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Home My WebLink Aboutagenda.council.worksession.20151019 CITY COUNCIL WORK SESSION October 19, 2015 5:00 PM, City Council Chambers MEETING AGENDA I. Budget Work Session - Kids First, Parks, Golf, Parking, Transportation, Tourism Promotion fund, School Tax Fund 2016 Proposed Budget October 19, 2015 P 1 I . Agenda •Parks and Open Space (100) •Golf Course Fund (471) •Public Education Tax Fund (131) •REMP Fund (132) •Tourism Promotion Fund (130) •Transportation Fund (141) •Kids First Fund (152) •Parking Fund (451) 2 P 2 I . Parks and Open Space Fund 3 •Sales Tax: 4.0% growth for 2016 •Fee Revenue Relatively Flat •Reimbursed Expenses Nordic Program Cozy Point •Transfers Downtown Clean Teams Golf Course Reclaimed Water Line 1.5% Sales Tax $10,243,000 Mall Leases & Use Permits $111,500 Land Use & Impact Fees $376,600 Nordic Reimbursement $333,100 Transfers & Other Income $570,600 Revenues = $11,634,800 P 3 I . Parks and Open Space Fund 4 •Operating Budget Growth 1.4% Base Increase 2.9% Including Supplemental •Capital Projects Land Acquisition: $600,000 Vehicles & Equipment: $418,000 Oklahoma Flats: $350,000 Burlingame Phase II Park: $200,000 Castle Creek Bridge: $150,000 Trail Asphalt / Concrete: $300,000 Cozy Point Irrigation: $130,000 Prockter Water Quality: $100,000 Operations $6,559,330 Supplementals $102,350 Capital Projects $2,790,500 Golf Course Support $476,950 Transfers $142,000 Debt Service $3,014,300 Expenditures = $13,085,430 P 4 I . Parks and Open Space Fund 5 Net Change to Fund Balance: ($1,450,630) $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 $12,000,000 $14,000,000 $16,000,000 2013 2014 Forecast 2015 2016 2017 2018 2019 2020 Fund Balance Revenues Expenditures Reserve (12.5% of Uses) P 5 I . Tourism Promotion Fund 6 •Lodging Tax Increase: 4.0% •Two Fund Recipients Transportation Fund (25%) Tourism Promotion Fund (75%) •Aspen Resort Chamber Association Fund Balance to Tourism $153,160 Current Year Revenue to Tourism $2,419,500 Fund Balance to Transportation $51,050 Expenditures = $2,623,710 P 6 I . Tourism Promotion Fund 7 Net Change to Fund Balance: ($204,210) $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 2013 2014 2015 2016 2017 2018 2019 2020 Ending Balance Revenues Expenditures P 7 I . Public Education Fund 8 •0.3% City Sales Tax Forecast: 4.0% Historical average annual growth •Voter Approved Increase •Pass Through of Collections 98% to Aspen Education Foundation 2% Administrative Allowance Administrative Costs $49,000 Distribution to Aspen Public Education Fund $2,409,000 Expenditures = $2,458,000 P 8 I . Public Education Fund 9 Net Change to Fund Balance: $0 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 2013 2014 2015 2016 2017 2018 2019 2020 Ending Balance Revenues Expenditures P 9 I . Renewable Energy Mitigation Program Fund 10 •Joint City / County Program $6M + in aggregate fund balance •2016 Expenses Already Approved $525,000 –Randy Udall Energy Pioneer Grants $500,000 –Smart Energy Program $100,000 –Zero Energy Incentives Pilot $400,000 –Administrative / Management Exp Renewable Energy Mitigation Program Awards $1,625,000 Expenditures = $1,625,000 P 1 0 I . Renewable Energy Mitigation Program Fund 11 Net Change to Fund Balance: $0 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 2013 2014 2015 Forecast 2016 2017 2018 2019 2020 Fund Balance Revenues Expenditures P 1 1 I . Transportation Fund 12 •Revenues and Expenses Net of Dedicated RFTA Sales Tax •Lodging and Sales Tax Growth: 4% •Use Tax Growth: 7% •New Rubey Park Operations •$70K Net Increase to City Budget •Grant Awards0.15% Sales Tax $1,024,000 2.10% Use Tax $1,195,000 0.50% Lodging Tax $806,500 Highlands Metro District $199,000 Grants $720,000 Rubey Park Reimbursement $120,000 Other $159,050 Revenues = $4,223,550 P 1 2 I . Transportation Fund 13 ROUTE 2014 RIDERSHIP CROSS TOWN SHUTTLE 31,044 GALENA ST SHUTTLE 38,945 EAST END DIAL-A-RIDE 51,563 HIGHLANDS DIRECT 51,643 MAA CAMPUS 55,989 BURLINGAME WS 69,985 CEMETERY LANE 82,841 HUNTER CREEK 275,959 CASTLE/MAROON 452,369 TOTAL RIDERSHIP 1,110,338 $2.21 $2.97 $3.04 $3.14 $5.85 $7.56 $8.28 $9.12 $11.51 $0.00 $2.00 $4.00 $6.00 $8.00 $10.00 $12.00 $14.00 P 1 3 I . Transportation Fund 14 •Transportation Expenses Net $1.1 million for existing service levels Proposed service expansion to BG Transportation Study (Goal #1) •Operational Expenses Base budget growth minimal Rubey Park –$70,000 net impact Transportation Technician WE-Cycle Ops. Capital Operating Expenses $1,008,630 Transporation Services $1,253,000 Capital Expenses $1,420,000 Operational Supplementals $248,710 Transportation Supplementals $304,000 Transfers $116,500 Expenditures = $4,350,840 P 1 4 I . Transportation Fund 15 Net Change to Fund Balance: ($127,290) $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 2013 2014 2015 2016 2017 2018 2019 2020 Fund Balance Revenues Expenditures Op Reserve (12.5% of Uses) P 1 5 I . Kids First Fund 16 •Dedicated Sales Tax Share with Housing Development Fund •Rents / Utilities for Yellow Brick Ops. 2019 reduction incorporated •State Grant and Reimbursements Race to the Top Nurse Consultant & Resource Teacher Services 55% of 0.45% Sales Tax $1,690,000 Grants & Other Revenue $71,000 Rents and Utilities $213,800 Interest Income $43,400 Revenues = $2,018,200 P 1 6 I . Kids First Fund 17 •Contributions Tuition Support Facility Support •Quality Improvement Site Coach •Yellow Brick Operational Expenses are Pass Through No Capital in 2016… Kids First Operations $476,200 Overhead / Transfers $224,800 Kids First Contributions $895,770 Supplemental $74,130 Yellow Brick Operations $179,630 Expenditures = $1,850,530 P 1 7 I . Kids First Fund 18 60% 65% 70% 75% 80% 85% 90% 95% 100% Oct-14 Jan-15 Apr-15 Jul-15 Average Enrollment Percentage By Age Group Infant Toddler Preschool P 1 8 I . Kids First Fund 19 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 2013 2014 2015 2016 2017 2018 2019 2020 Fund Balance Revenues Expenditures Reserve (12.5% of Uses) P 1 9 I . Parking Fund 20 •Permit Parking Revenue Includes business, residential, construction permits Lost some spaces around town recently •Garage Revenue Library impact anticipated into 2016 Rental income zeroed out in 2018 and beyond Parking Permits $2,468,500 Parking Tickets, Towing, Court Fees $681,400 Parking Garage $403,000 Interest Income $25,300 Revenues = $3,578,200 P 2 0 I . Parking Fund 21 •Base Operating Budget Increase: 0.7% Turnover at Garage and Director Level •Supplementals Traffic Congestion Goal #6 Customer Service Officer •Capital Purchase of pay and display meters Operating: On-Street Parking $1,352,160 Operating: Garage Parking $457,230 Capital: On-Street Parking $511,920 Overhead and Transfers $482,400 Supplementals $87,180 Expenditures = $2,890,890 P 2 1 I . Parking Fund 22 Net Change to Fund Balance: $687,310 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000 $8,000,000 $9,000,000 $10,000,000 2013 2014 2015 Forecast 2016 2017 2018 2019 2020 Ending Balance Revenues Expenditures Op Reserve (12.5% of Uses less Plaza) P 2 2 I . Golf Course Fund 23 •Rounds Revenue Small increases to passes: 1-3% No change proposed to greens fee maximum •Pro Shop Locker Rentals: 8% increase Range: 5-17% (small dollar increments) Parks Fund Support Largest City Park Rounds Revenue $1,043,000 Pro Shop $561,000 Lease Revenue $38,110 Transfers and Other $480,450 Revenues = $2,122,560 P 2 3 I . Golf Course Fund 24 •Base Budget Increase: 1.2% Labor growth just 0.6% Lessons (Pro Shop) Increase 15% Otherwise inflationary increase of 2% •Capital 7-8 year old equipment: $113,500 Hole 2 Green: $50,000 Clubhouse Items: $46,600 Annual Course Improvements: $30,000 Ditches: $10,000 Course Operations $869,770 Pro Shop Operations $540,050 Capital $250,100 Overhead $185,700 Debt Services $135,600 Transfers $140,900 Expenditures = $2,122,120 P 2 4 I . Golf Course Fund 25 $0 $250,000 $500,000 $750,000 $1,000,000 $1,250,000 $1,500,000 $1,750,000 $2,000,000 $2,250,000 $2,500,000 2013 Budget 2014 2015 Forecast 2016 2017 2018 2019 2020 Fund Balance Revenues Expenditures Reserve (12.5% of Uses) P 2 5 I . BURLINGAME SERVICE EXPANSION BACKGROUND INFORMATION WHAT IS BEING REQUESTED? The Transportation Department is requesting funding for a trial service expansion along the Burlingame bus route. If approved, the expansion would double existing service from hourly to half-hourly for the upcoming winter season. WHY IS THIS BEING REQUESTED? This request is put forth for a variety of reasons: • Expanded service on the Burlingame route is the service-related request most often received by Transportation staff. • The Burlingame route receives very limited service when compared to other routes on the Aspen system. • Of the various options considered, the ridership potential is highest for this service. • Expanded service on the Burlingame route is consistent with community goals including keeping traffic at 1993 levels and reducing Greenhouse Gas emissions 30% by 2020. This proposal also directly addresses one of Council’s top ten goals: Develop and implement a plan to reduce traffic within the next two years. WHAT DOES IT COST? It is estimated that this winter service will cost approximately $254,000.00 to operate. WHAT IS THE COST PER RIDER? The cost per rider for this winter service is estimated at approximately $17. A driver of this cost is the length of the route. Of course, should ridership exceed expectations, the cost per rider will decrease. It is important to note that, while cost per rider is an important metric, other community goals must also be considered as mentioned above. IS THIS AN ONGOING COST? Staff is recommending that the increased service be implemented this winter as a trial. Council and staff would then review its level of success and make decisions about the future of the route. WHAT IS THE RIDERSHIP POTENTIAL? A ridership estimate provided by a transit consultant has indicated that winter ridership on the route has the potential to increase by up to 41% if service is doubled, totaling an additional 14,700 on the route over the course of the winter. P26 I. WHAT WOULD BE CONSIDERED SUCCESSFUL? A winter increase of just 10% would put the route on par with other core services including Galena Street and Cemetery Lane for the same time period. In the winter time, the Burlingame route already carries more passengers than the Cross Town Shuttle and Mountain Valley routes. HAVE WE TRIED OTHER OPTIONS AT BURLINGAME? A variety of service alternatives have been tried at Burlingame Ranch since its first residents moved in. These include dial-a- ride service, taxi shuttle service, 30-minute service during peak-periods only and the existing hourly service. Of these iterations, the hourly bus service has been most successful. However, consistent frequent service is considered more likely to induce ridership as it allows habits to form and provides a more convenient alternative to driving alone. HAVE WE CONSIDERED A SHUTTLE BETWEEN BURLINGAME AND HWY 82? Staff has reviewed options for a connector service between Burlingame Ranch and Buttermilk as well as a connection between Burlingame Ranch and the roundabout. Neither provide a significant cost savings when compared to a route to/from Rubey Park as a majority of costs are incurred by a route’s hours of service. In addition, the ridership potential for these options is minimal. Specifically, the option of traveling to the roundabout produced no ridership improvement according to a transit consultant, while the Buttermilk connection option provided a ridership bump of approximately 8,000 riders annually. This poor ridership potential is based upon a number of factors including the need to transfer, the overcrowding of existing Hwy 82 routes during peak commute hours and the loss of ridership from other points along the current Burlingame/Rubey Park route, such as Truscott. WHAT OTHER TRANSIT SERVICES COULD WE BE FUNDING? Other options that staff has reviewed based on citizen requests are summarized below. ITEM RIDERSHIP POTENTIAL COST COST/PAX BURLINGAME WINTER TRIAL 14,700 $254,163.00 $17.29 SPRING/FALL EXTENDED HOURS 11,080 $130,500.00 $11.77 GALENA ST. SHUTTLE SUMMER SERVICE 10,800 $152,000.00 $14.07 CROSS TOWN SHUTTLE EXTENDED HOURS 2,800 $68,000.00 $24.28 Spring/fall extended hours would extend the hours of service during the spring and fall off seasons in the morning and evening on the four year round routes. Galena St shuttle summer service would be the addition of service during the summer with the same hours of operation as the winter. Cross town shuttle extended hours would extend the hours of service in the evening from 9pm-11pm for the summer and winter. P27 I. It is staff’s recommendation to implement the additional winter Burlingame service on a trial basis based on the potential ridership, community requests, and overall community transportation goals. P28 I.