grant funds. Supporting Documentation nal Broadband Strateaic Plan. Northwest Colorado Council of Governments. December 13, 2013. 16 Economic Development Goal Overview: Increase Housing Opportunities for the Current and Future Workforce at a Variety of Price Points The surveys conducted in 2015 as a part of the Grand Profile and the Strategic Economic Development Plan both identify workforce housing as a significant need/consideration in the County and in the Towns of Fraser and Winter Park. The August 2015 Economic Development Plan survey found "Increasing housing opportunities for the current and future workforce at a variety of price points" as the second most important action out of a list of 13 actions prioritized by residents. This problem is acute and widely recognized, is contributing to labor shortages, and is strongly related to future economic development in the Fraser Valley. While it is recognized that some of the opportunities and challenges related to attainable (or "affordable") housing are unique to the individual municipalities, the Towns will work together on selected aspects of the problem. Fraser will explore the potential to develop information that complements that recently obtained by Winter Park through the Needs Assessment (September 2015), and where appropriate the Towns will seek to act together to address opportunities and needs. The Towns recognize that housing affordability problems are not defined by municipal boundaries. Further, there are potential economies available by working together to address housing needs. Actions • Winter Park and Fraser will work together on selected aspects of attainable housing issue • Fraser will explore a needs assessment comparable to the 2015 Winter Park Needs Assessment • Collectively inventory and investigate vacant land parcels that might present opportunities for redevelopment or additional density • Encourage the development of workforce housing that is accessible via public transit • Encourage the development of additional rental units in an apartment configuration • Improve program implementation and management services for attainable housing, taking advantage of economies of scale. Background The problems of affordable housing are exacerbated by seasonality, a lack of economic diversification, and a shortage of workforce rental units. While it is important to note that the recent study focused specifically on Winter Park, it identified a number of factors that are currently contributing to the affordability and availability problems in Winter Park (and by extension to entire Valley including Fraser and unincorporated areas) including: • Growth in jobs that are not being matched by development of workforce housing; 17 • The attractiveness of the Valley to Front Range residents, with commensurate pressures on rental units; • An increase in year-round leases in summer 2015 resulting in fewer available units for winter seasonal employees; • Long-term rental units being sold to second homeowners; and • An increase in short-term rental activity being booked through VRBO and other on-line hosting sites resulting in less available long-term rentals for workers. The study also found that that workers are increasingly moving further down -valley from Winter Park in order to reduce costs. The study found that only 22% of workers currently live in Winter Park, low in comparison to many ski towns. While a similar statistic is not available for Fraser, observations suggest that there is limited available housing for workers in Winter Park and that increasingly, commuting is required. Finally, the study also noted other problems that detract from Winter Park's evolution into a year-round community including: • Poor condition of units, with inadequate maintenance and repair, and an aging housing stock; • Little diversity of housing supply, with much reliance on condominiums; and • Lack of neighborhoods in which locals occupy a majority of homes, negatively impacting the sense of community and vibrancy for permanent residents. Together these factors present challenges that are identifiable and measurable. This Plan contemplates a series of actions related to affordable housing that will seek to address the identified problems. Case Studies Summit County, Colorado Efforts to address affordable housing issues in Summit County date back over 20 years beginning with County efforts to study the situation using surveys and other analytic techniques. Over the years a series of reports were developed at the County level, complimented by analyses commissioned by various towns in the county, and by Keystone and Copper Mountain Resorts. Housing for workers was developed at both resorts as a requirement of the P.U.D.'s that guided development in both locations. The most recent study of affordable housing by the County was conducted in 2013. Designed to build on past studies, and based on an extensive survey of County residents, the 2013 effort provided an updated benchmark of existing conditions along with a series of recommendations designed to address findings from the Needs Assessment. A link to the Needs Assessment is provided here: 2013 Summit Workforce Housing Needs Assessment. The important conclusion from efforts in Summit County is a recognition that housing problems defy municipal boundaries and that some of the analysis of conditions requires a broader M examination of commuting, residential prices and job generation. In Summit County's case, data show in -commuting to jobs in the County from locations in Alma/Fairplay and Kremmling that would typically not be picked up in a study based just on a municipality. These patterns are similar to some of the commuting patterns in Grand County where workers in the Fraser Valley commute from a number of locations north of the Fraser/Winter Park boundaries. Efforts in Summit County have involved coordination between County government, a County Housing Authority, resort developers and the individual towns in the County. Together, these programs have resulted in the construction and management of a large number of housing units designed for the local workforce, and databases that have allowed conditions and potential problems to be carefully monitored over time. Breckenridge, Colorado The Town of Breckenridge has developed carefully conceived and periodically refined workforce housing programs dating back to the early 1990's. These programs were developed through cooperation with Summit County. The stated goal of the current program is to: Insure that affordable housing is integrated throughout the community to provide a variety of housing options for the local workforce. Information about the program can be found on the Town's website as listed at the end of this paper and the staff planner, an employee for over 15 years and well versed in the programs, can be reached here: contact Laurie Best The Town of Breckenridge has adopted specific housing strategies (link to 2008 Workforce Housing Action Plan) to insure that there are opportunities for the workforce to live in Town. The Breckenridge programs are funded by several different sources including a November 2006 voter -authorized County -wide 0.125% sales tax and a development impact fee for affordable housing purposes. The sales tax and impact fee generates approximately $600,000 annually in Breckenridge. This tax and impact fee will expire in 2017. In addition to the revenue generated through the sales tax and impact fee, the Town of Breckenridge also allocates additional funds into a Breckenridge Affordable Housing Fund. Following the adoption of the County -wide sales tax and impact fee, the Summit Combined Housing Authority (SCHA) was formed in 2006 to represent all of the jurisdictions within Summit County. The Town of Breckenridge works closely with the SCHA to coordinate the Town's housing projects and programs with other County -wide efforts. As summarized below, there have been over 1,100 deed -restricted units created in Breckenridge. They are often clustered in individual neighborhoods or developments and have frequently consisted of "for sale units." In addition to the developments listed, there are over 116 individual units dispersed in Town that are subject to deed restriction. Two major rental projects were completed in 2001 (Pinewood Village) and 2000 (Breckenridge Terrace). In recent years there has been increased interest in rental units, both at the County 19 and Town levels with various new projects under discussion. Deed Restrictions: • Wellington Neighborhood (230 'for sale' units - under construction) • Gibson Heights (40 'for sale' units - completed in 2003) • Vista Point (18 'for sale' units - completed in 2004) • Vic's Landing (24 'for sale' units - completed in 2008) • Valley Brook Neighborhood (41 'for sale' units - completed in 2012) • Kennington Townhomes (36 'for sale' units - completed in 1999) • Monarch Townhomes (13 'for sale' units - completed in 2005) • Pinewood Village (74 affordable rental units - completed in 2001) • Breckenridge Terrace (180 rental units - completed in 2000) • Block 11 (up to 350 future units - rental and 'for sale') • Maggie Placer (9 additional 'for sale' units to be completed winter 2014/2015) As summarized below, the Breckenridge website identifies a series of studies that contain valuable information on housing efforts dating back to 2000. These reports and studies document the gradual evolution of programs and strategies that have resulted from a recognition of need and a willingness to commit public resources to a variety of programs. The Summit County program, together with efforts by Breckenridge at the municipal level, provide examples of regulatory, funding and physical design initiatives that target the ongoing challenge of creating workforce housing in high cost and high quality of life mountain communities. Studies / Impacts: 2014 State of Housing Report 2014 The Impact of Affordable Workforce Housing on Communitv Demoeraahics. Economi and Housing Prices and Options 2013 Housing Needs Assessment Executive Summary 2013 Housing Needs Assessment Final Presentation 2008 Workforce Housing Action Plan 2000 Affordable Housing Strategy 2003 Upper Blue Housing Needs Assessment 2006 Breckenridge Housing Need Assessment 2010 Housing Highlights 2011 Resort Demographics Jobs and Wage / Price and Income Information Area Median Income Workforce Housing Taxes and Fees Affordable housing programs are now widespread in the Colorado mountain towns with a variety of different approaches undertaken in response to varying physical conditions and political realities. The "Workforce Housing Taxes and Fees" study by Melanie Rees of Rees 20 Consulting (2013) provides an excellent discussion of fees and taxes in Colorado communities that are being levied specifically for workforce housing. The report summarizes findings from 15 jurisdictions outlining different approaches to funding a variety of programs within Colorado communities. The study notes that revenues for programs were at a peak prior to 2008, but that the post -recession period up through 2012 caused revenues of all types to decline. In most jurisdictions, revenues started to increase in 2011 as construction started to recover. At the same time, over the period 2011 to 2015 problems of work force housing availability have again increased in many mountain communities, a result of the stronger economy. An additional study by the same author, Melanie Rees, discusses 2011 Resort Demographics in the State of Colorado and six resort communities (Grand County and Winter Park/Fraser were not included). The study provides comparable information describing resort communities on a number of metrics. These data provide a resource for communities wanting to compare themselves to some of the other towns that are commonly viewed as the "competitive set" for winter destination resorts. Supporting Documentation: Town of Winter Park Housing Needs Assessment, September, 2015 Reese, Melanie. "Emerging Trends in Colorado Resort Towns", 2011 Town of Breckenridee Workforce Housine 21 Economic Development Goal Overview: Nurture and Grow the Tourism Industry Tourism has been and will continue to be one of the primary drivers of the economy of the Fraser Valley. The survey process conducted in 2015 as part of the Strategic Economic Development Plan identified continued nurturing of the tourism as one of the areas of emphasis for continued economic development in the region. Nurturing and continuing to grow the already established primary driver of the economy will result in positive economic growth in the Fraser Valley. The towns of Winter Park and Fraser would benefit from collectively marketing the attractions and recreational opportunities of the region collectively, making the Fraser Valley one of the premier mountain destinations. The volatility created by the current state of the tourism industry can be addressed by growing visitation during the off-peak periods (summer, shoulder seasons, winter midweeks, etc.). The Fraser Valley has an extensive trail system, which can be leveraged to make the region a premier mountain biking destination as well as improve summer visitation. Actions • The Fraser Valley should capitalize on its proximity to RMNP (In progress — 2015 Basecamp Initiative) • Partner with local trail and biking efforts, the Chamber, and other biking/trail entities to solidify position as a premier mountain bike destination in North America • Continue to evolve the events strategy to be consistent with the branding message, as well as to attract targeted visitor segments to enhance tourism, increase resiliency to weather and outside forces, and to expand the visibility of the Fraser Valley as a location for play and work • Grow midweek and off-peak visitation to limit the impact of peaks and valleys within the business model • Invest in infrastructure to enhance the visitor experience • Focus on evolving the customer base beyond the traditional market segments The focus of the analysis below is tourism in the Fraser Valley. Tourism obviously plays a critical role in the economies of Winter Park and Fraser, and therefore must be considered in any economic development policy or strategy. Since tourism is a broad multi -faceted topic, the focus of this analysis has been narrowed to four key areas: summer, winter, events and brand. Summer Background Summer tourism has been the focus of growth opportunities in most mountain communities over the past five years. Town governments, chambers and ski area operators have attempted Phi to attract summer visitors to their destinations through a variety of amenity, attraction and event offerings. In a study of ski municipalities, counties, and DMOs conducted in 2014, over 80 percent of respondents indicated that their respective community was either equally as focused on summer tourism as winter tourism or more focused on growing summer tourism than winter tourism in the last three years. These efforts have led to some summer tourism indicators to set record levels of visitation over the past three years. Most recently in 2015, DestiMetrics indicated that summer lodging occupancy in 19 mountain communities was on track to set yet another record for the months of May through October. Current Efforts The location and amenities located in and around the Fraser Valley provide a competitive advantage for the area when it comes to summer tourism. The Winter Park & Fraser Chamber have marketed the region as a "summer playground" for outdoor enthusiasts, offering an extensive list of outdoor recreational opportunities and special events including but not limited to: While the activities listed above are not all unique to Fraser Valley, the area does have a competitive advantage from some amenity offerings and location. Unlike most mountain communities, the Fraser Valley is proximal to a major national park. Rocky Mountain National Park attracts approximately 3 million visitors annually. The West Portal of the park is located in Grand County and is easily accessible from the Fraser Valley. According to visitor research conducted through the Grand Profile, visitors staying in the Fraser Valley indicated that one the primary locations visited during their stay in Grand County in the summer was the Park. As a result of this research initiative, the Winter Park & Fraser Chamber instituted a marketing initiative for the summer of 2015 highlighting the Fraser Valley as the "basecamp" of Rocky Mountain National Park. In addition to access to Rocky Mountain National Park, the Fraser Valley also benefits from an extensive trail system that attracts many outdoor recreation enthusiasts. Headwaters Trail Alliance (HTA) is an advocacy group, unique to Grand County, that promotes the quality and 23 connectivity of the trails in the Fraser Valley. The organization developed a trails master plan in 2015 with the assistance of the Towns of Winter Park and Fraser as well as the Fraser Valley Metropolitan Recreation District. As a result of the extensive trails system, the Fraser Valley has been deemed "Mountain Bike Capital USA TM". The region is able to attract mountain bikers of all ability levels with over 600 miles of cross-country biking trails and two established downhill bike parks. Trestle Bike Park at Winter Park Resort has been deemed the fastest growing bike park in North America, and is only behind Whistler Blackcomb in size. In summer 2015, the region came together and established the goal of becoming the premier mountain biking destination in North America. Thus, the area continues to improve and maintain its current trails system through the new master plan as well as develop marketing materials to attract destination visitation for mountain biking. The Fraser Valley benefits from its ease of access to the Denver Metropolitan area for summer visitation. The Valley has always had strong ties to the Colorado Front Range, with many of its second homeowners identified as Front Range residents in the Grand Profile. The proximity to the Front Range allows the Fraser Valley to not only be an attractive regional summer destination but also a destination visitor summer destination. Competitive Marketplace Whistler, BC Whistler Blackcomb has traditionally been one of the premier mountain biking destinations in North America. The region boasts cross-country and paved bike trails in addition to the largest downhill bike park in North America. The bike park was developed by Gravity Logic, who were also strategic in the development of the bike park at Winter Park Resort. Programming around biking and trails has made Whistler a biking destination. In fact Crankworx Whistler Freeride Mountain Bike Festival is one of the best attended events in Whistler, with better attendance than any winter event. Eagle, CO New initiatives in Eagle intended to increase tourism in that part of the county are focused on biking. Improvement efforts include developing new trails, connecting trails among various communities within the county, and emphasizing the cool temperatures and dry climate to allow cyclists to ride during more months of the year, as well as the more affordable amenities. Fruita, CO Fruita is home to an extensive network of mountain biking trails, which include the Colorado National Monument and trails that cross over to Utah. There are trails for all ability levels, and road biking is also present in the area. Fruita is recognized as a regional biking destination; however, the area still has not developed significant tourism infrastructure and relies heavily on camping as a form of lodging. IRzI Steamboat Springs Steamboat is nicknamed "Bike Town USA", partly due to being recognized as one of eighteen US cities with a gold level Bicycle Friendly Community in 2013. According to the Steamboat Chamber, biking in Steamboat includes cross-country, downhill, road biking, bike parks, and snow biking, offering a wide variety of activities and events for bike enthusiasts. Steamboat also offers special lodging/ticket/rental packages for visitors to "Bike the 'Boat"'. Gunnison -Crested Butte Tourism materials focus on both road biking and mountain biking. For road biking, the Gunnison -Crested Butte Tourism Association stresses the abundance of opportunities in the area as well as participation in special events like the USA Pro Challenge. Crested Butte Mountain Resort is called the birthplace of mountain biking and is home to the Evolution Bike Park, with trails for all ability levels. Mountain biking is also available in other areas of the region. Winter Background Winter tourism and recreation has been and continues to be one of the primary drivers of economic development in the Fraser Valley. The dominance of winter tourism in the current economy of the Fraser Valley has created a distinct seasonality to the economy. Nowhere is this more evident than in the taxable sales collection in the Town of Winter Park, where the winter collection (November—April) eclipses summer (May — October) collection by 133%. The Town of Fraser experiences similar swings; however, the mixture of businesses in the Town of Fraser is such that the swings are not as noticeable as those in the Town of Winter Park. From the visitor survey of the Grand Profile, the winter guest tends to be an overnight guest that stays an average of 4.6 nights in Grand County. While the winter visitor is predominantly an overnight guest (70 percent), the close proximity to the Denver Metropolitan area allows the Fraser Valley to pull visitors both regionally (from the Front Range markets) and from destination markets such as Texas. This creates a unique visitor mix for the region that is rare to find in winter mountain resort destinations. Current Situation Winter tourism is anchored by several winter recreational activities. One of the primary drivers of winter tourism is downhill skiing or snowboarding which are offered at both Winter Park Resort and Ski Granby Ranch. In addition to downhill skiing/snowboarding, snowmobiling, backcountry skiing/snowboarding, tubing, sledding, cross country skiing, dog sledding, hot air ballooning, snowshoeing, and disabled programs are accessible in the Fraser Valley. While not offering downhill skiing or snowboarding, Snow Mountain Ranch (YMCA) and Devils Thumb Ranch offer winter guest experiences that round out the offerings of the Fraser Valley. 25 The Fraser Valley benefits from having one of the largest ski resorts in North America in its backyard. Winter Park Resort, which has been in operation over 75 years, was recently rated as the 15th top resort in North America by SKI Magazine. Over the past three seasons, the resort has been improving its overall standing in the resort ratings. The resort is recognized by skiers and snowboarders as being accessible, providing good value, having kid -friendly activities, and highly rated terrain parks. The host of winter recreation activities as well as the unique customer base create a dynamic where the Fraser Valley competes with both destination resort communities as well as regional resort communities. This visitor mix has benefited the community with a more diverse customer base than other resort communities, which has allowed the Valley to activate one market (destination or regional) over the other in low snow years or economic downturns to drive visitation. While the visitor mix create opportunities within the Fraser Valley, it also has created some seasonality of business within the winter months. According to the respondents of the Grand Profile Business Survey, businesses cited seasonality of business as one of their primary threats. Increased visitation are associated with several peak demand periods (holidays and peak season weekends) can stress the economy of the Fraser Valley; however, the Valley struggles to drive visitation during non -peak periods (midweeks, early, late seasons). Thus, the Fraser Valley has the opportunity to continue to refine its winter tourism strategy. In particular the entities of the Fraser Valley could look to drive off peak visitation or continue to evolve the visitation mix to introduce the unique offerings of the area to new guests. Competitive Marketplace Summit County, CO Like the Fraser Valley, Summit County, CO has an economy that is dominated by winter tourism. The county takes in over sixty percent of its taxable sales in the winter months (November — April). Winter visitation is dominated by 4 distinct ski resorts (Arapahoe Basin, Keystone, Breckenridge, and Copper Mountain). Loveland and Vail Mountain are also proximal to the county. Summit County has a unique mix of destination resorts and regional resorts, and like the Fraser Valley benefits from being proximal to the Denver Front Range markets. Summit County, CO is a direct competitor to the Fraser Valley not only in the regional markets but also in some key destination markets, particularly those in the Midwest and Texas. Some of the resort communities within Summit County have been able to develop ties to destination markets via a second home market that is not as heavily dominated by Denver Front Range purchasers. Steamboat Springs, CO Like the Fraser Valley, Steamboat Springs has one large and well-recognized resort in its area. Steamboat was rated in the top ten of the western resort ratings by SKI Magazine. The resort is owned and operated by the same operating company of Winter Park Resort and synergies have 26 been created between the two resorts through season pass and lift ticket offerings. Steamboat is more remote from the Denver market than the Fraser Valley and thus does not enjoy the benefits of regional day visitation. However, the area does generate significant overnight visitation which impacts business operations differently than in the Fraser Valley where the day visitation creates added complexity and variability. Park City, Utah Park City, Utah benefits from its proximity to Salt Lake City. Unlike like the resort communities in Colorado, Park City can be accessed from the Salt Lake City airport in under 1 hour. While the resort community is near a large metropolitan area, it benefits from significant destination visitation generated by the ease of access through the airport. The resort community is currently undergoing significant change. Vail Resorts has taken over management of both Canyons Resort and Park City Mountain Resort in the past two years. The resort operator is combining the two resorts into what has been deemed the largest resort in the United States. In addition to this new resort; Park City is also home to Deer Valley Resort. The offering at both Park City Resort and Deer Valley, as well as the events (i.e. Sundance Film Festival) combine to make Park City a competitor in the destination winter vacation space. Events Situational Analysis The Fraser Valley boasts a variety of special events throughout the year, with each event falling into one of several categories. The number of categories is reflective of the intent to attract a diverse group of visitors. Signature events held in the Fraser Valley include: I►AFl Event offerings in the Fraser Valley are particularly strong in the recreation and music/entertainment categories and appeal to locals and visitors alike; however, additional events pertaining to food and arts and culture could be considered in the future to round out the offerings. The Fraser Valley Metropolitan Recreation District also provides a growing number of sports recreation evens that should continue to be encouraged. Competitive Marketplace Aspen Snowmass Events listed on the Aspen Chamber website include winter mountain events such as the X Games, arts and cultural events like the Aspen Arts Festival, and food and beverage events such as the Food & Wine Classic. Steamboat Springs Western -themed events are prominent in Steamboat, like the rodeo series, Hot Air Balloon Rodeo, and Wild West Air Fest. The Chamber website also lists race events such as the USA Pro Challenge and the Steamboat Marathon. Telluride Telluride is perhaps most well-known for its summer music festivals, including the Telluride Bluegrass Festival, the Telluride Jazz Festival, and the Ride Festival. Other events focus on local food and beverage and recreational opportunities. Vail Vail is home to a variety of music, film, arts, and cultural events like the Vail Summer Bluegrass Series, Bravo! Vail, and the Vail International Dance Festival. The extensive list of events also includes food and beverage events, for example Gourmet on Gore and Reds Whites & Brews, as well as mountain events like Pink Vail and Spring Back to Vail. Brand Situational Analysis The Fraser Valley is branded as "Colorado's Favorite Playground" and aims to attract visitors with its proximity to Denver, variety of activities and events, status as "Mountain Bike Capital USA TM11, and the general authenticity and comfort of the area and friendliness of its residents. A branding study conducted in 2012 identified two key visitor segments: Front Range visitors and destination visitors. The Front Range visitors generally travel to the Fraser Valley for activities, affordable accommodations, and convenience. Affordable lodging and convenience also appeal to destination visitors, but these visitors intend to come primarily for the natural beauty. Therefore, the Winter Park & Fraser Chamber seeks to stress the abundance of things to do, natural authenticity, and quality of stay to attract potential visitors and guests. Competitive Marketplace Aspen Snowmass The Aspen Chamber markets the area as a "world class destination" that is perfect for outdoor adventurers as well as arts and culture enthusiasts. The marketing also stresses the small town atmosphere but big city amenities available in Aspen. Gunnison -Crested Butte The Gunnison -Crested Butte region is called "Colorado's Last Great Ski Town", by the Gunnison - Crested Butte Tourism Association with descriptors like "authentic", "unspoiled", and "unpretentious", which emphasizes that Gunnison -Crested Butte is not a glitzy mountain resort. Opportunities are abundant for both relaxation and adventure. Steamboat Springs Steamboat Chamber marketing stresses the combination of Western culture and outdoor adventure in the town, providing a laid back experience in the "heart of the Colorado west". Promotional materials also emphasize the unique downtown area and numerous events occurring year-round. 29 Supporting Documentation Averill, Graham. "Mountain towns capitalize on the cycle tourism book". Mountain, Early Summer 2014 Edition. Benzel, Lance. "Stunning views and abundant trails await visitor who discover town near Vail". The Gazette, July 24, 2015. McDonald, Kelli. "Town of Vail Special Events" C.A.S.T, Dillon, CO, January 23, 2015. Winter Park & Fraser Chamber of Commerce Branding Development Study (2012) Grand Profile Visitor Analysis, 2015. 30 Economic Development Goal Overview: Support Existing Businesses while also Strategically Recruiting Businesses to the Fraser Valley Surveys conducted in 2015 as a part of the Grand Profile and the Strategic Economic Development Plan both identify support for a two pronged strategy that would offer support for existing businesses while selectively recruiting new businesses. The survey respondents were clear that they favored "balanced" efforts to address both types of strategies rather than singling out one segment, i.e. either existing or new businesses, for singular attention. Specific findings from the survey research show the following: Figure 1 [Thinking about the efforts to support business, which of the following best describes your opinion? Both existing and new business development 68% should be pursued at the s.. Support expansion of existing businesses should 21% receive primary attention Attraction and development of new businesses should11% receive primary attention 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% 55% 60% 65% 70% 75% Percent Responding Source: Fraser valley Strategic Economic Plan Survey, 2015 Actions Business Retention • Provide local businesses with information resources to encourage expansion and competitiveness. Insure that the towns have readily available information, including the available community data such as the Grand Profile, to explain and express support for businesses in the community • Designate a shared business development function/position within the Winter Park & Fraser Chamber to encourage the retention and expansion of existing employers in cooperation with, and funded by, the two towns. This individual would serve multiple roles on behalf of the Towns of Fraser and Winter Park, with responsibilities that include being a business resource, an advocate, and a dedicated individual within local government to align, oversee and implement economic development strategies as determined and prioritized by the respective Town elected officials • Review existing regulations and fee structures in the communities to insure consistency with policy intent. Conduct a regular assessment survey of Iota[ businesses, built upon the Grand Profile, to gather information on potential expansion and contraction as well as needs and opportunities • Support efforts of local employers to obtain a trained and skilled workforce, while recognizing that this action requires continued attention to attainable housing (see Housing Strategy above) 31 • Expand the Commercial Enhancement Grant Program in both communities with a targeted grant amount each year that is designed to grow the reach of the program from current levels • Continue to make downtown improvements in both Fraser and Winter Park to enhance the sense of community identity and a sense of progress and attention to quality • Collaborate with existing entities and/or initiatives, as appropriate, to provide resources for business expansion and retention • Implement the integrated brand platform through all messaging under business recruitment (see brand platform below) New Business Development • Develop cooperative relationships and cultivate a network of appropriate referral resources for emerging companies that includes basic industries from the Front Range such as marketing, finance, intellectual property and technology. This action is generally not intended to encourage relocation of these companies; rather, the strategic efforts will be directed at creating an awareness of Grand County as a lifestyle choice for growing companies and professionals, and particularly for the millennial age segment (aged 18 to 34 in 2015). The effort could include fostering the creation of appropriate work spaces, support services, and a refined brand message that could be something like, "You live on the Front Range, come play and work from the Fraser Valley" • Attract diverse employers that contribute to the overall quality of the communities • Recruit location neutral businesses and/or professionals • Initiate a program to use community events (i.e. concerts, cultural, sports, etc.) as a place for business recruitment • Identify missing retail or professional service companies and provide this information to residents and visitors using available sources to develop a list of target businesses • Coordinate efforts with those in the Grand County Office of Economic Development and local realtors/commercial real estate owners to encourage publicity and use of the Grand County site selection tool to catalog available vacant land/store fronts • Implement the integrated brand platform through all messaging under business development (see brand platform below) Business Friendly Brand Development • Develop an integrated brand that incorporates the dual ideas of business retention and recruitment. Messaging for business retention should stress the quality of life and business opportunities presented by the Fraser Valley. Messaging for business recruitment should reinforce the Fraser Valley brand and the identities of the towns of Fraser and Winter Park as a means of communicating the quality of life, growth opportunities, accessibility and the shared vision for the region. Consistent marketing messages should be developed to support the brand platform. Develop a consistent marketing message as part of the brand platform that stresses the quality of life and business opportunities presented by the Fraser Valley. This message will be framed using information obtained from the community data 32 sources such as the Grand Profile stressing recreation, safety, locational advantages including access to Denver International Airport relative to other mountain towns, a small town lifestyle, a supportive business environment, etc. • Create a shared website to promote business retention and expansion, as a new site targeting the Fraser Valley specifically and work with the Colorado Office of Economic Development and International Trade for business retention/expansion program support Situational Analysis The Grand Profile Business Survey documents perceptions among existing business owners and operators that Grand County (and the Towns of Fraser and Winter Park) is a difficult setting for conducting business. About half of survey respondents saying it is "much worse" (7%) or "somewhat worse" (44%) for business than other Colorado mountain communities. The Grand Profile survey also indicated that finding qualified employees, employee turnover, and having the appropriate location/space for business were all specific problems that are quite widely experienced. Further, in a separate survey question, the "ease of doing business/regulations" was one of the lower rated aspects of doing business in Grand County. Taken together, these are areas where efforts by the towns, and increased sensitivity by local officials, could provide improvements in the business climate that could support successful operations by local businesses. Further, to the extent that recruitment efforts take place, the survey results identify these as areas of relative weakness that would likely be of potential concern to new businesses that are considering locating in the Towns. Additional findings from the surveys provide quantification of business owner and resident actions and priorities. In an important finding, survey results show that the majority of current business owners report starting their businesses in Grand County (64%), as opposed to moving the business to the County (10%). This provides an indication of current circumstances and the relative rarity of new established businesses coming in from outside the County. Figure 2 How Grand County business was started Start this business in Grand County Take over an existing Grand County Move this business to Grand County business __ soar a d440% 20% m Ooh a Source Grad Profile Business Survey 2014. RRC Associates The survey also provides insight on employment related issues in the area. While "lack of qualified employees" is most frequently identified, seasonal swings, higher wages elsewhere, and affordability of housing were all frequently rated as challenges. These issues identified by 33 the business community provide some prioritization of topics that should be supported by local initiatives and they tie directly to a number of the identified Actions as stated in this Plan. Figure 3 Employment Issues — Grand County Overall Potential Access to No difficulty Quality of Lack of qualified Seasonal swings employees can Affordability of kee in ositions Rural, mountain Lack of public Availability of childcare I early educational employees in staffing receive higher housing p filled location transportation housing childhood system wages elsewhere education dors s' € 30 eli cors elm ors Stakeholder Interviews and discussions with local officials suggest that, in the opinions of some, current efforts to support business do not go far enough. However, there are also indications that some of the recent initiatives show promise and receive strong support. For example, the Commercial Enhancement Grant Program in Winter Park, and a similar program in Fraser are showing promise and there is support for expanding such efforts to get direct, visible improvements in local businesses underway. Further, there is a belief there could be more done to encourage "downtown" vitality and pedestrianization. Slower speeds through the towns, improved highway crossings, and other potential efforts to enhance the look and feel of unified business (shopping) districts are all mentioned as potential areas for cooperative efforts. While it is recognized that many of these types of physical design enhancements traditionally might fall under the auspices of the local planning or community development offices, in the Fraser Valley these programs will also be considered a part of the overall economic development strategy, with specific actions identified to further improvements in the town shopping areas. A review of economic development activities by towns, counties and marketing organizations throughout Colorado and the U.S. indicates extensive efforts at all levels of government. Strategies to support existing businesses, and to recruit new, are long-established with many highly evolved programs being tried throughout the country. While such efforts are less established in Colorado mountain communities there are, nevertheless, examples of flourishing programs with positive results. The recruitment environment is also highly competitive and as a result, many locales have dedicated significant financial resources to such efforts, further raising the costs of competition. The business recruitment and support environment sometimes differs in Colorado where quality of life opportunities, and the ability to market to visitors as well as residents, creates special opportunities. The result is often highly integrated programs where multiple jurisdictions and agencies are working together toward mutual goals. This is the general approach that is being suggested in this Strategic Economic Development Plan for the Fraser Valley. Several case studies have been identified below that represent examples of these types of programs in other Colorado communities. 34 Actions in Support of Business Retention and Recruitment As shown above, there are a number of specific actions that have been identified to further economic goals related to business development. Most of these are interrelated with one another (for example, Transportation, Attainable Housing, and Enhanced Broadband Services availability) all combine to improve conditions of Business Retention/Recruitment. The opportunity to enhance the business brand of the Fraser Valley, and to develop complementary marketing strategies, has also been identified. These efforts should take into account the priorities of the business community and current residents as measured through the Grand Profile surveys. Brand reinforcement and marketing efforts will likely be most successful by communicating information locally obtained. These programs would stress recreation and the extensive trails network, safety, locational advantages relative to many other mountain towns, a small town lifestyle, a supportive business environment and an overall positive quality of life. Case Studies Eagle County and the Towns of Vail and Eagle, CO The Economic Council of Eagle County and the Vail Valley Partnership are two organizations that have played leadership roles in Eagle County, Colorado. Dating back to post recession actions (2008), the organizations have worked on a variety of efforts that are based on six core objectives "developed to position Eagle County's economy for long term success: 1. Build a Business -Friendly Eagle County 2. Create and Market an Eagle County Business Brand 3. Retain, Grow and Recruit Businesses 4. Protect our Natural Environment 5. Expand Opportunity in our Leading Sectors (Tourism and Recreation, Health & Wellness and Creative Industries) 6. Provide Support for a Quality Workforce (Affordable Housing, Education, Transportation and Health) The County Plan is designed to "supplement and support (not replace) municipal level economic development efforts." In other words, in Eagle County, economic development planning begins at the County level, and is complimented by significant efforts by the towns. (Note, this approach generally parallels the efforts in Grand County where the Grand Profile, and efforts by Grand County Economic Development (GCED) was created in 2012 out of the identified "value of a thriving economic environment that retains, expands and attracts businesses in Grand County.") The Eagle County Plan is a 35 page document that spells out specific initiatives that will be pursued to address the identified Objectives as stated in the Plan. Programs in Vail and Eagle, CO Importantly, strong efforts have occurred at the local level as contemplated by the County Plan. For example, the Towns of Vail and Eagle have developed municipal- based programs that merit some consideration as Winter Park and Fraser consider future programs and the competitive environment. 35 Within the Town of Vail, an identified staff position titled Economic Development Manager in the Office of Economic Development was created in 2007. This individual oversees Economic development initiatives that are identified as "critical to sustaining a vibrant economy in Vail." The Economic Development Division was added to lead marketing activities and research with the goal of attracting business to Vail to provide a year-round economy. This individual also coordinates efforts by other local organizations including: • Vail Economic Advisory Council • Vail Local Marketing District Advisory Council • Commission on Saecial Events • And oversees research such as the Mountain Travel Market Update June 2015 The efforts in Vail are directed at initiatives that extend beyond tourism and have provided an ongoing support system for integrated programs that address health care, quality of life and future marketing and positioning opportunities. Further, the coordinative role, helping to ensure that the multiple players in the economic development space, are communicating and coordinating presents a worthy model for consideration in Grand County. The Town of Vail developed the Vail Economic Development Strategic Plan, December, 2008 which contains a Work Plan (see pages 11 to 30) that has guided subsequent economic development efforts over the past seven years. That Plan identifies Goals, Objectives and Actions, as well as timelines and responsibilities for various actions. This Plan and the overall program in Vail represents one of the more highly "evolved" examples of integrated economic development activities in a mountain town. Similarly, in the Town of Eagle, also in Eagle County, there have been focused efforts to "drive dollars into our economy, benefiting existing businesses (1), and bringing in new businesses (2). This effort has been championed by the Eagle Chamber and has resulted in coordinated efforts with the County, attention to the central business district in Eagle, launching a CoWorking feasibility study for Eagle, and highly targeted efforts to publicize mountain biking in Eagle. These programs have resulted in improved stature and visibility for the Town and, arguably, a very rapid increase in "buzz" around the state concerning mountain biking and the overall quality of life in the small town that exists in the shadow of Vail and Beaver Creek. Subsidy and Shared Revenues: the Eagle/Gypsum Agreement on Costco There are a variety of tools that are used by communities to encourage various forms of business recruitment and relocation. One example was the location of a Costco store in Gypsum, CO. An agreement was created to encourage the location of the store in Gypsum near the Eagle Airport with joint cooperation from the two adjacent towns. At the time the store went in, there was limited development other than the airport in the immediate vicinity of the store, and the location was relatively removed from both adjacent towns, but the store was proposed for zoned land in Gypsum. Typical of subsidy programs, the specifics of the Costco deal are somewhat complicated and they were originally negotiated quietly behind closed doors. Gypsum and Eagle created a 36 revenue-sharing agreement in 2007 that split unencumbered sales tax revenues from the Costco retail block roughly 60% Gypsum and 40% to the Town of Eagle for a period of five years. However, the arrangement included a requirement that Gypsum earmark some of the sales tax for law enforcement and the Gypsum Recreation Center debt (the "encumbered" portion) resulting in Eagle receiving about $16 for every $100 in sales tax revenues at the Costco site in 2011. The original agreement expired in 2011. It called for the Town of Gypsum to rebate to Costco 38% of the sales tax generated by Costco for three years, or until a $4.2 million cap was reached. When the original revenue cap wasn't met in three years the town rebate dropped to 15% of the sales tax for an additional two years. This agreement was extended in 2012 for another five years at the 15% rebate level, although the payments to Eagle expired resulting in more revenue to Gypsum (estimated at an additional $400,000 sales tax) according to an article in the Vail Daily dated 10/31/2012. Co Working Facilities and Services Additionally, efforts by the Chamber and other Eagle representatives have helped to develop a coworking opportunity in Eagle. As described by the Eagle Chamber, CoWorking is a solution to the problem of workplace isolation faced by many independent, freelance and telecommuting workers. It offers a "low-cost and flexible business presence, in connection and collaboration with others, in a community of innovation, ideas and talent." There are now similar spaces in Frisco (two competing facilities, evo3 and ELEVATE coSpace), and a mountain coworking alliance has created reciprocal memberships in Park City, Tahoe, and Jackson Hole, etc. The idea of these types of spaces is growing rapidly and has particular appeal for millennials that appreciate shared work space and a collaborative environment, as well as the flexibility of living and working in a setting suited to an active lifestyle and work/life balance. Additionally, these spaces may also have appeal to second homeowners and visitors that may find it attractive to work from Grand County, increasing the likelihood of converting to longer stays, mid -week stays and perhaps year round residency. Firestone A number of other smaller communities in Colorado, and particularly along the Front Range have created aggressive economic development programs. Firestone, a small but rapidly growing town in Weld County north of Denver has targeted economic development with some success. It was the fastest growing community in Colorado between 2000 and 2010 with a 432% increase in population. The town's website states: "Firestone has a strong focus on business and economic development in an effort to provide new jobs and provide additional goods and services for Firestone residents. Economic development also increases the Town's tax base, which helps keep taxes low while providing necessary public services." 37 In order to facilitate business development, the Town utilizes an economic development committee to assist and communicate with the business community and to facilitate the processing of development applications with fast track scheduling as may be necessary. A stated objective of Firestone of encouraging new jobs to provide additional goods and services to residents is an element of the program that is notable. Further, the use of an "economic development committee" represents an approach that is common in successful communities that have chosen to target certain types of economic activity. Supporting Documentation Grand Profile Business Analysis, August 2015. Fraser Valley Strategic Economic Development Survey, September 2015. Vail Economic Development Strategic Plan M The Fraser Valley Economic Development Framework Overview The Strategic Economic Development Plan was designed using a framework that would continue to foster the synergies between the Towns of Fraser and Winter Park and the supporting entities. In addition it was designed to build upon the tools and metrics used in the development of the plan. A brief explanation of the identified framework is presented below. • The towns and supporting entities of the Fraser Valley recognize that improving the quality of life in the valley is a key component of local economic vitality. This consideration is being addressed through community development efforts by the towns that include actions related directly to economic development, as well as peripheral actions that will further broad community objectives. This Strategic Plan anticipates that the economic development actions identified herein will be tied to other ongoing community development activities and that the communities will continue to plan and invest in ways that improve the communities for residents and visitors alike. • The towns and supporting entities of the Fraser Valley will work together to develop effective metrics to evaluate each economic development goal and their respective actions as outlined in the Strategic Plan. These metrics will also extend to a commitment to keep the data of the Grand Profile up to date, as the Grand Profile. The metrics and updates are outlined for each goal in the respective Progress & Updates sections. • The towns and supporting entities of the Fraser Valley will work together to better use existing resources to further economic development opportunities. Actions: • Continue joint meetings on a periodic basis to enhance communications and coordination. • Pursue opportunities for joint funding of initiatives with particular attention to the Actions identified in this Plan. Strategy Overview: Mutual cooperation between the Towns of Fraser and Winter Park, with the potential for more formal Intergovernmental Agreements at some time in the future. This discussion provides an overview of Intergovernmental Agreements as a means of formalizing municipal (or other entities) cooperation for mutual benefit. In instances where entities work together there is often an opportunity or need to formalize the basis of the relationship and commitments. Over 39 time, the cooperation between the Towns of Fraser and Winter Park may evolve to a point where a mutual understanding, in the form of agreements, may become appropriate. This document is for discussion only at this time; the documentation of agreements, and the specificity of commitments between the towns will evolve with the pursuit of the actions identified in this Plan. Background An Intergovernmental Agreement is an agreement made between two or more governments in cooperation to solve problems of mutual concern. IGAs are created for a myriad of purposes, including development review, land use planning, and resource sharing. The agreements set forth the purpose, power, rights, obligations, and responsibilities, financial and otherwise, of each party to the agreement. Agreements between two or more local governments to address regional issues are a common practice in Colorado. In a 2004 local government land use planning survey, 67 percent of Colorado counties reported using IGAs, up from 46 percent in 1992. By 2004, 57 percent of Colorado's municipalities had adopted a land use IGA. IGAs are often made to create solutions between neighboring jurisdictions competing for employment centers, tax revenue generators, highway interchanges, or real estate. IGAs can include a multitude of collaborative efforts and negotiations. Revenue sharing is one form which several communities in Colorado have utilized to solve development disputes. Examples include the IGA between the City of Louisville and the Town of Superior and the IGA between the City of Thornton and the City of Westminster. While in theory they require little capital to initiate, IGAs, and in particular revenue sharing IGAs, can be controversial and challenging to negotiate when multiple entities are invested first and foremost in their jurisdiction's benefit. Current Situation Municipalities in this area have had a history of governmental collaboration. The Fraser Valley Metropolitan Recreation District (FVMRD), for example, was established in 1979 as a joint effort among Grand County, the Town of Fraser, and the Town of Winter Park. It operates several recreation facilities, including the Grand Park Community Recreation Center, Pole Creek Golf Course, and Fraser Valley Sports Complex. The District extends from the Town of Winter Park to the Homestead Hills Subdivision, and encompasses approximately 92,160 acres. FVMRD is considered a quasi -municipal government agency but unlike municipalities, property tax is its only tax revenue mechanism. It is funded by a district mill levy of 7.096 mills. In 2014, the District collected $2,019,815 in total tax revenue. An IGA between the Town of Fraser and the Town of Winter Park was signed in 2006 to form cooperative strategies for sharing common resources and directing mutually beneficial growth. In recent years, the towns have been able to cooperate to mutual advantage in several areas, including establishing a combined police force and municipal court. An IGA Working Group has since been formed to propose additional forms of cooperation. Another notable project is the 40 combined effort put into developing the Fraser River Trail, a 5 -mile, multi -use greenway connecting the towns. The Fraser River Trail not only connects runners and skiers between the two areas, but also helps to mitigate negative impacts to the ecosystem of the Upper Fraser River. Costs for the trail project were mutually shared and partially supported by grants, including several contributions from the Colorado Lottery. The Working Group has also considered more aggressive ideas, including annexation of Fraser by Winter Park and full consolidation. The group analyzed seven specific topic areas with respect to each of the four alternatives listed above: general government and personnel; political representation; zoning and land use; special districts; public works; public safety and municipal court; and finance and budget. Although both towns decided to take no immediate action on either annexation or consolidation, the report identifies the potential for enormous opportunities in future cooperation between the two towns. The Town of Fraser and the Town of Winter Park continue to schedule interjurisdictional coordination meetings. Case Studies City of Louisville and Town of Superior IGA In 1997, the City of Louisville and its neighbor to the south, the Town of Superior, entered into a number of IGAs to address interchange improvements, library services, and revenue sharing. Of particular interest to Fraser and Winter Park is Louisville and Superior's structure of the revenue sharing IGA. The revenue sharing IGA identifies adjacent properties in both communities, primarily in the Highway 36 corridor, and stipulates that as these properties develop, sales tax revenues generated from the sites are split equally between Louisville and Superior. Plans for Superior Town Center, a development with 1,400 residential units, a 500 -room hotel, office space, and over 440,000 square feet of retail and commercial space, were introduced in 2013. The proposed center, for which Louisville ceded 80 of the 157 acres, is an example of a development which qualifies for revenue sharing between Louisville and Superior under the IGA. Based on the planned retail square footage, each jurisdiction is slated to earn approximately 1.0 million dollars per year at buildout. Thornton and Westminster IGA Thornton and Westminster signed an IGA in 1986 to address retail competition in the 1-25 corridor. Under this agreement, sales and property tax revenue generated in a defined area along the 1-25 are shared between the participants. For sales tax revenue, the city where the sale occurred retains one-third of all receipts. The remaining two-thirds of sales tax revenue are divided between the two cities based on their respective sales tax rates. This percentage allocation is determined by dividing each city's tax rate by the sum of their combined tax rate. Property tax revenues are shared in a similar fashion, whereby each municipality receives a percentage share of the total property tax receipts for the corridor area equal to its contribution to the sum of the mill levies for the two municipalities. There have been several 41 iterations of the original IGA since its establishment. A new IGA was approved in 2015 amending the last version from 2006 to include shared responsibilities of all right of way maintenance associated with the two interchanges including snow and ice control, street maintenance, traffic signal maintenance, and landscape maintenance. Fraser Valley Opportunities The Fraser Valley economy extends beyond the boundaries of the two towns to the entire Valley. Given the relatively small size of each town, there are obviously opportunities for economies of scale that provide a reason for working together on many issues, as they have in the past on the topics reviewed above. The Working Group has even broached the subject of full consolidation in the past. While there are considerable challenges to full consolidation, Fraser and Winter Park can build upon its past successes with the Fraser -Winter Park Police Department, Fraser River Trail, and Municipal Court to pursue other partnerships. One subject worth discussing is retail competition. Until recently, most of the tourism oriented retail and restaurant space was located on Main Street in Winter Park and most of the year- round community oriented retail uses were located in Fraser town center. The Winter Park Resort has recently added retail uses at the ski area base and on the other end of town near the border. Additionally, Fraser has added community retail uses including the Foundry Cinema and Bowling Alley. Winter Park is also considering retail development on the Sitzmark property. Given their close proximity, it would serve the two jurisdictions well to establish a larger commercial district on the border of the two towns. These commercial uses draw their sales from both towns and it may be mutually beneficial to structure a commercial district within which the towns would agree to share sales tax revenues for development. This could potentially reduce competitive issues around the impacts of new development and foster a more regional approach to improving the Valley's retail tenant base. Additional Priorities The survey instrument developed to support the Strategic Economic Development Planning process identified support for additional strategies in August 2015. In light of the near term focus of the Strategic Plan it has been determined that these actions will not be addressed as a part of the Strategic Plan at this time. However, it is recommended that they be considered as a part of future community and economic development efforts. These strategies are: • Improve K-12 education opportunities • Improve access to quality healthcare in the Fraser Valley • Pursue advanced education opportunities for post -secondary students • Increase the availability of early childhood education opportunities • Focus on creating a quality of life that is attractive to younger generations • Increase the availability of adult education opportunities • Increase the opportunities for seniors Supporting Materials Documenting Past Community and Economic Planning Efforts • Town of Winter Park Housing Needs Assessment, September 2015 • Fraser Valley Metropolitan District Needs Assessment (2014) • Grand Profile (2014) • Trails Plan • Town of Winter Park Sitzmark Property Market Study (2013) • Winter Park & The Fraser Valley Chamber of Commerce Branding Development Study (2012) • Town of Fraser Community Revitalization Partnership (2010) • Fraser -Winter Park Joint Working Group (2007) • Fraser Valley Retail Market Analysis (2004) • Public documents available through Winter Park Resort 43 TOWN OF FRASER RESOLUTION NO. 2015-11-03 A RESOLUTION ADOPTING THE FRASER VALLEY ECONOMIC DEVELOPMENT STRATEGIC PLAN WHEREAS, the Town of Fraser partnered with the Town of Winter Park and the Chamber of Commerce to develop a strategic economic development plan to identify actionable near term opportunities for collaboration between the entities with the goal of improving our local economy; and WHEREAS, a strong local economy is an important component of a sustainable community (defined as including social, fiscal, and environmental sustainability); and WHEREAS, the Town of Fraser's General Fund relies on local business success for sales and property tax revenues (roughly 70% of all General Fund revenues) in order to fund expenditures necessary to provide services to the community. NOW THEREFORE BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF FRASER, COLORADO THAT: 1. The Fraser Town Board hereby adopts the Fraser Valley Economic Development Strategic Plan. 2. The Fraser Town Board directs staff to appropriate resources to the priorities as identified in the Plan and projects/programs as identified in the approved 2016 Budget. 3. The Fraser Town Board commits to meeting at least twice annually with the Winter Park Council and Chamber Board to evaluate progress and discuss opportunities. DULY MOVED, SECONDED, AND ADOPTED THIS 18th DAY OF NOVEMBER, 2015. TOWN OF FRASER BOARD OF TRUSTEES x:371 Peggy Smith, Mayor ATTEST: Lu Berger, Town Clerk Memo to: Mayor Smith and the Board of Trustees From: Jeffrey L. Durbin, Town Manager Date: October 29, 2015 Subject: Byers Peak Ranch Music Festivals MATTER BEFORE BOARD The Town Board has the opportunity to provide comments regarding two Temporary Use Permits pending consideration before the Grand County Board of Commissioners. ACTION REQUESTED No action is required. Grand County has requested comment from the Town of Fraser and the applicants have requested letters of support. EXECUTIVE SUMMARY Grand County is in receipt of an application for a Temporary Use Permit for Touch the Sun country music and camping festival planned for June 24-26, 2016. Additionally, an application for Temporary Use Permit is pending for the Divide Music Festival, proposed for the same location July 22-24, 2015. The Town of Fraser has opportunity to provide comments to Grand County via the public hearing process. Other interested parties can attend the hearings and/or provide comment to Grand County. BACKGROUND The application for a Temporary Use Permit for Touch the Sun has been submitted to Grand County and public hearing has been scheduled before the County Commissioners November 24, 2015. Application materials and background is included in this packet. The application for Divide Music Festival is anticipated to be submitted within the next week, thus the required public hearing has yet to be scheduled. Preliminary information is included in this packet. Given that the festivals both occur on the same property and are anticipated to have similar impacts, it may be more effective to consider them concurrently. While both these proposed festivals can be expected to have more direct benefit to the Fraser economy than festivals held at Hideaway Park or Winter Park Resort, we have heard concern about how these events may conflict with other events in Winter Park. Touch the Sun would occur during the same weekend as the Blues Festival at Hideaway Park (June 25, 2016). There is not currently any other music festival planned for July 22-24, 2016, Jazz Fest would occur the third weekend of July (July 15-17, 2016). Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com I believe that both festivals would be consistent with some of the provisions of Resolution 2015-10-02 regarding economic development given the proximity to Fraser businesses. Unlike Snowball, where much of the pedestrian traffic leaving the venue went into Winter Park, I would expect much more direct benefit to Fraser businesses. We have informed both promoters of the importance of providing safe pedestrian routes into town along CR 72. ALTERNATIVES The Town Board has the option of providing comment to Grand County and/or letters of support/opposition. RECOMMENDATION: Staff intends to provide Grand County with suggested conditions for inclusion on any permit in order to mitigate impacts to our community. At this time, those conditions include the following: • The Town of Fraser lacks sufficient resources to manage the impact of the proposed festival on the community, supplemental resources will be required and those costs will be the responsibility of the permittee. • Traffic Control must be provided, including temporary directional signage. Additionally, pre -event mapping should route attendees to the site via CR72, NOT through old town Fraser. Access to old town Fraser will be limited to local traffic only. • A safe designated pedestrian route along CR 72 should be provided under the railroad grade separated crossing. • Dust control measures should be implemented on CR 72 and CR 721 before the event and as needed during the event. • Provide/confirm adequate water supply. The Town of Fraser may be able to provide a bulk water supply only if provided adequate notice and subject to terms and conditions of a bulk water permit. • Provide facility for disposal of wastewater from travel campers and trailers. The Upper Fraser Valley Wastewater Treatment Facility is not accessible to the public, a suitable public location must be provided. • Consider identification of alternate approved camping facilities should the property be too wet for vehicular access. Transportation facilities and/or parking provisions should be included. • Fraser/Winter Park Police Department lacks resources to effectively manage the impacts of this event on our community (especially in light of other anticipated events/business during those times) and anticipates that the Grand County Sheriff's Office will address event related security/public safety. Should Fraser/Winter Park Police Department need additional resources to protect community interests, or be involved in event related security matters, the permittee must reimburse those expenses. Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com DEPARTMENT OF COMMUNITY DEVELOPMENT 308 Byers Ave • P.O. Box 239 • Hot Sulphur Springs • Colorado • 80451 970-725-3347 Ext 140 or Fax 970-725-3303 MEMO TO: Interested Parties FROM: Department of Planning & Zoning DATE: October 21, 2015 RE: Touch the Sun Music Festival —Temporary Special Use Permit (Permit for music festival at 566 County Rd 72, Fraser, Co - June 24-26, 2016) The above referenced item has been scheduled for a public hearing before the Grand County Board of County Commissioners on November 24, 2015 at 2:00 p.m., or as soon as possible thereafter. The meeting will be held in the Commissioners Meeting Room, County Administration Building, 308 Byers Avenue, Hot Sulphur Springs, Colorado. You are being notified of this hearing because you are an interested party or own property within 500'. You do not have to attend the meeting, but may do so if you desire. Please let us know if you have any comments or concerns regarding the proposed amendment. Thank you. common\BOCC\Letters\2014\35-Touch the Sun Temp SUP INT *sr give nPTIone GRAND COUNTY ITEMS TO NOTE FOR 2016 TOUCH THE SUN FESTIVAL: 1. Dates and duration of event, including pre -event mobilization, set-up and demobilizing: June 24,25,26 are event days. Pre -event mobilization will begin as early as Monday, June 13 when we may start accepting deliveries of equipment. We expect to be totally clear of the property Friday, July 1. 2. Location and alternative sites : Location is the Colorado Adventure Park at 566 County Road 72 Fraser, CO 80442. Maps on informational document provided to Grand County Dept of Community Planning. 3. Proximity to residential areas— The festival stage itself is removed from the nearest residential area to the North by over 2500ft with over 3000ft to residences to the East. In order to reduce impact to residential users, Live Nation plans to make areas nearest the residences the last areas to park and can institute "family camping" areas in those spaces nearest residences. 4. Access and transportation to and from the site — Event tickets will be 3 -day passes with most guests staying the entire weekend. Camping is all on site. Additional transportation via trains to and from Denver and plenty of day parking available. There will be 2 main entrances and a drop-off area near the main entrance which can accommodate hotel and municipal shuttles. 5. Traffic and Parking control — We have plenty of parking and will manage the ingress. We will work with local authorities to devise a traffic control plan. In addition to signage, LN will make directions available via email and social media to guests. We anticipate similar numbers as a typical ski season weekend. 6. Camping area location, size and density and types of camping — Mixed camping uses expected with ample accommodations for RV camping which is common at country festivals and tent camping. Map of current plan provided to County Community Planning. 7. Water and wastewater facilities to serve the event — Property has commercial well that should be sufficient for water needs, per owner. Additional clean water will be arranged to be brought into sight, likely from agreement with town of Fraser. Waste facilities will be brought in and maintained. Site map shows examples of locations for facilities. 8. Sound and noise impacts - Site was chosen in part due to the amount of space surrounding the event area and stages will be positioned for minimal impact. 9. Stage construction and lighting — Info on Mountain Staging equipment typical for this kind of event was provided. Equipment info includes stamped engineer drawings, wind and severe weather plans, and the structural information on stages. Additionally, Live Nation hires Kimley-Horn engineering company to provide peer review of plans and to oversee that the stage buildings are erected to plan. For more on build timeline see sample build schedule from another event. 10. Food and liquor services and other retail vendors - Live Nation will put out an RFP to professional concession companies with experience in Festival food and beverage service. Chosen concessionaire will be fully licensed, bonded and insured to the highest standard. Live Nation will require concessionaire to provide training in responsible alcohol policies and to monitor those policies. We will select a concessionaire who will oversee all food and beverage service, but who will bring a local flavor to the event by using area services and restaurants to assist in making the selections available a good representation of the area. 11. Public safety and emergency services - There will be first aid/medic stations within the event area and in the camping areas as described in the map. Typically there is also a central medic station that can provide care, serve as a detox area and will be accessible for any necessary transports to medical facilities. Live Nation in Colorado contracts with Stadium Medical which is familiar to many large event guests. Stadium Medical assists with events such as the USA Pro Cycling Challenge and many concert events at large venues throughout the state and has a history of working with local medical authorities. 12. Security and crowd control - Live Nation will contract a reputable, insured, licensed security contractor to accommodate security needs inside the event venue and in the camping areas. A central command center is employed to direct security and medical needs and to inform key safety personnel of any emergencies. Detailed incident reporting will be maintained for all occurrences. We currently use Argus Event Staffing for local Live Nation events and they are also contracted to provide security at Sports Authority Field at Mile High, Pepsi Center, University of Colorado and other concert venues in Colorado and several other states. Licensed guards will be employed in all security deployments. Signage will be in place and guests will be checked at entry for prohibited items such as bottles and weapons. 13. Owner's permission for Live Nation to make Application. Lease to be finalized. Letter from owner will be sent this week. 14. Other issues - Live Nation promotes and produces over 60 Festival events annually and has a team of Festival specialists in place to anticipate and work through potential issues. Local authorities including emergency and municipal managers from Grand County, Fraser and Winter Park met with Live Nation representative Sean O'Connell on Thursday, October 8 to review preliminary plans for the event. After the meeting, Mr. O'Connell shared the details of his presentation along with a contact list including several of the key Live Nation contacts with the group from the county. We look forward to making the event successful for the communities we are lucky enough to work with and we look forward to making Grand County a signature destination for music fans attending "Touch the Sun" for years to come. 15. Detailed Site Plan for the proposed event that includes, but is not limited to boundary, location of uses, structures, facilities, stages, parking, access points. Included in information sent. JK "A Fraser Valley Parkway C % . . . . . . . . . . SITE Viii N Ak 0 315 630 1 —1 Feet Touch the Sun Music Festival Special Use Permit GRAND COUNTY DEVELOPMENT APPLICATION Grand County Department of Community Development P.O. Box 239 Hot Sulphur Springs, CO 80451 Phone (970) 725-3347 / Fax (970) 725-3303 www.co.grand.co.us TYPE OF APPLICATION & ASSOCIATED FEES Subdivisions Special Use Permit (SUP) ❑ Subdivision Sketch Plan ($1,000) 0 SUP -New ($250*) ❑ Subdivision Preliminary Plat ($2,500+$40/Lot) ❑ SUP -Renewal or Amendment ($100*) ❑ Subdivision Final Plat ($2,000) ❑ SUP -Temporary ($100*) Subdivision Exemption Planned Unit Development (PUD) ❑ Subdivision Exemption ($1,000) ❑ PUD - Schematic Plan ($2,000) ❑ PUD - Final Plan ($2,000) Outright Exemption ❑ PUD - Amended Schematic Plan ($1,000) ❑ Outright Exemption ($1,000) ❑ PUD - Amended Final Plan ($1,000) Vacation Rural Land Use (RLU) ❑ Vacation Fees ($750*) ❑ RLU - Sketch Plan ($1,000) ❑ RLU - Preliminary Plan ($2,500 + $40/Lot) Variance ❑ RLU - Final Plan ($2,000) ❑ Variance ($1,000*) ❑ Variance - Sign ($300*) Amended Final Plat ❑ Amended Final Plat ($500) 1041 Permit ❑ 1041 Permit ($1,500 minimum or 10% of Rezoning project cost and additional expenses incurred by ❑ Rezoning ($1,000*) Grand County) ❑ Other Please check box(s) that applies *Plus the cost of Public Notice & Certified Mailings Total Fees $ Date: INVOLVED PARTIES Applicant Name: Sean O'Connell Surveyor/Engineer: Peter Brungardt Country Nation, LLC Live Nation Worldwide, Inc. Business: Brungardt Enterprises, LLC Business: Address: 9348 Civic Center Drive Address: 2195 S. Telluride Court Beverly Hills, CA 90210 Aurora, CO 80013 303-837-1002 303-537-1285 Phone Number: Phone Number: seanoconnell@livenation.com Email: Email: pjb@b-ent.com Clark Lipscomb Owner's Name: Other Contact: Sean O'Connell VP Operations Cornerstone Holdings Business: Business: Live Nation Worldwide, Inc. 46 Market Street 2399 Blake Street, #120 Address: Address: Fraser, CO 80442 Denver, CO 80205 Phone Number: 970-948-1883 Phone Number: 303-837-1002 Clark@cstoneholdings.com Email: Email: seanoconnell@livenation.com All correspondence and billing will be sent to the Applicant unless otherwise requested Project Name: PROJECT NAME AND LOCATION Touch the Sun Festival Assessor's Parcel Number: Existing Zoning: Number of Existing Lots: Type of Housing Proposed: Existing Land Use: Number of Proposed Lots: 566 Co Rd 72, Fraser CO 80442 Physical Street Address: Site Area in Acres or Square Feet: Legal Description: Subdivision: Lot: Block: Filing: Tract: Section: Township: Range: --OR-- Attach a Metes and Bounds legal description and survey depicting the property boundary PROJECT DATA Written Description of Project: Country Music and Camping Festival to take place on June 24, 25, 26, 2016. Pre -event mobilization to begin as early as Monday, June 13 with deliveries accepted and clear of property by Friday, July 1, 2016. Festival to include stages, activities, concessions, and areas available for camping in campers and tents. Is Project in a Growth Area: Proposed Source of Water: On-site commercial well Proposed Source of Waste Disposal: Use of major refuse and recycling company. Proposed Access: Paid ticket access. Area to be fenced to secure access. Uses of adjacent property: North of Property: Parking and camper camping South of Propety: Tent camping and parking East of Property: None West of Property: Camper camping as needed MINERAL RIGHTS NOTIFICATION Pursuant to C.R.S. § 24-65.5-101 et al., when there is an application for all surface development, it is the responsibility of the applicant to notify the owner(s) and/or lessee(s) of the mineral rights of the land of such development. This notification shall be mailed 30 days before the date scheduled for the initial public hearing. Similarly, when the owner(s) / lessee(s) of mineral rights apply for drilling for oil and gas, such applicant shall evidence their intention to conduct such operations by giving the surface owner written notice describing their proposed actions. It is incumbent upon any applicants to notify Grand County if there is proposed development activity and there are severed mineral and surface rights on a property. Please see our Mineral Estate Owner Notification Procedure Manual for more details. AFFIDAVIT Sean O'Connell being duly sworn, declare that I am (please check one) ✓ the authorized representative to act for the property owner, the owner of the property involved in this application and that the foregoing statements and answers herein contained and the information herewith submitted are in all respects true and correct to the best of my knowledge and belief. By signing this application, I agree to pay the fees listed above and acknowledge and agree to pay any additional fees such as but not limited to certified mailings and legal notices. Signature of Owner Date Signature of Representative Date Acceptance of this application and required filing fee does not constitute a complete application. Other material required to constitute a complete application are listed in the Zoning Regulations. REQUIRED PRE -APPLICATION MEETING ❑YES ❑NO If yes, date of meeting: COLORADO ApVENTUREPARK October 13, 2015 Sent via E-mail Grand County Planning Department P.O. Box 239 Hot Sulphur Springs, CO 80451 RE: Special Use Permit for Touch the Sun Music Festival Dear Grand County Planning Department: This letter is to confirm Byers Peak Properties, LLC and Byers Peak Downhill Properties, LLC subject to Grand County issuing a special event pen -nit has given permission to Live Nation to utilize its land for the purposes of a country music festival known as the Touch the Sun Festival to be held on June 24-26, 2015 along with the necessary set up and tear down days required for such an event. Should you have any questions, please feel free to contact me at 970-948-1883. Sincerely, Byers Peak Properties, LL Byers Pe wnhp P19perties, LLC sident PHONE: 970-726-5779 FAX: 970-726-4005 P.O. BOX 870 FRASER, CO 80442 14 m." - ii► r •l�il LTv E=- nRTiOM-] 3 -DAY COUNTRY MUSIC &CAMPING FESTIVAL JUNE 24 • 25 • 26 20I6 WINTER PARK, CO LIvF.--- nH-FIUn ..wl -, _,.- -- -- - Who We Are Live Nation is the world's leading live entertainment company and the largest producer of live music concerts in the world. Live Nation has promoted nine of the top ten highest grossing tours of all time and it owns Ticketmaster, the world's leading ticketing company. Concert Promotion Ticketing Sponsorship ticketmasters#1 promoter worldwide 58 festivals - largest . 320 million tickets sold }: 22,000 cAnerts: 9loi�gl'.#estival platform, ,direr S,DDO clients { °3_B fl r �s a rtl zo 13 IN v n�u �, ti . M. a'0110,46M toll WA � _ ,_.. _"_---___- •ten _ _. _. _ - - ._ _ _.. Over 800 total sponsors . Globc�l.�iar>�etfrrg. LTV EF � Complete and World's LargestLive Entertainment Company Leading Entertainment Venue Operator i2 Unparalleled Programming Abilities and Resources 4�(w• \6 rs . 1 _ irtegra�d Fad &� Beverage Operations Well -Structured Business Partnerships Entertainment Industry Leaders S Important Venues in Communities Country Nation Festivals WINDY CITYMM IfC�6 / 1 L s"•lF r" +r s — Lee 1�1 AM IL ? r 'NEW YORK CITY'S BRAND NEW COUNTRY MUSIC FESTIVAL' Live Nation Nashville Key Personnel Bios Brian O'Connell President of Country Music Touring for Live Nation, Brian is first and foremost a massive fan. His passion President for music, the artist, the live show and the fan experience runs deep and has sustained an award winning career that is still inspired after more than 25 years. O'Connell not only has a hand in some of the most important careers in country music, but has helped to revolutionize country touring. Toby Keith, Rascal Flatts, Brad Paisley, Jason Aldean, Keith Urban, Miranda Lambert, Sugarland, Lady Antebellum, Luke Bryan and many more are part of his growing tour legacy. He developed the ultra successful Country Megaticket, and in 2012 launched the Watershed festival, a multi -day country music camping experience, with the new Faster Horses festival premiering in 2013. In 2014, he added the Route 91 festival in Las Vegas and this year sees 3 more festivals debuting; Windy City in Chicago, Delaware Junction, and FarmBorough in NY. He is a six -time winner of the Academy of Country Music's Promoter of the Year award — more than any other promoter. He has been named Promoter of the Year by IEBA (the International Entertainment Buyers Association) and recognized by the industry's leading tour source Pollstar with the 2006 Bill Graham Promoter of the Year Award. In 2013 he was named In Billboard Magazine's Power 100. O'Connell travels yearly for the USO, partnering with Toby Keith to entertain and support the troops. He serves on the Board of Directors for the Country Music Association, the Academy of Country Music, and the Country Music Hal! of Fame. Line Nation Nashville Key Personnel Bios Julie Matway Julie started her career with Live Nation in 2001, cutting her teeth in the Detroit office producing, Director, Operations Marketing, and settling shows in Michigan, Indiana, and Ohio. She has spent last six years on the road representing Live Nation as a tour director for several national and international acts: Coldplay, Toby Keith, Tim McGraw, Lady Antebellum, Luke Bryan. Julie works directly with Brian developing Country Nation's festivals, scouting sites, creating the brands, and breathing life into concepts that become community driven large scale annual events. Within their first three years, Country Nation established Watershed in Washington State, Faster Horses in Michigan and Route 91 Harvest in Las Vegas. In 2015, they double their repertoire and will launch three brand new festivals; Farm Borough in NYC, Delaware Junction in Delaware and Windy City LakeShake in Chicago. Jim Reid Jim has over 20 years' experience in live event production. Including time as an Event Coordinator at The Festival Site, palace of Auburn mills and touring with Bob Seger and Kid Rock. Since joining Live Nation Country Festivals, Jim has worked to engineer the festival organizational structure, increasing communications, collaboration, Director and innovation within the Revenue, Operations, and Administrative departments. Marcy Szabo Marcy has over 20 years' experience in the industry, she spent the first half of her career as a promoter rep Festival in the Michigan region with Ritual, Cellar Door, SFX, and Clear Channel. She spent a number of years as a Director at Eastern Michigan University booking and operating an arena and theatre on campus, under Production Marcy's leadership, EMU sold outnumerous concerts and athletic events. Marcy has a strong overall Director . background4n prod pion, operations,, finance, and management. a., Ak .,-�y.,E !kr "� . �} ! y, d e"h^. e y'it fir' ,,F E9 +�Y�` �,x4 r. �-y�•��" -r� ",•i --a..,, �°. '�;` ,�4r.- 3", - - Liar,+' ��r.. Live Nation Rocky Mountain Key Personnel Bios Eric Pirritt Live Nation's Rocky Mountain Regional office has experienced unprecedented growth year after year since President, Rocky Eric joined the ranks in 2008. Eric is responsible for all regional concert booking, marketing and promotion as well as supervising and guiding Live Nation's Denver-based staff. His booking responsibilities stretch Mountain Region from the Colorado's Fillmore Auditorium, Red Rocks Amphitheatre and the Pepsi Center to Salt Lake City's Energy Solutions Arena and USANA Amphitheatre and beyond to the tune of nearly 200 shows in 2015. A lifelong music fan and longtime band manager and promoter, Eric moved up from small club promotion to running his own concert promotion company, ENDIT! PRESENTS which was Colorado's premier independent promoter from 2002 until 2007 to leading one of the most important markets for the world's largest concert promoters in his current role as President of Live Nation Rocky Mountain. Eric has served as a Board Member of NACPA (North American Concert Promoter Association) and is also involved with several local and national charities including serving on the board of Conscious Alliance and Rock Against Cancer as well as a partner in numerous projects such as New Orleans' Make It Right Foundation. Sean O'Connell Sean has worked on events for over 25 years and has served as the head of Operations for Live Nation since 2007. As General Manager and Vice President of Operations, Sean oversees venues, contracts, production, VP Operations, and financial settlements for Live Nation's Rocky Mountain events and all operations at the Fillmore Rocky Mountain Auditorium. For six years he managed a staff of up to 300 at Fiddler's Green Amphitheatre. He has also Region been very involved in other large events including over fifty Red Rocks Amphitheatre and Pepsi Center Denver shows annually and has worked closely with Live Nation County Touring providing Operations and Production support for many successful events including the 2015 Luke Bryan show at Sports Authority Field at Mile. High. Sean also works to make the Live Nation ven.ues.a L valued part of the community as Vice President of -the Conx Business Improvement District, a position appointed by Denver Mayor Hitchcock and h iregufar�r .etings vu fh loi'af heighbc rh:ood.dirganiza icar sand mpolice Tentative Site Map IELTVE nRTlon°l DAY y tIj Z r ­j �-:Jj 4 I 11 41 TAUS A P't PAffS 7 j ut "w YK 41M OR* low C owwqo woo 40rom ofm =PIN m" w#m 04, Ae In" IN. dr ___Eetftm�a ANIr -C , oe. < TnuriQ i -w .5am YANnor FAj". rA 74 mrYwc 7. ak-or, Cokwado '!, i I i4 ; 'b Ll Touch tho Sim 200 Tentative Festival Map dr 9110,1L tmfp W.,, J'AWEPW -Vi �o4 CAR/TENT CAMPING `>1T-576) ( dr 9110,1L tmfp W.,, J'AWEPW ILAI YAW TER PARK -A- 1J.Dwo 4*r Y 11f TENT CAMPING PARKING SPACES riEV:lkJ1k: ref -94-'5 �o4 CAR/TENT CAMPING `>1T-576) ( ILAI YAW TER PARK -A- 1J.Dwo 4*r Y 11f TENT CAMPING PARKING SPACES riEV:lkJ1k: ref -94-'5 Tentative Event Timeline Friday, Jun 17: Sam —10pm Load In begins — Trailers and Heavy Equipment deliveries Saturday Jun 18: Sam -10pm Tent Installation begins Stage Steel Build Day 1 Sunday, Jun 19: Sam — 10pm Stage Steel Build Day 2 Monday Jun 20: Sam - 10pm Stage Steel Build day 3/Delays and Mix Tuesday, Jun 21: 8am —10pm Next From Nashville Build Day, FOH Fun Deliveries Wednesday Jun 22: Sam 10pm Sound and Light load in Thursday, Jun 23: 8am — 10pm Artist Production Sound Delay Load -In Friday, Jun 24: 8am Artist Production Load -In Show Day 1 fpm - 11:30pm Doors open to public Saturday, Jun 25: 8am Artist Production Load In Show Day 2 fpm 11:30pm Doors open to the public Sam Artist Production Load In Sunday, Jun 26: fpm-11:30pm Doors open to the public Show Day 3 '.k 11 3Qp�m °Post show Artist Pro�d�actl h Out %�E.00_ ! „ R.w.^�" M 4. M '.& Mp, ? a✓ '_- t �!' 1 4..' },A '%ra.. 4 _ c:S 'Y5'y`' "I'rn:x r 1, Ritr 28 8am 1l'�pr.r1 Site Pick Wednesday, Jun 29: 8am - 6pni End L.Oad out Economic Impact of Festival A 2014 study by The University of Michigan found that at the Faster Horses 3 -day country music festival in Brooklyn, MI, visitors spent at least $14.9 million in the area. Additionally, 22.4% of attendees were non-residents of Michigan. Source: The Economic Value of the Michigan International Speedway, April 2014, Professor Mark S. Rosentraub, PhD Questions Regarding Touch the Sun Festival 1. Dates and Duration of the Event: The Event is a three-day festival scheduled for June 24, 25, 26 2016. As noted on timeline, event should begin to pre -load on Friday, June 17 with deliveries of equipment beginning on June 13. Load -out is expected to be completed by Wednesday, June 29 with the area completely clear by Friday, July 1 2016. Questions Regarding Touch the Sun Festival 2. Location and Alternative Sites: Location is the Colorado Adventure Park at 566 County Road 72, Fraser CO 80442. See maps on previous slides. Questions Regarding Touch the Sun Festival I Proximity to residential areas: The festival stage itself is removed from residences to the North by over 2500ft with over 3000ft to the residences to the East. In order to reduce impact to residential users, Live Nation plans to make area nearest the residences the last spaces to park and can institute "family camping" areas in those spaces closest to homes. Questions Regarding Touch the Sun Festival 4. Access and transportation to and from the site: Event tickets will be 3 -day passes with most guests staying the entire weekend. Camping is all on site. Live dation is working with the Chamber of Commerce on additional trains to and from Denver and there will be ample day parking as noted on the map. There will be 2 main entrances and a drop-off near the main entry which can accommodate hotel shuttles. Questions Regarding Touch the Sun Festival 5. Traffic and Parking control: We have plenty of parking and will manage ingress. We would like to use this opportunity to discuss local authority involvement in traffic control. What is used during heavy winter ski season traffic and what has worked well on other high -traffic occurrences? LTV E nATion° Questions Regarding Touch the Sun Festival 6. Camping area location, size and density and types of camping: Mixed camping uses expected with ample accommodations for RV camping which is common at country festivals and tent camping. See map for current plan. Questions Regarding Touch the Sun Festiva! 7. Water and wastewater facilities to serve the event: Property has commercial well that should be sufficient for water needs, per owner. Additional clean water will be arranged to be brought into sight. Waste facilities will be brought in and maintained. Again, see map for examples of locations for facilities. Questions Regarding Touch the Sun Festival S. Sound and noise impacts: Site was chosen in part due to the amount of space surrounding the event area and stages will be positioned for minimal impact. Questions Regarding Touch the Sun Festival 9. Stage construction and lighting: Info on Mountain Staging equipment is included in printed packet. This has been used at several festivals in the past. Equipment info includes stamped engineer drawings, wind and severe weather plans, and the structural information on stages. Additionally, Live Nation hires Kimley-Horn engineering company to provide peer review of plans and to oversee that the stage buildings are erected to plan. For more on build timeline see sample build schedule from another event. Questions Regarding Touch the Sun Festival 10. Food and liquor service and other retail vendors: Live Nation will put out an RFP to professional concession companies with experience in Festival food and beverage service. Chosen concessionaire will be fully licensed, bonded and insured to the highest standard. Live Nation will require concessionaire to provide training in responsible alcohol policies and to monitor those policies. We will select a concessionaire who will oversee all food and beverage service, but who will bring a local flavor to the event by using area services and restaurants to assist in making the selections available a good representation of the area. Questions Regarding Touch the Sun Festival 11. Public Safety and Emergency Services: There will be first aid/medic stations within the event area and in the camping areas as described in the map. Live Nation in Colorado contracts with Stadium Medical which is familiar to many large event guests. Stadium Medical assists with events such as the USA Pro Cycling Challenge and many concert events at large venues throughout the state. L�'vE nATian° __Moo Questions Regarding Touch the Sun Festival 12. Security and crowd control: Live Nation will contract a reputable, insured, licensed security contractor to accommodate security needs inside the event venue and in the camping areas. We currently use Argus Event Staffing for local Live Nation events and they are also contracted to provide security at Sports Authority Field at Mile High, Pepsi Center, University of Colorado and other concert venues in Colorado and several other states. Licensed guards will be employed in all security deployments. Signage will be in place and guests will be checked at entry for prohibited items such as bottles and weapons. Questions Regarding Touch the Sun Festival 13. Owner's permission for live Nation to make Application: Lease to be finalized. Letter from owner will be attached to Application. Questions Regarding Touch the Sun Festival 14. Other Issues: Live Nation promotes and produces nearly 60 Festival events annually and has a team of Festival specialists in place to anticipate and work through potential issues. We are happy to put the appropriate parties in touch to assist in making the events successful for the communities we are iucky enough to work with and we look forward to making Grand County a signature destination for music fans attending "Touch the Sun" for years to come. Questions Regarding Touch the Sun Festival 15. Detailed Site Plan for proposed event that includes, but is not limited to boundary, location of uses, structures, facilities, stages, parking, access points: Current plan included on previous slides. .F+�m COLORADO ADVENTURE PARC Imagery 02015 DigitalGlobe, U.S. Geological Survey, USDA Farm Service Agency, Map data 500 ft ©2015 Google ea mNpIErEMFu1+YAT'wµOXµMYale xppELp0. faR FUNI@µgLYelaerapeCWc pITEOR L a,l. 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Pre -event mobilization will begin as early as Monday, June 13 when we may start accepting deliveries of equipment. We expect to be totally clear of the property Friday, July 1. Location and alternative sites : Location is the Colorado Adventure Park at 566 County Road 72 Fraser, CO 80442. Maps on informational document provided to Grand County Dept of Community Planning. Proximity to residential areas — The festival stage itself is removed from the nearest residential area to the North by over 2500ft with over 3000ft to residences to the East. In order to reduce impact to residential users, Live Nation plans to make areas nearest the residences the last areas to park and can institute "family camping" areas in those spaces nearest residences. Access and transportation to and from the site — Event tickets will be 3 -day passes with most guests staying the entire weekend. Camping is all on site. Additional transportation via trains to and from Denver and plenty of day parking available. There will be 2 main entrances and a drop-off area near the main entrance which can accommodate hotel and municipal shuttles. Traffic and Parking control — We have plenty of parking and will manage the ingress. We will work with local authorities to devise a traffic control plan. In addition to signage, LN will make directions available via email and social media to guests. We anticipate similar numbers as a typical ski season weekend. Camping area location, size and density and types of camping — Mixed camping uses expected with ample accommodations for RV camping which is common at country festivals and tent camping. Map of current plan provided to County Community Planning. Water and wastewater facilities to serve the event — Property has commercial well that should be sufficient for water needs, per owner. Additional clean water will be arranged to be brought into sight, likely from agreement with town of Fraser. Waste facilities will be brought in and maintained. Site map shows examples of locations for facilities. Sound and noise impacts - Site was chosen in part due to the amount of space surrounding the event area and stages will be positioned for minimal impact. Stage construction and lighting — Info on Mountain Staging equipment typical for this kind of event was provided. Equipment info includes stamped engineer drawings, wind and severe weather plans, and the structural information on stages. Additionally, Live Nation hires Kimley-Horn engineering company to provide peer review of plans and to oversee that the stage buildings are erected to plan. For more on build timeline see sample build schedule from another event. Food and liquor services and other retail vendors - Live Nation will put out an RFP to professional concession companies with experience in Festival food and beverage service. Chosen concessionaire will be fully licensed, bonded and insured to the highest standard. Live Nation will require concessionaire to provide training in responsible alcohol policies and to monitor those policies. We will select a concessionaire who will oversee all food and beverage service, but who will bring a local flavor to the event by using area services and restaurants to assist in making the selections available a good representation of the area. 11. Public safety and emergency services - There will be first aid/medic stations within the event area and in the camping areas as described in the map. Typically there is also a central medic station that can provide care, serve as a detox area and will be accessible for any necessary transports to medical facilities. Live Nation in Colorado contracts with Stadium Medical which is familiar to many large event guests. Stadium Medical assists with events such as the USA Pro Cycling Challenge and many concert events at large venues throughout the state and has a history of working with local medical authorities. 12. Security and crowd control - Live Nation will contract a reputable, insured, licensed security contractor to accommodate security needs inside the event venue and in the camping areas. A central command center is employed to direct security and medical needs and to inform key safety personnel of any emergencies. Detailed incident reporting will be maintained for all occurrences. We currently use Argus Event Staffing for local Live Nation events and they are also contracted to provide security at Sports Authority Field at Mile High, Pepsi Center, University of Colorado and other concert venues in Colorado and several other states. Licensed guards will be employed in all security deployments. Signage will be in place and guests will be checked at entry for prohibited items such as bottles and weapons. 13. Owner's permission for Live Nation to make Application. Lease to be finalized. Letter from owner will be sent this week. 14. Other issues - Live Nation promotes and produces over 60 Festival events annually and has a team of Festival specialists in place to anticipate and work through potential issues. Local authorities including emergency and municipal managers from Grand County, Fraser and Winter Park met with Live Nation representative Sean O'Connell on Thursday, October 8 to review preliminary plans for the event. After the meeting, Mr. O'Connell shared the details of his presentation along with a contact list including several of the key Live Nation contacts with the group from the county. We look forward to making the event successful for the communities we are lucky enough to work with and we look forward to making Grand County a signature destination for music fans attending "Touch the Sun" for years to come. 15. Detailed Site Plan for the proposed event that includes, but is not limited to boundary, location of uses, structures, facilities, stages, parking, access points. Included in information sent. �n19 I1 �IViIIRiI�! FRONT ELEVATION-+2'ADA RAMP ns IfI _ -7- FRONT ELEVATION T rr � _ - +T -FRONT ELEVATION PLAN VIEW - — _- r SIDE ELEVATION FRONT ELEVATION -+7' ADA RAMP +p' LEVR Tei¢ �L•xRP A• qP• 1 FYm4RxPaL WurMGT• xw RORE Tel4 M4.•IOFM1 'xFrmR9p1 occurux�y. pPEOvtE VIP RAIL LOUNGE tNlncwoe imRnA BhkEPxP wRPLc.x o lRP4tp,t; ;+ovmLcwwcmE �ur•arr RaLxwc uea mM oRRre .:I r,rrwwrLcwm wnx oPwe ;xi.vercmpLLwe meERrme on�aL P _ - h t. FRONT ELEVATION SIDE ELLVA71ON T DOCKANDRAMP Puarur ,— -MYPUp I i �i � j I PLAN VIEW 'eP•1Ri n NWNTNN rc..runwc ee,LrrNrtxrerzruR xPP91RBMR OE ,N1: S202 The Divide Music Festival 1. Dates and duration of event, including pre -event mobilization, set-up and demobilizing. a. Event Date: July 22-24, 2016 b. Set up/Tear Down: July 17th - July 26th, 2016 c. Expected attendance 8,000 per day d. Music genre - POP, Adult Hit Radio 2. Location and alternative sites. a. Colorado Adventure Park - 566 Co Rd 72, Fraser, CO 80442 b. Alternative sites include ancillary program venues in both Fraser and Winter Park. Side concerts, Hiking and Biking seminars, etc. 3. Proximity to residential areas. a. To the North: 1,588 ft b. To the South: over 5,000 ft c. To the East: 3,080 ft d. To the West: over 5,000 ft 4. Access and transportation to and from the site. (See Parking Map). a. Personal Cars Options i. Car Camping, patrons can purchase a camping pass, this will allow them to pull into a car camping spot. Car camping will open Thursday July 21 st at 10am. Cars will be parked in the ordered they enter. Once a car is in there is no in and out. Patrons will need to ride a shuttle, walk or bike to leave the site. Cars will remain parked in the camping spot until patron leaves the festival. Cars must be off site by Monday July 25th by Noon. ii. Day Parking, patrons have the option to day park in two lots. Room for 3,420 cars. These lots will be available Friday, Saturday and Sunday. b. Shuttle Busses - The Divide Music Festival would like to work with the current bus infrastructure in both Winter Park and Fraser for the weekend of July 22nd - 27th. Potentially enhancing, adding busses, slight changes to routes and schedules to accommodate as many patrons as possible while driving business into the respective communities. c. Peak times - Divide would like to work with local law enforcement to assist at Peak times of departure. This will be at the end of show July 22nd, 23rd and 24th. Divide would like to devise an exit plan from the concert site to get people quickly and safely onto US 40 heading in both directions. Please keep in mind that peak crowds would look no different than a high density ski day. Crowds shall disperse as their favorite band's set culminates. 5. Traffic and Parking Control. a. Two separate day parking lots will be available to patrons that are not camping. These lots are located less than a half mile from the festival entrance (See Day Parking Lot Map) b. Partons that are camping will be directed towards their campgrounds and to their specific camp site. (See Camping Traffic Plan) c. Vendor Traffic will be directed onto the festival grounds through a one way traffic route. All load in and load out will be done when patrons are not present on site. (See Vendor Traffic Plan) d. Patrons with valid handicapped parking verification will be allowed to park in the designated handicapped parking area (See Handicapped Parking Area) 6. Camping area location, size and density and types of camping. a. Car Camping and Tent Camping (1 Oft x 30ft spaces) top of tubing hill (approx 550 spots) b. RV Camping (25ft x 45ft) available in lower camping lot next to empty pond (approx 500 spots) will also be car camping overflow c. Camping will be set in double rows with aisleway between for emergency and foot access. Once a car or RV is parked it is set for the weekend. There will be no in and out of the camping areas. d. Port -o -potties, dumpsters, water available in camping areas. 7. Waste and wastewater facilities to serve the event. a. Will provide enough portable restrooms to keep the ratio 150:1. Portable restrooms will be serviced once a day to ensure cleanliness and proper maintenance throughout the festival. b. Will provide multiple 40 yard dumpsters to collect trash and recycling. i. Trash cans will also be dispersed throughout the festival and camping areas. ii. Looking into a composting option in the Fraser Valley c. Waste water tanks will be provided to vendors for any gray water that is produced. i. Grease barrels will also be provided to vendors that produce grease. d. Festival will be hiring a third party to support in trash and keeping the sight clean and clear of debris. 8. Sound and noise impacts. a. Pointing the stage toward the hill, for least sound impact. b. Music to go no later than Midnight, final schedule still being determined 9. Stage construction and lighting. a. See attached diagrams. These are the first drafts and our edits to that first draft. We are waiting to get updated versions but our stage production crew is busy with the Republican Debate currently. 10. Food and liquor services and other retail vendors. a. Food Vendors - to be open to 3rd party food vendors, concessions and food trucks. Looking to have between 15 - 25 different food vendors onsite within concert footprint. Food vendors will be required to have proper permitting and be prepared for an inspection from fire and health departments. First opportunity for food vendors may be made available to Fraser and Winter Park businesses. b. All Non -Alcoholic and Alcoholic Beverages will be sold by the festival. This includes but not limited to Bottled Water, Soda, Beer, Wine, Cocktails. There will be free water available to re -fill water bottles. c. Other vendor booths will be available for Sponsors, Businesses and Nonprofits, approx 30 booths. d. Over 21 wristbands will be used, once a patron has been IDU TIPS training for all alcohol servers and volunteers. e. Designated proceeds from the festival shall be directed to selected non-profit partners in the Winter Park/Fraser communities. 11. Public Safety and Emergency Services. a. Chain of Command within the festival grounds, communication via radios. Important phone numbers shared with local authorities. Festival Headquarters onsite - control center for all aspects of festival. b. EMS Services - EMT team and ambulance onsite 24/7 in festival footprint and campground. c. TIPS training for all volunteers and staff serving alcohol d. Festival Rules and regulations to be emailed to patrons, posted onsite, website and via festival app, social media, and enforced by festival staff and hired security company. e. Rules still being finalized but include - No fires, no pets, no weapons, no glass, no drugs, no drug paraphernalia, no outside food and drink (only allowed in camping area) 12. Security and Crowd Control. a. Fence and barricade will be used to create areas within the festival footprint. Camping Areas, Festival Main Area, VIP Area, Backstage Area b. Gates, this is a 100% ticketed and wristbanded event. Patrons will be able to come in and out of the festival grounds with proper wristbands and credentials. This will be the same for campground, VIP area, backstage and back of house. c. Bag Check at Gates - no glass, no weapons, no outside beverages, no drugs d. Hired Security Company - will assist with gate monitoring, bag checks, front of stage security, and overnight. e. Over 21 wristbands for those consuming alcohol f. Local Police will use as visual deterrent, having a presence on site. g. All tents, staging, temporary structures to be permitted and inspected as required by county. 13. About the Producers a. Team Player Productions is a Denver based Event Production company that is behind several large, multi -day events. This year they celebrate 20 years in business. Events they produce include Taste of Fort Collins, Winter Park Wipe Out, Steamboat Wine Festival, Park City Food & Wine, Southern Brewers Festival and Springs Beer Festival, just to name a few. b. Jason Ornstein, owner and mastermind behind Divide Music Festival remembers the days of the Winter Park Music Festival and is excited to bring a new tradition to the Fraser Valley. - Q'jR ft i w4 Dajr IPalcing Lvt 02 r - hW a mile Ora 4k ' A O --ALAI _ "w'4 t dL Jx . F+F F°kFi;MG �e ��i1pEt �L�1�41NIiI � •,� y. �a 1 F, N t. _ s t :d . A T tj R F PAR 0, ramping Area I .4 i R I tiva 110%. COLORADO A DVENTURF PAA-"( resfival mandimpped Resemed Parking w n f, r f 40PA 19 Stage Diagram First Draft Edits io A GROWHOUSE 535 Zerex St. STE B-203, Fraser, CO, 80442 Dear Town of Fraser, We at Growhouse Fraser formally propose an amendment to the Fraser Municipal code 6-7-40 (c) (1) as sub -section d that "No retail marijuana store shall be issued a license if, at the time of the initial application for such license, the proposed location is: within 500 feet of any public park, public pool, public recreational facility or similar public recreational amenity". We are advocating this position as we have found through our experience in other municipalities that locating a marijuana business near a park or other recreational facility is inappropriate. Thanks, Bobby Gibson Manager Growhouse Fraser, LLC 970.726.2055 GROWHOUSE 535 Zerex St STE B-203, Fraser, CO, 80442 Dear Town of Fraser, We at Growhouse Fraser would like to request a cap on the total number of licenses issued for recreational marijuana stores within the Town of Fraser. We request that the Town limit the total number of recreational licenses to two in an effort to avoid over saturation of marijuana in the Town of Fraser. Limiting the amount of licenses is necessary considering the town's population of only 1200. On average, in mountain towns where recreational shops are legal in Colorado, there is one dispensary for every 500 people in the city. This allows stores to spread out evenly throughout a city and thus the consumer base, along with increasing the total tax revenue. On the other hand, if there is an over saturation of stores then each business will split a population that is already satisfied. This will result in the town receiving the same amount in tax revenue, while the businesses themselves suffer. The Town's support for a recreational marijuana license cap will help keep Fraser from being over saturated with recreational marijuana. Allowing more than two Recreational Marijuana stores in Fraser would not only harm the two established stores, but also bring no additional benefits to the Town of Fraser. We feel Growhouse Fraser has been beneficial to the Town of Fraser and we will continue to help and be an active part of the community. Thanks, Bobby Gibson Manager Growhouse Fraser, LLC 970.726.2055 MEMO TO: Mayor Smith & Board of Trustees FROM: Catherine E. Trotter, AICP, Town Planner DATE: November 13, 2015 SUBJECT: Planner Briefing on Grand Park Drive Exemption Plat MATTER BEFORE THE PLANNING COMMISSION: Subdivision Exemption Plat - Grand Park Drive ACTION REQUESTED/EXECUTIVE SUMMARY: The applicant, Cornerstone Winter Park Holdings, LLC and Grand Park Development LLC are requesting approval of a subdivision exemption plat on both sides of the Union Pacific Railroad (UPRR) right-of-way near Leland Creek. The two parcels identified as parcel 1 and parcel 2 represent the planned road right-of-way corridor and railroad underpass construction corridor associated with the UPRR underpass project. The exemption plat will allow the applicant to convey the two parcels to the West Mountain Metropolitan District. The West Mountain Metropolitan District entered into a construction and maintenance agreement with UPRR and the Town of Fraser for the construction of the railroad underpass at this location. This property will ultimately become part of Grand Park Drive. BACKGROUND: This application is being processed as a Subdivision Exemption in accordance with Section 17- 3-10 of the Fraser Municipal Code. The Code states that certain divisions of property may be exempted from the requirements of this Chapter if the activity meets the following condition(s): a division which creates parcels for community facilities (including utility land acquisition), and if such exemption is approved by the Board of Trustees. The Grand Park Planned Development District (PDD), Reception # 2005-012709, Roadway Master Plan identifies a railroad grade -separated crossing in the vicinity of Leland Creek. Grand Park and the Town of Fraser have been working towards making this a reality for a number of years. The New Public Highway Underpass Crossing Agreement is an agreement between the UPRR Company, the West Mountain Metropolitan District and the Town of Fraser. This agreement covers "the construction, maintenance and use of a new grade -separated public road crossing at Grand Park Drive at Railroad mile post 60.16 — Moffat Tunnel in or near Fraser, Grand County, Colorado. " The exemption plat would allow parcel 1 and parcel 2 to be conveyed to the West Mountain Metropolitan District. As mentioned above, these two parcels represent the road right-of-way corridor and construction area associated with the UPRR project. The West Mountain Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com Metropolitan District is the entity constructing the underpass and should own the land for the purpose of constructing the project. See the Grand Park "RR Underpass Rendering" in the packet. This rendering shows the general vicinity of UPRR crossing location. Staff has provided the following materials in the packet: Planner Briefing The applicant has provided the following materials in the packet: Land use application form Exemption plat RR underpass rendering RECOMMENDATION: The Planning Commission recommended approval at the October 28th, 2015 public hearing. Staff is recommending approval of the Grand Park Drive Exemption Plat with conditions. See draft Resolution. Please contact me with questions/concerns. ctrotter@town.fraser.co.us Town of Fraser PO Box 370, Fraser, CO 80442 office 970-726-5491 fax 970-726-5518 www.frasercolorado.com DEDICATION AND NOTARY CLAUSE: KNOW ALL MEN BY THESE PRESENTS: that Cornerstone Winter Park Holding, LLC, a Colorado Limited Liability Company, is the owner of PARCEL 1 and that Grand Park Development, LLC, a Colorado Limited Liability Company, is the owner of PARCEL 2 that both real properties situate in the Town of Fraser, County of Grand, State of Colorado, more particularly described as follows: PARCEL 1 A 100 -foot wide parcel of land located in the NW1/4 of the SW1/4 of Section 28 and the SW1/4 of Section 29, Township 1 South, Range 75 West of the 6th P.M., Town of Fraser, County of Grand, State of Colorado, being more particularly described as follows: COMMENCING at the W1/4 Corner of Section 28, T1S, R75W of the 6th P.M., from which the Southwest Corner of the NW1/4 of the SW1/4 of said Section 28 bears S00'17'02"E, (basis of bearing); thence S07'02'11"E, 655.60 feet to the TRUE POINT OF BEGINNING Thence S48'42'37"E, 100.00 feet; Thence S41'17'23"W, 130.80 feet to a point of curve to the right; Thence 159.29 feet along the arc of a curve to a point tangent, said arc having a radius of 350.00 feet, a central angle of 26'04'34" and being subtended by a chord that bears S54'19'40"W, 157.92 feet; Thence S67'21'57"W, 64.44 feet to a point of curve to the left; Thence 132.74 feet along the arc of a curve to a reverse curve, said arc having a radius of 150.00 feet, a central angle of 50'42'06" and being subtended by a chord that bears S42'00'54"W, 128.45 feet; Thence 159.14 feet along the arc of a curve to a non -tangent curve to the right and the Easterly Right-of-way of Union Pacific Railroad, said arc having a radius of 250.00 feet, a central angle of 36'28'19" and being subtended by a chord that bears N34'54'01"E, 156.47 feet; Thence 105.16 feet along the arc of a curve and the Easterly Right-of-way of Union Pacific Railroad to a non -tangent curve to the left, said arc having a radius of 616.78 feet, a central angle of 09'46'07" and being subtended by a chord that bears N23'12'37"W, 105.03 feet; Thence 70.58 feet along the arc of a curve to a reverse curve, said arc having a radius of 150.00 feet, a central angle of 26'57'29" and being subtended by a chord that bears N30'08'36"E, 69.93 feet; Thence 221.23 feet along the arc of a curve to a point tangent, said arc having a radius of 250.00 feet, a central angle of 50'42'06" and being subtended by a chord that bears N42'00'54"E, 214.08 feet; Thence N67'21'57"E, 64.44 feet to a point of curve to the left; Thence 113.78 feet along the arc of a curve to a point tangent, said arc having a radius of 250.00 feet, a central angle of 26'04'34" and being subtended by a chord that bears N54'19'40"E, 112.80 feet; Thence N41'17'23"E, 130.80 feet to the TRUE POINT OF BEGINNING. Area = 1.436 acres, more or less. AND PARCEL 2 A parcel of land located in the NW1/4 of the SW1/4 of Section 28 and the SW1/4 of Section 29, Township 1 South, Range 75 West of the 6th P.M., Town of Fraser, County of Grand, State of Colorado, being more particularly described as follows: COMMENCING at the W1/4 Corner of Section 28, T1S, R75W of the 6th P.M., from which the Southwest Corner of the NW1/4 of the SW1 /4 of said Section 28 bears S00'17'02"E, (basis of bearing); thence S17'51'36"W, 1470.14 feet to the Northwest Corner of Tract B, Leland Creek Subdivision recorded as Reception Number 2004-012316 of the records of Grand County, Colorado and the TRUE POINT OF BEGINNING: Thence the following four (4) courses and distances along the Northwesterly Line of said Tract B, Leland Creek Subdivision: 1.) Thence S34'27'50"W, 73.50 feet; 2.) Thence S53'30'56"W, 82.14 feet; 3.) Thence S32'40'38"W, 61.16 feet; 4.) Thence S44'39'10"W, 63.95 feet; Thence N44'31'03"W, 171.30 feet; Thence N45'27'20"E, 135.91 feet to a point of curve to the left; Thence 88.50 feet along the arc of a curve to a reverse curve, said arc having a radius of 150.00 feet, a central angle of 33'48'13" and being subtended by a chord that bears N28'33'13"E, 87.22 feet; Thence 192.84 feet along the arc of a curve to a non -tangent curve to the left and the Westerly Right-of-way of Union Pacific Railroad, said arc having a radius of 250.00 feet, a central angle of 44'11'42" and being subtended by a chord that bears N33'44'58"E, 188.09 feet; Thence 205.15 feet along the arc of a curve and the Westerly Right-of-way of Union Pacific Railroad to a point non -tangent, said arc having a radius of 816.78 feet, a central angle of 14'23'28" and being subtended by a chord that bears S28'00'02"E, 204.61 feet; Thence S27'46'58"W, 71.67 feet to the Northwest Corner of said Tract B, Leland Creek Subdivision and the TRUE POINT OF BEGINNING. Area = 1.553 acres, more or less. That they have caused said real property to be laid out and surveyed as GRAND PARK DRIVE EXEMPTION PLAT. IN WITNESS WHEREOF, Cornerstone Winter Park Holding, LLC, a Colorado Limited Liability Company, have caused its name to be hereunto subscribed this day of . 2015. BY: C. CLARK LIPSCOMB, PRESIDENT STATE OF COLORADO ) SS COUNTY OF GRAND ) The instrument was acknowledged before me this day of 2015 BY: C. Clark Lipscomb as President of Cornerstone Winter Park Holding, LLC WITNESS MY HAND AND OFFICIAL SEAL. MY COMMISSION EXPIRES: NOTARY PUBLIC IN WITNESS WHEREOF, Grand Park Development, LLC, a Colorado Limited Liability Company, have caused its name to be hereunto subscribed this day of . 2015. BY: C. CLARK LIPSCOMB, PRESIDENT STATE OF COLORADO ) SS COUNTY OF GRAND ) The instrument was acknowledged before me this day of 2015 BY: C. Clark Lipscomb as President of Grand Park Development, LLC uf�1�I��y�'a:G1R�71R�ZiI��[�1I1���1� MY COMMISSION EXPIRES: NOTARY PUBLIC FINAL PLAT GRAND PARK DRIVE EXEMPTION PLAT LOCATED IN THE NE1/4 OF SECTION 29, TOWNSHIP 1 SOUTH, RANGE 75 WEST OF THE 6TH P.M., TOWN OF FRASER, COUNTY OF GRAND, STATE OF COLORADO 1 A 32 VICINITYMAP ,•=2500 MORTGAGEE'S CONSENT: S/TF- 0 The undersigned, being the authorized representative of U.S. Bank, N.A., the holder of a beneficial interest in and to the property described on this plat, under Deed of Trust record of the Grand County, Colorado real property records, hereby consents to this plat and agrees that the lien of the Deed of Trust is hereby subordinated to this plat. BY: NAME: TITLE: STATE OF _ COUNTY OF SS The foregoing instrument was acknowledged before me this BY as WITNESS MY HAND AND OFFICIAL SEAL. MY COMMISSION EXPIRES: NOTARY PUBLIC OWNER / DEVELOPER: Cornerstone Winter Park Holding, LLC Grand Park Development, LLC P.O. Box 30 Winter Park, Colorado 80482 LAND PLANNER: Terrainca Design 102000 E. Girard Ave Denver, Colorado 80231 SURVEYOR: day of 2015 of U.S. Bank, N.A. David Evans and Associates, Inc. 1331 17th Street, Suite 900 Denver, Colorado 80202 970-531-8499 DATE PREPARED: SEPTEMBER 10, 2014 NOTES: 1.) Basis of Bearings for this plat is the West Line of the Northwest Quarter of the Southwest Quarter of Section 28, Township 1 South, Range 75 West of the Sixth Principal Meridian which was assumed to bear S00'17'02"E, as monumented as shown hereon. 2.) Set 18" #5 rebar with 2" aluminum cap marked "PLS 34592" at all exterior boundary corners unless otherwise noted. 3.) This plat does not constitute a title search by David Evans and Associates, Inc., to determine ownership, rights of way or easements of record. For all information regarding easements, rights of way and title of record, David Evans and Associates, Inc., relied upon Title Company of the Rockies, Inc., title commitment number dated . 2015. 4.) All underground utilities should be field verified by the appropriate agency prior to any construction. 5.) Legal Description prepared by Michael S. Kervin, David Evans and Associates, 1331 17th Street, Suite 900, Denver, CO 80202. BOARD OF TRUSTEES APPROVAL: Approved and all public dedications accepted this day of 1 2015 by the Fraser Town Board. The Town of Fraser does not assume any responsibility for the correctness or accuracy of any information disclosed on this plat nor any representations or information presented to the Town of Fraser which induced the Town to give this certificate. BY: Mayor, Town of Fraser NOTICE: According to Colorado law you MUST commence any legal action based upon any defect in this survey within three years after you first discovered such defect. In NO event may any action based upon any defect in this survey be commenced more than ten years from the date of the certification shown hereon. SURVEYOR'S CERTIFICATE: I, Michael Sean Kervin, a duly licensed professional land surveyor in the State of Colorado, do hereby certify that this plat of GRAND PARK DRIVE EXEMPTION PLAT, truly and correctly represents the results of a survey made by me or under my direct supervision and that said plat complies with the requirements of Title 38, Article 51, Colorado Revised Statutes, 1973, and the monuments required by said Statute and by the Town of Fraser Subdivision Regulations have been placed in the ground. MICHAEL SEAN KERVIN, CO PLS 34592 DATE: 09-10-15 DEA PROJ: GDPX000-000-001 FOR AND ON BEHALF OF DAVID EVANS AND ASSOCIATES, INC. FINAL PLAT GRAND PARK DRIVE EXEMPTION PLAT LOCATED IN THE NW1/4 OF THE SW1/4 OF SECTION 28 AND THE SWI/4 OF SECTION 29, TOWNSHIP 1 SOUTH, RANGE 75 WEST OF THE 6TH P.M., POINT OF TOWN OF FRASER, COUNTY OF GRAND, STATE OF COLORADO 655.60' BEGINNING FOUND #5 REBAR WITH S07'02'11"E PARCEL 1 1-1/4" YELLOW PLASTIC CAP POINT OF COMMENCEMENT ,' MARKED "PLS 24662' FOUND #5 REBAR WITH W1 /4 COR. SEC. 28 so pp A�RpO 1-1/4" YELLOW PLASTIC CAP T1 S, R75W, 6TH P.M., MARKED "PLS 24662"t� FOUND 1-1/2" STEEL POST �,� i4p WITH 2-1/2" GLO BRASS CAP PROPERLY MARKED "1933" �° , L=113.78' ►�� R=250.00' UNPLA TIED 1=26'04'34" CH=N54'19'40" E 112.80' Q� So %K UNPL A TIED L=88.50' - R=150.00' 1=33'48'13" CH=N28'33'13"E 87.22' FOUND #5 REBAR WITH 1-1/4" YELLOW PLASTIC CAP MARKED "PLS 24662" L=192.84'- R=250.00' =192.84= R=250.00' 1=44'11'42" CH=N33'44'58"E 188.09' 100' L=185.29' R=816.78' 1=12'59'53" CH=S14*18'21 "E 184.90' SET 18" LONG #5 REBAR WITH 2" ALUMINUM CAP MARKED "PLS 34592 (SEE NOTE 2) D � O � � Z o D� r70 U)o� 6) r N n 100' L=113.24' R=616.78' 1=10°31'09" CH=S13'03'59"E 113.08' L=70.58'- SET =70.58= R=150.00' 1=26'57'29" CH=N30'08'36"E 69.93' L=105.16 = R=616.78' 1=9'46'07" CH=N23'12'37"W 105.03' L=205.15' R=816.78' tK 1=1423'28" CH=S28'00'02"E 204.61' v - L-102.60' R=816.78' 1=7'11'50" CH=S31'35'51 "E 102.53' Sp' /0) (BK. 73 PG. 505) / o ,� / o ^p /* Cb IV 41 (BK. 88 PG. 323) / +�Q� / PARCEL 2 / QQ' 1 67,670 SQFT 5g°' 1.553 ACRES i i i GON g2g91 6p OpO, 1, 1g2 i °� REooRo�° UNPL A T TED i F ppb 0�,, \45 SET 18" LO REBAR WITH 2" ALUMINUM CAP MARKED "PLS 34592" (SEE NOTE 2) (o �O N Cj POINT OF BEGINNING PARCEL 2 , O V3 ,,N0 .^�°� h TRACT B roL EL A ND CREEK SUBDIVISION REC #2004-012316 6Ar•R,Fj1"� °° o SET 18" LONG #5 •21 �� 1°� REBAR WITH 2" NrO� 5� Sgt` ALUMINUM CAP o MARKED "PLS 34592" (SEE NOTE 2) 26 ° L=221.23' PARCEQ62,532 FT R=250.00' 1.436 ACRES 1=50'42'06", L=159.29' CH=N42'00'54"E \ R=350.00' 214.08' Q� tib �,+� 1=26'04'34" CH-S54'19'40"W QP /� � S6 �•�Qc 157.92 6 G ^� „'oma LO UNPLA TIED a��2 Q) L=132.74' R=150.00' w ao 1=50'42'06" N a' ' CH=S42'00'54"W \ ° 128.45' 0 2 C, Q sp , z m J �s �o a^ IN h� O° to k� N L=159.14' �� 11 N R=250.00' 1=36'28'19" CH=N 34'54'01 "E 156.47 KINGS CROSSING SOLAR TO WNHOMES REC #183530 L=399.21' R=616.78' 1=37°05'03" CH=S46'38'12"E 392.27' "4j (0 /\CO L--427.42' R=816.78' \ 1=29'58'58" CH=S50°11'15"E 422.56' � oC�o �N0 co SW COR. NW1 /4, SW1 /4, SEC. 28 (S1 /16 COR.) FOUND 1-1/2" STEEL POST WITH 2-1/2" GLO BRASS CAP PROPERLY MARKED "1933" 1� /t'r Op ' n Uti T. / --l- /. \ \ pROFoa J�C F/<�oqo r� \ ✓�� IV6 / 3 9 00 / \ 1829 J 80 TRACT C L EL A ND CREEK SUBDIVISION REC #2004-012316 7)o SET 18" LONG #5 REBAR WITH 2" ALUMINUM CAP MARKED "PLS 34592" (SEE NOTE 2) 0 50' 100' FEET Scale: 1" = 50' / S. LINE NW114, Sw1A SEC. 28 S89'33'36"W 1285.72' SE COR. N W1 /4, SW1 /4, SEC. 28 00 (SW1 /16 COR.) cbr / G)�\\_ / / FOUND 3-1/4" ALUMINUM G�0 / / CAP WITH ILLEGIBLE MARKINGS / IN RANGE BOX DESTROYED BY 2015 CONSTRUCTION REPLACE WITH 12" LONG #6 REBAR WITH 3-1/4" ALUMINUM CAP PROPERLY / MARKED & STAMPED "2014 PLS 34592" / IN RANGE BOX SET IN 12"0 CONCRETE POST MICHAEL SEAN KERVIN, CO PLS 34592 b� DATE: 09-10-15 tO DEA PROJ: GDPXOOO-000-001 N FOR AND ON BEHALF OF DAVID EVANS AND ASSOCIATES, INC. DAVID EVANS & ASSOCIATES, INC. 1331 17th Street Suite 900 QDenver, Colorado 80202 Tel: 720-946-0969 BFax: 720-946-0973 igineers • Surveyors • Planners FINAL PLAT GRAND PARK DRIVE TOWN OF FRASER, SHEET NUMBER 2 OF 2 SHEETS DRAFTER: MSK PROM. MAN.: MSK QC MANAGER: TB COUNTY OF GRAND, STATE OF COLORADO DRAWING NAME: GPDX-01-GRAND PARK SURVEY DATE: 09-10-15 JOB NUMBER j[GPDX000-000-001 I TYPE OF APPLICATION HEARING DATE: ❑ Annexation, Zoning, Concept Plan ❑ Conditional Use ❑ As Built Plat ❑ Site Plan 0 Vacation of Street or Easement ❑ Final Planned Development Plan ❑ Change of Zone ❑ Final Plat ❑ Planned Unit Development ❑ Sketch Plan ❑ Variance ❑ Development Permit ❑ Minor Subdivision Plat ❑ Preliminary Plat • Subdivision Exemption Other PROJECT INFORMATION Applicant's Name: Grand Park Development Project Location: SVV % Section 28/29 Address: 46 Market St Address: 1331 17th street Suite 900 Fraser, CO 80482 Existing Zoning: Grand Park PD Phone/Fax: 970-726-8600 Phone/Fax: 720-946-0969 Relation to Property Owner: owner Proposed Zoning: Grand Park PD Legal Description of Property (lots, blocks, tracts, subdivision name, or metes & bounds - attach additional sheet, if necessary): Total Acreage of Property under Consideration: 3 acres Number of Existing Residential Lots: 0 Number of Proposed Residential Lots: 0 Type of Housing Proposed: N/A Number of Existing Commercial Lots: 0 Number of Proposed Commercial Lots: 0 ADDITIONAL CONTACTS Property Owner: Consultant: David Evans & Associates, Inc. Address: Address: 1331 17th street Suite 900 City/State/Zip: City/State/Zip: Denver, CO„ 80202 Phone/Fax: Phone/Fax: 720-946-0969 BRIEF DESCRIPTION OF DEVELOPMENT: Parcels of land to provide for the extension of Grand Park Drive across the Union Pacific Railroad ROW. to connect with Kings Crossing Drive. The Town of Fraser requires that the applicant pay all fees and costs relating to this application, as provided in the Town's general application policies set forth in Section 1-3-70 of the Fraser Municipal Code, which is reproduced below. The undersigned acknowledges that he or she has read and understands such policies and agrees to the terms thereof, including those provisions concerning collection of unpaid charges owed to the Town. The amount payable for up -front application fees and any cash deposit for additional processing charges will be specified by Town staff at the time of filing this application. Additional payments or deposits may be required during the processing of the application. Sec. 1-3-70. General application policies. The following general policies shall apply to all applications for permits or other approvals required under the provisions of this Code, unless different requirements, which are inconsistent with the following, are specified under the provisions of this Code for a particular type of application: (1) No application will be considered complete until all prescribed fees and deposits have been paid. (2) Application fees. Application fees are established and modified from time to time by the Board of Trustees and are set forth in the current fee schedule approved by the Board of Trustees. Such application fees are intended to defray the administrative expenses of processing applications attributable to the use of Town employee time and Town facilities. No part of an application fee shall be refunded on account of any denial, partial processing or withdrawal of part or all of the application. (3) Processing fees. In addition to application fees, the applicant shall pay all costs relating to the processing of the application, including the costs of publication for each publication required. If republication is necessary due only to Town error, the Town will pay the costs of republication. The applicant shall also pay the costs for mailing notification of the application to adjacent or surrounding property owners, if required. The applicant shall pay any and all recording fees relating to the application or approval thereof and all inspection fees relating to the application or administration of the permit or other approval. (4) Additional costs. The applicant shall pay for any additional costs incurred by the Town for the services of outside professionals, consultants or other review agencies, other than Town staff, including, without limitation, attorneys, engineers and outside planning consultants, during the review and consideration of an application. The Town will send invoices to the applicant for expenses incurred as the Town is billed, which shall be paid by the applicant within the time prescribed in the invoice. Any amounts not paid when due shall accrue interest at the rate of one and one half percent (1.5%) per month, not to exceed eighteen percent (18%) per annum. (5) Deposit. The Town may require the applicant to provide a cash deposit, in an amount specified in the fee schedule established by the Board of Trustees, to secure payment of the anticipated processing fees and additional costs related to the application not covered by the application fee. The Town may draw upon this deposit to pay such fees and costs and may also suspend fin-ther proceedings or reviews related to the application for any delinquent account until the applicant pays the amount necessary to reinstate the full amount of the cash deposit. Any delinquent account related to an application shall be sufficient grounds for denial of the application. Ally unused portion of such deposit remaining after completion or termination of the application and payment of any outstanding invoices shall be refunded to the applicant. No interest will accrue on the deposit. (6) All outstanding fees, taxes and invoices shall be paid in full prior to final approval of the application or issuance of the applicable permit, certificate or other approval document. Deposits shall be held for ninety (90) days after approval to cover any outstanding invoices related to the application. (7) In the event of nonpayment of fees, costs or other charges owed, the Town shall have the right to file a legal action to collect any balance due to the Town, plus its costs of collection, including reasonable attorney's fees, against the applicant and/or the owner of the property that is the subject of the application. The amount of such unpaid fees, costs and other charges owed to the Town shall constitute a lien upon any property that is the subject of the application, and the Town may certify to the County Treasurer any amount due for collection in the same manner as other property taxes are collected. (8) The Town shall reserve the right to revoke or suspend any permit, certificate or other approval issued hereunder if the work or activity undertaken pursuant thereto is not done in accordance with the approved terms. r Starter Range Ball Pavillion Practice Range Future Bead Fnd Cul -de -Sac KINGS CROSSING THE VILLAGE TOWN OF FRASER RESOLUTION NO. 2015-11-04 A RESOLUTION APPROVING A SUBDIVISION EXEMPTION PLAT FOR GRAND PARK DRIVE, TOWN OF FRASER, GRAND COUNTY, COLORADO At the regular meeting of the Fraser Planning Commission held on October 28, 2015, Cornerstone Winter Park Holdings, LLC and Grand Park Development LLC requested a recommendation of approval for a Subdivision Exemption Plat; and WHEREAS, Cornerstone Winter Park Holdings, LLC and Grand Park Development LLC are the owners of Parcel 1 and Parcel 2, as identified on said exemption plat; and WHEREAS, the applicant, is requesting approval of a subdivision exemption plat in order to convey the two parcels to the West Mountain Metropolitan District. The two parcels identified as parcel 1 and parcel 2 represent the road right-of-way corridor and construction area associated with the Union Pacific Railroad Underpass (UPRR) project; and WHEREAS, the West Mountain Metropolitan District entered into a construction and maintenance agreement with UPRR and the Town of Fraser for the construction of the railroad underpass; and WHEREAS, Staff has determined that the application is in compliance with the subdivision exemption regulations of the Town of Fraser; and WHEREAS, the Fraser Planning Commission voted to recommend approval of the Subdivision Exemption Plat Grand Park Drive via Planning Commission Resolution 2015-10-01. NOW THEREFORE BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF FRASER, COLORADO THAT THE SUBDIVISION EXEMPTION PLAT FOR GRAND PARK DRIVE IS HEREBY APPROVED WITH THE FOLLOWING CONDITIONS: 1. Add the following plat note: Parcel 1 and Parcel 2 can only be sold or transferred to the West Mountain Metropolitan District or the Town of Fraser. 2. Revise the plat to identify ownership of adjacent lots and identify the Fraser and Winter Park town boundaries. 3. Delete reference to a "60' County Road" on the plat. (The title examiner says that it is not a public or valid ROW and is not referenced in the title commitment.) 4. Delete Final Plat from the title of the exemption plat in accordance with the Subdivision Regulations. 5. Provide electronic copy of the plat in accordance with the Subdivision Regulations. 6. Payment of all applicable fees 7. Execution of all documents within 30 days of the adoption of this Resolution. APPROVED AND ADOPTED THIS 18" DAY OF NOVEMBER, 2015. BOARD OF TRUSTEES OF THE TOWN OF FRASER, COLORADO la Mayor ATTEST: Town Clerk 9 4, Ii .rZ U � 3 i` CD LL • 06 (D 4-1 C: 4, 7 11 • • Ul C6 Ul Ln .Ln M m Ll V) 4-J V C6 4-j c ou • • 9 0 U • ki 0 U V LM O O N 'r m DC ,cv � � � V .O y— o w E o m E �. V O � O V O +� o E — `'- O 0o V m 6 a a O co o® Co0 V O co -@ c O > ®� � V � - V � O � V 'CA tl (A Y Mo W ® W LU 0 p • to W •� v' • E ur. •r V •s `w •® • • • • • • E U V m E O V U 11 A • 7641 C 8 W m O O Q) 4-J O 4--j E Q) L w 3:O 0 4-:3 � ^+-j^'' W .RAJ O O +-+ C— O m ® O E E U E U a--+ O O •� 4—EZ •Q) E O E E C6 Q. O O C- cn u . _ U S— E -Q Ln ELn O -0fB � O +� o a� L- Ln E U ro o E U v w O U W 4-J O L - 0 4-:3 ul .RAJ +-+ L O ® O E C6 cn E O a--+ O v E O O Q. O cn U a� .-J Ln E U ro o I fl buo 4-1 s- 0- _O _ E `cO 0- T O ® ro T w ® U .® ® (1) C- 'r; • — =3 O 4"' E 4-- 4— E .c: O O •_ `� � U U ® Lu O CU .uI v C: E .O Q E C� w O i V V) O O �- -C 4-1 E 0- °-� E O 0- -� O ® w .® ® V C- 'r; • — =3 m E E O Ec:® .c: O U ® Lu 11 ..T ro CL L ro ro 0 C6 4 L- V a--� bn .(1) c6 .� O O +� buo ,V >:�' Ul) .— w0 --Ne V V 0'^ cn n C6 •— E C cn m O w �p U- Eo S-._Ln M 0- w C- 4-j O _0 OC:L> O L= .� • (1) V- T c� > � v) 0 0 0 0— � V � V -EL-.. ® -. CL ro o O E E d' U O ._ .-, O Ln LL V (1) w November 18, 2015 Town of Fraser PO Box 120 Fraser, CO 80442 Dear Town of Fraser Trustees, Headwaters Trails Alliance (HTA supports recreation and trails in Grand County since its inception in 1997. HTA provides maintenance support for over 1,000 miles of public/private trails and ultimately strives to promote the uniqueness of our area and our natural community recreational assets—the unlimited economic drivers of Grand County. In 2015, HTA has accomplished the following: • 1,500+ volunteer hours and 2,000 staff hours on trail improvements; over $100,000 in-kind contributions • Collaboration with federal agencies (CO Parks & Wildlife, Bureau of Land Management, US Forest Service (USFS)) on an update to the Grand County Master Trails Plan (renamed Strategic Trails Plan) • Final draft stage of Grand County Strategic Trails Plan (STP) for the Winter Park/Fraser area • Extensive public outreach for the STP, including over 35 hours of meetings • Continued collaboration with the USFS Sulphur Ranger District (SRD) for the Adopt -a -Trail program • Cost -share and fee collection agreements with the USFS SRD for trail and kiosk/signage development • Collaboration with Rocky Mountain National Park on the initial planning of the East Shore Trail • Development and implementation of new website and social media accounts for enhanced community education and outreach • Development of trail assessment inventory with USFS/BLM for trail maintenance and future budgeting • Two projects for National Public Lands Day 2016 for increased capacity and community engagement • Completion of signage program with USFS, Town of Winter Park, Town of Fraser, Denver Water Board, private landowners per Colorado State Trails grant • Partnership with Towns of Winter Park and Fraser for winter trail grooming program • Annual Trails Night event with over 125 attendees promoting collaboration and volunteerism • Creation of Regional Recreation Resource Working Group for improved communication and education among recreation groups, non-profit organizations and federal agencies • New partnership with Winter Park Resort's Competition Center for trail stewardship program • Review/comment of countywide developments for open space and trails; comment on USFS projects HTA is requesting $4,500 in funding for the 2016 fiscal year in order to improve the condition and sustainability of current trails and to leverage funds for additional grant dollars from Colorado State Trails and GOCO. HTA plans to increase its level of countywide services and will be initiating work on the Strategic Trails Plan in the remaining subareas this winter. HTA is looking forward to meeting with you to review our 2015 accomplishments and discuss our developing plans for the upcoming months and year. B% regards, Meara Michel Executive Director Headwaters Trails Alliance Headwaters Trails Alliance P.O. Box 946 Granby, CO 80446 (970)726-1013 http://www.headwaterstrails.org Executive Summary Headwaters Trails Alliance (HTA) is a non-profit in Grand County dedicated to identifying, maintaining and expanding an accessible, interconnected trail system for appropriate multi- user groups. HTA recognizes that outdoor recreation in Colorado is an essential economic contributor and is the backbone for many tourism trips from both residents and visitors. The connection between outdoor recreation opportunities, active lifestyles and our local economy is undeniable. By taking steps to strengthen and broaden our outdoor recreation community, Grand County can continue to attract businesses and investment, support a growing outdoor recreation economy and encourage healthier lifestyles. HTA, in its recent Grand County Strategic Trails Plan (2015), has identified four main goals that align with state goals and the Colorado Statewide Comprehensive Outdoor Recreation Plan (2014) and are endorsed and prioritized by Governor John Hickenlooper. The goals include: outdoor recreation education, funding and financial sustainability, integration of outdoor recreation interests, healthy communities and lifestyles, and stewardship. OUTDOOR RECREATION 2014 CONTRIBUTIONS IN COLORADO $21 billion in Direct Expenditures $34.5 billion Total Economic Output $19.9 billion to GDP of Colorado $4.9 billion in local, state and federal taxes 313,000 jobs Statewide Comprehensive Outdoor Recreation Plan (SCORP) — Key Findings: ECONOMIC IMPACTS OF OUTDOOR RECREATION • The outdoor recreation industry has 13% of the entire labor force in Colorado. • Two-thirds of economic impact ($21 billion) is generated by direct spending on food, fuel, lodging and equip. • Grand County is one of nine counties in the Northwest (NW) Region with over 91,000 jobs created in outdoor recreation, representing 1/3 of the adult population in this area (greatest number of recreation -based jobs in the state). • 95% of trip spending in the NW region is spent on trip -related costs (i.e. hotels, fuel, food, etc.) instead of equipment (total of $6.9billion). • $2.4billion is estimated indirect & induced economic contribution to the NW region. • Grand County competes with Grand Junction/Fruita and Steamboat Springs for recreation tourism dollars. Map 3: Where Commons Travel North Central for ONAoor RecreaRon _. % of TOW Sfafawl0a AdaWy Days %a1 Aloft ow ww Y oar flow MWvipasPost"awa"O". w a�sgeaosrwOw nrago�naaenne esmie tawiq son yr nvn Grand Profile Economic Data (2014): • Main reasons to visit or live in Grand County: scenic beauty, mountain getaway, non-competitive recreational sports, rest and relaxation, touring and national and state parks. Residents of Grand County, overall: • 84% responded that close proximity to trails and open space was important/extremely important • 85% responded that recreation access was important/extremely important ➢ compared to 59% responded that close proximity to town services was important/extremely important • 82% responded that they most often recreate on trails/parks/public lands/rivers/lakes in the summer • 61% responded that they most often recreate on trails/parks/public lands/rivers/lakes in the winter (also mentioned in separate categories are: ski resorts and Nordic ski centers) • 75% of homes purchased by Front Range residents or out-of-state residents (59% Front Range) • 4.1 out of 5 for satisfaction with park, trails, open spaces Visitors to Grand County, overall: • The two most important considerations for visiting Grand County: scenic beauty and non-competitive recreational activities. Overnight visitation to Grand County: 66% in summer and 70% in winter. 83% of winter visitors and 61% of summer visitors paid for lodging. Sources: Grand Profile Economic Data: Grand County Economic Development (2014). grandprofile.org. Colorado Statewide Comprehensive Outdoor Recreation Plan: Executive Summary (2014). Colo radoscorp.org