steamboat springs city council agenda for oct. 14, 2014

8/11/2019 Steamboat Springs City Council agenda for Oct. 14, 2014

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*** AMENDED AGENDA ***

CITY OF STEAMBOAT SPRINGS

AGENDARegular Meeting NO. 2014-19

Tuesday, October 14, 2014

5:00 PMMEETING LOCATION: Citizens Meeting Room, Centennial Hall;

124 10thStreet, Steamboat Springs, CO

MEETING PROCEDURE: Comments from the Public are welcome at two differenttimes during the course of the meeting: 1) Comments no longer than three (3) minuteson items not scheduled on the Agenda will be heard under Public Comment; and 2)Comments no longer than three (3) minutes on all scheduled public hearing items willbe heard following the presentation by Staff or the Petitioner. Please wait until you arerecognized by the Council President.

With the exception of subjects brought up during Public Comment, on which no actionwill be taken or a decision made, the City Council may take action on, and may make adecision regarding, ANY item referred to in this agenda, including, without limitation, anyitem referenced for review, update, report, or discussion. It is City Councils goalto adjourn all meetings by 10:00 p.m.

PUBLIC COMMENT: Public Comment will be provided at 7 p.m., or at the end ofthe meeting, (whichever comes first).

CITY COUNCIL WILL MAKE NO DECISION NOR TAKE ACTION, EXCEPT TO DIRECT THE CITY

MANAGER. THOSE ADDRESSING CITY COUNCIL ARE REQUESTED TO IDENTIFY THEMSELVESBY NAME AND ADDRESS. ALL COMMENTS SHALL NOT EXCEED THREE MINUTES.

ROLL CALL (5:00 PM)


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Steamboat Springs Redevelopment Authority Meeting After roll call, the City Council willadjourn and reconvene in their capacity as the Steamboat Springs Redevelopment Authority andfollow the attached Redevelopment Authority agenda.

Liquor Licensing Authority Meeting at the conclusion of the Redevelopment Authority Meeting,the City Council will adjourn and reconvene in their capacity as the Steamboat Springs LiquorLicensing Authority and follow the attached Liquor Licensing Authority agenda.

At the conclusion of the Steamboat Springs Liquor License Authority Meeting, the City Councilwill reconvene as the Steamboat Springs City Council and proceed with the following agenda:

PROCLAMATIONS:

1. A proclamation recognizing October 20 26, 2014 as Colorado Citiesand Towns Week.

COMMUNITY REPORTS/CITY COUNCIL DISCUSSION TOPIC:

2. BID Informational Report. (Gibbs)

3. City Manager Evaluation Forms. (Small)

4. Follow up from Budget Hearing (Weber)

CONSENT CALENDAR: MOTIONS, RESOLUTIONS AND ORDINANCES FIRSTREADINGS

ITEMS ON THE CONSENT CALENDAR GENERALLY REQUIRE LITTLE COUNCILDELIBERATION AND MAY BE APPROVED WITH A SINGLE MOTION. ANY MEMBER OF THECOUNCIL OR THE PUBLIC MAY WITHDRAW ANY ITEM FROM THE CONSENT CALENDARFOR FURTHER DISCUSSION AT ANY TIME PRIOR TO APPROVAL.

5. RESOLUTION: A resolution approving the 2015 Operating Plan andBudget of the Downtown Steamboat Springs Business ImprovementDistrict and reappointment of one member of the Board of Directors ofthe District.

6. RESOLUTION: A resolution reappointing Paul Sachs as the Steamboat

Springs Municipal Judge, reaffirming the appointment of JonathanMelvin as Deputy Municipal Judge and fixing compensation for bothpositions for 2015 and 2016. (Lettunich)

7. RESOLUTION: A resolution amending regulations in Chapter 22 Taxation of the Steamboat Springs Revised Municipal Code to removereferences to the specific sales tax rate and replace with the currentrate of tax (as defined in Sec. 22-181). (Weber)


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8. FIRST READING OF ORDINANCE: An ordinance amending Section 22-181 of the Steamboat Springs Revised Municipal Code clarifying therate of tax; amending Section 22-196 of the Steamboat SpringsRevised Municipal Code clarifying the imposed rate of use tax;

repealing all conflicting ordinances. (Weber)

9. FIRST READING OF ORDINANCE: An ordinance approving a contractto buy and sell real estate between the City of Steamboat Springs andLeland L. and Linda R. Workman; authorizing the City CouncilPresident or President Pro Tem to sign all necessary documents;providing for severability; and providing an effective date. (Gibbs)

10. FIRST READING OF ORDINANCE: An ordinance vacating utilityeasements located on Lot 14, replat Male Property AKA Mira VistaTownhomes, providing an effective date and setting a hearing date.

(Stauffer)

11. FIRST READING OF ORDINANCE: An ordinance amending theSteamboat Springs Revised Municipal Code by the addition of Section26-1(n) Department of Planning Services Fees; and repealing Section4 of Ordinance 2103 (Department of Planning Services DevelopmentApplication Fees); repealing all conflicting ordinances; providing forseverability; and providing an effective date. (Gibbs/Franklin)

PUBLIC HEARING: ORDINANCE SECOND READINGS

THE CITY COUNCIL PRESIDENT OR PRESIDENT PRO-TEM WILL READ EACH ORDINANCETITLE INTO THE RECORD. PUBLIC COMMENT WILL BE PROVIDED FOR EVERYORDINANCE.

There are no items scheduled for this portion of the agenda.

PUBLIC COMMENT: PUBLIC COMMENT WILL BE PROVIDED AT 7 P.M., OR ATTHE END OF THE MEETING, (WHICHEVER COMES FIRST).

CITY COUNCIL WILL MAKE NO DECISION NOR TAKE ACTION, EXCEPT TO DIRECT THE

CITY MANAGER. THOSE ADDRESSING CITY COUNCIL ARE REQUESTED TO IDENTIFYTHEMSELVES BY NAME AND ADDRESS. ALL COMMENTS SHALL NOT EXCEED THREEMINUTES.

PARKS AND RECREATION COMMISSION REPORT

PLANNING COMMISSION REPORT


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CONSENT CALENDAR - PLANNING COMMISSION REFERRALS:

ITEMS ON THE CONSENT CALENDAR GENERALLY REQUIRE LITTLE OR NO COUNCILDELIBERATION AND MAY BE APPROVED WITH A SINGLE MOTION. A CITY COUNCIL

MEMBER MAY REQUEST AN ITEM(S) BE REMOVED FROM THE CONSENT CALENDAR FORFURTHER DISCUSSION. ALL ORDINANCES APPROVED BY CONSENT SHALL BE READINTO THE RECORD BY TITLE.


PUBLIC HEARING PLANNING COMMISSION REFERRALS

PUBLIC HEARING FORMAT:

Presentation by the Petitioner (estimated at 15 minutes). Petitioner to state name andresidence address/location.

Presentation by the Opposition. Same guidelines as above.

Public Comment by individuals (not to exceed 3 minutes). Individuals to state name andresidence address/location.

City staff to provide a response.


REPORTS

12. City Council

13. Reports

a. Agenda Review: (Franklin)

1. Regular meeting October 28, 2014.

2. Regular meeting November 11, 2014.

3. Regular meeting November 18, 2014.

14. Staff Reports

a. City Attorneys Update/Report. (Lettunich)

b. City Managers Report: Ongoing Projects. (Hinsvark)


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1. Yampa Street Improvements Update. (Anderson)

OLD BUSINESS

15. Minutes (Franklin)

a. Regular Meeting 2014-16, September 2, 2014.

b. Regular Meeting 2014-17, September 16, 2014.

ADJOURNMENT

BY: JULIE FRANKLIN, CMCCITY CLERK


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AGENDA ITEM #1.

CITY COUNCIL COMMUNICATION FORM

FROM: Debra Hinsvark, City Manager (Ext. 240)

DATE: October 14, 2014

ITEM: A PROCLAMATION RECOGNIZING OCTOBER 20-26, 2014 ASCOLORADO CITIES AND TOWNS WEEK.

NEXT STEP: TO SUPPORT THE PROCLAMATION RECOGNIZING OCTOBER20-26, 2014 AS COLORADO CITIES AND TOWNS WEEK.

___ DIRECTION___ INFORMATION___ ORDINANCE___ MOTION_X_ PROCLAMATION

I. REQUEST OR ISSUE:

A proclamation recognizing October 20-26, 2014 as Colorado Cities and Towns Week.

II. BACKGROUND INFORMATION:

Sponsored by CML, Colorado Cities & Towns Week is an opportunity for municipalitiesto inform their residents about the vital services provided by their city or town. Thisweek provides a unified statewide opportunity to educate the public on municipalgovernment and how it works best when residents are involved.

III. SUMMARY AND ALTERNATIVES:

Staff recommends City Council support the above noted proclamation.


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A PROCLAMATION RECOGNIZING OCTOBER 20 26, 2014 AS COLORADO CITIE

WHEREAS, municipal government is the government closest to most citizens and the one with the residents; and

WHEREAS, municipal government is administered for and by its citizens and is dependent upounderstanding of its many responsibilities; and

WHEREAS, municipal government officials and employees share the responsibility to pass along services and their benefits; and

WHEREAS, Colorado Cities & Towns Week is a very important time to recognize the important role plain our lives; and

WHEREAS, the Colorado Municipal Leagues member cities and towns have joined together to teacabout municipal government through a variety of different projects and information; and

WHEREAS, Colorado Cities & Towns Week offers an important opportunity to convey to all the citizeshape and influence government through their civic involvement.

NOW, THEREFORE, BE IT PROCLAIMED, by the City Council of the City of Steamboat Springs, October, that it encourages all citizens, municipal government elected officials and employees to do e

this week is recognized and celebrated accordingly

ADOPTED THIS _________ day of ______________________, 2014.

At tes t:

________________________ ____________Julie Franklin, CMC Bart KounovskCity Clerk Steamboat Sp


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AGENDA ITEM #2.

CITY COUNCIL COMMUNICATION FORM

FROM: Tyler Gibbs, Director of Planning and CommunityDevelopment (x244)

THROUGH: Deb Hinsvark, City Manager (x240)


ITEM: Update on Business Improvement District Proposal

NEXT STEP: None

___ DIRECTION_X_ INFORMATION___ ORDINANCE___ MOTION___ RESOLUTION___ PROCLAMATION

I.

REQUEST OR ISSUE:City Council requested an update on the Business Improvement District fundingproposal, including status of public outreach, information on voting eligibility aswell as resources on how to receive and cast a ballot.

II. RECOMMENDED ACTION:MainStreet Director Tracy Barnett, as well as members of the DowntownBusiness Improvement District Board of Directors will be available to provide

further information in response to City Council questions.

III. FISCAL IMPACTS:

Proposed Expenditure: Not Applicable


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Funding Source: Not Applicable

IV. BACKGROUND INFORMATION:

The Downtown Steamboat Springs Business Improvement District is anestablished district encompassing the downtown business area. The district iscurrently unfunded. Funding was previously brought to the ballot in 2007 andfailed by 6 votes.The current BID Board of Directors believes that this is an opportune time forlocal business and property owners to build upon the improving economythrough enhanced marketing, maintenance and events. Funding the BID willallow downtown stakeholders to direct their own investment in the kind ofpromotions, beautification, amenities and special programs that best bringpatrons to Downtown Steamboat Springs and encourage them to stay longer.

All affected businesses and property owners within the district are eligible to

vote as governed by the attached rules adopted by the State of Colorado. TheBoard of the BID has been conducting a door to door walking campaign to getthe information out so as to ensure the most complete possible participation byeligible voters.The Board of Directors understands that further consideration of the proposedDowntown Urban Renewal Plan Area by the City Council may be dependent onthe outcome of the BID funding election.

V. LEGAL ISSUES:

Voting in the BID funding election is governed by the attached rules adopted bythe State of Colorado.

VI. CONFLICTS OR ENVIRONMENTAL ISSUES:None

VII. SUMMARY AND ALTERNATIVES:The Downtown Business Improvement District Board of Directors appreciatesthe opportunity to discuss the funding proposal with City Council and thereby to

further promote awareness of and participation in the ballot issue.


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LIST OF ATTACHMENTS

How to obtain a ballot for the Business Improvement District Election on

November 4.

BID Public Meeting Agenda, September 29, 2014

Business Improvement District Voter Eligibility

Rick Kron, Business Improvement District Attorney

Ballot Language

Benefits of a BID

Work plan Budget


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Attachment 1


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Mailing: Box 774611, Steamboat Springs, CO 80477 Physical: 141 9th

Street Phone: 9708461800

Public Information Session

Downtown Business Improvement District

Monday, September 29, 2014

6:00 pm

Chief Theater

1. Welcome by Bill Moser

a. Separate from City Government Stakeholders can determine their own fate, not controlled

by the City.

2. Intro of Board members

3.. Go through documents in packet Josh Kagan

a. What is a BID? PUMA the basics of BID in Colorado

b. FAQs specific questions and answers about the Steamboat BID

c. Potential projects for BID as determined by the stakeholder survey

d. Proposed allocations for Budget broad stroke allocations before the election, workplan to be

determined following the election

e. Ballot questions and Official Statement the wording to appear on the ballot and the arguments

for the BID

4. Election procedures: Jarett Duty, or Chris Paoli, or Tracy Barnett

a. Who can vote? Property owners and leaseholders within the district

b. Request for Ballot for tenants or those who dont receive ballots but qualify

c.. Designation of elector form for stakeholders who are not registered within the state of

Colorado to vote or if a property owner or tenant has more than one property or business

within the district

d. Where to mail, email or FAX to the attorney in Denver

e. Walkin polling place 141 9th

Street 7am to 7pm the Main Street office

5. Questions? Open question and answer

6. Closing by Bill Moser

a. Stay afterwards to calculate assessment and to ask further questions to clarify

Attachment 2


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Attachment 3


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Attachment 4


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What is a ColoradoBusiness Improvement District?

A business improvement district (BID) is a private sector initiative to manage and improve theenvironment of a business district with services financed by a self-imposed and self-governedassessment. Similar to a common area maintenance (CAM) charge commonly found in shopping

malls and office parks, a BID can help a business district increase its competitiveness in the regionalmarketplace. Services financed by a BID are intended to enhance, not replace, existing Cityservices.

The International Downtown Association estimates that there are more than 1,000 BIDs currentlyoperating throughout the United States and Canada. BIDs come in all shapes and sizes, rangingfrom large downtowns to neighborhood business districts.

Benefits from BIDs, which can stretch well beyond their boundaries, include:

Creating and maintaining a cleaner, safer and more attractive business district

Ensuring stable and predictable revenues

Providing innovative management

Responding quickly to market changes and community needs Help increase property values, sales and occupancies

Promoting distinct identities in business districts

Leveraging resources

Maximizing accountability to stakeholders that pay into a district

Creating a unified voice to increase a business districts influence

Colorados Business Improvement District Law of 1988 includes the following key provisions:

BIDs can finance a wide variety of services, including marketing, maintenance, economicdevelopment, public safety, planning, events and parking management.

BIDs are accountable to those who pay through a BID board of directors comprised of

property and business owners within the district. Services financed by a BID are usually provided by a private sector organization, not

government.

BIDs require demonstrated support from owners of personal and real property representingmore than 50% of assessed value and acreage.

The Taxpayers Bill of Rights requires a vote by owners of real and personal property andlessees and residents of commercial property within a district to approve the assessment.

Controls and safeguards can include a cap on assessments and a periodic review to ensurethat BID services are effective.

BIDs have been established in downtowns and commercial districts throughout the State of

Colorado, including Havana Street in Aurora, Downtown Denver, East and West Colfax in Denver,Cherry Creek North, South Broadway in Englewood, Downtown Boulder, Grand Junction, Durango,Manitou Springs and Colorado Springs.

July, 2010

Attachment 5


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Attachment 6


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AGENDA ITEM #3.

CCIITTYYCCOOUUNNCCIILLCCOOMMMMUUNNIICCAATTIIOONNFFOORRMM

FROM: Anne Small, Director of General Services (Ext. 249)

THROUGH: Bart Kounovsky, City Council President


ITEM: City Manager evaluation forms

X INFORMATION

I. REQUEST OR ISSUE:

Distribute City Manager Evaluation Form to Council members in preparation for CityManager evaluation on October 28, 2014.

Attachment:

City Manager Evaluation Form


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City Manager Evaluation Public Reporting Document

Majority of Council Total Composite Scoring

Very Satisfied To Satisfied 1.0 to 3.0 Composite

Needs Improvement 3.01 to 5.0 Composite

Criteria Needs Improvement Satisfied To Very

Satisfied

Leadership and Planning

Fiscal Management

Staff Management and Development

City Operations

Quality of Services

Ciity Manager and City Council Partnership

Communication, Community Education, Public ImagePerformance Attributes

Attachment 1


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TO: City Council

THROUGH: Deb Hinsvark, City Manager

FROM: Kim Weber, Finance Director


RE: Budget Retreat Follow-up Information

During the 2015 Budget Retreat on October 7, 2014 City Council requested additional information on

several items reviewed during the day long meeting.

Here is an overview of the changes made by City Council to the budget:

General Fund:

($25,000) City Council Contingency

(30,000) City Manager Contingency

(88,800) Tree Removal

45,000 Trail Maintenance

($98,800) Net Decrease in General Fund

All Funds:($263,937) Decrease in PersonnelSpans all funds with Personnel Costs

o Attachment 1provides a followup to this item.

Below is a brief description of what was requested and the corresponding attachments provided:

Central Park Drive Conceptual Schematic.

o Attachment 2

Community Support Coalition scoring criteria, historical data, and synopsis of how Community

Support Steering Committee allocates funding.

o Attachments 35

Parks, Open Space, and Recreational Services Org Chart.

o Attachment 6

Staff synopsis of Chamber Summer Marketing presentation for 2015.

o Attachment 7

Parks, Open Space, and Recreation Services metrics to measure success of new positions in

2015.

o Attachment 8

AGENDA ITEM #4


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Community Development Code timeline.

o Attachment 910

Legal opinion on advancing $60,000 of Accommodation Tax to the purchase of property on

Yampa Street and reducing the 2016 budgeted amount by this for Yampa Street.

o Attachment 11

Community Housing FundDown Payment Assistance

o Attachment 12

Transito Other Mountain Town ski area contributions.

Attachments 1314

o New Proposed Service

Attachments 1516

o Other Transit Information Requested

Attachments 1722


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2015 Pay Plan for Budgeted Experience/Proficiency Adjustments

In the 2015 budget, approximately $460,000 is attributable to what we have called in the past

Experience Adjustments and Mountain States Employers Council is now advising us to call Proficiency

Adjustments. To adhere to their nomenclature since we hope to be working with MSEC for some time,

we have changed the name to Proficiency Adjustment. In truth, it is a salary increase for those who

meet the expectations required to occupy benefited jobs here at the City.

Last year, we spent some time in our budget hearing explaining the rangebased pay plan that we have

in place. Range systems have two components. First, they have a market pay component which

establishes the range of salary for a job, then, second, they have a proficiency component which

establishes the level of expertise of employees to determine where within the range of salary an

employee fits.

In submitting the 2014 budget we requested $450,000 to correct our wage ranges so that, as a result ofour extensive review, our ranges could all be aligned with the market. And we asked for another

$288,000 to enable us to shift individuals to their correct level of experience within the ranges based on

proficiency. We have structured a performance review process, including ample employee and

supervisory training, to feel confident that every employee meets expectations which include growing

in the job or is counselled out of our employment. Evidencing our active application of that

philosophy are the five employees who have been terminated in the last year. The Citys performance

expectations are high. Employees meeting expectations are valuable and can expect to move up a step

on the pay grade annually, but are not promised to be moved up they are told that any movement is

based on the market and on our fiscal health.

Moving up on the pay range is not new, but has been halted now since 2008. Prior to 2009 the

movement was promised to be as high as 7% annually based on a performance score. Despite

concerted management efforts to ensure consistent, justifiable performance review across all work

groups, these types of pay for performance systems have most typically proven to be expensive failures

in government contexts, and this city with its volatile sales tax base cannot afford to make such

promises. It is not my plan to return to one.

Last year, council felt uncomfortable committing to the full cost detailed in the previous paragraph

which totals $738,000. This would have moved all jobs to a place within their market ranges according

to our study which matched closely an independent 2009 study that was not implemented. $288,000

of the $738,000 would have additionally moved those employees into the appropriate level within their

range based on their years of service in the position. It left 89 employees untouched which is a

testament that those individuals were within their market rangethroughout this economic slowdown,

although they have not received a raise in 5 years. Council cut the 2014 amount requested from

$738,000 to $600,000. To accommodate the $138,000 drop, we cut one low paying POSR administrative

position, did not move two individuals from a 0.90 position back to a 1.0 position and reduced the

Attachment 1


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proficiency adjustments leaving that fix incomplete. But we were able to get all of our ranges

moved up to where we believe the market is, and that was a strong start to establishing our pay plan.

Last year, as the budget was discussed, Council said there should be a pay plan. The plan is this: theres

a range and step pay plan (which is attached) that is enhanced by a bonus pool for extra initiative, shift

differentials and completed season bonuses. We do not and cannot make promises about anautomatic tick up on the steps. We have taken all references to annual increases out of the PARM, our

employee manual. We will wait until Mountain States Employers Council completes a study and makes

a permanent plan and that is what we will build into our commitment to employees going forward.

Meanwhile, we still have a current commitment to our employees and it is communicated through our

current pay plan.

In 2015, I wish to complete what was left unfinished last year when funds were reduced and go further

to recognize the appropriate level of proficiency for all employees. This brings our pay plan fully up to

date. The 2015 ranges and steps are included and I encourage you to review them. I feel confident that

Mountain States Employers Councils analysis and survey will not find the attached range and grade

above the current market for our various positions.

It has been mentioned to me that we are asking for much when we ask for new employees and at the

same time for raises for existing employees. If I were to prioritize, we must first take care of our current

employees. They must be paid according to their value to the organization, and that value is what it

would take us to hire someone with an equivalent level of experience into that position.

As for hiring new employees, lets talk about growth. Looking back, in 1976 we had 50 employees and

many unpaved streets, no transit system, etc. By 2008 we had grown to 305 FTEs. Growth is natural in

any organization. In 2015 we are projecting 261 FTEs. We have reduced ranks dramatically since the

economic downturn. At this point we have the chance to grow again to meet community needs anddemands, and we have the opportunity to grow slowly and strategically where needed. Apparently

very apparently we didnt need 305 FTEs in 2008. In the act of scaling back, we have learned how to

work more efficiently and effectively and we have developed intolerance toward coworkers who dont

carry their share of the workload. These are good things. Our growth now is designed to make us

stronger in the delivery of services and better able to address new issues, like stormwater last year, and

improving our community development services this year.

In closing, I am requesting that Council fund the budget that was presented to them. It meets all of

Councils fiscal policies, was compiled thoughtfully line by line, is honestly and sincerely submitted,

allows staff to complete the work planned for next year and does this all for less than our anticipatedrevenue.


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Attachment 2


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Budget Year: _____________________

Communi ty Support evaluationEnvironmental Coalition

Please rate how well the applicant fulfills each criterion. Comment on your selection if yo

Name of organizationAmount allocated pr ior year $Amount requested cur rent year $Amount recommended cur rent year $

Criterion Score 1-10(1=lowest)

Multiplier(CC priority)

Totalscore

Comment

Activity/program reduces City servicerequirements or fulfills a City goal.

5

There is evidence of meaningful collaboration withother service organizations.

5

The organization has a stable operation in termsof staff and leaders.

4

Demonstrates a positive environmental impact. 4

This grant is no more than 30% of theorganizations total budget.

3

Fund operational/program requests. 2.5Organization indicates there is strength/diversityamong their other funding sources.

2.5

Fund seed money requests. 2The organizations overall financial health is good. 2

Grand Total

Additional Comments:

Attachment 3


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Budget Year: _____________________

Communi ty Support evaluationAr t & Cul ture Coali tion





Totalscore

Comment


5


5

Number of citizens impacted by the grant. 4.5This grant is no more than 30% of theorganizations total budget.

4


4

Activity/program generates tourism and/orgenerates sales tax.

3.5

Fund operational requests. 3Organization indicates there is strength/diversityamong their other funding sources.

2.5

Fund seed money requests. 2The organizations overall financial health is good. 2

Grand Total



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Budget Year: _____________________

Communi ty Support evaluationHuman Resource Coalition





Totalscore

Comment


5

Ability to demonstrate benefit according to theRoutt County Health and Human Service Plan.

5


4.5


4

This grant is no more than 30% of theorganizations total budget.

3

Fund operational requests. 3Organization indicates there is strength/diversityamong their other funding sources.

3

Fund seed money requests. 2.5The organizations overall financial health is good. 2

Activity/program generates tourism and/orgenerates sales tax. 2

Grand Total



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City of Steamboat Springs

Coalition Funding History

2008 2009 2010 2011 2012 2Coalition Funding 518,800$ 281,000$ 329,975$ 329,975$ 329,975$ $

General Fund Budget * 26,474,594$ 25,340,653$ 21,454,959$ 22,492,276$ 24,117,360$ 24$

% of General Fund Budget 1.96% 1.11% 1.54% 1.47% 1.37% 1

Net of debt service and capital

20082014 Average 1.46%

rts & Culture Coalition 228,600$ 86,000$ 104,000$ 104000 100,000$ $

nvironmental Coalition 77,000 26,000 34,975 34,975 32,500

uman Resources Coalition 213,200 169,000 191,000 191,000 197,500

518,800$ 281,000$ 329,975$ 329,975$ 330,000$ $

rts & Culture Coalition 44% 31% 32% 32% 30%

nvironmental Coalition 15% 9% 11% 11% 10%

uman Resources Coalition 41% 60% 58% 58% 60%

Actual

Attachment 4


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Community Support Steering Committee 2015 Allocation Process

In accordance with the Community Support Structure and Granting Procedures established by the City

of Steamboat Springs and approved by City Council, the Community Support Steering Committee met

October 9, 2014 to discuss the allocation of funds between the three Coalitions. In attendance was

Mical Hutson representing the Arts and Culture Coalition, Kate Nowak, representing the Human

Resources Coalition, Todd Hagenbuch, representing the Environmental Coalition, Mark Andersen,

Executive Director of Yampa Valley Community Foundation, and Kim Weber, City of Steamboat Springs

Finance Director.

The discussion was based on allocating $362,975 between the three coalitions for 2015. This proposed

budget amount is equal to the amount granted for 2014. The Coalition Chairs discussed their individual

Coalitions increased requests along with the increased applications each received for 2015. After

discussion, each one of the Coalition Chairs agreed that given the same amount of funding, they would

allocate the funds in the same method as 2014 and keep funding to each coalition steady.

Therefore, here is the allocation amount decided on by the Community Support Steering Committee:

$112,475 Arts and Culture (14 applicants)

$40,000 Environmental (5 applicants)

$210,500 Human Resources (22 applicants)

$362,975 Total allocated in 2015 budget

Attachment 5


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Director of Parks &Community Services

1 FTE

Parks ,Open Space &Trails Manager

1 FTE

Parks/Trails Supervisor

1 FTE

Parks Crew Leader

1.9FTE

Equipment Operator

1 FTE

Fleet Mechanic1 FTE

Maintenance Worker2 FTE

Howelsen HillSupervisor

1 FTE

Crew Leader

2 FTE

Maintenance Worker1 FTE

Lift/SnowmakerMechanic

1 FTE

RecrEnterpr

Ma

1

Recreation Supervisor(Sports)

1 FTE

Recreation Coordinator(Youth)

1 FTE

Recreation ProgramSpecialist

1 FTE

Recreation Coordinator

(CYC & Teen)

.8 FTE

Youth ProgramSpecialist

.9 FTE

Office Coordinator

1 FTE

Registration Specialist

.9 FTE

Marketing & SpecialEvents Coordinator

1 FTE

Attachment 6


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Chamber Summer Marketing Summary

The 2015 Summer Marketing request from the Steamboat Springs Chamber includes an increase of

$60,000 from the previous request for a total Summer Marketing Funding of $660,000. This moneywould be used to create a heavier media presence all sites where there is already an impression buy,

develop additional video/preroll presence on multiple sites, secure additional placements, and run

additional radio segments. The Chamber is currently going through a process of identifying other

marketing options that could include a Billboard placement or additional print media purchases. The

Chamber intends to focus on direct marketing to places they have identified as key markets such as

Denver and Fort Collins.

In 2014 the Chamber presented several goals for the summer marketing dollars and has exceeded or

reached the Sales Tax Receipts, Lodging, and Trade Shows goals. They are continuing to work on

bringing up the net promoter score and the group sales program. The Chamber will develop a similar setof objectives/goals for 2015 during their marketing retreat.

Attachment 7


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2015 Steamboat Springs SummerMarketing Funding Request Overview


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2014 Summer Marketing Goals and Results to Date

Sales Tax Goal: See an overall increase of 5% in summer sales tax receipts over 2013.

*3 year goal: meet or exceed the average growth of our competitive set

To date:May Sales Tax: 5.61% YOYJune Sales Tax: 8.21% YOY *largest amount ever collected in June*

Lodging Goal: See an overall increase in the lodging barometer filled pillow percentage for the

summer season of 7% over 2013. Increase June by 10%

To date: Lodging is up 11.44% to date per the Barometer.

June was up 6.28% (June 2013 YOY growth was 3.63%)

May Lodging Sales Tax Collections: 18.72%

June Lodging Sales Tax Collections: 15.79%

Net Promoter Score Goal: Work to reach a NPS of 75%, determined by an intercept survey.

*3 year goal: attain a NPS of 80%

To date:Preliminary NPS is 67%; collecting data through September

Trade Show Goal: Work with local companies and lodging properties to attend appropriate

trade shows highlighting summer in Steamboat.

To date: Attended the Denver Golf Expo with Haymaker and Rollingstone, Elephant Rock, road

riding event in Castle Rock, Colorado Brewers Fest in Fort Collins; planning to attend the Rocky

Mountain Bridal Show in Denver, Outerbike in Moab, and Destination CO in Denver

Group Sales Goal: Develop job description, goals and budget by end of 2013. Present revised

proposal to City Council, secure funding and hire position by early 2014.

To date:The City, Chamber, Grand and Sheraton are funding this project. Marsha Wilson was

hired as Group Sales Director this spring and had begun prospecting large scale conferences andevents. Wilson is no longer the Group Sales Director and this project has been put on hold until

the new Chamber CEO is hired and brought up to speed on the project.


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Steamboat Chamber

2014 Media Activity vs. Website Traffic(Based on all traffic to the site)

1800000

2000000

1400000

1600000

1000000

1200000

600000

800000

200000

400000

0 12/30/13

1/6/14

1/13/14

1/20/14

1/27/14

2/3/14

2/10/14

2/17/14

2/24/14

3/3/14

3/10/14

3/17/14

3/24/14

3/31/14

4/7/14

4/14/14

4/21/14

4/28/14

5/5/14

5/12/14

5/19/14

5/26/14

6/2/14

6/9/14

6/16/14

6/23/14

6/30/14

7/7/14

7/14/14

7/21/14

7/28/14

8/4/14

8/11/14

8/18/14

8/25/14

9/1/14

9/8/14

9/15/14

9/22/14

SEM/PPC Consumer Print Newspaper Direct Mail Display Online Out of HomeRadio 2014Traffic 2013 Traffic


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Steamboat Chamber

2014 Media Activity vs. Denver DMA(Based on all traffic to the site registered in the Denver DMA)

1800000

2000000

1400000

1600000

1000000

1200000

600000

800000

200000

400000

0 12/30/13

1/6/14

1/13/14

1/20/14

1/27/14

2/3/14

2/10/14

2/17/14

2/24/14

3/3/14

3/10/14

3/17/14

3/24/14

3/31/14

4/7/14

4/14/14

4/21/14

4/28/14

5/5/14

5/12/14

5/19/14

5/26/14

6/2/14

6/9/14

6/16/14

6/23/14

6/30/14

7/7/14

7/14/14

7/21/14

7/28/14

8/4/14

8/11/14

8/18/14

8/25/14

9/1/14

9/8/14

9/15/14

9/22/14



48/243


49/243

Steamboat Chamber

2014 Media Activity vs. Summer Lodging Pillows Filled Stats(Based on statistics as provided by the Steamboat Chamber)

1800000

2000000

Book

June.

1400000

1600000

logic

cons

expose

makin

1000000

1200000

600000

800000

200000

400000

0 12/30/13

1/6/14

1/13/14

1/20/14

1/27/14

2/3/14

2/10/14

2/17/14

2/24/14

3/3/14

3/10/14

3/17/14

3/24/14

3/31/14

4/7/14

4/14/14

4/21/14

4/28/14

5/5/14

5/12/14

5/19/14

5/26/14

6/2/14

6/9/14

6/16/14

6/23/14

6/30/14

7/7/14

7/14/14

7/21/14

7/28/14

8/4/14

8/11/14

8/18/14

8/25/14

9/1/14

9/8/14

9/15/14

9/22/14



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Steamboat Chamber

2014 Media Activity vs. Monthly Sales Tax Details(Based on tax information as reported by the City of Steamboat Springs)

800000

2000000

For 2014, the la

increases were in

March and in June.

400000

6000002014 sales tax reve

highest thats been

for the same time

000000

200000

600000

800000

200000

400000

0 12/30/13

1/6/14

1/13/14

1/20/14

1/27/14

2/3/14

2/10/14

2/17/14

2/24/14

3/3/14

3/10/14

3/17/14

3/24/14

3/31/14

4/7/14

4/14/14

4/21/14

4/28/14

5/5/14

5/12/14

5/19/14

5/26/14

6/2/14

6/9/14

6/16/14

6/23/14

6/30/14

7/7/14

7/14/14

7/21/14

7/28/14

8/4/14

8/11/14

8/18/14

8/25/14

9/1/14

9/8/14

9/15/14

9/22/14

9/29/14

10/6/14



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SALES TAX COMPARISION 20112014

COMMUNITY YEAR 2011 2012 2013 2014 SUMMER 2011

ASPEN 7.38% 4.70% 6.31% 11.16% 9.24%

BRECKENRIDGE 1.68% 5.27% 11.38% 12.47% 5.34%

CRESTED BUTTE 7.01% 3.50% 6.47% 10.03% 9.71%

FRISCO 6.53% 13.24%

GLENWOOD SPRINGS 1.15% 5.22% 2.02% 3.46% 3.53%

SNOWMASS 8.49% 6.10% 10.72% 3.05% 17.71%

STEAMBOAT 4.38% 1.14% 6.96% 6.90% 7.10%

TELLURIDE 9.42% 12.54%

VAIL 10.59% 2.22% 9.54% 7.77% 13.48%

WINTER PARK 1.17% 1.02% 12.76% 21.60% 8.11%

TOTAL 41.85% 27.13% 82.11% 102.22% 74.22%

AVERAGE 5.23% 3.39% 8.21% 10.22% 7.42%

STEAMBOAT 4.38% 1.14% 6.96% 6.90% 7.10%

DIFFERENTIAL 0.85% 2.25% 1.25% 3.32% 0.32%


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2015 Proposed Additional Marketing Components

The following options are based on an additional $2530k in spend and are most appropriate to consider

based on the performance from this years campaign:

Heavier SchedulesThe expanded budget could be used to heavyup our presence in the media types where we are

already focused. Weight levels that were part of the 2014 buy were light and additional weight across

nearly all vehicles would be beneficial for a more robust market presence. While we are advertising,

there is still a gap between our level and that of our competitors, so improving the strength of

Steamboats presence would help make progress toward making Steamboat more competitive.

As part of this recommendation, the following would also be considered:

o Higher impression levels on all sites

o Additional video/preroll presence across multiple sites

o More dynamic placements at key times during the plan

o Other lifestyle placements (i.e. Denver Life travel edition, etc)

Additional Radio

We could run three additional weeks of :30 second radio ads at the 85 GRPs that we used in 2014.

Add Traditional OOH to the Media Mix

Billboard placements offer high impression numbers. This would likely include only 23 panels in

strategic locations over a 12 month period.

Alternative approaches such as one key location + a poster buy might also be considered; price

range would be comparable to what is quoted above.


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2015 Summer Marketing Funding Request

The Steamboat Springs Chamber Resort Association recommends that the City of Steamboat Springs

further invest in summer marketing. The market share and growth opportunity in summer is sizable and

continuing to increase. Anyone and everyone can experience and enjoy Steamboat Springs in the

summer months.

"We are watching the destination guest grow faster than the day visitor, and we are watching

summer grow faster than winter," said Ralf Garrison, whose Denverbased DestiMetrics surveys lodging

companies in 19 destinations in the mountain West stated for a Denver Post article in May 2014.

Garrison's surveys show lodging occupancy staying strong through the summer and fall, with May

October reservations up 8.2 percent compared with last year. As lodges slowly raise rates, projected

revenue for resortlodging businesses is up 13.3 percent, according to DestiMetrics.

The Steamboat brand is incredibly strong but as our summer visitor survey research shows, we

continue to have first time visitors to town in the summer months, again showing the growth

opportunities available.

Now is the time to increase the summer marketing spend to reach the travelers that are looking for

their next summer vacation destination and to reap the benefits of having those visitors in town

spending money on lodging, food, and retail.

The SSCRA is again excited to work in partnership with the City of Steamboat Springs and provide a

strong return on invest for the funds spent to promote our beautiful town in the nonski season months.


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MEMORANDUM

TO: Deb Hinsvark, City Manager

FROM: John Overstreet, Director of Parks, Open Space and Recreation


SUBJECT: Proposed Measures for Marketing, Special Events and Recreation and

Enterprise Manager

In response to City Council request, the department is proposing to incorporate

performance measures for the two new positions hired in 2014; the Special Events and

Marketing Coordinator and Recreation and Enterprise Manager. With the position of

Special Events and Marketing Coordinator being newly introduced into the city

government, it is difficult to define specific measures at this time but our intent is to

capitalize in the following areas.

Generate a bundled marketing program by January 10, 2015 to include programmarketing, event sponsorships, naming rights and other opportunities to generate

revenues.

Meet with local marketing groups (Chamber, MainStreet, Ski Corp, etc.) at least

once per quarter in 2015 to work on coordinated marketing efforts.

Work with our parks, open space and trails division to develop operational costs per

event by September 1, 2015.

Generate in-kind and monetary sponsorship revenues in the amount of $40,000 in

year one.

Generate 2,000 hours of volunteerism within the community to assist with

operations and event coordination within the department. Independentsector.org

has indicated that the value of one hour of service in Colorado is $25.10. The use of

these hours would provide a benefit of $50,200 in year one.

Attachment 8


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The Recreation and Enterprise Manager will be working with internal teams to determine

new ways to capitalize on revenue generating operations and incorporate cost avoidance

measures to help the department focus efforts on core program areas. With facilities

managed and operated by a variety of concessionaires and used by partner groups like

the Winter Sports Club and Steamboat Youth Soccer, we hope to work towards more

equitable partnership arrangements that benefit the group and the city and minimize and

reduce subsidies to these operations. In year one, we envision:

The manager will review operations within recreation and the ice arena and develop

a cost/benefit matrix and retail services plan with regard to programming and

operations by March 1, 2015. Initial goals would be to increase ice arena revenues

by 10% and increase registrations for recreation programs by 5% (for those not

already at capacity) by end of FY 2015.

The manager and director will meet with Colorado Mountain College in January

2015 to discuss internship opportunities at the main office, ice arena front desk and

other recreation venues. Goal is to have one (1) internship begin assisting with

front desk operations in spring of 2015 realizing the cost avoidance of not hiring a

seasonal position (estimated $6,000).

The manager will facilitate meetings with local youth sport (field and ice) club

directors by February 15, 2015 in order to broaden communications with each of

the groups and minimize use issues with the groups. The manager, in consultation with the director will review major agreements with

user groups and clubs beginning in winter of 2014 and continuing until May 1, 2015

and recommend contractual adjustments in operations and management.

The manager will work with the director and other city leaders on crafting a new

agreement with Triple Crown Sports by June 15, 2015.

The manager and director will meet with major partners in the recreation community

(Boys and Girls Club, Old Town Hot Springs, SSSD) by February 1, 2015 and

discuss opportunities to enhance effective partnerships with the groups.


56/243


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2014 2015 2016

TASK BUDGET Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Phase 1: Dra Update

1) Format & Document Layout $7000 RFP

2) Rules & Definions $15000 RFP

3) General & Enforcement

4) Zone Districts

5) Administraon & Procedures

6) Uses & Use Standards $25000

7) Development Standards

Graphics $20000

Signs

Phase 2: Adopon

8) Adopon

Complete Phase Staff Tasks Consultant Tasks

Community Development Code Update and Reorganizaon

Proposed Project Schedule

Preferred MethodologyThe project schedule was developed to follow a deliberate, efficient, and logical path from beginning to

compleon.

PHASE 1: DRAFT UPDATE

1) Format & Document Layout. The overall document organizaon, design, and page layout will be

developed in Task 1. As each secon of the CDC is reviewed, reorganized, and revised (Tasks 2-7), text

and graphics will be incorporated into the new document organizaon and layout.

2) Rules & Definions. Rules of measurement (e.g. average plate height and setbacks) and definions

of terms is the first task aer formang, as the defined terms in the CDC are used throughout every

arcle. It is important to be consistent in terminology and meaning, and therefore, this secon of the

CDC needs to be undertaken in the beginning of the process. Task 2 is proposed to be primarily

Aachment to Planning & Community Development Department Memo, 10/14/2014 Page 1 of 2

Attachment 10


58/243

completed by an outside consultant to take advantage of broad experse and knowledge of naonal

best pracces. Staff will complete the task by reviewing and refining as necessary to fit within our local

context.

3) General & Enforcement. The general provisions and enforcement secons of the CDC are not

expected to undergo major changes. Current language will be reviewed for clarity and brevity, and

these secons will be reformaed to fit within the new layout.

4) Zone Districts. The zone district standards are not expected to undergo major changes. These

secons will be reorganized and reformaed, as necessary, to fit within the new code layout and to

beer coordinate the tradional and TND districts.

5) Administraon & Procedures. The development review processes and procedures secons of the

CDC are expected to undergo crical review and revision with the goal of creang streamlined,

efficient, and predictable processes. This task will require considerable staff me and consultaon with

Planning Commission and feedback from knowledgeable code users to get it right. It is also important

for much of this task to be underway prior to the iniaon of the following task, as Task 6 will include

the re-evaluaon of appropriate review processes for different uses.

6) Uses & Use Standards. This task will be primarily completed by an outside consultant who willevaluate the uses included in the CDC and provide recommendaons for improved use definions and

standards. A clear use classificaon system will also be developed. Staff believes a consultant can bring

experience and experse to ensure the CDC includes the uses appropriate for our community, as well

as assist us in defining those uses in a manner that eliminates confusing gaps and overlaps. Use-specific

standards, including parking, will also be reviewed.

7) Development Standards. The design and development standards secons of the CDC provide an

opportunity for significant improvement. This task will require a considerable amount of work, and

Staff believes that as local experts, we are best suited to complete this poron of the project. Task 7

will include consolidang all adopted design and development standards and guidelines into one

secon of the CDC. This will include codifying design standards that are currently adopted as separate

documents. To improve implementaon of the standards, we will work closely with the PlanningCommission to develop clear intent statements, beer arculate the standards for compliance, and

develop useful guidelines for alternave compliance. We plan to ulize an outside consultant to

develop graphics that will effecvely illustrate standards and guidelines wherever beneficial.

PHASE 2: ADOPTION

8) Adopon. The final task will include preparing the overall document for presentaon at public

hearings and adopon.

Note: When possible and beneficial, staff will process text amendments to the current CDC to

incorporate crical changes to the Citys Community Development Code prior to final adopon of thenew code. It is important to recognize that not all changes will be incorporated immediately as we

progress through the project schedule due to significant changes to the overall code organizaon and

crical need for accurate cross-referencing. For example, the concept of live-work land use is

referenced no less than 10 different mes throughout the current code; and therefore, it would not be

feasible to adopt a new live-work definion prior to the review of all other relevant secons of the

CDC.

Aachment to Planning & Community Development Department Memo, 10/14/2014 Page 2 of 2


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TO: City Council

THROUGH: Anthony Lettun ich, City Atto rney

FROM: Dan Foote, Staff Attorney


RE: Legal Opinion on Accommodation Tax Funding-Yampa Street Property

The proposed accounting for the Workman transaction is consistent with the terms of the 2013ballot question. There are four transactions: $300,000 payments from 2014 and 2015accommodations tax receipts, a payment of up to $60,000 from uncommitted accommodationstax revenue in the accommodations tax fund reserve, and a payment of up to $60,000 from 2016accommodations tax receipts.

The two $300,000 payments are expressly authorized by the 2013 ballot question. The ballotquestion also grants Council discretion to use as it sees fit any accommodations tax revenue thatexceeds the $660,000 annual commitment. This language supports the use of excess receipts in2015 in anticipation of 2016 revenue.Finally, the 2016 payment is valid as the repayment of a loan, the proceeds of which were usedfor the purposes specified in the ballot question.

Attachment 11


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TO: City Council

THROUGH: Deb Hinsvark, City Manager

FROM: Kim Weber, Finance Director


RE: Community Housing Fund-Down Payment Assistance

During the Budget Retreat on October 7, 2014 it was discussed by some members of Council whether or

not there was a need to continue to budget the funds for future Down Payment Assistance programs

and the future of this program. In the days since the budget retreat, Jason Peasley with the Yampa

Valley Housing Authority has indicated that the Down Payment Assistance Program is a great tool for

them, but it is only one tool and they will be exploring other ones. He also indicated that the YVHA has

funds for this program and there isnt a need at this time to have the City budget for additional funds. If

you agree with this assessment you can vote to remove the down payment assistance from the budget.

Attachment 12


61/243

Column1 Column2 Column3 Column4 Column5 Column6 Column7 Column8 Column9 Column10

CAST Survey Transit

Telluride Aspen Snowmass Village Silverton

Crested Butte (Town

and Mountain)

Silverthorne/Brecken

ridge Regional

Breckenridge Free

Ride (town only) Durango Jackso

1) Do you offer public transportation? Yes

Yes, 8 routes, year

round and seasonal

and over 1,000,000

passengers per year.

Yes, Majority of multi

family routes in

winter, In spring and

fall, town runs the

regional service to

HWY 82 under

contract with RTA

which provides the

opportunity for

demand responsive

service in community.

Only one fixed route

runs in spring and fall,

rest is deman

responsive. In

summer there are 2

fixed routes and

demand responsive. No. Yes

Yes, the Summit

Stage operates bus

service for Summit

county, Silverthorne,

Frisco, Dillon and

Brecken ridge. Yes

Yes, in Durango, but

no service to resort

which is 18 miles from

town. Yes

2) Is there a cost? If so, what is the rate structure?

Free in town limits.

$1 to ride to

Placerville (17 miles)

and $2 to Norwood

(35 miles). Free to the u ser.

No, the service is

free. Trip lengths are

< 1/2 mile. A fare

would decrease

utilization. Loss

control and money

handling procedures

can cost a significant

amount. N/A We are a free system. No It is a free service.

We charge $1 per trip

for fixed route loop

service and have a

free downtown

trolley.

Yes, the fare

way ride fro

Town of Jac

the Jackson

Mountain R

Teton villag

3) What are the costs of operations? $785,000 annually. $4.2 million annually $2.57 million N/A

(2010) $1.1 mm,

(2011) $1.165 mm $3mm (2011) $2,078,361 $2.4mm

$3mm, abou

this cost is r

providing se

the resort.

Attachment 13


62/243


63/243

CAST Survey Transit

7) Have you ever considered privatization? Have never.

Contract with the

RFTA for services.

To support

alternative modes of

transportation to the

single'familysubdivisions we pro

vide dialaride

service through a taxi

company company in

the winter season

which costs about

$32,000, and we

contract in the winter

with the taxi

company to provide

latenight service

from 1am to 2:14am

which costs about

$21,000. N/A

We have not

privatized.

No operations, but

contract maintenance

and have a 30%

savings with better

maintained buses. No

The Durango

Mountain Resort runs

a private bus from the

resort to town/town

to resort two times a

day during the ski

season and charge

$10 per trip. Durango

Transit is not

privatized. No

Contacts: Jason White Joh n D. Kru eger Dav id Peckler Brian Car lson Chr is Larsen Kev in Batch elder James Phelp s Amb er K. B lake Michael W

Transit Manager

Director of

Transportation

Transportation

Directo r C lerk/Treasurer Transit Man ager Town Man ager Asst Dir Pub lic Works

Multimodal

Coo rd in ator START Bus

Town o f Tel lu ride C ity o f Asp en Sno wmass Vil lage Town o f S ilverton Crested Butte S ilvertho rn e Brecken ridge C ity o f Duran go Jackson , W

970.728.2179 970.920.5042 970.387.5522X14 970.349.5616 970.262.7306 970.453.3181 970.375.4949 307.732.865

jwhite@telluride

co.gov

[email protected]

n .c o. us d pe ckl er@t os v.c om PO Box 250

clarsen@crestedbutt

eco.gov

kbatch@silverthorne.

org

jamesp@townof

breckenridge.com

[email protected]

o.us

mwackerly@

n .wy.us

Sliverton 81433 John Jones

Gclifton@telluride

co.gov Summit Stage

970.668.0999


64/243

Resort Transit Funding Source

Attachment 14


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Winter 20132014 Proposed Winter 20142015

Daytime Service Daytime Service

Red Line Service from the Campground,

through downtown to the

Gondola. Provided hour

service beginning at 5:50 am.Provided 20 minute service from

6:50 am 8:54 pm. In concert

with the Blue Line, provided 10

minute service between the

Campground and Gondola Transit

Center.

Red Line Eliminated

Blue Line Service from the Campground,


Gondola. Provided hour

service beginning at 6:20 am.

Provided 20 minute service from

7:00 am 8:44 pm. In concert

with the Red Line, provided 10

minute service between the

Campground and Gondola Transit

Center.

Blue Line Service from the Stockbridge,


Gondola. Provides 20 minute

service from 6:00 am 8:20 pm.

Scheduled travel time from the

Stockbridge to the GTC will be

reduced from 20 minutes to 16

minutes. 1 or 2 stops will be

eliminated in each direction.

Blue Line Extra Not needed because of the Red

Line providing service throughout

the day.

Blue Line

Extra

Service from the Stockbridge,



service from approximately 7:00

am 11:00 am and from

approximately 2:00 pm 6:00 pm.

Extra buses would be contingenton having enough drivers.

Aqua Line

(West End

Bus)

Not needed because the Red Line

and Blue Line went to the

Campground. Service to the

College was provided by the

Yellow Line

Aqua Line Service from the Campground to

Downtown, to CMC and return.

Provides 30 minute service from

approximately 6:30 am 8:00 pm.

West End will be served by the

Blue Lines on their first loops, so

minimal service start time

changes. Major change is that the

West End pickups will be every

hour rather than every 10 minutes

with the Blue and Red.

Yellow Line Service from 7:10 am 6:20 pm. 2scheduled trips to CMC and 1

scheduled trip to Hilltop per hour. 2

10 minute segments of oncall

service per hour to old town,

Fairview, Howelsen and the High

School.

Yellow Line Eliminated. 2 scheduled trips to

CMC operated by the Aqua Line

and 2 scheduled trips to Hilltop

covered by the Brown Line.

Attachment 15


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Cinnamon

Line

Not needed because the Yellow

Line covered the Hilltop and the

Orange Line provided service to

the Walton Pond/East End side.

Cinnamon

Line

Service from Downtown, through

the Hilltop Connector, through

the Grocery Stores to the East

End. Provides 30 minute service

from approximately 5:50 am

6:50 pm. Increased frequency and

service for the Hilltop over the

Yellow Line. Passengers from the

East End will need to transfer at

City Market to get to/from

Mountain when Orange Line is not

running.

Orange Line Service from the GTC through

the Wildhorse, East End and

Walton Creek portion of the

Condo Loop. Provided 20 minute

service between the GTC and

GTC between approximately 6:00am and 8:15 pm. Service was

paired with the Blue Line.

Orange Line Service from the GTC through the

Wildhorse, East End and Walton

Creek portion of the Condo Loop.

Provides 20 minute service

between the GTC and GTC

between approximately 7:10 amand 11:10 am and between 2:10

pm and 6:10 pm. This service

would be provided as guaranteed,

daily service unlike the Peak

Blue/Green lines (that are driver

dependent).

Green Line Service from the GTC through

the Condo Loop and back to the

GTC. Provided 20 minute service

between the GTC and GTC from

approximately 5:50 am to 8:30pm. Service was paired with the

Red Line.

Green Line Service from the GTC through the

Condo Loop and back to the GTC.

Provides 20 minute service

between the GTC and GTC

between approximately 6:30 amand 8:30 pm. Service is paired

with the Blue Line. Scheduled

travel time from the Stockbridge

to the GTC will be reduced from 25

minutes to 20 minutes. 3 or 4

stops will be eliminated. Extra

buses may operate as listed above

for Blue Line Extra

Purple Line Service from the GTC through

the North of Mt. Werner Condo

Loop, Central Park Plaza and

back to the GTC. Provided 20

minute service between the GTC

and GTC from 7:47 am to 5:53

pm. Service was not paired with

any other line.

Purple Line Service from the GTC through the

North of Mt. Werner Condo Loop,

Central Park Plaza and back to the

GTC. Will provide 20 minute

service between the GTC and GTC

from 7:47 am to 10:53 am and

from 2:47 pm to 5:53 pm. Service

will not be paired with any other

line. This service would be

provided as guaranteed, daily

service.


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Night Service Night Service

Brown Line Service from the Campground,


Gondola. Provided 20 minute

service from 8:00 pm approximately 3:30 am.

Fuchsia Line Service from the Campground,



service from 8:00 pm approximately 3:30 am. Service is

interlined with the Magenta Line.

Magenta Line Service from the Gondola Transit

Center through the Condo loop

and East end loop, back to the

Gondola Transit Center.

Provided 20 minute service from

8:20 pm 3:03 am.

Magenta Line Service from the Gondola Transit

Center through the Condo loop

and East end loop, back to the

Gondola Transit Center. Provides

20 minute service from 8:20 pm

3:03 am. Service is interlined with

the Fuchsia Line.


Regional Service Regional Service

Regional Bus Service from the Craig, through

Hayden, Milner and Steamboat II

to Steamboat Springs in the

morning with return trip in the

evening. Provided 2 trips in each

direction departing Craig at 5:50

am and 6:50 am with return trip

departing from Steamboat

Springs at 4:40 pm and 5:40 pm.

Service operated 7 days per

week.

Regional Bus Service from the Craig, through

Hayden, Milner and Steamboat II

to Steamboat Springs in the

morning with return trip in the

evening. Provides 2 trips per

weekday in each direction

departing Craig at 5:50 am and

6:50 am with return trip departing

from Steamboat Springs at 4:40

pm and 5:40 pm. Service operated

7 days per week. Provides 1 tripper weekend day in each direction

departing Craig at 6:50 am with

return trip departing from

Steamboat Springs at 4:40 pm.


68/243

Outline of Routes (from West to East)

Aqua Line 7th& Linc. > CMC > 11th& Linc. > Campground > Justice Center > Stockbridge > 7th& Linc.

30 minute service. Requires a transfer to Blue Line to go to the Mountain.

Blue Line Stockbridge > Downtown > Central Park > GTC > Ski Time Square > and return

20 minute service. Interlines at GTC and turns into the Green Line to continue through the

condo loop.

Cinnamon Line 7th& Linc. > Hilltop > Hwy. 40 > Central Park > The Ponds > Fairfield Inn > Central Park

Plaza > Hwy. 40 > 7th

& Lincoln.

30 minute service. Requires a transfer to Blue Line to go to the Mountain and/or transfer to the

Aqua Line to go to west, beyond 7th.

Green Line GTC > Ski Time Square > Condo Loop > GTC

20 minute service. Interlines at GTC and turns into the Blue Line to continue downtown.

Blue/Green Line Peak Operates the same routes shown in the Blue Line and Green Line outlines.

20 minute service. Operates during peak hours only (4 hours in the morning, no service in the

middle of the day and 4 hours in the afternoon). Operates between regularly scheduled

Blue/Green lines to provide 10minute service during peak hours. Is dependent on staffing

levels and sections may not operate every day.

Purple Line GTC > Steamboat Boulevard > Rockies > Hospital > Central Park > GTC


middle of the day and 4 hours in the afternoon) Requires a transfer to Blue Line to go

Downtown.

Orange Line GTC > Mt. Werner Road > Hwy. 40 > The Ponds > Fairfield Inn > Walton Creek Road > GTC


69/243


middle of the day and 4 hours in the afternoon) Requires a transfer to Blue Line to go

Downtown.


70/243

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

2007 2008 2009 2010 2011 2012 2013 2014

Overall Cost Per Passenger

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

2007 2008 2009 2010 2011 2012 2013 2014

Overall Annual Ridership

Attachment 16


71/243

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

2007 2008 2009 2010 2011 2012 2013 2014

Blue Line Cost Per Passenger

0

50,000

100,000

150,000

200,000

250,000

300,000

2007 2008 2009 2010 2011 2012 2013 2014

Blue Line Annual Ridership


72/243

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

2007 2008 2009 2010 2011 2012 2013 2014

Red Line Cost Per Passenger

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

2007 2008 2009 2010 2011 2012 2013 2014

Red Line Annual Ridership


73/243

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

2007 2008 2009 2010 2011 2012 2013 2014

Night Line Cost Per Passenger


74/243

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

2007 2008 2009 2010 2011 2012 2013 2014

Night Line Annual Ridership

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

$4.50

$5.00

2007 2008 2009 2010 2011 2012 2013 2014

Purple Line Cost Per Passenger


75/243

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

2007 2008 2009 2010 2011 2012 2013 2014

Purple Line Annual Ridership

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

2007 2008 2009 2010 2011 2012 2013 2014

Yellow Line Cost Per Passenger


76/243

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

2007 2008 2009 2010 2011 2012 2013 2014

Yellow Line Annual Ridership

$0.00

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

2007 2008 2009 2010 2011 2012 2013 2014

Summer Line Cost Per Passenger


77/243

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

2007 2008 2009 2010 2011 2012 2013 2014

Summer Line Annual Ridership

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

2007 2008 2009 2010 2011 2012 2013 2014

Hilltop Connector Cost Per Passenger

Hilltop Connector absorbed into Yellow

Line.


78/243

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

2007 2008 2009 2010 2011 2012 2013 2014

Hilltop Connector Annual Ridership

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

2007 2008 2009 2010 2011 2012 2013 2014

Mainstreet Shuttle Cost Per Passenger

Mainstreet shuttle eliminated.


79/243

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

2007 2008 2009 2010 2011 2012 2013 2014

Mainstreet Shuttle Annual Ridership


80/243


81/243


82/243


83/243


84/243

Vans and Body on Chassis Vehicles

$0.00

$50.00

$100.00

$150.00

$200.00

$250.00

2009 2010 2011 2012 2013

Van #40 Cost per Engine Hour

0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013

Van #40 Hours of Operation

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

30003500

2009 2010 2011 2012 2013


$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


Attachment 18


85/243

$0.00$2.00$4.00$6.00$8.00

$10.00$12.00$14.00$16.00$18.00$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00$2.00$4.00$6.00$8.00

$10.00$12.00$14.00$16.00$18.00$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00$2.00$4.00$6.00$8.00

$10.00$12.00$14.00$16.00$18.00$20.00

2009 2010 2011 2012 2013


0

500

1000

15002000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

20002500

3000

3500

2009 2010 2011 2012 2013



86/243

30 Diesel Buses

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013

Bus #51 Cost per Engine Hour

0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013

Bus #51 Hours of Operation

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013



87/243

$0.00

$2.00

$4.00

$6.00

$8.00$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013



88/243

35 Diesel Buses

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013



89/243

$0.00

$2.00

$4.00

$6.00

$8.00$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013



90/243

30 Diesel/Electric Buses

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


0500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013


$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00

$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013



91/243

35 Diesel/Electric Hybrid Buses

$0.00

$2.00

$4.00

$6.00

$8.00

$10.00

$12.00$14.00

$16.00

$18.00

$20.00

2009 2010 2011 2012 2013


0

500

1000

1500

2000

2500

3000

3500

2009 2010 2011 2012 2013

Bus #81 Hours

steamboat springs city council agenda for oct. 14, 2014

Documents