TC Retreat Packet 06-14-2016
TOWN OF AVON, COLORADO
TOWN COUNCIL RETREAT FOR TUESDAY, JUNE 14, 2016
MEETING BEGINS AT 12:00 P.M.
NEW TOWN HALL, SECOND FLOOR, 140 WEST BEAVER CREEK BOULEVARD
_____________________________________________________________________________________
MEETING AGENDAS & PACKETS ARE FOUND AT: HTTP://WWW.AVON.ORG
AGENDAS ARE POSTED AT AVON TOWN HALL, RECREATION CENTER, AVON PUBLIC LIBRARY & AVON ELEMENTARY SCHOOL
IF YOU HAVE ANY SPECIAL ACCOMMODATION NEEDS, PLEASE, IN ADVANCE OF THE MEETING,
CALL TOWN CLERK DEBBIE HOPPE AT 970-748-4001 OR EMAIL DHOPPE@AVON.ORG WITH ANY SPECIAL REQUESTS.
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1. CALL TO ORDER & ROLL CALL
2. APPROVAL OF AGENDA
3. WORK SESSION
3.1. DEVELOPMENT OF THE 2017/18 STRATEGIC PLAN (MAYOR JENNIE FANCHER)
3.1.1 REVIEW OF ADOPTED 2016/17 STRATEGIC PLAN
3.1.2 RECOMMENDED NEW STRATEGIES FROM THE TOWN OF AVON LEADERSHIP TEAM
3.1.3 WORKER HOUSING DISCUSSION
3.1.3.1 NEW TOWN HALL OPTION – 4TH AND/OR 5TH FLOORS DEVELOPMENT & POTENTIAL USES
3.1.3.2 SWIFT GULCH UPPER BENCHES
3.1.3.3 LOT 5 WITH PUBLIC WORKS
3.1.3.4 DEED RESTRICTED HOUSING – OPTION TO CONTRACT WITH THE VALLEY STORE FOR MANAGEMENT
3.1.3.5 FORMATION OF A MULTI-JURISDICTIONAL HOUSING AUTHORITY
3.1.4 COUNCIL DISCUSSION OF OTHER STRATEGIES FOR THE 2017/18 STRATEGIC PLAN
3.1.5 PRIORITIZATION OF STRATEGIES
3.2 REVIEW OF CRITERIA & PROCEDURE FOR PRIORITIZATION OF THE FIVE YEAR CAPITAL IMPROVEMENTS PLAN
(ASSISTANT TOWN MANAGER SCOTT WRIGHT)
3.3 NEW TOWN HALL – 1ST FLOOR POSSIBILITIES FOR COMMUNITY ACTIVATION/VIBRANCY
(MAYOR JENNIE FANCHER)
4. EXECUTIVE SESSION PURSUANT TO COLORADO REVISED STATUE 24-6-402(4)(F) FOR THE PURPOSE OF
DISCUSSING PERSONNEL MATTERS RELATED TO THE HIRING OF THE AVON POLICE CHIEF
5. ADJOURNMENT – 4:45 P.M.
TOWN COUNCIL REPORT
To: Honorable Mayor Jennie Fancher and Avon Town Council
From: Virginia C. Egger, Town Manager
Date: June 14, 2016
Agenda Topic: Town Avon 2016-2017 Strategic Plan Review & Development of the 2017-18 Strategic Plan
SUMMARY:
The Strategic Plan is an effective guide for staff, and, thereby, for the community to bring focus,
funding and work direction to meet the near and longer term vision and needs of the Town of Avon.
While it does not account for all Town Council direction, unforeseen needs or opportunities, other day-
to-day or prioritized internal staff work, or Council agenda items, it does set forth major undertakings
through the two year planning horizon.
Attachment #1 is an annotated copy of the 2016-2017 Strategic Plan, which updates the Council on the
progress for all strategies in the adopted plan.
Attachment #2 lists projects which the Town’s leadership team composed of department directors and
Executive Assistant to the Town Manager recommends Council consider adding to the 2017-2018
Strategic Plan.
Mayor Jennie Fancher has organized the retreat agenda to first review and discuss Attachments #1
and #2, followed by the Council’s discussion and direction regarding the development of the plan,
including establishing priorities for the work.
Adoption of the 2017-2018 Strategic Plan is schedule for consideration on the June 28th agenda. Once
adopted, the leadership team and I will factor the work into the budget, including assessing any need
for additional staffing or consultant services.
I look forward to the discussion.
ATTACHMENTS:
Attachment #1: Town of Avon 2016-2017 Strategic Plan - 1st Quarter Status Report
Attachment #2: 2017-2018 Recommended Strategies
Attachment #3: Criteria and Procedures for Prioritization of Capital Improvements
ATTACHMENT #1
TOWN OF AVON
2016-2017
STRATEGIC PLAN
JUNE 14, 2016 STATUS REPORT
Adopted by the Avon Town Council
Resolution 15-16, Series of 2015
October 13, 2015
2016-17 STRATEGIC PLAN
October 13, 2015
Purpose of the Strategic Plan
The Strategic Plan is developed and adopted to guide decision-making and provide the structure for ensuring
investments and programs reflect Council priorities in achieving the vision and adopted plans of the Town of
Avon. This work of the Council has been done since 2013, when the Town’s first Strategic Plan was developed
and adopted at regular Council meetings, with meeting notice.
In July of 2015, the Town Council provided the opportunity for residents and businesses to identify the most
important issues in the Town through civic engagement outreach at open houses. The outreach was specific to
the development of a community survey, which was distributed to all residential households and businesses in
Avon on August 3, 2015. Results were presented to Council on September 22, 2015. The results have aided the
Council in identifying priorities over the next several years and have provided information as to other methods
to engage the public in the vision and strategic planning of the Town.
The Strategic Plan is updated each year to reflect dynamic change, as may be needed, and to present to the
Avon community the important work planned by the Town over the planning period.
• The following section presents the Strategic Plan Vision, which provides a dynamic overview describing
the way of life in Avon, the values the community holds and serves as a comprehensive statement
regarding the focus and directed outcomes of the Town’s work.
• From the Strategic Plan Vision, four key outcomes have been identified to set the prioritized work of the
Town. The four outcomes, with successes, challenges and strategies to achieve each vision are detailed,
resulting in a Strategic Plan.
Once the Strategic Plan is adopted, a budget is prepared to meet the multi-year program, followed by
each department submitting a business work plan to the Town Manager identifying the timing and
process for implementing each strategy. Progress on the work plans are monitored to ensure
outcomes are met.
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2016-17 STRATEGIC PLAN
October 13, 2015
Strategic Plan Vision
“… To provide a high quality of life, today and in the future, for a diversity of people and interest,
and to promote their ability to live, work, visit and recreate in the community.”
TOWN OF AVON COMPREHENSIVE PLAN, REVISED MARCH - 2008
The Town of Avon, surrounded by natural beauty, is today a strong community, which will maintain a focus on
families and workers, and that will build on its strengths to become a nationally and internationally recognized
year-round mountain resort community. Committed to providing a high level of municipal services for our
citizens and visitors, and the stewardship of our natural resources, Avon will expand its cultural, recreational
and educational offerings in partnership with our broader community and regional public and private sector
agencies, thereby ensuring sustained economic vitality and a vibrant community experience.
Recent resort-oriented accommodations projects in Avon are of a higher standard than the Town attracted at
its founding and in its early years. It is this superior level of quality development that Avon believes will be its
comparative advantage in the future, and, therefore, will work to attract and promote these types of
developments by ensuring Town plans and incentives are constructed in a manner which provides the
development community clear and timely information; and by steadfastly maintaining a professional and
solution-oriented municipal business.
The Town will continue to value and support our full-time and part-time resident population by providing an
exceptional level of municipal services and by working to retain existing businesses as the Town seeks to
expand its retail and commercial base, while fostering our sense of community through both our spirit and the
built environment. The importance of vibrancy and activity within the Town will be supported by attracting an
array of new and diverse cultural and recreational events to Avon which are in concert with the values of our
community and serve to nurture a cohesive sense of place and public.
It is the Town of Avon’s elected officials and staff commitment to fiduciary responsibility, effectiveness and
efficiency in providing government services and a practiced belief in open and transparent governance that will
lead the successful implementation of this vision for the growth and development of Avon.
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2016-17 STRATEGIC PLAN
October 13, 2015
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Strategic Plan Fiscal Years 2016-17
SUPPORT A STRONG COMMUNITY,
BUILDING ON STRENGTHS AS A YEAR-ROUND MOUNTAIN RESORT COMMUNITY
The Town will continue to value and support our community through a strong and diverse economy, attentive
to business retention and proactively partnering with the private sector to expand Avon’s retail and commercial
base. The Town’s commitment to planning for future growth; openness to new community development
trends; and, recognition of private property interests and the costs of doing business with the Town, sets forth
a dynamic relationship for the successful construction of the built environment and business growth.
RECENT SUCCESSES
MEDICAL OFFICE BUILDING NEGOTIATION,
APPROVAL & BUILDING PERMIT - AVON ROAD
SAFETY IMPROVEMENTS FOR PEDESTRIANS AND
BIKES - ELEMENTARY SCHOOL STREET SAFETY
IMPROVEMENTS - DEVELOPMENT OF WALKABILITY
PLAN & WAYFINDING IMPROVEMENTS - BUFFALO
RIDGE BUS SERVICE - BUS SHELTER PLANNING &
FUNDING – STREET & PUBLIC LOTS PARKING
PROMOTION - BRAND PLATFORM ADOPTED
MARKETING RFP DISTRIBUTED - REGIONAL AND KEY
STAKEHOLDER MEETING PARTICIPATION
CURRENT CHALLENGES
SHORTAGE OF AFFORDABLE LOCAL HOUSING FOR
WORKERS & SENIORS - FEW HOUSING OWNERSHIP
OPPORTUNITIES - CHANGING DEMOGRAPHICS OF
THE SKI INDUSTRY & INCREASED COMPETITION
STRATEGIES
Tier 1 Priorities
Update the comprehensive plan, including demographic data update and consideration of policy
support for the millennial generation and seniors IN PROGRESS – Redline of all adopted land use plans
completed for PZC review. Expected completion date: December 31, 2016.
Develop diverse options for local working housing through public - private partnerships; study
successful models in other resort communities IN PROGRESS – A visit to the City of Aspen was
completed; have attended housing meetings hosted by Eagle County and begun conversations on
deed restricted housing “client” services being centralized at the County. On June 1st, Eagle County
made a request to begin discussions about forming a multi-jurisdictional housing authority. Beginning
in mid-August, the Town will be continuing its planning for Tract G, Lot 5 and Swift Gulch all Town
lands which can accommodate some level of worker housing. The evaluation of the new Town Hall
building to support an additional two floors is now being robustly considered. This addition of
approximately 10,000 square feet could all be dedicated to worker housing.
Invest in multi-modal improvements prioritizing walkability and bicycle use on streets, with transit,
parking and wayfinding IN PROGRESS – The design of Beaver Creek Boulevard from Beaver Liquors to
Lake Street, with construction scheduled in 2017, is underway, with a test pattern planned from early
July through the winter; wayfinding signage should be installed by mid-July; outreach to the owners
2016-17 STRATEGIC PLAN
October 13, 2015
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of the Traer Creek properties to develop a parking and transportation plan has been made since last
fall without any success.
Complete Wildridge design guidelines to address constraints and neighborhood compatibility
COMPLETED: APRIL 12
Tier 2 Priority NO ACTION HAS YET BEEN TAKEN ON THESE STRATEGIES
Map railroad right-of-way and Town easements to evaluate transportation options
Work with local merchants on a bike sharing program Staff recommends this task be deleted in favor of
the private sector initiating
Evaluate the pros and cons of zoning Wildridge Staff recommends this task be dropped when
recognizing the limited number of properties to be developed and that there have not been many PUD
amendments filed over the past five years.
Conduct a survey in the Wildridge development to assess interest in transit ridership, including but not
limited to days and hours of operation If a survey is done, expand to include inelasticity of demand
around cost of service
On-going
Maintain a strong partner relationship with our business community, developers, Vail Valley Partnership
and the Vail Leadership Institute Business meeting planned for early fall 2016; communication and
outreach occurs topic by topic
Throughout the year, Liaison Appointees and Town Manager will meet with respective principals for
developments in the Town of Avon to discuss current issues, development needs and opportunities Meeting
this strategy proactively
2016-17 STRATEGIC PLAN
October 13, 2015
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Strategic Plan Fiscal Years 2016-17
PRESERVE & ENHANCE THE NATURAL ENVIRONMENT
Maintaining a strong foundation for the stewardship of Avon’s natural resources is a top commitment by the
Town. Avon will promote sustainability through the funding of programs and projects to protect the Town’s
and the regions clean waters and clean air.
RECENT SUCCESSES
WATER AUTHORITY MASTER PLAN COMPLETED -
AVON & POST BLVD ROAD IMPROVEMENTS/ WATER
CONSERVATION - IBC/WILDLAND FIRE UPGRADE -
WILDLAND FIRE MODULE IN WILDRIDGE
CURRENT CHALLENGES
POTENTIAL COLORADO WATER COMPACT CALLS &
SHORTAGES - WILDFIRE POTENTIAL - POTENTIAL
LONG-TERM DROUGHT IMPACTS - EAGLE RIVER
PROTECTION - CLIMATE CHANGE - RESOURCE COST
ESCALATION
STRATEGIES
Tier 1 Priorities
Within the Council membership, develop succession knowledge of water rights and understandings in
the Water Master Plan Agreement so that institutional history and relevant facts are retained and serve
as the basis for future domestic water decisions COMPLETED: May 10th work session with the UERWA
Participate with Water Authority representatives to develop a program and policy for the accounting
and dedicated use of unallocated water held by the Authority COMPLETED: Policy adopted by UERWA
on May 26th.
Partner with ERFPD on wildfire protection, methods and education Reviewed with Fire Chief Karl Bauer
on April 5th; proactive education; Chief Bauer has provided a 2016 outreach plan
Continue with the Water Authority, Avon representatives and Mountain Star residents to reach
resolution of the Mountain Star water tank, fire flow, and system delivery issues
COMPLETED: APRIL 12TH
2016-17 STRATEGIC PLAN
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Amend the Town’s landscape code to more effectively replace vegetation which has been removed
Work not yet commenced due to staff positon opening
Tier 2 Priorities No activity except as noted
Process Annexation and Zoning applications, including surveying and public notification requirements,
for the 85.99 acre “Village Parcel” deeded to Town through the Eagle Valley Land Exchange of 2013
Evaluate climate action plan/adaptation needs for public and private properties
Evaluate waste reduction options
Resolve Avon Drinking Water Facility fenced area for ownership and/or lease to the Water Authority;
and, in the interim, remediate liability concerns
Action before Council scheduled for June 24th.
Assess the Town's public tree stock in the park and in right-of-ways for timely replacement Assessment
begun; any study needs will be proposed in 2017 budget.
On-going
Participate as a member of the Urban Run-off Group to evaluate and support, as appropriate, needed
Eagle River improvements Town Engineer Justin Hildreth represents the Town
2016-17 STRATEGIC PLAN
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Strategic Plan Fiscal Years 2016-17
DEVELOP INCLUSIVE & DIVERSE ECONOMIC,
EDUCATIONAL & CULTURAL OPPORTUNITIES
The importance of vibrancy and activity within the Town will be supported by partnering with existing special
events and attracting an array of new and diverse cultural, educational and recreational events to Avon, which
meet the Town’s brand and are in concert with the values of our community and serve to nurture a cohesive
sense of place and public.
RECENT SUCCESSES
PAVILION COMPLETION & DIVERSE ACTIVATION -
MAIN STREET MALL COMPLETION & ACTIVATION -
2015 CHAMPIONSHIPS APRES AVON & AUDI SUCCESS
- WEST AVON MULTI-USE TRAILS CONSTRUCTED &
MAINTAINED - MALL MOBILE CART PROGRAM -
SOLICITATION FOR 3RD PARTY PAVILION
CONTRACTOR - RECREATION CENTER UPGRADES -
PLAYGROUND RFP – MARKETING PLAN RFP
CURRENT CHALLENGES
IDENTIFYING & NURTURING A DIVERSE &
SUSTAINABLE YEAR-ROUND SCHEDULE OF
CULTURAL EVENTS - SUMMER REVENUE, WHEN
MEASURED BY SALES TAX, LAGS WINTER RECEIPTS.
STRATEGIES
Tier 1 Priorities
Fund a diverse program of vibrant arts, educational, cultural and recreational offerings at the Pavilion & Mall
Presented to Town Council on January 26th the array of festivals and events for 2016, including three new
multi-day events at the Pavilion and programming for the mall – all receiving funding; continue to vet
proposals and solicit activity on an on-going basis
Upgrade and relocate the Nottingham Park Playground, prioritizing this project for a 2016 GOCO grant
application IN PROGRESS – Design approved by the PZC; a grant will be applied for with construction
planned for 2017
Update the Avon Trails Plan to provide a comprehensive, prioritized soft and hard trails plan, including trail
connectivity; pursue grant funding IN PROGRESS – Public Meeting scheduled for June 15th; with final
adoption scheduled for August 9th, plus prioritized selection of trails to be constructed.
Develop and fund an effective marketing plan for civic engagement, Avon’s events, revenue-generating
programs, vacation amenities (including lake, beach, and trails), and promoting Avon as a place to play, work
and live. The plan will evaluate the use of social media, website and print media. Reaching all segments of
the population is paramount, including but not limited to residents, visitors, the younger generation and
Hispanic population. COMPLETED: Council adoption on May 24th.
Tier 2 Priorities
Provide needed improvements to Whitewater Park, its parking and access
Scheduled for Fall, 2016
2016-17 STRATEGIC PLAN
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Support regional World Class events and the Walking Mountains School On Going; successfully bid on new
event to be announced July 28th.
Build photo monuments around the commercial core to memorialize Avon’s history
Not funded at this time
Work to keep and maintain the Hahnewald Barn on site Assessment completed by citizen group with Town
and UERWA funding; supporting informational needs of a citizen effort
If possible, find a new location for Blacksmith Barn Not yet identified
As appropriate, share the results of the Community Survey with potential business interests in terms of types
of businesses and services desired in Avon
On-going
Maximize the grant resources available through potential sources available such as through the Office of
Economic Development and International Trade, including its new Outdoor Industry Recreation Office; a
Scientific & Cultural Facilities District, and Department of Local Affairs On going
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Strategic Plan Fiscal Years 2016-17
PROVIDE A RESPONSIVE, CUTTING-EDGE
& EFFECTIVE GOVERNMENT
Ensure that Town government is managed and operated as a “competitive” business and in a manner which is
client-focused and solution-oriented, meeting the highest standards of fiduciary responsibility, implementing
best practices, and using Town resources effectively and efficiently in each department. Provide for the
development of capital projects, which support the community-resort economy, and promote the Town brand
through a five-year capital investment plan, utilizing appropriate funding mechanisms such as pay-as-you-go,
new mill levy and/or current tax receipt long-term debt. Support a work culture that is flexible, innovative and
resilient to change
RECENT SUCCESSES
COUNCIL STRATEGIC PRIORITY DIRECTION/PLAN -
BALANCED BUDGETS/RESERVES MAINTAINED -
RESPONSIVENESS FOR WYNDHAM AND MEDICAL
OFFICE BUILDING REVIEWS - COMMUNITY SURVEY -
CIVIC ENGAGEMENT PROGRAMS - TOWN HALL STUDY
COMPLETED - DEFFERED MAINTENANCE FUNDING -
EXPENDITURE SAVINGS FROM ORGANIZATIONAL
RESTRUCTURING,IMPLEMENTATION OF POWERPLAN
RFP SOLICITATION FOR TRACT G
CURRENT CHALLENGES
FUNDING FOR TOWN HALL/PUBLIC SAFETY FACILITY -
FUNDING FOR OTHER CAPITAL PROJECTS - CIVIC
ENGAGEMENTOUTREACH CHALLENGES - LABOR
FORCE COMPETITION - COMPETING FOR GRANTS FOR
PUBLIC PROJECTS
STRATEGIES
Tier 1 Priorities
Determine location(s), costs and financing plans for the Town Hall and Police Department
COMPLETED: Design, bids and construction management underway
Maintain Town infrastructure, including all buildings, roads, parks, preserves and trails; appropriating
deferred maintenance funds as required, and seeking long term debt approval, when appropriate
ON-GOING – Additional budget supplement approved on the April 12th agenda
• NEW: Re-design avon.org website (from the Marketing Plan 2016 Priorities)
Tier 2 Priority
In a collaborative work group, with Eagle County, its municipalities and major metropolitan districts,
review Eagle County’s revenues and expenditures apportionment Programmed in 3rd quarter
On-going All strategies consistently met except as noted
Provide strategic Council leadership, consistently practicing open and transparent government
Maintain and consistently evaluate a strong civic engagement program, including ad hoc committees, a
bi-annual community survey, volunteerism program, etc.
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Maintain fund balances, contingency and reserves to guarantee a fiscal position that is resilient to
economic fluctuations; transfer surplus funds to capital projects
Continue to develop annual Department work plans, which are measurable and maintain accountability
Hold annual or bi-annual sessions in joint meeting settings with government partners None
scheduled in the 1st or 2nd Quarter
ATTACHMENT #2
LEADERSHIP TEAM RECOMMENDATIONS
FOR THE 2017-2018 STRATEGIC PLAN
SUPPORT A STRONG COMMUNITY, BUILDING ON STRENGTHS AS A YEAR-ROUND MOUNTAIN RESORT
COMMUNITY
Work proactively with Hoffmann Commercial Real Estate and Traer Creek owners to find
leaseholders for the Office Depot and Sports Authority spaces
Evaluate redevelopment options
Evaluate blight study and URA District Plan recognizing the needed approvals of Eagle
County and the other special districts for funding retention
Evaluate the permanent closure of Sun Road to develop a more viable and incentivized
development pattern
Evaluate the formation of a special improvement district to improve the facades of the Avon Center,
Comfort Inn and other properties along E/W Beaver Creek Boulevard, including development of
public spaces
Fully support Avon transit as a key element of a walkable community, including testing Uber/taxi dial-
a-ride service for low-ride routes; stay attentive to the potential role of autonomous cars
Take a proactive role with Vail and Beaver Creek to influence ECO to provide late night
transportation to serve workers in the valley
In the Tract G land use planning, include expansion of the Recreation Center and parking garage
PRESERVE & ENHANCE THE NATURAL ENVIRONMENT
• Consider adopting a “pay-as-you-throw” refuse system and evaluate franchise agreements for waste
haulers
• Consider legislation to end the use of plastic bags
• Develop a plan to improve the visual gateway and corridor along I-70
• With the expertise of the UERWA, develop outdoor landscape guidelines/regulations to reduce
water use and off-site impacts, such as fertilizer run-off, which can affect the Eagle River
• Proactively ensure trees on public and private property do not host and spread viruses; remove dead
trees with a well-developed landscape program
DEVELOP INCLUSIVE & DIVERSE ECONOMIC, EDUCATIONAL & CULTURAL OPPORTUNITIES
• Stay committed to providing diversity in festival and event programming
• Evaluate a Scientific and Cultural District to provide funding to Walking Mountains and Avon’s
cultural activities
PROVIDE A RESPONSIVE, CUTTING-EDGE & EFFECTIVE GOVERNMENT
• Plan and budget for the development of Lot 5, in the Five Year Capital Improvements Plan, including
equipment and vehicle storage and future office space
• In planning for the new Police Station and Town Hall, adopt a paperless strategy to reduce waste
and support files, etc.
• Implement 2017 Marketing Plan action steps
• Participate in the Mountain Connect broadband community; develop a program to ensure fiber is
proactively developed in Avon as growth occurs
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ATTACHMENT #3
TOWN COUNCIL REPORT
To: Honorable Mayor Jennie Fancher and Avon Town Council
From: Scott Wright, Assistant Town Manager
Meeting Date: June 14, 2016
Agenda Topic: Review of Criteria and Procedures for Prioritization of Capital Improvements
ACTION BEFORE COUNCIL
Town staff is recommending the incorporation of a rating system to prioritize and program capital
improvement projects, as an integral process, in the development of Avon’s Five Year Capital
Improvements Program. A recommended methodology and examples of rating criteria that could be
used to evaluate and prioritize capital projects is presented below for discussion, during Council’s
Retreat. As a retreat topic, staff would like to discuss the methodology and learn if a majority of
Council favors the initiating of this more formal evaluation process beginning in fiscal year 2017.
OVERVIEW
The Town’s Five Year Capital Improvements Plan (CIP) has been developed in order to systematically
forecast and match revenues with the Town’s capital needs over a five-year period. The CIP also
assists in scheduling, managing, and financing capital improvement projects in order to ensure cost-
effectiveness and conformity with established policies, cash flows and adopted plans; and, in setting
operational and maintenance budgets for projects.
Long-range capital planning is an important management tool, steered by the Town Council’s two-year
adopted Strategic Plan and other adopted land use and master plans, linking the capital infrastructure
needs of the community, the desired amenities of its residents, and the operational needs of
government with the financial capacity of the Town.
The CIP guides the budgeting and funding of all capital improvements constructed by the Town,
including facilities, land and land improvements, roads and streets, and utilities. In addition, certain
other major capital projects and certain debt service are included in CIP.
CRITERIA AND PRIORITIZATION
The objectives of creating a CIP criteria and prioritization process are to: (1) develop a strategic and
objective process for identifying top priority projects, (2) link CIP projects to other planning tools such
as the Strategic Plan, Comprehensive Plan, and other master plans, that incorporate community-level
priorities, and (3) establish an independent rating system that balances a wide range of criteria. It
must be noted that the implementation of a rating system should be considered as a key step in
developing a five year plan, but the finalization a five-year plan for Council adoption will most likely
include other considerations.
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Suggested Criteria
The following are commonly listed as evaluation criteria in other organization’s capital improvement
programs.
1. Public Health and Safety
a. Does the project address a health or safety mandate?
b. Does the project address a potential health crisis?
c. Does the project address a potential safety hazard or situation?
2. Supports Stated Community Goals
a. Does the project help implement goals and objective identified in the Strategic Plan or
other adopted plan?
b. Does the project implement some or all of the recommendations of a previous study?
c. Has the project been specifically identified by the public in a previous community
survey, charrettes, etc.?
d. Has the project consistently been included in previous capital improvement programs?
3. Economic Impact
a. Does the project directly or indirectly help promote job growth in Town?
b. Does the project facilitate a development that will provide positive revenue growth to
the Town?
c. What is the impact on service levels?
d. Does the project enhance current Town service levels or raise service levels to an
appropriate level?
4. Operating Impacts
a. If a new project, what is the impact on the Town’s operating budget?
b. Does the Town have the ability to support the project under current operating budget
levels?
c. If an existing asset, does the project protect the Town from rising maintenance or
replacement costs?
d. Is the project an efficiency improvement project? Does the project repair, replace or
enhance an existing asset?
5. Capital Fiscal Impacts
a. Does the project have dedicated funds available?
b. Will funding the project now result in significant savings or economies of scale?
c. Can the project be effectively coordinated with other capital projects?
d. Is the project realistic from a financial standpoint?
Criteria Weights
Certain criteria are obviously worthy of greater weighting than others. In the evaluation process, this
would be accomplished by assigning different weights to each of the above criteria. Each question
within each criterion would then be assigned a grade A-F. The grade assigned to the question would
be multiplied by the criteria weight to arrive at the score for the project.
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PROCESS FOR IMPLEMENTING A RATING SYSTEM
Initiation of a Rating System: If Council would like to proceed to initiate a criteria-based multi-year CIP,
for fiscal year 2017, we recommend the Town’s leadership team, with two Planning and Zoning
Commissioners finalize the weighted point system and apply it to all identified capital projects. The
work will be presented to Council at the September 13th budget work session.
Delegation of the Rating System to the Planning and Zoning Commission/Leadership Team: The vast
majority of capital projects implement the adopted plans of the Town. Ideally, the Planning and
Zoning Commission should be considered for implementing a criteria-based CIP for those projects.
There are other projects, which we feel, that are “capital” maintenance and should be designated to
the leadership team to evaluate, such as road repairs and IT investments. Other projects may be
funded through other monies, good examples are projects funded through the Water Fund, but are
accounted for with revenue transfers into the Capital Projects Fund.
The Commission, at this time, however, has several new members and we do not believe there is
adequate time to fully engage the Commission in the development of the CIP this year. We
recommend the Commission take a lead role with the Leadership Team beginning in 2017.