Strategic Plan Updates

In June 2024, Frisco Town Council had a retreat facilitated by Dr. Andrew Schnackenberg from the University of Denver’s Daniels College of Business to review and revise the Town’s strategic plan. This retreat was also informed by work done in the fall of 2023 with staff to better understand the internal, employee culture in Town government. which impacts the capacity and services delivered to the community. This work included a Town of Frisco employee opinion survey, and based upon the results of these surveys, it was determined that the Town of Frisco offers many opportunities to be inspired and innovative/unique in the workplace, but these did not seem to be represented well in the current vision, mission, and values.

As a result of this work with Council and staff, a new vision, mission and values were developed and reviewed with Council during their retreat this past June, and this was presented with more Council and staff revisions during the August 13 Town Council meeting:

Vision: To be a welcoming mountain town that connects people with nature and supports opportunities for community wellbeing.

Mission: We create a powerful sense of community by maintaining community safety, providing quality core services, fostering connections to one another, and creating unparalleled experiences.

Values:

• Be Courageous
• Care Too Much
• Show Gratitude
• Own It
• Embrace Play

Work during the June Town Council retreat included Council confirming the four strategic objectives of the plan, as well as arriving at the pillars that supported these objectives. Town Council was also asked to allocate weights to each pillar, as this is critical to delivering results and determining budget allocations. The pillar weights are not intended to reflect importance and are instead intended to express where resources are most needed to make progress. The objectives and pillars, along with the weights are as follows:

Provide Vibrant Culture, Arts and Recreation Opportunities – 25%

Pillars

• Preservation of Historical Assets: This pillar emphasizes the importance of maintaining and protecting varied historical assets for future generations, ensuring that the
  Town’s broad history is preserved and accessible. (5%)
• Arts, Culture and Recreation for Residents: The town prioritizes providing arts, culture, and recreational opportunities for its residents, aiming to enhance their quality of life through diverse and engaging activities. (15%)
• Accessible Opportunities for All: Recognizing the value of tourism, this pillar focuses on offering unique and accessible arts, culture, and recreational opportunities to all residents and visitors. (5%)

Provide Progress-driven Quality Core Services – 30%

Pillars

• Environmental Stewardship and Climate Change: This pillar emphasizes the commitment to protecting the environment and taking proactive steps to mitigate the effects of climate change. (10%)
• Infrastructure and Public Safety. Maintaining and enhancing infrastructure, along with providing essential public safety services, are crucial for the well-being and security of the community. (15%)
• Financial Responsibility, Community Engagement, and Governance. Balancing the budget, maintaining fund balances, attracting high-performing personnel, and engaging with the community are key to ensuring the town’s evolution and effective governance. (5%)

Enhance Community Inclusivity – 20%

Pillars

• Diverse Housing: Offering a variety of housing types to support the workforce and residents. (15%)
• Lasting Social Sustainability: Considering equity, inclusivity, and accessibility in decisions and policies. (5%)
  

Support a Thriving Economy – 25%

Pillars

• Infrastructure Development: This includes preserving and improving infrastructure that helps the business community, as well as making plans for and investing in Main Street and Summit Boulevard infrastructure. (5%)
• Workforce and Community Support: This pillar focuses on increasing workforce housing to appropriate levels, supporting increased access to childcare, and continuing to support regional transit and mobility improvements. (15%)
• Economic Growth and Regulation: This involves supporting business development and diversification, having a regulatory system that protects health, safety, and welfare while promoting customer service, funding programs, and regulations that support the visions for Main Street and Summit Boulevard. (5%)

The goal of the work session presentation was to provide more background to inform discussion and  finalize the strategic plan, as well as showing progress on the existing strategic plan in 2024. Based on Town Council feedback, a revised strategic plan will be brought back to Council on August 27, 2024, for adoption through resolution. Council asked staff to look at some revisions to the values and mission, as well as how infrastructure and public safety are weighted as pillars.

Capital Projects and Water Fund Updates

Capital Project Senior Manager, Addison Canino and Public Works Director/Town Engineer, Chris McGinnis, presented an update to Town Council on the status of the Capital Plan and the Water Fund.

Capital Projects Updates

The Town of Frisco currently is working on and developing 16 projects ranging from maintenance of Town facilities to completing multi-year projects. In the presentation slides, Town Council was provided with project updates for 2024. Larger 2024 projects include completing Slopeside Hall and Granite Park workforce housing, beginning construction on the Old Town Hall (Visitor Information Center/restrooms) renovation, and completing Highway 9 sidewalk/pathway improvements. Subsequently, Council gave staff direction to delay the Frisco Historic Park and Museum land use planning process from 2024 to 2026.

Water Fund Updates

The 2019 water rate increases were successful in accomplishing many of the identified goals around increasing conservation, sustaining a $2,000,000 Water Fund balance, and maintaining the Town’s water system. The Town recently contracted with a firm to assess the condition of the Town’s water infrastructure, as well as evaluating the level of water rates needed to cover necessary maintenance and repairs. Many maintenance/replacement projects are anticipated to be identified in this study.

The rate increases from 2019 failed to anticipate or accomplish the following:

• Construction inflation (as measured by the Colorado Department of Transportation’s Colorado Cost Index) well exceeded 5% a year since 2019, resulting in construction/maintenance cost expenses exceeding the water rate increase from 2019.
• Ordinance 19-07 included costs of water treatment improvements, rehabilitation of wells, and drilling new wells. In the last five years, no new wells or well rehabilitation have been completed. The current rates and fund balances are anticipated to be insufficient to take on these water infrastructure projects.
• In 2019, perfluoroalkyl and polyfluoroalkyl substances (PFAS) were detected in Frico’s Well 7, which is no longer in use. The cost to mitigate Well #7 or drill a new well is anticipated to exceed the balances and revenues in the Water Fund. The PFAS mitigation treatment will also increase annual operating expenses.
• Rehabilitation of the Town’s water tank off Dillon Dam Road, which is now planned for 2025.

Town Council gave staff direction to return to Council with an ordinance extending the 5% increase to water rates and 10% increase water tap fees for 2025 to continue to work on water system ongoing maintenance, improvements, and repairs.

High School Graduate Scholarship Discussion

Each year, graduating seniors in Summit County are eligible to apply for local scholarships. The application process is hosted by the Summit School District ‘s Pre-Collegiate Program in partnership with the Summit Foundation. The Town of Frisco participates in this program and proudly awards scholarships to graduating high school seniors, based on certain parameters set by the previous year’s subcommittee made up of Frisco Council members and staff. This year, the Town Council subcommittee members raised questions with staff specific to these parameters and the scholarship budget, which resulted in staff seeking guidance during this Town Council meeting to establish consistent, straightforward scholarship award and budget parameters.

1. Council affirmed that they are supportive of continuing to financially support local graduating seniors
2. Council clarified the criteria for Town of Frisco scholarships for 2025:

• Residency: To be eligible for a scholarship, graduating seniors should live within the Ten Mile Basin, which is roughly Farmer’s Corner, the whole Frisco area, and Copper Mountain.
• Grade Point Average (GPA): A specific GPA should not be required to receive a Town of Frisco scholarship.
• Financial Need: Financial need of the student should be factored into the decision-making process.Other Criteria: Evidence of community involvement, including volunteerism, working, sports/athletics, art/creative pursuits, extracurricular activities, and even caring for siblings, should be considered in the scholarship award process.
• Council would like to consider increasing the scholarship budget from $10,000 during the September budget discussion, and they would like to consider setting a maximum scholarship amount per year for all scholarships, including the Frisco Piotr Kopytek Memorial Arts scholarship established in January 2022.

Liquor License Renewal Moving to Two Years

During the most recent State legislative session, Senate Bill 24-231 was passed to revise liquor licensing rules, including renewal periods, and it went into effect on August 7, 2024. Town staff sought direction from Town Council regarding whether to move certain qualifying liquor license renewals in Frisco from one year to two years, to match the State Liquor Enforcement Division. Town Council directed staff to move forward with all the steps needed to move qualifying Frisco liquor license renewals to a two-year licensing period.