2010 Policy Questions Final

GENERAL GOVERNMENT AND ADMINISTRATION
Town Manager
Town Clerk Executive Assistant
Receptionist Finance Director
Human Resources Accountant Finance Specialist Revenue Specialist
General Government consists of the following departments: Finance, Administration,

Legislative, Municipal Court, Discretionary, and General Government. The Finance
Department is responsible for financial reporting and management, financial planning,
revenue collections, utility billing, and payroll. The Administration Department is
responsible for implementation of council policy, election administration, business
licenses, record management, and all municipal functions, including compensation
planning, benefits administration, human resource management, and workers
compensation administration. The Municipal Court Department is responsible for court
processing. Discretionary expenditures are requests for funding from outside non-profit
organizations. General government expenditures absorb non-specific departmental
costs, such as benefits, property insurance, legal fees, IT support, etc.
In 2008, the last full year for which data is available, key indicators of performance within
Administration include:
Internal-Customer Satisfaction - Finance Department (Scale of 1-5)

Providing clear, comprehensive financial
information relative to department need 4.35
Customer service related to individual
questions, concerns, needs or issues 4.56
Quality, accuracy and timeliness of
payroll system 4.6
Handling of the budget process 4.14
2008 Employee Turnover for Summit County Government Entities

Government Entity Turnover rate
Town of Frisco 8.85%
Town of Breckenridge 21.7%
Town of Dillon 8.8%
Town of Silverthorne 11%
Summit County Government 14%
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The following 2010 goals identified within General Government and Administration focus
primarily on improving external service for the community and improving internal support
for the staff:
• Provide employees with a comprehensive compensation package that is above

average in the competitive local market place
• Continually measure the services provided to ensure a high level of service and
alignment with Council direction
• Improve the effectiveness of purchasing policies and procedures
1. Does Council support a market adjustment of 1.5%?
Council Direction: Council supported funding this request, but requested a

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

o The Town should continue to maintain and ensure a sufficient level of quality
services.
Town Council Employee Policy Statement:

o The Frisco Town Council is committed to retaining and recruiting qualified
employees to carry out Town goals by maintaining a competitive total
compensation package.
2009 Frisco Community Survey:
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o The majority of all respondents (69%) rated general satisfaction with the
Town government as good/very good.
o More than half (54%) of respondents rated the Town’s customer services as
good/very good.
o 56% of voters rated cost of living as important.
2. Does Council support the requested expenditures for information systems

technology related projects ($31,150 – Capital Improvement Fund: Equipment)?
Council Direction: Council supported the IT requests.
• Replace Town of Frisco domain controller server at a cost of $7,000: The most
critical server to the Town of Frisco is TOF1. This server provides the following
services: domain controller (responsible for all network accounts, policies and
security), storing all Town of Frisco user files on the G Drive and all Frisco Police
Department files on the F drive. TOF1 is also the Exchange e-mail server
responsible for the delivery, sending, and storage of all Town of Frisco e-mail. This
server lacks the proper disk space, memory, and processor power to accommodate
the growth of data, the exchange database, and server utilization that has occurred
at the Town of Frisco over the past three years. It is strongly recommended that
these critical roles and applications be removed from TOF1 and migrated to a new
and more powerful server.
• Upgraded Town of Frisco backup staging hard drives, tape drives and media at
a cost of $6,000: As the number and size of files, databases, and e-mail mailboxes
grow, the size and complexity of the backups grow as well. The current staging hard
drives and offsite storage media (i.e. backup tapes) are being filled to near capacity.
In order to accommodate the inevitable growth, new staging disk drives, backup
tapes and the respective tape drive that operates this media are strongly
recommended.
• Recreation Software at a cost of $7,500: Recreation registration is currently not

available online and requires a tremendous amount of staff time. Currently, this
process is done manually; this software would ensure accuracy of collections and
provide a means of tracking recreation revenues and associated trends. Recreation
Staff would also be able to incorporate reservations for the Town parks into this
system, which is now being operated by Public Works. When the PRA is fully
developed, this system would be able to accommodate those additional recreation
activities, as well.
• Dashboard Timekeeping Software at a cost of $5,400: The Town currently uses

paper timesheets for all employees for every pay period, which generates a
tremendous amount of paper, which must then be stored. In an effort to assist the
Town meet its goal of becoming paperless, staff would like to acquire electronic
timekeeping software. Staff believes this software will provide the Town with a fast
and efficient payroll timekeeping system.
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• Caselle Clarity Accounts Receivable Module at a cost of $5,250: The Town
does not currently have a software system in place for processing accounts
receivable. Many departments, including Administration, Special Events, Public
Works, Police, and Finance, maintain their own various manual systems for billing.
Finance has already taken steps to centralize the accounts receivable process but it
is still completed manually. The addition of the accounts receivable module to the
existing financial software would ensure accuracy and efficiency for invoicing,
tracking, and reporting with an interface to the general ledger.

services.
o Support efforts to upgrade telecommunications and cable infrastructure in
Summit County.
o Continue to promote state-of-the-art telecommunications systems in Frisco
through programs such as Wi-Fi at Town Hall, the Historic Park, the Frisco
Bay Marina, and the Nordic Center.
o Develop efforts to enhance communications between Town officials and area
residents.
o Continue to explore new ideas and implement creative and workable
approaches for disseminating public information, including Town Meetings,
open houses, public forums, community surveys, Town brochures, and the
Town’s website.
o Continue to develop and utilize all types of media to allow the broadest
ranges of the community to access information.
o Integrate green practices into the Town’s standard procedures including:
minimizing vehicle emissions, conserving water resources, promoting
renewable energy sources, and using energy efficient building practices.
Town Council Strategic Plan – Goals and Objectives:

o Assure a financially sound town government.
Use revenues to maintain and expand Town services based upon
community need.
Maintain Town infrastructure and facilities.
Employ established, effective methods of long-range revenue and
expenditure forecasting.
o Enhance community amenities.
Ensure Town infrastructure and facilities are well-designed and well-
maintained.
o Foster proactive community involvement and communication.
Improve information dissemination to our citizens.
Utilize technology to provide easy and accessible access to
government information.
ES2 Framework Plan Objectives:

o Equipment recycling and reuse: Implement equipment recycling and reuse
policy for all of the Town’s outdated and used equipment, including computer
and office equipment and furniture. The budget for technical purchases
includes funds to recycle all obsolete technical equipment as well as a plan
for reusing viable technical equipment within the organization.
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o Address resource conservation, waste reduction, reuse of materials and
recycling by implementing waste reduction and recycling.

o More than 30% of full-time residents and second homeowners get Town
information on the Town website.
o More than half (54%) of respondents rated the Town’s customer services as
good/very good.
o 43% of all respondents rated the Town’s information dissemination as
good/very good.
3. Does Council support a five year financial commitment for planning permit fees,
building department permit fees and water tap fees for the construction of
affordable housing at the Peak One Parcel ($112,350 SCHA 5A for 2010)?
Council Direction: Council supported this request.
The Town is currently in contract negotiations with the development firm of Ten Mile
Partners for the construction of an affordable housing neighborhood on the Peak One
Parcel. Ten Mile Partners is requesting that the Town waive its planning review fees
and building permit fees, pay for the required water tap fees, and pay for 50% of the
Frisco Sanitation District sewer tap fees. The Town code provides for the option of
waiving the planning and building fees for affordable housing development, however the
Town Code requires that the Water Fund be reimbursed for all tap fees regardless of the
type of development. The planning and building permit fees will affect the revenues
collected by the Community Development Department while the water and sewer tap
fees must be budgeted for in the Capital Fund.
It is anticipated that the project will be constructed in phases over the course of the next
five years; therefore the financial support request will be distributed over this time period.
Once a construction and phasing schedule is in place Town staff will be able to
determine a capital budget figure for the payment of the water and sewer tap fees.
Based on staff’s estimates, the total impact to the budget over the next five years, both
in terms of waived revenue dollars and the payment of water and sewer taps for the
development are as follows:
• Planning Review Fees $33,800.00

• Building Permit Fees $307,010.00
• Sewer Tap Fees $226,800.00
• Water Tap Fees $263,410.00
Total $831,020.00
Staff’s estimates are based on a total of 71 dwelling units and several different building
types and floor areas were averaged to arrive at these figures. For the 2010 budget,
staff is proposing that $55,650 be allocated from the SCHA 5A fund to pay for up to 18
water taps for the project and $56,700 to pay for up to 9 sewer taps for a total of
$112,350.
Master Plan Policy/Action:
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o Create a vibrant, diverse community by ensuring a variety of housing
opportunities.
o Provide for a variety of attainable housing types that meet the economic
needs of Frisco residents.
o Public funds should be used for acquiring land on which attainable housing
could be built partnering with the private sector and/or for acquiring existing
units for deed restriction.
o Ensure the enhancement of wetland and riparian areas, as well as the
provision of a suitable buffer around these features.
o Ensure adequate trail connections to public recreation lands outside of Town
boundaries.

o Pursue a balanced and sustainable local economy:
Add new affordable housing units.

o Encourage energy efficiency in design and construction of all development,
redevelopment and remodeling in Frisco, including Town of Frisco projects
and buildings.
o Encourage development and redevelopment to be more compact and more
pedestrian and bicycle friendly.
o Manage the health of a diverse assortment of indigenous flora throughout the
town.

o More than half of voters and full-time residents rated cost of living as
important.
o 48% of voters and 49% of full-time residents rated affordable housing as
important.
o 68% of full-time residents and 66% of voters rated affordable housing
opportunities in Frisco as poor/very poor.
4. Does Council support the development of a Main Street Revitalization

Improvement Plan ($140,000 - Capital Improvement Fund)?
Main Street, from Forest Drive to Seventh Avenue, was deeded to the Town by CDOT in
1981. In 1982, the Town initiated improvements to Main Street, including sidewalks, on-
street parking, lighting, and street furniture. This funding will be to complete design work
on the plan which will be completed in 2009. Staff has identified construction dollars to
implement a completed plan in 2011, as described in the 5-year capital project list. This
funding request will be to complete construction design documents.
The Frisco Business Advisory Committee (FBAC) supports this request.
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o Strive for a town that retains its unique history and preserves its sense of
community.
services.
o Maintain and enhance a diverse, sustainable, year-round economy that is
consistent with our small town character, and supports the needs of residents
and visitors.
o Allocate public resources to most effectively support, encourage and assist
private investments and opportunity sites that respond to the community’s
vision and as identified in the current economic development strategy.
o Encourage investment in the Central Core, and particularly the Main Street
area, to retain and protect its unique, historic, walk-able character.
o Promote energy and resource conservation by incorporating the use of
resource saving techniques into daily routines.
o Manage resources, services and infrastructure to ensure Frisco’s long-term
sustainability.
o Ensure the Town’s infrastructure is up-to-date and capable of handling
current and future demands. Make improvements as necessary.

o Assure a financially sound Town government.
o Pursue a balanced and sustainable local economy.
Develop a Main Street Revitalization Plan.
maintained.
Partner with private sector groups to foster community involvement
and communication.
ES2 Framework Plan Objective:

o Encourage development and redevelopment to be more compact and more
pedestrian and bicycle friendly.
2009 Community Survey:

o Among full-time and second homeowners, a majority (95%) say the
appearance of the Town is important.
o 79% of full-time residents and second homeowners say preservation of a
small town character is an important issue facing Frisco.
o 26% of business owners indicated that physical improvements to Town-
owned property (i.e. streets, sidewalks, public facilities) would be beneficial to
their businesses.
5. Does Council support funding for implementation of the Peninsula Recreation

Area Plan ($465,392: $245,392 – Capital Improvement Fund; $220,000 – Lodging
Tax Fund: Recreation)?
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Council Direction: Council supported this request along with the funding of
Phase 1 of the project with a requirement that the council approve the funding
methodology prior to moving forward with construction.
The 2007 Frisco Peninsula Recreation Area (PRA) Land Use Plan identifies several
additional improvements and amenities be established on the PRA. Specific project
focus for 2010 includes construction of a tubing hill, terrain-park, ice rink, bike-park, an
additional recreational lodge building, road improvements, and additional parking.
These components of the adopted plan need to be designed together due to the relative
proximity to each other and to maximize shared uses of space at the Peninsula. The
amount represented in this policy question reflects the required minimum for the bike
park grant local match. The total project cost is expected to be approximately
$9,000,000. Staff will be proposing a phase 1 implementation at a cost of approximately
$5,500,000 for 2010. Funding for this project could range from cash payments to the
issuance of Certificates of Participation. Staff is reviewing alternatives and will present
the options to council during the budget retreat along with a specific recommendation.
The Frisco Business Ad Hoc Committee (FBAC) supports this request.
(A carryover of $107,392 is included in the budget for completion of design work.)

o Implement the Nordic ski trail improvements and other winter recreational
amenities as outlined in the Town’s long-term permit for winter use on USFS
land at the Peninsula Recreation Area.
o Maintain and enhance Frisco’s diverse year-round recreational opportunities
for all residents and visitors.
o Develop the Peninsula Recreation Area according to the PRA Land Use Plan.
o Improve the Nordic Center and make facilities available for year-round
activities.

Implement the Peninsula Recreation Area Plan.
Continue to explore opportunities for recreational facilities and
activities, and active park space.

o Manage the health of Frisco’s forests at the PRA.
PRA Land Use Plan Priorities:

o Add outdoor ice rink.
o Add tubing hill.
o Add another lodge building.
o Add and reconfigure the parking lots, including landscaping.

o When asked to allocate a fictional $100 toward Town amenities and services,
the majority of all respondents spent the most money on recreational
amenities.
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o 83% of full-time residents and second homeowners said recreational
amenities were.
6. Does Council support partnering with the Summit County Preschool ($121,700
– General Fund)?
Council Direction: Council supported this request. Council further directed staff
to work with the Summit County Preschool in the development of a long-term
permanent funding stream for the school prior to the development of the 2011
budget process.
The Summit County Preschool is requesting financial assistance in order to continue to

operate a quality and affordable early childhood educational facility in Frisco. The
requested funding will be used to supplement personnel / staff salaries. In 2007, the
staff turnover rate at the preschool hovered around 200% annually, and as of October,
2009, 100% of the preschool staff has been there for more than one year, and 80% of
the staff has been there for more than two years.
Consistent and quality early childhood education and care has been proven as a needed
element for the overall wellbeing of children, and the preschool serves a key function in
providing early childhood education and care to the community’s working families. The
preschool is the only private non-profit childcare facility in town, and offers early
childhood education and care services for children 2 months to 5 years of age.
Implemented for its 2010 budget, the preschool has frozen salaries for staff and starting
with its fall 2009 enrollment, has increased its annual tuition rates by 6%, which is in
keeping with rates at the other childcare facilities in the county. Summit County
Preschool participates in the Head Start Program, which offers full preschool for lower
income families, and offers sliding scale tuition rates based on families incomes.
The preschool continues to look for interim financial support to offer quality affordable
early education and childcare, while they work in concert with the Town to find a long-
term funding mechanism to address the early childcare needs in the Frisco community.

o The Town should work with the community to maintain a healthy and safe
mountain town community that ensures opportunities for a diversity of
people to live, work, play and raise a family.
o Continue to support efforts of individuals and organizations that enhance
the lives of Frisco residents.
o Support non-profit organizations that provide services and programs
(specifically targeting youth, human services, senior services, child care,
health care, environmental education, etc.) for the Frisco community.

o Provide a safe and secure community.
o Pursue a balanced and sustainable economy.

o 53% of full-time property owners and voters within the income range of
$50,000-$75,000 rated affordable childcare as important/very important.
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COMMUNITY DEVELOPMENT DEPARTMENT
Community Development
Director
Building Official
Senior Planner Planning
Planner Technician
Building Inspector
The Community Development Department is committed to providing excellent

community service for the building and planning process, and to creating high-quality
development that furthers the Master Plan and community goals, enhances open space
and recreation, and fosters sound economic development, while maintaining, enhancing,
and protecting the environment whenever possible.
The following table indicates the number of planning and building applications received
and processed over the last two full years:
2007 2008
Planning Applications Processed 218 195
Building Permits Processed 152 131
The Community Development Department 2010 goals include:
• Providing exceptional customer service, both externally and internally

• Increasing the efficiency and transparency of building and planning review
processes
• Providing leadership and guidance in the realm of environmental sustainability
and stewardship
7. Does Council support funding of the Town’s CleanTracks program (formerly

called Environmental Sustainability and Stewardship) through dedication of the
2010 Xcel Franchise fees ($40,000 - Capital Improvement Fund)?
Council Direction: Council supported these requests.
Frisco signed onto the US Mayor’s Climate Action Agreement in 2006, performed a
community-wide greenhouse gas emissions inventory in 2008, and adopted the
CleanTracks Action Plan in 2009. Promoting Frisco’s sustainability (within all sectors of
the community - Town government, businesses, residents, and visitors) is the goal
behind these actions. For 2010, in addition to continuing to provide education and
awareness to the community, the following sustainability efforts are proposed:
• Residential Energy Efficiency projects: Continued partnership with HC3 for

offering residential energy audits, as well as energy upgrade services to the Frisco
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community. Specific details are still being worked out, but Frisco’s funding will go
towards rebates (for Frisco residents or businesses only) on energy audits and/or
energy upgrades. $10,000
• Commercial and Residential Energy Efficiency grant: Continued partnership with

the CO Governor’s Energy Office (GEO). The GEO Energy Efficiency &
Conservation Block Grant will offer cash match grants to offer incentives for
homeowners and businesses for energy efficiency projects. Details of this grant
opportunity will be released in November, 2009. $16,000
• Rocky Mountain Climate Organization (RMCO) US Department of Energy grant

request: Spearheaded by the RMCO, a regional initiative of 10 local governments
within four counties (Summit, Routt, Grant, and Eagle) have jointly applied for a DOE
grant to promote regional sustainability efforts. The grant application was submitted
this fall, and grant awards will be announced in early 2010. $5,000
• CleanTracks Business voluntary certification program: The Information Center,

Community Development, and the Marketing Department will work with local
businesses to establish a voluntary self certification sustainable business program
for Frisco businesses. In exchange for self certifying into this program, businesses
will be recognized as a CleanTracks business in the Town’s business directory on
the website, and will receive a “going green” kit to promote their participation as an
environmentally sustainable business in the community. $4,000
• Town Hall Low Flow Toilet Installations: As identified in the Energy Audit,
installing low flow toilet fixtures can save thousands of gallons of water. $5,000

o Address global climate change at the local level and align the Town with
Organizations such as the Rocky Mountain Climate Organization and
Cities for Climate Protection.
o Recognize that climate change is a global environmental problem that
affects mountain towns and the ski industry as a whole and make local
contributions towards resolving this issue.

o Promote sustainable environmental policies and practices.
o Develop Town-wide carbon emissions reduction targets and a plan to
reduce greenhouse gas emissions.
ES2 Framework Plan:

o Objectives and action items of the plan assist with implementation of
Frisco as a recognized leader in the areas of environmental sustainability
and stewardship of air and water resources, climate protection, the
natural environment, and waste reduction and recycling.
CleanTracks Action Plan:

o Funding for clean energy: Dedicate existing utility franchise fees collected by
the Town to the promotion of energy efficiency within and throughout the
community.
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o Develop an environmentally sustainable business certification program
consistent with CleanTrack’s mission and goals.
o Develop a program to discount energy ratings an amount equal to what the
homeowners are willing to commit in energy efficiency upgrades.
o Develop an outreach program tailored to second homeowners to encourage
energy and water efficiency, and recycling.
o Develop an outreach program tailored to restaurants, lodges, attractions and
other tourism related businesses to encourage energy and water efficiency,
and recycling.
o Review current building (and zoning) codes periodically and expand
requirements to strive towards zero energy and more environmentally
sustainable buildings.

o 76% of all respondents felt that environmental sustainability was
important/very important.
o 46% of all respondents assessed the Town’s environmental sustainability
efforts as good/very good.
Community Development Budget Highlights:
Council Direction: Council supported this budget highlight.
• 2010 Master Plan Update: (Capital Improvement Fund - $8,000) Per the Town
Charter, Frisco must update its Master Plan every five years. The last update to the
plan occurred in 2005. Staff is proposing to do the majority of the update in-house,
utilizing our staff expertise in public process and visioning techniques. However, it
may be necessary to hire outside assistance for some of the graphics work and
design layout to make the plan a comprehensive document.
Community Development Budget Carryovers:
Council Direction: Council supported this budget carryover request.
• Employee Housing Funding (Capital Improvement Fund - $592,000) Staff has

been working on the development of three employee units at 306 Galena Street
pursuant to council direction and approval. It has become clear that this project will
not move forward in 2009, therefore staff is requesting this appropriation be carried
over to 2010.
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POLICE DEPARTMENT
Police Chief
Detective Administrative Assistant/

Court Clerk
Sergeant Sergeant Sergeant
Officers Officers Officers Community

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

2008 Annual Statistical Overview
2003 2004 2005 2006 2007 2008
Calls for Service 7,188 5,167 6,283 7,394 6948 7001
Traffic Accidents 174 190 183 122 156 93
Injury 13 3 10 15 12 5
Public Property 99 101 82 91 94 62
Private Property 85 89 50 31 62 31
Traffic Citations 1,247 665 575 876 798 710
Traffic Warnings 1,831 1,085 1,153 1,697 2057 1958
Business Checks 10,688 6,410 6,543 7,912 12024 6956
Bar Checks 4,103 2,148 1,868 2,772 3023 1679
Assists 1,729 1,458 2,450 749 352 184
Alarms (Burglary & Robbery) 237 215 179 281 120 45
Arrests 285 282 262 315
Felony 28 35 37 36 36 53
Misdemeanor 257 247 225 279 226 453
DUIs 100 91 71 119 63 99
Animal Control
Citations 139 45 74 52 31 11
Warnings 160 55 95 89 65 24
Stolen Property
Stolen $237,038 $221,519 $199,041 $101,804 $81,769 $144,163
Recovered $156,673 $35,985 $108,007 $18,747 $658 $1,653
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Police Department goals for 2010 include:
• A continued focus on traffic enforcement and DUI apprehension to further reduce

traffic accidents and to ensure safer streets for automobiles, bicyclists and
pedestrians
• A continued focus on training, especially in the areas of writing, marksmanship,
driving, leadership, ethics and communication skills, to ensure a greater degree
of professionalism
• The use of performance standards to continually hold the department
accountable
Police Department Budget Highlights:
There are no Policy Questions for the Police Department in 2010.

o The majority of respondents, 78%, rated police services as good/very good.
o The majority of respondents, 80%, rated the public safety performance as
good/very good.
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PUBLIC WORKS DEPARTMENT
Public Works
Director
Administrative Assistant
Assistant Public
Works Director
Building Foreman Fleet Foreman Grounds Foreman Street Foreman
Maintenance Mechanic Maintenance Maintenance

Operators Operators Operators
& Seasonals
The Public Works Department consists of the following departments: Administration,

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

Trees Trees
Removed - Removed -
Pine Beetle Mitigation 2007 Cost - 2007 2008 Cost - 2008
In-town, by contractor/in-house 459 $24,300 1,622 $78,900

Peninsula Recreation Area 18,095 $258,000 744 $29,000
Public property preventative spraying N/A N/A 286 $2,860
The 2010 goals for Public Works Administration include:
• Providing the highest level in customer service, both internally and externally
• Prioritizing the maintenance of all Town assets to ensure the proper upkeep of all
existing infrastructure
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• Providing guidance and leadership in the planning and execution of high priority
capital projects, including, but not limited to, upgrades at the Peninsula
Recreation Area and the development of the Peak One Parcel
8. Does Council support the continuation of the Forestry Management Plan at the
Peninsula Recreation Area ($50,000 - Capital Improvement Fund)?
Council Direction: Council supported this request. Council directed staff to focus
reforestation to the north of the existing entry road and to the east near the corral,
Frisbee golf, and the Waterdance subdivision.
This project is a continuation of the Town’s adopted Forestry Management Plan.

Funding would include further removal of infected lodge pole pine trees and forest floor
sanitation. It would also include planting of diversified species of trees in identified high
visibility areas as identified in the PRA Forest Management Plan.

o Protect and preserve the surrounding natural areas that contribute to and
enhance the Town’s quality of life and mountain character.
o Continue to explore ways to improve government efficiency towards saving
tax dollars, while providing a sufficient level and quality of Town services.

o Provide a safe and secure community.
Maintain safety in public gathering places.

o Manage the health of Frisco’s forests at the PRA.
PRA Land Use Plan Priority:

o Maintain and enhance existing amenities at the PRA.
Continued implementation of the Forestry Management Plan.

o 76% of full-time residents and second homeowners rated wildfire mitigation
as important.
o Only 39% of full-time residents and second homeowners rated current wildfire
mitigation efforts as good/very good.
9. Does Council support the continuation of the Pine Beetle Mitigation Program
within town Boundaries ($95,000 - Capital Improvement Fund: $60,000 for removal
of trees on public properties; $20,000 for town-wide reforestation and $15,000 for
private property reimbursement program)?
Council Direction: Council removed the $60,000 for removal of trees on public
property due to the limited number of infected trees identified. Council increased
the town-wide reforestation funding to $40,000 and supported the $15,000 funding
for the private property reimbursement program.
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This work will include removal and slash disposal on Town-owned property, as well as
preventive tree spraying in high-value areas. This funding would also be used to
implement a town-wide reforestation plan. This plan was developed between staff and
Neils Lunceford, Inc. and will be presented to council at a future worksession prior to
staff beginning implementation. Also included are costs associated with mailings to
property owners and providing educational material to the public related to the Pine
Beetle Program.

o Protect and preserve surrounding natural areas that contribute to and
enhance the Town’s quality of life and mountain character.
o Manage natural areas in a way that provides for aesthetic enjoyment,
minimizes individual and cumulative impacts to natural ecosystems, reduces
conflicts among users, considers user safety, provides for a quality passive
recreational experience, and protects natural areas.

Develop and begin implementation of a town-wide reforestation plan.

o 76% of full-time residents and second homeowners rated wildfire mitigation
as important.
o Only 39% of full-time residents and second homeowners rated current wildfire
mitigation efforts as good/very good.
Public Works Administration Budget Highlights:
• Weed Management: ($22,000 - General Fund) The Town is statutorily obligated to

address weed management in the Town’s rights-of-way, Town-owned land, and in
Town open space. For the past five years, the Town has contracted with Summit
County government to provide this service and staff plans to continue this program.
Community feedback has been very positive and staff has been pleased with the
results.
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PUBLIC WORKS STREETS DEPARTMENT
The mission of the Streets Department is to maintain and improve the 35 lane miles of
public streets/alleys; drainage ways; hard-surfaced pathways; and regulatory signage in
a safe and efficient manner.
The Public Works Streets Department strives to keep costs down relative to the Town’s
maintenance needs:
Streets Data
2007 2008
1.25 lane- 1.25 lane-
Maintained lane-miles per 100 residents
miles miles
Maintenance cost (including overlays) per
$20,558 $22,000
lane-mile
Maintained paved path miles 11 miles 12 miles
Path maintenance cost per mile $550 $600
The 2010 goals of the Public Works Streets Department include:
• A focus on drainage improvements, street lighting and regulatory signage to

ensure the safest and most efficient transportation systems for citizens and
guests alike
• The continuance of ongoing maintenance programs to ensure the upkeep of
current Town assets, including the resurfacing of asphalt roadways and the
replacement of curbs and median rockwork
• The identification of improvements that can be made to increase efficiency and
reduce costs, including the construction of a covered sand-storage facility at
Public Works
10. Does Council approve the following street projects for 2010 ($345,000 - Capital
Improvement Fund)?
Council Direction: Council supported these requests. ($335,000 – Capital

Improvement Fund) - (See comments below)
• Main Street Curb Replacement: Staff identifies two to three blocks annually that
are in need of replacement. This is an ongoing maintenance program. $40,000
• Summit Boulevard Masonry Rehabilitation: This is a multi-year program, to grout

and replace median rockwork that has been dislodged over the years. $60,000
• Asphalt Resurfacing Preservation: This is part of the Town’s ongoing street

maintenance program. In 2010, this work includes crack fill of roadways resurfaced
in 2005 and square cutting/asphalt patching in areas that have failed. $100,000
• Sidewalk extension at Summit Boulevard and Hawn Drive: There is currently no

sidewalk on the northwest corner of Summit Boulevard and Hawn Drive. There are
crosswalk buttons and social paths. Adding a beginning of sidewalk which would
18
extend north along Summit Boulevard would increase pedestrian safety. Additional
work with CDOT will be necessary before final design and costs can be
developments. $10,000
Staff is working on this project in 2009 and removed the request.
• Parking Lot Reconstruction at Meadow Creek Park: This parking facility was
scheduled for surface treatments in 2008. After inspecting the parking lot, it was
determined that it is beyond a surface treatment and in need of reconstruction,
including drainage, sub-grade, and asphalt improvements. The 2009 scheduled work
was deferred due to budgetary constraints. $65,000
(This is a carryover of $65,000 from 2009)
Council supported funding this request, but requested a review of the Town's
economic situation in the first quarter of 2010 prior to expending the dollars.
• Covered Sand Storage at Public Works: With the Town’s continued use of sanding
material and deicing chemical, excessive moisture causes these materials to
bond/clump and creates application issues and loss of usable tonnage. Covering the
storage area will also minimize the salts and chemicals from leaching into ground
water and water ways in the area, i.e. Ten Mile Creek and Dillon Reservoir. Structure
is approximately 30’ X 20’ that must meet Frisco building codes with concrete
foundation/flooring and snow load approved roof. $70,000

o Ensure the Town’s infrastructure is up to date and capable of handling
o Promote and encourage attractive and safe residential neighborhoods as the
foundation of the community.

maintained.
Redevelop West Main Street.

o 80% of full-time residents and second homeowners rated condition of streets
as good/very good.
o Among full-time and second homeowners, a majority (95%) said the
appearance of the town is important.
o 93% of full-time and second homeowners said parks and trails are important.
o The majority of all respondents (91%) rated snow removal as good/very
good.
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Public Works Streets Budget Carryover:
Sidewalk connection along Summit Boulevard from Main Street to Granite Street -
$63,000 Capital Improvement Fund
20
PUBLIC WORKS BUILDINGS DEPARTMENT
The mission of the Buildings Department is to effectively maintain 40 Town-owned

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

can reduce the costs associated with maintaining and operating Town-owned
structures
• The implementation of recommended upgrades to increase the energy efficiency
of Town-owned structures, including an update of the HVAC system at Town Hall
• The implementation of recommended upgrades to building security at Town Hall
11. Does Council approve the following building improvements for 2010 ($192,500
- Capital Improvement Fund)?
Council Direction: Council supported these requests. Council asked to review

the security upgrades prior to construction.
• Town Hall HVAC Renovations: As identified in the Energy Audit, the existing
HVAC system at Town Hall is more than 25 years old and less than efficient.
Updating this system will provide for better occupant comfort and reduced energy
costs. These improvements include installing additional heating and cooling
zones, thermostats, actuating valves and heating and cooling coils. $100,000
• Town Hall Security Upgrades: Safety for the public and staff has been an
issue of discussion for several years. The temporary wall installed on the second
floor next to the elevator was an interim step to address staff concerns. Over the
last several months a design was developed by the building and facilities staff for
a more secure permanent building solution. $80,000
• Town Hall Exterior Door Upgrades: Replace existing doors with panic bar
hardware with electronic strike hardware for easier use and higher security,
$7,500
• Public Works Wash Bay Door Replacement: The wash bay door has been in
service for more than 20 years and is at the end of its serviceable life, as it is in
need of constant need of repair. $5,000
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o Promote energy and resource conservation by incorporating the use of
resource saving techniques into daily routines.
o Encourage the use of recycled materials, renewable energy sources, and the
use of green and energy efficient building practices.
o Integrate green practices into the Town’s standard procedures including:
minimizing vehicle emissions, conserving water resources, promoting
renewable energy sources, and using energy efficient building practices in
Town projects.
o Explore and implement options for utilizing sustainable and green building
technologies for applicable Town projects.
services.
sustainability

maintained.

o Incorporate renewable energy use into existing Town buildings.
o Encourage energy efficiency in design and construction of all development,
redevelopment and remodeling in Frisco, including Town projects and
buildings.

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PUBLIC WORKS GROUNDS DEPARTMENT
The mission of the Grounds Department is to effectively maintain and improve the more
than 230 acres of parks and open space property owned by the Town, furthering the
outdoor enjoyment of citizens and visitors.
Some key measurements of parks use and maintenance costs are as follows:
Parks Data
2007 2008
Parks area per 100 residents 9.6 acres 9.6 acres
Reserved uses for non-Town-sponsored events 189 uses 157 uses
Reserved uses for Town-sponsored events 90 uses 25 uses
Grounds Data
2007 2008
Cost – hanging baskets and planters, labor $25,000 $50,000
Water use – hanging baskets and planters 26,000 gallons 30,000 gallons
The 2010 goals of the Public Works Grounds Department include:
• Upgrading various assets to ensure they meet Town standards for safety,
including, but not limited to, the repair of both the Lakepoint and Willow Preserve
Pedestrian Bridges, and asphalt overlays of multi-use paved pathways
• The improvement of landscaping in limited areas throughout town, including, but
not limited to, Triangle Park and the Summit Boulevard median.
• Enhancing facilities at Walter Byron Park and the West Main Park & Ride area
12. Does Council approve of the following capital expenditures for park
improvements ($229,500: $22,500 - Conservation Trust; $207,000 – Capital
Improvement Fund)?
Council Direction: Council supported these requests. (See comment below)
• Walter Byron Park: Swing set installation. $6,500 – Conservation Trust Fund
• Paved Pathway Improvements and Repair ($147,000):
o Lakepoint Pedestrian Bridge Repairs: The paved multi-use bridge deck

east of the towers in the Lakepoint subdivision is in need of repair. $10,000 –
Conservation Trust Fund
o Paved Path Asphalt Overlay: Sections of the paved multi-use path in the
River Pines and Mountain Pines subdivisions are deteriorating and creating a
safety hazard. $40,000 – Capital Improvement Fund
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o Willow Preserve Pedestrian Bridge: This double culvert bridge is eroding
on the inlet side and the guard rail is now unstable creating a hazard to the
users of the pathway. $30,000 – Capital Improvement Fund
o Waterdance Paved Path Extension: The movement between the Highway

9 intersection to the paved path running through Waterdance is not safe.
Adding a section of paved path between the intersection and the existing path
will greatly improve bike and pedestrian safety by creating a separation
between bike/pedestrian and vehicle traffic. $15,000 – Capital Improvement
Fund
o North Lagoon Pathway Reconstruction: In accordance with an existing

intergovernmental agreement between the Town of Frisco, the Town of
Dillon, Summit County, and Dillon Reservoir Recreation Committee, the Town
is obligated to share in the costs of maintaining the North Lagoon paved
pathway. This pathway is more than 25 years old and is in need of a major
reconstruction. $52,000 – Capital Improvement Fund
• Summit Boulevard – Median and Triangle Park Landscape Improvement: The

project includes: Triangle Park – re-establishing the “river bed” feature in the center
of the garden in front of the town sign; remove/replant dying shrubs; replace weed
matting and wood chips throughout park. Summit Blvd medians: fertilize all trees and
shrubs; replace soil, repair/modify irrigation system and replant perennial flower beds
between School Road and Ten Mile Drive; remove/replace dying/dead shrubs; and
remove/replace all wood chips on medians. $6,000 – Conservation Trust Fund
• West Main Park & Ride Composting Toilets: The Town has a long-term lease
with CDOT for the park-and-ride facility and has provided all the improvements to the
site. The site presently utilizes porta-potties that often times are overwhelmed with
use. The composting toilets would be very similar in nature to the composting units
installed at the Marina trailhead parking. $70,000 – Capital Improvement Fund

o Preserve and enhance the Town’s historic resources.
services.
o Maintain a diverse inventory of parks, trails and leisure facilities in Frisco to
meet the needs of residents and visitors.

maintained.

o 93% of full-time residents and second homeowners said parks and trails were
important.
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opportunities were important.
o Among full-time and second home-owners, a majority (95%) said the
appearance of the town is important.
o 84% of all respondents rated the Town’s paved pathway system as good/very
good.
Public Works Grounds Budget Carryover:
Historic Park Decorative Concrete Replacement. $12,000-Capital Improvement

Fund
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PUBLIC WORKS FLEET MAINTENANCE DEPARTMENT
The mission of the Fleet Maintenance Department is to maintain the more than 130
pieces of Town-owned equipment and vehicles, ensuring their safe operation and
providing a high level of internal customer service. The Fleet department will continue to
periodically replace and upgrade all vehicles as necessary based on a schedule
coordinated between the Town’s Public Works Department and Administration.
Some key measurements from prior years are as follows:
Vehicle Fleet Data

2007 2008
Miles logged (gas-powered vehicles) 169,119 178,017
Hours logged (diesel-powered vehicles) 5,731 7,666
Miles logged (hybrid vehicles) 33,101 39,208
Hybrid miles logged relative to conventional miles logged 19.5% 22%
Gasoline used by Town fleet 17,754 gallons 20,240 gallons
Diesel fuel used by Town fleet 11,009 gallons 12,914 gallons
Biodiesel fuel used by Town fleet 662 gallons 3,250 gallons
The 2010 goals for the Public Works Fleet Maintenance Department include:
• Being flexible with the Town’s vehicle replacement schedule to accommodate the
current economic climate, while continuing to ensure safe and dependable
operation
• The exploration of different options for the replacement of vehicles with an eye
toward short and long-term costs
• A continued focus on providing the highest level in internal customer service
13. Does Council approve the following expenditures requested for capital
vehicles and equipment ($150,000-Capital Improvement Fund: Equipment)?
• Replace 2000 Tymco Street Sweeper: Total cost for this unit is $250,000. Staff
has budgeted for a lease purchase option for this equipment for a period of five years
which would result in a 2010 cost of $50,000.
• Replace two 2000 Mack Dump trucks: Total cost for each unit is $120,000; staff
has budgeted for a lease purchase option for these trucks over a five year period,
resulting in a 2010 cost of $50,000
• Replace 2000 Police Expedition: $44,000
• Replace Striping Machine: $6,000
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o Explore and implement options for using alternative energy sources for Town
vehicles.
o Continue to maintain and ensure a sufficient level of quality services.


o Ensure maximum efficiency in Town vehicles, buildings, outdoor lighting and
operations.

o Commit to purchasing vehicles within the top 10% of its class so the average
fleet fuel efficiency increases every year.

Public Works Fleet Maintenance Budget Highlights:
Tire Replacement: The motor grader and back hoe require new tires to perform safely.
$7,750 – Capital Improvement Fund
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WATER DEPARTMENT
Public Works Director
Water Foreman
Water Operators
The mission of the Water Department is to provide safe, dependable potable water
service to the community, to operate and maintain the Town water system in accordance
with Colorado Department of Public Health and Environment standards, and to meet the
high standards of citizens and guests.
Some key measurements of output from prior years are as follows:
Water Usage Comparison to 2008
Percentage
Year Water Usage Water Usage change from Comparison
Gallons acre / feet Previous Yr. to 2008
1999 322,520,000 989.79 -4.10% 26.98% greater

2000 320,338,000 983.07 -0.60% 26.12% greater
2001 269,294,930 826.43 -15.90% 6.02% greater
2002 256,885,800 787.45 -4.60% 1.14% greater
2003 240,019,700 736.59 -6.60% 5.50% less
2004 251,453,900 771.67 4.80% 1.00% less
2005 257,621,100 790.61 2.50% 1.43% greater
2006 249,240,000 764.89 -3.30% 1.87% less
2007 263,140,000 807.55 5.30% 3.60% greater
2008 254,001,000 779.5 -3.47% Equal
The 2010 goals for the Water Department include:
• The identification of any system-wide leakage or damage in both service lines

and storage tanks
• Upgrading Water Department assets in need of maintenance, including, but not
limited to Well House #4.
• Continuing to test output to ensure the high standards of citizens, guests and the
Colorado Department of Public Health and Environment are being met or
exceeded
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14. Does Council approve the following Water Department capital expenditures for
2010 ($260,000 - Water Fund)?
• Contract for a System-wide Leak Detection Survey: The Water Department

has established a three year leak detection schedule for the system. The leak
survey will indicate if there is leakage in the system, including service lines.
$15,000
• Contract to Refurbish Well House #4: Well House #4 is located on Summit

Boulevard near the propane facility. It has been more than ten years since the
structure was painted and it is in need of substantial repair, including new siding,
roof work, and painting. $35,000
• Contract for an Interior Inspection of the Dam Road and Treatment Plant
Water Storage Tanks: These tanks were inspected 10 years ago. It is prudent
to periodically inspect the tanks for any damage, such as hairline cracks, which
would need to be repaired as a proactive action. $30,000
• Purchase of Vehicle Read Water Meter Equipment, Software Upgrade and

Radio Read Sensors: This project includes installing radio read sensors on one-
half of the 1800 existing customer water meters, upgrading the existing water
meter software, and purchasing a vehicle read transceiver unit. This project is
scheduled to be implemented over a two year period. Year two will entail
purchasing and installing the second half of the radio read sensors. $180,000
Council Direction: Council supported funding this request, but requested a

review of the town’s economic situation in the first quarter of 2010 prior to
expending the dollars.

o Strive to reduce water consumption and manage water resources in a
sustainable manner.

maintained.

o Provide safe, clean tap water.
o Continue current trends of water conservation and use-reduction and manage
water resources in a sustainable manner.
29
o A majority of full-time residents and second homeowners (83%) rated tap
water service as good/very good.
30
FRISCO BAY MARINA
Finance Director
Marina Manager
Administrative Assistant Seasonals
The Frisco Bay Marina strives to provide excellent customer service, knowledgeable
friendly staff, and professional marine services while remaining financially viable.
Presenting a clean, well-maintained marine/park environment with exceptional amenities
for the community and for visitors, and to continually upgrade those amenities to reflect
changing priorities are important components of this mission.
Boat rentals are a key indicator of Marina activity:
Frisco Bay Marina Boat Rentals

Times
Times Rented - Revenue - Average/Boat - Rented - Revenue - Average/Boat -
Boat type 2007 2007 2007 2008 2008 2008
Canoe 1,231 $40,056 $33 1068 $36,287 $34
Kayak 3,307 $87,354 $26 3131 $91,276 $29
Pontoon 719 $82012 $114 583 $68,628 $118
Runabout 620 $60,246 $97 448 $44,927 $100
Fishing 217 $10,206 $47 227 $10,453 $47
Season Totals 6,094 $279,874 $46 5457 $251,571 $46
The 2010 goals of the Frisco Bay Marina fall into three general categories:
Continue to Provide Excellent Customer Service:

• Re-evaluate the marketing plan and spend resources for greatest return
• Monitor wait-lists and develop a plan to accommodate more customers
• Continue to partner with Copper Mountain in providing pontoon boats
• Add fall and winter office hours; create more consistency with office
operations
• Add a temporary service structure to increase the service department’s
customer service
Expand Revenue Opportunities:

• Increase the number of moorings in the water
• Pier redevelopment to increase paddle sport rack spaces
Improve Internal Operations:
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• Continue developing the marina-operations manual
• Develop staff training guidelines for customer service and safety issues
15. Does Council support the following dock replacements/extensions ($120,000 -

Marina Fund)?
Council Direction: Council supported these requests.
• Replacement of C Dock: The older docks at the marina have become a safety
concern. Staff is recommending the replacement of C dock in the spring of 2010.
This new dock will allow for longer vessels which will have a higher slip rental rate.
This dock has the capacity for addition of electrical pedestals in the future. This is a
continuation of the Town’s replacement plan for older docks. $100,000
• Extension of Paddle Boat Dock: This dock extension would provide the marina
staff and rental customers more room to safely launch, retrieve, and store the paddle
sport vessels. $20,000

o Investigate diversifying the Town’s revenue stream through investigation of
other techniques for revenue development.
o Continue to explore ways to improve governmental efficiency, while providing
a sufficient level and quality of Town services.
sustainability.
o Increase the functionality of the marina for efficient use during low water
years.
o Continue to improve and expand the Town’s park system to achieve a high
level of quality, safety, and attractive appearance.

maintained.
Frisco Bay Waterfront Park and Marina Master Plan:

o The following amenity and improvement is identified for implementation:
Upgrade and replace one customer dock due to weather and aging.

o A majority of respondents (76%) rated marina amenities as good/very good.
16. Does Council support the following capital expenditures at the marina
($190,000 - Marina Fund)?
32
Council Direction: Council supported funding these requests, but requested a
review of the town’s economic situation and a review of the specific designs in the
first quarter of 2010 prior to expending the dollars.
• Parking Area Lighting: With the increasing popularity of the Marina and its
amenities, there are many people at the Marina after dark. As a courtesy to
customers and to provide additional safety to the area, staff is recommending
installation of lighting for the parking area. $50, 000
• Boatyard Fencing: Staff is recommending fencing around the entire boatyard;

currently, only a portion of this area is fenced and the existing fencing is in poor
condition. Denver Water and staff believe new fencing would solve some of the
security issues the marina has experienced in recent years. $80,000
• Workshelter: Currently, staff has no structure to protect them from the harsh winter
elements; winter storage preparation and other services are substantial revenue
sources for the marina. Having some protection from the elements would allow staff
to provide service to customers longer into the year. Some sort of shelter has been
in the Town’s long-term planning goals since the Town took over management of the
marina. Staff has evaluated a variety of options over the last few years and the
recommendation is now to build a permanent shelter over the more temporary
alternatives proposed in previous years. $60,000

sustainability.
level of quality, safety and attractive appearance.

maintained.
Frisco Bay Waterfront Park and Marina Master Plan:

o The following amenities and improvements are identified for implementation:
Remodel the marina office for efficient use of interior space.
Add additional boat and trailer parking spaces adjacent to existing
south parking area.

33
17. Does Council support constructing a retaining wall from the paddle dock to
the launch ramp and extending electrical services to the pier as a test phase to
the following Pier Redevelopment Marina project ($240,000 – Marina Fund)?
In an effort to enhance the sustainability of the Frisco Bay Marina’s water activities, staff
has determined that a pier redevelopment, phased over multiple years, would meet
many of the priorities identified in the Frisco Bay Marina and Waterfront Park Master
Plan completed in February of 2008. Staff is proposing a project that would raise the
elevation of the “old road” to the same level as the top of the launch ramp. When water
levels are high, this “old road” connection to the docks is frequently under water; when
water levels are low, staff may have to relocate docks many times during the season.
This project would make the area more user-friendly, increase revenues by providing
additional canoe/kayak rack rentals, and increase revenues by having more space for
canoe/kayak rentals. Some of the enhancements provided are: water lines and
electricity provided to the docks, a fishing station, lighting bollards similar to those
elsewhere in the park, rack shelter, walkway, etc. Denver Water has reviewed this
concept and given approval for the Town to proceed.
As a first phase of the project, staff is recommending extension of electrical services to

the transformer at the end of the existing pier; this portion of the project must be
completed before other parts can be started. The proposed retaining wall between the
paddle sport dock and the launch ramp will allow the Town and Denver Water to
determine the logistics required to complete future phases of the project. These two
portions of the project are the least complicated and least expensive.

sustainability.
level of quality, safety and attractive appearance.

maintained.

34
Marina Fund Carryovers:
• Fish Cleaning Station/Fire Suppression System/Access Road Walkway: These

items are partially funded by a grant awarded in 2006. The term of the grant has
been extended and these projects are required to be completed in 2010. $62,490
Marina Fund Highlights:
• Paddle Sport Fleet Replacement: In keeping with the Marina’s replacement plan,
rental vessels that have been in service for three years are sold at the end of the
season; the Marina then purchases replacement to keep the fleet at current capacity.
Typically, the Marina recovers more for used paddle vessels than original purchase
price. $12,000
Council Direction: Council increased the marketing budget for the Marina from
the $30,000 staff requested to $60,000 with the specific direction to use it for cross
promotional marketing. These dollars are to be used in conjunction with General
Fund dollars allocated for the same purpose. ($60,000 – Marina Fund)
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MARKETING AND COMMUNICATIONS
Marketing & Communications

Director
Special Events Manager Recreation Manager Information Center Manager
Special Events Seasonal Seasonal Volunteers Information

Coordinator Employees Employees Specialist
The mission of the Marketing and Communications Department is to improve marketing,

advertising, communications, and public information services, and to bolster the Town’s
economic activity by raising Frisco’s profile on the Front Range of Colorado and beyond.
In 2009, the Marketing and Communications Department oversaw an overhaul of the

Town’s website. Website statistics from prior years are as follows:
Town of Frisco Website

2006 2007 2008
Unique visits 136,786 189,271 146,460

Total visits 183,351 255,287 232,191
Pages viewed 872,185 923,706 678,950
The 2010 goals of the Marketing and Communications Department include:
• The reallocation of marketing dollars to accommodate shifting priorities in a

period of economic downturn
• A continued focus on advertising that maximizes effect and minimizes cost
• A continued emphasis on maximizing the Town’s visibility in the Colorado Front
Range, national and international markets
18. Does Council support a shift in the funding allocated for Music on Main with a
reallocation of those dollars for meeting different event and marketing goals
(Maximum $80,000 – General Fund: Special Events and Marketing)?
Council Direction: Council reduced the Music on Main funding to $70,000 and
allocated the remaining $10,000 to additional Concerts in the Park ($80,000 –
General Fund: Special Events and Marketing).
Council has discussed the benefits of the greatly enlarged Music on Main versus the
benefits of those dollars being used in different forms of marketing and events. As
example, for purposes of discussion, by reallocating Music on Main dollars in 2010 the
following could occur:
36
Creation of additional Concerts in the Park at a cost of $2500 each night,
plus approximately $5,000 for marketing the additional evenings.
Additional funding to the BBQ, BeetleFest, Wassail Days, and other event
marketing budgets.
Some level of Music on Main talent and marketing.
A greater focus on Frisco destination marketing.
A one-time use of those dollars for capital event uses. This could be
event equipment, Main Street improvements (planters), West Main entry
feature/signage, or other improved Main Street signage, etc.
The intent of this question is to ask council if they have a desire to see a change in
direction as it relates to the funding of Music on Main. The funding for Music on Main
(talent and marketing) has grown from $37,000 in 2005, to $80,000 in 2009.

o Continue to promote the Town as a year-round destination.
o Produce quality community events and programs for all ages, special groups
and youth.
o Continue to organize and support the Town’s year-round events.


o Continue existing practices of hosting zero-waste events, and expand the
initiative to include zero-energy or carbon free initiatives.

o 71% of full-time residents and second homeowners said Music in the Park
was a valuable and worthwhile event in Frisco.
o 69% of full-time residents and second homeowners said the Barbecue
Challenge was a valuable and worthwhile event.
19. Does Council support continuing Pay-Per-Click advertising ($50,000 – Lodging

Tax Fund: Marketing)?
Council Direction: Council reduced the Pay-Per-Click advertising funding to

$40,000 and allocated the remaining $10,000 to improved cross promotional
marketing to be done in conjunction with $30,000 from the Marina Fund ($50,000 –
Lodging Tax Fund: Marketing).
This will be the second year the Town of Frisco has participated in a Pay-Per-Click
(PPC) program. PPC is an Internet advertising model used on search engines,
advertising networks, and content websites, where advertisers only pay when a user
actually clicks on an advertisement to visit the advertiser’s website. With search engines,
advertisers typically bid on keyword phrases relevant to their target market. When a
user does a search matching an advertiser's keyword list or views a webpage with
relevant content, the advertisements may be displayed. Such advertisements are called
37
sponsored links or sponsored ads. Placement of the ad is based on who pays the most
for the placement.
Between May 27, 2009 and August 11, 2009, the Town spent $7,638.66 on PPC
advertising. To date, this has generated a total of 4,395 click-thrusts to the
TownOfFrisco.com website, costing the Town an average of $1.74 per click. Within the
travel industry, the cost of a click can be more than $5.00 for some keywords; staff
believes the Town is getting a good return on this marketing investment. Staff recently
changed PPC companies and believe the change will significantly improve the customer
satisfaction level of the searches for Frisco amenities. This is a new marketing approach
for the town and staff will continually monitor the use of this tool to ensure the best return
possible. With the ever increasing use of the internet for travel decisions, staff believes
that this is a good investment for the future.

approaches for disseminating public information, including Town meetings,
Town website.
o Continue to develop and utilize all media to allow the broadest range of the
community to access information, including upgrading / improving the Town’s
website functionality.

Utilize technology to provide easy and accessible access to
government information.

o 33% of full-time and second homeowners get their information on the Town’s
website. (A 13% increase from the 2006 survey.)
o 54% of all business owners indicated that Town-financed marketing and
promotion would be beneficial to their businesses.
20. Does Council support continuing the services of a public relations agency
($31,000 – General Fund)?
A public relations agency works with thousands of potential media outlets that are
available and looking for stories. With their knowledge, creativity, and expertise, they
will help make a connection between the Town of Frisco and reporters around the world.
For these connections, the Town will receive increased editorial placements in
magazines, newspapers, websites, etc.
For 2010, staff would like council to support a sole source use of Philosophy
Communications. This company held the contract in 2009 and staff feels their continued
focus on the Town’s marketing and events will provide continued success.
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21. Does Council support increasing the current .75 FTE Marketing and Special
Events Coordinator position into a 1.0 FTE position ($14,282-General Fund)?
As the Town continues to focus more on marketing, there is a corresponding need for
additional staff resources. Even with the public relations firm, there is a need for greater
administrative oversight and staff to handle the increased marketing. The shift from a
.75 FTE to a 1.0 FTE will facilitate the increased marketing and awareness that has
been created and increased responsibility the Town has taken on in producing events.

approaches for disseminating public information, including Town meetings,
Town website.
o Continue to develop and utilize all media to allow the broadest range of the
community to access information, including upgrading / improving the town’s
website functionality.

o Utilize technology to provide easy and accessible access to government
information.

39
MARKETING AND COMMUNICATIONS:
EVENTS
The mission of the Special Events Department is to support the overall marketing vision
of the Town of Frisco through the development and implementation of a diverse calendar
of events that market our unique mountain character while preserving a sense of
community and creating a positive economic impact.
Some key performance measures from prior years include:
Event Advertising
Event Advertising Attendance Cost per Advertising Attendance Cost per
Cost - 2007 - 2007 attendee - Cost - 2008 - 2008 attendee
2007 - 2008
Barbecue $18,147.00 18,000 $1.01 $26,193.00 22000. $1.19
July Fourth $11,150.00 20,000 $0.55 $7,544.00 20,000 $0.38
BeetleFest n/a n/a n/a $5,920.00 1500 $3.95
Music on Main $6,846.00 6,000 $1.14 $15,829.00 8500 $1.86
Total $38,157.00 46,500 $0.82 $55,486.00 52,000 $1.06
The 2010 goal of the Special Events Department is to increase the economic and
community impact of events within three main categories:
Signature Event: An event with a primary focus of attracting new visitors to the area,
increasing overnight stays, and creating a positive economic impact.
Animation Event: A joint event venture with an outside organizer and/or nonprofit which
assists in creating a diverse calendar of events, animates the town, attracts visitors,
highlights amenities, and allows for fundraising.
Civic Event: An event that enhances the local quality of life, provides a sense of
community, and emphasizes town values.
22. Does Town Council support an additional $2,000 for the Special Events
budget to sustain the production of the Frisco Easter Egg Hunt ($2,000 – General
Fund: SE)?
The Frisco Chamber of Commerce has produced this event over the last several years,
but may not be able to do so in the future due to reorganization and funding. If the
Chamber is able to produce the event in 2010, staff would forego the use of these funds.

40
and youth.
o Continue to organize and support the Town’s year-round events, such as
Music on Main and Fourth of July.


23. Does Town Council support the expansion of Clean-up Day by adding
additional food and a concert ($2,500 – General Fund: SE)?
The concert and food will allow us to promote the event into more of a Community Party
and encompass many of the Town’s State of the Town ideals.

and youth.
o Continue to organize and support the Town’s year-round events, such as
Music on Main and Fourth of July.



o 86% of full-time residents, 57% of second homeowners and 86% of voters
rated Clean Up Day as a valuable and worthwhile event.
o 20% of full-time residents, 15% of second homeowners, and 18% of voters
rated State of the Town Breakfast as a valuable and worthwhile event.
41
RECREATION
The Recreation Department strives to provide exceptional, affordable, and diverse

recreation programs to the community and visitors, and to create experiences and
memories through these programs that will be cherished for a lifetime.
Participation figures for programs run by the Recreation Department are as follows:
Recreation Department 2008 Statistical Overview

2007 2008
Programs Participation Participation
Youth Programs
Fun Club 1042 1128
All-Day Trips 402 410
Lunch Program 98 N/A
Soccer Camps N/A 66
Tennis Camp 55 56
Skate Park Experience 44 49
Skate Field Trips 18 22
Mountain Bike Clinics 14 22
Roller Hockey 14 10
Youth Golf 14 25
Ceremics 24 23
Arts Crafts and Creations 34 36
Cooking Class 16 22
Jr. Beauty School 8 8
Kids Kayak Days 16 16
Nordic Ctr. Sleepovers 12 18
Teen Programs
River Rafting 13 13
Elich Gardens 13 13
Frisco Marina 13 13
Waterworld 13 13
Rockies Game 13 13
Hot Springs 13 13
Elich Gardens 13 13
Adult Programs
Women's Mtn. Biking 10 18
Betty Rides Harder 12 16
Women’s Doubles Tennis 12 14
Dog Obedience 8 8
Mountain Biking 24 24
Paragliding 101 8 14
Flyfishing Basics N/A 8
Intro to Triathlon Clinic N/A 8
Fourteeners Club (3 Hikes) 39 42
Orienteering Clinic 8 8
42
The 2010 goals of the Recreation Department include:
• A continued focus on providing the safest, most professional, educational and fun
environment for program participants
• A continued emphasis on providing programming that reaches across age
groups and ability levels
• Providing input to the Peninsula Recreation Area Plan to ensure the long-term
success of the Fun Club program
While there are no budgeted policy questions from Recreation for 2010, the financial
request to implement the Peninsula Recreation Area Plan is key for the long-term
success of the Fun Club program, and for meeting the council goal of retaining families
in the community.

opportunities are important to them.
o When asked to allocate a fictional $100 toward Town amenities and services,
the majority of respondents spent the most money on recreational amenities.
43
FRISCO/COPPER INFORMATION CENTER
The Frisco/Copper Information Center strives to disseminate information to potential and

current visitors and be a conduit between the Marketing Department and local
businesses. 2010 will be the second year that the Information Center has been
managed by the Town. As such, performance measurements for 2008 and prior years
are unavailable.
The 2010 goals for the Frisco/Copper Information Center include:
• Continually striving to provide the most up-to-date and accurate information to

potential and current visitors
• Working with the Town Marketing Department and Copper Mountain to ensure
the most effective cross-promotion of Town and Copper Mountain events and
amenities
• Enhanced training of volunteer staff in the area of retail operations
There are no budgeted policy questions from the Frisco/Copper Information Center for
2010.

44
HISTORIC PARK AND MUSEUM
Finance Director
Museum Director
Part Time Employees Volunteers
The Frisco Historic Park and Museum strives to promote and preserve Frisco’s heritage
for future generations by providing a unique and quality educational museum experience
for the community and visitors.
Museum attendance figures for prior years are as follows:
2006/08 Museum Attendance
7000
6000
5000
2006
Visitors
4000
2007
3000 2008
2000
1000
0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Month
The 2010 goals for the Frisco Historic Park and Museum include:
• A continued focus on assessing the long-term maintenance needs of historic

properties and developing preservation and conservation maintenance plans to
address those needs
• The enhancement of programming at the Historic Park, including, but not limited
to, the Lunchtime Lecture Series and the Music in the Park Series
• Continued emphasis on providing the highest level of customer service and
educational value to citizens and guests alike
45
24. Does Council support a long-term preservation and maintenance plan for
buildings in the Frisco Historic Park and Museum and additional Town-owned
historic properties ($15,000 - General Fund)?
Staff is requesting State Historical Funds, requiring a cash match, to conduct structural
assessments of 14 Town-owned historic structures. The grant will pay to have
professional architectural consultants assess the Museum and Park compound and the
518 Main Street property, resulting in a preservation and conservation maintenance plan
for the Town of Frisco. This directly links to one of the four goals of the current Museum
strategic plan. Ultimately, this preservation plan will help direct staff in managing capital
projects related to renovating and repairing current Town-owned historic properties, and
will provide guidance in maintaining these buildings for future visitors and community
members.

o Preserve and enhance the Town’s historic resources.
o Preserve and enhance the historic character of Main Street and the Town’s
older neighborhoods (primarily along Galena and Granite Street).
o Educate residents and visitors about the Town’s historic structures.
o Continue cooperative efforts between the Frisco Historic Park and Museum
staff, volunteers and stakeholders (formerly Frisco Historical Society) and the
Town to develop historical programs and events.
o Continue to promote Frisco’s Historic Park as a way to increase public
appreciation of Frisco’s unique heritage.

o Assure financially sound town government.
Use revenues to maintain and expand Town services based upon
community need.
Frisco Historic Park & Museum Strategic Plan Goals:

o Maintain and Preserve Historic Town of Frisco Properties
Develop preservation and maintenance policies and procedures for
buildings in the Frisco Historic Park and Museum.
Develop preservation and maintenance policies and procedures for
additional Town-owned historic buildings (e.g., Lund House, Old Town
Hall and Rouse-Staley House), guiding the current and future
maintenance needs of these properties.

o The majority of all respondents (78%) rated the Frisco Historic Park and
Museum as good/very good.
46

2010 Policy Questions Final

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GENERAL GOVERNMENT AND ADMINISTRATION

Town Clerk Executive Assistant

Receptionist Finance Director

Human Resources Accountant Finance Specialist Revenue Specialist

General Government consists of the following departments: Finance, Administration,

Internal-Customer Satisfaction - Finance Department (Scale of 1-5)

2008 Employee Turnover for Summit County Government Entities

• Provide employees with a comprehensive compensation package that is above

1. Does Council support a market adjustment of 1.5%?

Council Direction: Council supported funding this request, but requested a

Master Plan Principles/Policies/Action Items:

Town Council Employee Policy Statement:

2009 Frisco Community Survey:

2. Does Council support the requested expenditures for information systems

Council Direction: Council supported the IT requests.

• Recreation Software at a cost of $7,500: Recreation registration is currently not

• Dashboard Timekeeping Software at a cost of $5,400: The Town currently uses

Master Plan Principles/Policies/Action Items:

Town Council Strategic Plan – Goals and Objectives:

ES2 Framework Plan Objectives:

2009 Frisco Community Survey:

Council Direction: Council supported this request.

• Planning Review Fees $33,800.00

Master Plan Policy/Action:

Town Council Strategic Plan – Goals and Objectives:

ES2 Framework Plan Objectives:

2009 Frisco Community Survey:

4. Does Council support the development of a Main Street Revitalization

Council Direction: Council supported this request.

The Frisco Business Advisory Committee (FBAC) supports this request.

Master Plan Principles/Policies/Action Items:

Town Council Strategic Plan – Goals and Objectives:

ES2 Framework Plan Objective:

2009 Community Survey:

5. Does Council support funding for implementation of the Peninsula Recreation

The Frisco Business Ad Hoc Committee (FBAC) supports this request.

(A carryover of $107,392 is included in the budget for completion of design work.)

Master Plan Principles/Policies/Action Items:

Town Council Strategic Plan – Goals and Objectives:

ES2 Framework Plan Objective:

PRA Land Use Plan Priorities:

2009 Frisco Community Survey:

The Summit County Preschool is requesting financial assistance in order to continue to

Master Plan Principles/Policies/Action Items:

Town Council Strategic Plan – Goals and Objectives:

2009 Frisco Community Survey:

The Community Development Department is committed to providing excellent

The Community Development Department 2010 goals include:

• Providing exceptional customer service, both externally and internally

7. Does Council support funding of the Town’s CleanTracks program (formerly

Council Direction: Council supported these requests.

• Residential Energy Efficiency projects: Continued partnership with HC3 for

• Commercial and Residential Energy Efficiency grant: Continued partnership with

• Rocky Mountain Climate Organization (RMCO) US Department of Energy grant

• CleanTracks Business voluntary certification program: The Information Center,

Master Plan Principles/Policies/Action Items:

Town Council Strategic Plan – Goals and Objectives:

ES2 Framework Plan:

CleanTracks Action Plan:

2009 Frisco Community Survey:

Community Development Budget Highlights:

Council Direction: Council supported this budget highlight.

Community Development Budget Carryovers: