HomeMy WebLinkAboutagenda.council.worksession.20090324MEMORANDUM
TO: Mayor and City Council
FROM: Don Taylor, Director of Finance
THRU: Steve Barwick, City Manager
DATE OF MEMO:' March 19, 2009
MEETIN(: llA'1'E: March 24, 2009
RE: March Update and Proposed Budget Cuts
REQUEST OF COUNCIL: Staff is providing information on the current budget status. and
economic environment and requests approval of the second round of budget cuts and feedback
on the current projections used to develop the budget forecast.
PREVIOUS COUNCIL ACTION: The City Council recognized when it adopted the 2009
budget in November of 2008 that the economic climate was quickly deteriorating and that
changes to the budget would be likely. Council directed staff to provide them with periodic
reports on the fiscal condition of the City. The first meeting was held in February and staff
proposed approximately $1.4 million in budget cuts in response to a severe decline in sales tax
and building activity revenues. Council implemented the recommendation and asked staffto
return withadditional cuts. Those are included with this memo.
BACKGROUND: The global economic crisis has hit Aspen particularly hard. Consumers and
travelers have pulled back dramatically particularly on those expenditures that are perceived as
extra or extravagant. Sales tax revenues have declined in the range of 15-20 percent over the
past several months and the outlook for the rest of the ski season appears to be equally bleak.
Perhaps worse.
Additionally, the hard hit real estate market continues to affect real estate transfer taxes.
Revenues have been somewhat buoyed by completion of several projects around town but other
sales have been notably weak. New construction seems to have fallen. off dramatically and
inventories of unsold units have been stacking. up.
DISCUSSION: Staff continues to work on its budget projections model and has incorporated
changes as approved by City Council. Tbis is included as Attachment "A". The planning
horizon is thru 2012 for revenues and expenditures. Based on the current forecast, and including
the second round of budget cuts, we expect the fund balance to decrease in 2009 to a level
slightly less than the operating reserves set as minimum by Council policy. Those reserves are
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intended to cushion the City during tough economic times and this would certainlymeet most
people's definition. In fact, we believe there is some flexibility to add some level of marketing
programs if the Council wants to consider some kind of stimulus. The current estimate is that the
2009 budget will dip into the $5,621,300 operating reserve by $1.58,000.
It is important to discuss some of the parameters on which this projection is made. These will
undoubtedly be changed and modified as we get a clearer picture of where the city's revenues are
going.
General Fund
Sales Tax -the forecast is for the balance of the winter season to be down more than
20%. For the time period of May through August sales tax is expected to continue to be down
between 12% and I S%: The increase in 2008 was less for these months than the winter months.
In actuality, these months are more pessimistic as it is based on sales returning to 2003-2004
levels where the winter is about 2005-2006 levels. The final four months of the year should find
sales tax even with last year, which was. already down from 2007. For the entire year the sales
tax is projected to be down 12% from 2008. In each of the years after that the projection is for
slow growth of about 4%. There is no assumption that we will bounce back to 2008 levels.
Community Development Fees -This is very difficult to project. Revenues were down
18% in 2008 and are projected to be down another 50% in 2009. This forecast assumes a 25%
increase in community development activity in 2010 and another 20% increase in 2011 and
2012. While that seems like a lot, it is off of a much smaller base and does not return us to 2008
levels until after 2012.
Property Taxes -The projection assumes that we will realize our TABOR limit in each of
the years of the forecast. The reassessment which is currently taking place will reflect the
change in values between 2006 thru 2008. It is not expected that. values will have changed
significantly over that time period and will have likely gone ug. The next reassessment will
likely see a decrease in values and that will be in 2011 for the 2012 budget year. It is anticipated
that the City will be able to lower the amount of the tax credit and realize the amount of revenue
that it is able to assess under TABOR, if the amount of decrease is less than 25%.
Other Revenues -Most other revenues are forecasted to be unchanged in 2009 and to
increase at about 2% a year after that.
Expenditures -This projection includes the entire proposed budget cuts from the first and
second round and includes the proposed changes to the pay plan that would not be effective until
2010. The first round budget cuts totaled approximately $1.4 million and the second round cuts
totaled approximately $1.0 million. Details on the cuts are in Attachment "B" of this packet.
The projection assumes that cost will increase 2.5%a year in 2010-2012. It will be difficult to
manage to that level and still maintain service levels and if revenues are not at forecasted levels
further cuts may be required. It also assumes that Community Development revenues and
expenditures will be out of balance for a few years as the development activity recovers. If the
development activity does not recover sufficiently, this budget will have to be revisited as well.
Page 2 of 4 .
The Recreation Department has included supplemental information on its budget cuts which are
attached as Attachment " D". In addition, staff recommends to disconfinue the plan to construct
the City's second pool - "the outdoor pool". A memo explaining where we are with the pool is
included as Attachment "E".
Transportation Fund
The Transportation Fund projections are shown on page 13 of Attachment "C" (the
power point presentation). Use tax and sales tax aze the primary tevenue sources for this fund
and both are taking a hit in 2009. The effect of declining use tax will be spread out over a couple
of years as the current accounting policy for use tax revenue recognition is to receipt the money
at building permit into a deposit account and not recognize the revenue until the project receives
its CO and it has a reconciliation audit. This has the effect of spreading out the revenue
recognition and the effects of a down year will be delayed by a few years.
The use tax projection is based on the same scenario as the community development revenues,
that there will be a 50% decline in the amount received in 2009 and then increasing by 25% in
2010 and 20% in 2010 and 2011. The revenue recognition effect is that revenue will rise in 2009
and 2010. It is important to note that this projection is very speculative at this time and will need
to be monitored closely. Based on these assumptions, the fund balance, after reserves, drops to
($668,086) in 2012.
This leaves some time to make decisions about transit services.
Parks and Recreation Fund
The Parks and Recreation Fund's primary revenue source is the City sales tax. With the
12% decline in sales tax there were significant cuts required for projects over the four year
period. This includes funding for the outdoor swimming pool, as well as other projects that are
detailed in the parks and recreation section of the summary of budget cuts in Attachment "B".
The fund balance, after reserves, is projected to decline to $32,049 in 2012. This assumes that
30% - 35% of the capital program is cut in 2011-2012. Those recommended cuts will be made
in the context of the next Capital Improvement Plan, which will be developed as part of the 2010
budget.
Supplemental Marketing
There has been some very preliminary discussion with business leaders in the community
and with ACRA to consider a supplemental marketing campaign that would help offset some of
the declines in sales tax currently projected. Debbie Braun and Julia Theisen from ACRA will
be present at the meeting to present some alternatives for the Council to consider.
FINANCIALBUDGETIMPRCTS: The proposed budget cuts, based on the revenue
assumptions made, bring the expected fiord balances into Iine with policy targets in 2009. While
Page 3 of 4
we are still short by a small amount in the General Fund ($158,115), the financial reserve is
intended to help the City work through times such as this.
RECOMMENDED ACTION: Staff recommends that all proposed budget adjustments be
adopted and that any additional adjustments to the City's cost structure, if required, be made
within the context of the 2010 budget development.
ALTERNATIVES: Alternatives include any combination of additional budget reductions and
or budget add backs from the list submitted. No specific alternatives are suggested at this time.
PROPOSED MOTION: I move to approve the proposed revenue estimates and budget
reductions as presented and that they be incorporated into the next supplemental appropriation to
the 2009 budget.
CITY MANAGER COMMENTS:
ATTACHMENTS:
ODl General Fund ~ r' aR C'~t '(YLQ yv i s~ +` ~ '
Att¢al Est mated a ~ itvlfn<2~ln¢L1W'Y/dp9s,A~ a .,.
~~
zoo] zoDg aoo9 xDiD sou xol
PropeMTax $1,1]9,900 $2,340,000 $2,]21,900 $1,.801,300 $2,887,000 $2,981,200
County Saks Tax $7,075,900 $],030,000 $6,157,800 $6,412,500 56;683,700 $by60,500
Recreation/ARC/Ice $2,206,500 $2,200,000 $2,200,000 $2,234,700 $2,27C,000 $2,303,900
Community DUlp/Pknning $3,280,400 $2,675,000 $1,337,500 $],6]1,875 52;006;250 $2,407,500
Overhead $3,241,600 $3,53],WO $3,53],0]0 $3,643,310 $3,752,403 $3,864,975
CPUnty Payments $]44,600 $919,000 $84],110 $8]2,523 ,$898,699 5925,660
Other Revenues $2,950,300 52,951,000 $2,774,043 $2,J81,A4 $2,831,369 $2,894,116
Spec~40wnersM1p Tax $2D$%W $264,0011 $[45,]93 - $150,709 3156]23 $160,83&
Commse Cgbk TOx $203,40D $238,000 + $238,000 $241,]60 $247,633 52$1,568
Hory cross rox Szs7 SOO $zlorloD $230,000 Sz34,ioo $usas4 $zzza34
BusMess License $283,200 $290,000 $170,000 $27$,400 $180,908 $386526
Enpineerlnq $450,]00 $533,000 $398,250 $358,425 $365594 $372,903
Streets $391,500 $366,000 $366,00] $3]3,320 $380,]86 $388,402
Other $],135,500 $1,056000 $3,046,000 $1,06692D $1,08$258 $1,1]0,024
Other $1,499,200 5686,000 5407,60) $307,600 $307,900 ~ 5301,700
Tansfers $1,417,600 $2,1A],000 $1.,530,0]0 $1,607,700 $1,946,900 5],369,600
iot¢I Bevenut $2$596,100 $14,531.000 $21,532,963 $2;333,042 $16396123 $14,236,151
ConGibuhons $1,173,600 $1,245.000 $1,188,720 $1,218,000 $1,34E,900 $1,482,(+00
Clry CeuncilaM Mindg<r $1,126,600 $3,112,000 $1,15Q900 $1,17],500 $3,20E,90D $3,237,100
Human Resources $665,100 $732,000 5563,06) $592,400 $607,ZOD $622,400
City Clerk $582,SOQ 5600,000 $625,1]0 $634,600 5650$00 5666,800
City Attorney $4]7,000 5472,000 $933,060 $040,800 $951,800 $463,100
Finance $1,384,8W $1,365,000 $1,417,680 $1,438,600 $1,47y600 $1,511,500
Community Dvlp/Planning 52,547,DD0 $3,4]8,000 $2;248,365 $2,179.900 $2,230400 $2,290,300
Englrwering ~ $639;400 585],000 $925,980 $936,700 $960,100 $984,100
EnvVOnmental HeaRh $396,900 $425,000 $432,208 5438,800 $449,BW $961,000
PoHm $3,795,800 $3,]35,000 $3;633,855 $3,674,500 $3,76E,400 53,860,600
Records $8],700 $92,000 $135,710 $137,200 $140b00 $104,300
Communications 5427,400 $467,DOD $466,9M $478,600 $990,600 $502,900
Streets $1,639,000 $2,321,D00 $3,825,960 $1,858,100 $1,8M,600 $1,952,800
GIS $287,400 $320,000, $307,820 $332,4W $320,200 $328,200
Mforma6on SysC¢ms 51,238,600 $1,361,000 $1,250,440 $1,2]0,300 $1,302,100 $1,334,700
Special Events - $064,800 $530,000 5561,270 $572,200 $586,500 $601,200
Recreation $1,'1]6,100 $1,308,W0 $1,126,225 $1,145,500 $3,170300 $1,203,500
ARC $2,290,900 $2,254,000 $2,181,805 $2,220,200 $2,275,700 $2,332,600
Ice Garden $510,500 $577;000 $491,015. $498,20D $510,100 $523,500
AMP $889,000 $674,OD0 $362,06D $367,200 $3]6,400 $365,800
Total Operating Expenses $21,775,500 $23,735,000 $21,352,243 $21,592,300 $22,232,100 .$22,888,200
Capital Maintenance $34,900 $170,000 $75,000 $]5,000 5]S,DDD $75,000
Transfers $6,8]1;500 $2.613,000 $1,023,]00 $818,100 $848,300 $880,100
Totol Expenses $28,661,300 526,520,000 $12,430,943 $11,485,200 513,135,600 $2$84$300
Net Income ($5,071,IOD) ($1,969,000) 1591],9]9) ($152,156) $34,621 $372,651
Fund Balance $9,986,600 $7,997,600 $7,079,621 $6,927,463 $6,962,084 $7,334,939
90 Day Operating Reserve ~ $],166,825 $6,630,OOD $5,632,736 $5,611,300 $5,78690D $5,960,825
ResMtted Grryforward Savings $1,405,000 $1,615,000 51;626,000 $3,625,000 $1,6260DD $1,625,000
Fund Surplus/IDe&tt) $1,414,]]5 ($257,400) ($358,115) ($318,837) ($451,816) ($250,890)
Property Tax-%Growth 98% l 16% ~ 3% 3% 4%
County Sales Tax-%GroMh (SYI ~_ {33%). 4% 4% 4%
Receeation/ARC/ke-%Cxowth t (0%1 .'. 0% ~ 2% 2% ,,.-2%
Comm Dvlp/Planning-%Growth (18%) ~l (50%). 't. ZS%. ~ 20% -!t30%":,
~
Spe<fc Ownership Tax ~ 26% (7%) 2% 2% 2%
-
ComcastC¢bkTOx 37% O% 2% Z% x%
Holy Gess Tax (18%) 0% 2% 2% 2%
8uslness Limnse 2% (1%) 2% 2X Z%
En9ineerin9 18% ~;:~ (25%) i:~~(109f~ ~"'; 2X 1%
Streets (7X) O% 2% 2% 2%
Other (8%) 0% 2% - 2% 2%
Overhead-%Growth 09: 9% 3% 3%
County Payments-Y. Growth 0% 3% 3% 3%
,~
Con[rbucions-%Growth 6% (5%) 3% 3% 3%
Gty Caundlantl Mandgerv%Growth 11%1 4% 3% 3% 9%
Humors Resoar es-%Gtwvth 10% (204:) 8% d% b%
City Gerk-%Growth 3% 4% 3% 9% 9%
City Attorney-%Growth (1%) (8%) 3% }% 3%
Finance-%Growth it%) 4% 3Y. 3% 3%
PknMng-%Growth S]% (4q%) 3% 3% 3%
Engineering-%Growth 35% e% 3% 3% 3%
Building lnspettbn-%Growth 13% (22%) 3% 3X 3%
Environmental HeaBh -%Growth ]X 2% 3% 3X 3%
Police-%Growth (2%) 12%) 3% 3% 3%
Records-%Growth 5% 48% 3% 3% 3%
Communtca6ons-%Growth 9% (ll%) 3% 3% 3%
Streets-%Growth 31% (14Y.) 3% 3% 3%
GIS-%Growth il% (4%) 3% 3% ~ 3%
Information Systems-%Growth ll% (9%) 3% 3% 3%
Special Events-%Growth 14% 6% 3% 3% 3%
Recreation-%Growth ]3% (14%) 3X 3% 3%
ARC-%Growth U%) (3Yo) 3% 3% 3%
Rc Garden-%GrowN+ 13% (16%) 3% 3% 376
AMP-%Growth (2q%) (46%) 3% 3% 3%
TdtalOpenting Expenses%Growth 994 (10%) ~ 1% 3% 3%
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Attachment "D"
MEMORANDUM
TO: MAYOR & CITY COUNCIL
FROM: TIM ANDERSON, RECREATION DIRECTOR
THRU: STEVE BARWICK, CITY MANAGER
DON TAYLOR, FINANCE DIRECTOR
CC: JEFF WOODS, MANAGER OF PARKS & RECREATION
JONATHAN GODES, DEPUTY DIRECTOR OF RECREATION
DATE: MARCH 19, 2009
MEETING DATE: MARCH 24, 2009
RE: 2009 PROPOSED RECREATION BUDGET/SUBSIDY
REDUCTIONS
Request of Council:
The Recreation Division is submitting General fund Subsidy reductions in the amount of
$447,090 (see attachment for narrative of cuts). In addition the Recreation Division reduced its
revenue projections from an increase in 2009 to 2008 actual revenue numbers.
These subsidy reductions represent some service level reductions,. operational efficiencies, use
of technology which the Parks & Recreation Department had been pursuing, and increased
revenues. Examples of these various efforts would be:
Service level Reductions:
• Reduced operational hours at the ARC
• Severely reduced service levels at the Aspen Ice Garden for 5 months, but ice being
offered to noon men's groups and men's evening leagues.
• Use of Volunteer officials in youth and adult sports where officials were paid in the past.
Operational Efficiencies:
• Full Time labor picking up more hours once occupied by Part Time Labor
• Shared Employees. This is due to operational efficiencies created by sending golf
employees to ice facilities to work during winter months for example. The Department
has taken this to another level and will be moving employees from the Aspen Ice Garden
and the Red Brick to parks and golf positions fora 4 to 5 month period creating further
operational efficiencies.
• Negotiations with the School District to get the Summer Day Camp Program back into
the schools under the Memorandum of Understanding between the School District and
the City, thus saving us rent for other space(s).
• Travel and Training reduced
• Funding for cosmetic improvements to facilities under AMP reduced and/or removed.
• Fuel and energy costs have declined. and budget has been reduced to reflect this.
Use of Technolosv:
• The Parks & Recreation Department implemented Active Network Solutions to our
systems in 2008. This allows for on line registration which pushes patrons to the
Internet rather than the need for front desk attendants, it has reduced our cost per
credit card transaction, and we have gone to auto swipes at facilities requiring fewer
front desk attendants as patrons may checkthemselves into the facility(s).
While staff has met with Ice Users regarding the service level reductions at the Ice. Garden and
the users are in agreement with the strategy being implemented, staff has heard from some
ARC patrons regarding the reduction of operational hours. The ARC still operates more hours
per week than other mountain recreation centers, even with the 13 hour per week reduction.
At the same time the ARC patrons seem to like the technology improvements we have
implemented such as self check in.
Attachment "D"
5% Reduction
Parl
• Temp Help-Daycare ($25,000)-This is a reduction to reflect 2008 actuals and the Daycamp Director
taking more of a counselor role to reduce labor expenses.
• Temp Help Baseball ($10,000)- We will reduced hours (72 to 57) at the batting cage this summer as
well as an intern .
• Temp Help Basketball ($5,000)- We are attempting to run the basketball league this year without
paid coaches, Instead we will rely on volunteer coaches exclusively.
• Temp Help Climbing ($1,060) - FT Labor will replace Temp Labor in lessons and programs
• Tennis AMP ($10,000)-Parks will take this labor and expense into their budget
• Temp Help ARC Guest Services ($10,400)-This is a reduction based on the ten hour reduction of
the ARC's weekend hours.
• Temp Help ARC Pool ($20,800) • This is a reduction based on the ten hour reduction of the ARC's
weekend hours.
• Temp Help Lewis Ice Arena ARC ($10,400)-This is a reduction based on the ten hour reduction of
the ARC's weekend hours.
• Permanent Staff ($27,025) -The Ice Maintenance Technician's total compensatiomwill be moving
over to golf beginning mid-April to early September as a result of the bare bones hours and service
levels at the AIG this summer.
• Permanent Staff ($27,605)-The Ice Programmer's total compensation will be moving over to golf
beginning. mid-April to early September as a result of the bare bones hours and service levels at the
AIG this summer.
• Temp Help ($32,734) -The Temp Help will be cut to only refs, scorekeepers and one ZO hour
programmer to run the Rec Leagues in the evening. This is a result of the bare bones hours and
service levels at the AIG this summer.
Travel/Tratnine
• Red Brick Training ($13,380)- Reduced from $13,380 for 2009
• Training Day Camp ($490)- Reduced from $490 for 2009
• AIG Training- ($6,550).- Reduced from $6,550 for 2009
Services
• Red Brick Other Purchased Services($3,000}-Less repairs aregoing to be undertaken in 2009 and in
-house labor will be more utilized.
• Day Camp Services ($5,500) -This isa result of the renegotiated IntergovernmentaLAgreement
which allows for use of the school buildings in the summer for the City's Day Camp instead of paying
rent at the AySC.
• Tennis Services ($3,000)-This is additional revenue that will be gained by leveling. a small charge
for tennis instructors who have been teaching lessons on the clay courts.
• ARCServices ($3,000) -Less repairs are going to be undertaken in 2009 and they will be done with
more in-house labor.
Materials/Supplies
• Fuel (-$4,000) -Increase of fuel prices from historically budget amount.
Red Brick Materials and Supplies ($4,000) -We will not be providing end of the year parties (food
and beverage)for teams that participate in our leagues. We will still provide medals and trophies.
Flag Footbal6Materials ($1,0~)-Temp Labor was categorized Irt this Tine item last year as it was a
new program. We anticipate having FT staff offsetsome ofthe refereeing. Also, many of the
materials were purchased last year and are stilt in operational condition.
10%Reduction
Payroll
• Perm Staff Red Brick ($16,274) -Red Brick's maintenance person wilt move to Parks ~ time this
summer as there is a reduced traffic flow in the summer at that facility and Parks has the need for
skilled labor.
• Temp Heip ARC Guest Services ($35,00 - A Rec Specialist 2 from the Red Brick will move'/ time to
the ARC to reduce Temp Labor, provide deposit back up, and continuity between facilities.
• Temp Heip ARC Maintenance ($24,000)- Reductiorrof several cleaning shifts and reallocating
several maintenance shifts to custodial shifts.
Asset Management Plan
• Red Brick Gymnastic Pits ($35,000)-The Recreation Division had completed most preliminary work
necessary for the Gymnastics pit design in 2008. SMG provided final drawings and bid packages in
early 2009 at a cost of $3,000 leading to a savings of $35,000 in approved funding.
• Red Brick locker Room Remodel ($5,000)-The Red Brick locker rooms are functiohal, have good
lighting, painting and fixtures. Any upgrades will be handled in house. This was deemed a cosmetic
improvement and postponed to out years.
• ARC Locker Room Remodel ($40,000)-This funding was going to tear out the concrete and epoxy
flooring of the ARC locker rooms. The floors were going to be replaced with a nicer finish look and
easier to clean surface which was considered a cosmetic improvement; however, while the concrete
has been removed repairs to floor drains which leak were going to be completed. Temporary fixes
to the floor drains will now be implemented with operational funds while the larger issue of drain
repair will remain. In addition the impact to the customer would be about 2 months and with other
service level reductions in 2009 staff wished to avoid this impact in 2009..
• Lewis. ice Arena Mondo Flooring ($9,000)-This is the rubber flooring that is put down for ice
skaters to walk around the rink and the warm room of the ice rink. The current flooring is holding
up and this would have been a cosmetic improvement.
• ARC Operational Improvements ($16,000)-These are capital funds which are used to purchase and
repair small pumps and motors along with other working components of Recreational Facilities. By
using in house laborand repairing more items in 2009 rather than replacing them, staff feels they
can reduce this item by the amount identified and still keep facilities running successfully.
15% Reduction
Asset Management Pian
• AIG locker Room Remodel {$10,000) -$60,000 had been budgeted for improvements. to the Aspen
Ice Garden Locker Rooms. Staff has reduced this number by $10,000 in 2009 and will evaluate the
most critical locker room improvements needed for operation, safety, and energy efficiency.
Services
• Services ARt Pool ($20,000) -Currently $21,000 is being spent on towel laundry services. Current
staff will be able to accommodate the laundry if we take it in house and purchase towels and
machines through the AMP.
Revenues
• Permanent Staff ARC Maintenance ($10,000)-ARC Maintenance crew w(II be reimbursed their
time on snow removal at the ARC from the Parks Department.
• Aspen ice Garden ($10,000) -This is additional event revenue from an antiques fair that will be
taking place in the AIG this summer while the ice is already out for scheduled maintenance.
Attachment "E"
MEMORANDUM
TO:
FROM:
THRU:
DATE OF MEMO:
MEETING DATE:
RE:
Mayor and City Council
John Laatsch
Scott Miller
March 18, 2009
March 24, 2009
Asset Project Manager
Capital Asset Director
FUNDING OF ASPEN RECREATION CENTER OUTDOOR
POOL PROJECT.
REQUEST OF COUNCIL: Asset Staff requests Council approval of the termination of all
work on the wnstruction of the Outdoor Pool. The balance of the funds to calttplete the. pool
project was to be included in the 2010 property tax assessment. If the Council accepts the
recommendation not to proceed with the pool construction, the mill levy would be reduced (tax
credit increased) to not raise additional funds for this purpose.
PREVIOUS COUNCIL ACTION: On October 16, 2008 staff requested direction on the
funding source for the construction of this Outdoor Pool. Council determined it was not able to
authorize additional funding to cover the funding shortfall that was determined following the
analysis of the low bid for the work and the fimding sources as determined by staff.
DISCUSSION: Past discussion regarding the design of the Outdoor Pools at the ARC had
included a Flow Rider as Council will recall and a family pool which was smaller in size than the
pool that has been recommend. After much discussion Council directed staff on February 12th,
2008 to eliminate the Flow Rider, expand the family pool and add more fun features, maintain
the grottos/hot tubs and move forward with conceptual design and cost estimates. On March 4th,
2008 staff came back with 2 new conceptual designs based upon direction from the February
12th work session of which Council provided direction to move forward. with detailed design
based upon the conceptual plan and financial inforrttation provided in the "previous council
action" section.
At that point structural systems and the faux rock increased cost estimates
by $200,000 to $300,000 which staff identified to Council in early May, 2008. Council directed
staff to continue moving forward as we would not know a real cost until the project was bid. We
Page 1 of 2
received four bids on September 29, 2008 with the low bid submitted by Stone Pools for the sum
of $1,736,600. Bidding had led us to the decision point October 16, 2008 and the funding
shortfall identified at that time.
A final option for Council was given to stop work on the Outdoor Pools completely since
funding is difficult and the economy is influx. Council elected: to halt the work on the Outdoor
Pool and requested staff to bring the proj ect back to Council in the spring of 2009 for. further
consideration.
Since the October meeting the city was notified that the Greater Outdoors Colorado grant
for $200,000 that we applied for was not approved which has therefore increased our funding
short fall. Staff has recently reviewed the project in preparation of this memo and we believe
there could be savings to the project thru modifications or eliminations of scope. The
elimination of the hot tubs, soil nails, water feature in the pool and a simplified fence could save
approximately $300,000. A further elimination of the jumping platform and associated soil nails
and retaining wall could save the project an additional $300,000. Neither of these saving would
makeup the existing funding short fall.
FINANCIALBUDGET IMPACTS: There would be no financial or budget impact.
ENVIRONMENTAL IMPACTS: There would be no .environmental impact in termination of
this project.
RECOMMENDED ACTION: Staff requests Council approval for the termination of all work
of the Outdoor Poo1..The balance of the funds to complete the pool project was to be included in
the 2010 property tax assessment. If the Council accepts the recommendation not to proceed
with the pool construction, the mill levy would be reduced (tax credit increased) to not raise
additional funds for this purpose,
ALTERNATIVES: Council may direct staff to complete all. permitting at a cost of
approximately $25,000 so this project could continue to Bidding and Construction at anytime in
the future. Council could also direct staff to modify the design of the project to allow alternate
bids. for portions of the work to allow a less expensive project cost and prepare the Construction
Documents for Bidding for pricing and construction in the near future. This work would include
the.final permitting of the project and this work would costappraximately $40,000-$60,000.
PROPOSED MOTION: I move to terminate all work of the Outdoor Pool project. I also direct
staff to reduce the mill levy (tax credit increased) to not raise additional funds for this purpose.
CITY MANAGER COMMENTS:
ATTACHMENTS: None