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1992-10-06 Support Documentation Town Council Work Session
VAIL TOWN COUNCIL WORK SESSION TUESDAY, OCTOBER 6, 1992 ~ 6:00 P.M. IN TOV COUNCIL CHAMBERS AGENDA 1. Discussion Re: Management Options for the Cemetery at the Upper Bench of Donovan Park. 2. 1993 Contribution Requests. 3. Information Update. . 4. Council Reports. 5. Other. 6. Adjournment. 0000040400400440040444 THE NEXT VAIL TOWN COUNCIL EVENING MEETING WILL BE TONIGHT, TUESDAY, 10/13/92, BEGINNING AT 7:30 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL WORK SESSION WILL BE ON TUESDAY, 10/13/92, BEGINNING AT 2:00 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL WORK SESSION/EVENING MEETINGS WILL BE ON TUESDAY, 10/20/92, BEGINNING AT 6:30 P.M. IN TOV COUNCIL CHAMBERS. 0000440404000400400404 C:JIGENDA.YVS VAIL TOWN COUNCIL WORK SESSION TUESDAY, OCTOBER 6, 1992 6:00 P.M. IN TOV COUNCIL CHAMBERS EXPANDED AGENDA 6:00 P.M. 1. Discussion with the recently retained cemetery consultants regarding Andy Knudtsen management options for the cemetery at the upper bench of Sherry Dorward Donovan Park. Larry Sloane Action Reauested of Council: Staff would like to provide the opportunity for Council to discuss the options for cemetery management with Sherry Dorward, the lead member of the cemetery consultant team, and Larry Sloane, the management and operations expert. Larry will discuss a range of potential management options which will be further analyzed as the project continues. The Council will have the opportunity to respond to his initial evaluation, and provide feedback to him as to the direction he should take in his work. 6:45 P.M. 2. 1993 Contribution Requests. Steve Barwick Action Reauested of Council: Decide upon budget levels for 1993 contributions to other organizations. Background Rationale: At the September 22, 1992, budget session, a wide variety of local groups requested 1993 contributions from TOV. 7:15 P.M. 3. Information Update. 4. Council Reports. 5. Other. 7:30 P.M. 6. Adjournment. 4444444444444444444444 THE NEXT VAIL TOWN COUNCIL EVENING MEETING WILL BE TONIGHT, TUESDAY, 10/13/92, BEGINNING AT 7:30 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL WORK SESSION WILL BE ON TUESDAY, 10/13/92, BEGINNING AT 2:00 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL WORK SESSION/EVENING MEETINGS WILL BE ON TUESDAY, 10/20/92, BEGINNING AT 6:30 P.M. IN TOV COUNCIL CHAMBERS. 4444444444444444444444 C:WGENDA.WSE VAIL CEMETERY PRESENTATION TO VAIL TOWN COUNCIL October 6, 1992 Larry Sloane, L.F. Sloane Consulting Group Sherry Dorward, Alpine International 1. PURPOSE 1. To introduce you to the alternatives we are considering for design and management. 2. To identify policy issues that have implications for design and management. II. MANAGEMENT TASKS t[I. BURIAL OPTIONS IV, MANAGEMENT OPTIONS I. Town managed and operated 2. Cemetery District as manager 3. Management by snot-for-profit foundation or 501(c)3 corporation 4. Private, for-profit operator 5. Hybrids V. POLICY ISSUES 1. Must/should the cemetery be financially self-supporting? 2. Who can be buried here? Financial implications of excluding "outsiders"? 3. Trade-offs: aloes-key, municipally run community cemetery means the Town pays up front; a privately run cemetery may mean lower initial financial commitment, but loss of some local control. 4. Burial options: if we try some innovative mixes will you still feel the plan is true to expressed community desire for a very natural place? 5. Multiple uses: expressions of cultural, natural, and geological history, interpretive monuments, passive recreation are these OK? 6. Others PUBLIC MEETING on physical layout and design of the cemetery Tuesday, October 27, 1992, 7:00 p.m. l ~ J ~J MEMORANDUM TO: Town Council FROM: Tim Devlin DATE: October 6, 1992 SUBJECT: Amend Town of Vail Master Rockfall Hazard Map L:: 'r,';fijr. ':::1 iM1fvii~':iitii'i? ~j;::? }:r:~'!... -..1.....:..., 4 .~..v r........... n ..nxx.viW ii... ..M1....n.. r.. r....n.r.+ . ..................n...xv..r.r...nr........v...... r..........n .rv...... un...~.n.....,...........~ This request is to amend the Town's Master Rockfall Hazard Map by removing specific properties from "Moderate Rockfall" designation. These properties are Lots 10, 12, 13, 14, 15, and 16, Block 9, Vail Intermountain. The Rockfall Map prepared in 1984 identified portions of these properties as being located in a moderate rockfall zone. A recent on-site investigation by the consulting geologist (Dr. Nichols Lampiris) who helped prepare the maps in 1984, revealed that these properties are not in any rockfall zone. Dr. Lampiris has submitted a letter to the Department of Community Development, and recommends that the Moderate Rockfall designation be removed from the above referenced properties. - I Nicholas Lampiris, Ph.D. CONSULTING GEOLOGIST 0785 )NGERSOL~ LANE SILT, COLORADO 81652 (303) 876.5400 (24 HOURS) JLf~. y ! ~'r-• w i. n f:f,a c: h r <~1 c i~f Fra:•, ^^:h FCC: Lai: 1:, T~1. I; r; , V,:~:i. 1. Intr~rrr~oul7~.: ~~.i. n 7his> .lr-..~hte~f^ i.sa ln'L-ennr=ri to verf•y t~l-rr~ rr-~<._Lr1.1:~~, o•r~ c:,uf•- irld vi~~i.t yr~=s t.c~l~-d~y. (-1f ter ri~vi ewi. nq my •f i 11=:a, :~n~.~ wi. t ` 'I_he i. nforr^a•l- i c7n deri.vr.:~cl •r`rc~rn •khe field,, T. cfancl~.i~~!e •kt7:~t yr..n_ar or-o;aer•`y is not an avrn.~v rock: fall h~t~jrd ~ranezs. I rcr_ammcnd to the l-af~an of Vai Z , ~_tsi ng this 1 t=tt~r , to remove the emir°e area ~~ro~.fnd yaur pol-tien of the 4~LabdiVisian -from any rocE~ _ fall -ane. (~pp.•~rc•ntl y df_tri ntJ aer:i al. nho•tar~r4~phi r i nterprEtatj. or•I , t~h~ c,;ork:ir7cl~s ~•~r-af_fnd •hhe w:~i-.i,r tanl~: facility were ta!•cen to be of.it:crop which r~aL~l ri ,p~a.l l onto 1 over- praperti Thi i s nc,•t: the case. C7rrce ~~ct~~in, the lane showing MediLtm l=~r~r4::f~~J.1 I•-i~-~~~,rr~ in •thr-~t arc,- shoal d be rernc7ved from the Town of Vai 1 's maps }produced by me i n ? min i ~f yaf.; neat! ,•r_irthrr- vrr a. •r.. i. r=c"i~:i an. ~;an~_e' el Y, ~ O NS,chral~~a ! ampiris> Consult to ng Geol oc~ i st -~.Fi~ ~ ~+It ~,Mys~~ - +V' ` .y ri1~"~,~ ~ ~'J'T°,~ ~ 4~ 3 i1'Ry~,~~ ~ ;,j } t : f.. l ,y'.I y' t~ . ' h. *»flP q~f ~ Aid. i~~j*y, Y ! Q"~~s# iti, ~ , y 4~ p t'.-n 2 1a. ~ aS~ ~~X w" ' `~r rj~~3{,7+ ~ •s s ~ x y ^b,. ~ aye `w• ~r .9'' A ~ i'S..~ ~ ~t . ; ~~*y'+~!~~ , "}i . yj.,"f ~ ~`'f L . F +~ekt r` ~ ,1 s ..•r! aa~'MG; -r ~.W~zry ~3Y ' ~ r?~ '~i'"~." . "ms's v ~ L > ,_ry.~s+?_5,' ~ , ~ "fir _ t l,~ .r; ~ aye,,-~;:. r ~ ~ ttvy'~y.~`,.^.f~e~rs~r.,,`e'~'ac~~tF'~ ry,.:~ Y~'"~ ~ a`t J :Aa a`aYi•~.1. _ r^a tP'.> a 7 raS.~ ~t's•."'~!x ~.~,a .c-+ax~ ~1z 'fi ~ ~~~''F+~ p" ice' ~ y ~j ~ tt f ~ a,~~~ 4 *ii.,i,•~y.:a,, ~ .~Xt mow' _ ~ i ~ a ,:f .n7 ~ 'r^.,N, +r .z+ev- ~ i 'V a,,. rti., ~ cA:+ c.t s Y ~"~'~i^: a~ + ~ + i , _ .....a„a a., _ ror k. . - )lam ~ --.,,F R _ _ f"°~ s ~ a ,-,,,e.a. ~ „_.~..~'°,W.-- t tip, ~ Stic , ~-t~..~~..~:.~ - --~-..__~::'~w 4~ ~a.. - IYyGpI Syr X....- r"'4E w fi~ ? L" i ~ ~ '~+C s ~r ~ ^}~.i'~,.. sit ~ ~ ~ "'2 ~p~NE -~J y. a 1 ` AM~l~ _ ~ ~ ~2 ~yT 2642 ~i "'~?O ME ~JGM~, 3 ~ =v~ x~ * ac '!a~'~ ~ ,C\99j = 2~ ~ _ r y-; I ~ ~ . F~.~ ~ y ,-1~..,.T~ I'~ L T N 4 7~5... .F ~ 1 jj l/ ~ y A ~ Vail Valle ' S eclal Y p given ' is Comml . s slon I Special Event Funding Request Summary Name of Event: VAII. VAI,L~1l ~T~{4~t~ OF ~.1(~I~ . Date of Event: ND~ . -DEC . Z~ ,1 f Sponsoring Organization: VAll.llAl,l~1~ '~D(.t ~1 ~ ~ raN~~1JTl~tJ ~u ~L{ , Chairperson or Contact: t~~ Amount of Request: $ I 5(7a This request has been: approved; denied; ~ nn X modified to the following terms: ~I~ V~edC . ('BtnsidP.t2~rt19~ -l-i~ W~Ykli~,?zf,~n ~a5 ~zrv'S ~-wl2v~kc~ w~.~ `.1 . Th~/e~ rationale for this determination i based on the following: "fi1~.iS ~ s -f-~,e, k~ ~d fir-,PalP,crl`e W2J~ Igpl:.M.G ?tito~f ~1,up~, l~fi `f- iS -f-k~ ~ s a u~ lieu - u~ ~ , lovd~vnwc~'~ - w i~~ G-(a(-e~-f ~ ~e~,?~, ~ -IQ~~,~ ld i v?~ew~P,vrl--~ J I-; ~n sass dungy ?l~o, a to ~ s-b r ~ X211 ~ ~ l ow `~avv~ ~ ~ . J ~%v~, ('.e^eQ~C >~,a?-t has 2t ve?~.~ ~zvmu-~~ a ~1.?u~.~~( _<_erv?-Ir; b~~`~, -~-H.~p;~.ti~ ,~19~-, II'YI M-I-N rv~ Via -f-1~2 J W ~ ~ -{-G, ~ ~ 3 Vev ti Jc ~ a~~_ reams-~ -~,L To w Vag 1 s s ~ .~~-I"' Submitted by Vail Valley Special Events Commission i~Z~ Thomas J. Britz Chairman Vail Valle S ecial Y ~ events Commission Special Event Request Application IMPORTANT: This form must accompany all applications. Please type or print. Use a separate form for each event. Name of Event: FESTIVAL OF LIGHTS Date of Event: Nov 27 -Dec 23, 1992 Is date firm? yeS Tentative? Chairperson or Contact: Deberah Ramsey Address: 100 E. Meadow Drive, Vail, CO 81657 Day Phone: 476-1000 x 3037 Evening Phone: Sponsoring Organization: Vail Valley Tourism & Convention Bureau Are you a Corporation? yeS State and Date of incorporation: Sept . 1964 What is your tax status? (e.g. for-profit or non-profit) not-for-profit Circle One: Is this event New or Pre-existing? If Pre-existing, how many years? new Location of Event? Vail Village, Crossroads, Village Inn Plaza, Lionshead Brief Description of Event: Magical Festival of Lights promoting value priced lodging, lift tickets and a holiday ambiance with Santa, carolers, & a Town Crier Who is the event targeted towards? Colorado families. skiers shonners and overnight guests Amount of Request: $1 ~ .500. Do you want input from the Special Events Commission regarding possible ways to improve your event? yes 1 Event Analysis Attach additional ir}~ormation to this form if more room for explanation is needed. 1. ORGANIZING ENTITY: la. History and experience of organizer: 15 years of special event production experience. 1990 and 1991 fulfilled Town of Vail Special Event contract. lb. Event Benefici~uy: Na proceeds - community at laree lc. What Percentage of proceeds goes to Beneficiary? 0 2. BUDGET: 2a. Amount requested: l~, Sba 2b. What percentage of the total event budget does this request represent? 1 /5 2c. Attach detail of the sources and uses of requested funding? see attached ~ T 2d. Detail other revenue sources and sponsorship potential: see attached sponsor request ~ 2e. If a request for seed money is a part of the plan, detail your rationale and plan for repayment: 2f. How are Profits distributed? a 2g. If this funding request through the Special Events Commission is not approved (in part or in entirety), will the event still occur? If will still occur (without this requested funding), what will the difference be? Yes , there will be limited entertainment i.e. Santa, Carolers and Town Crier 2 2h. If this evcnt is continued next year, do you plan on requesting funding again next yeaz? Yes. however reduced fee as costums will be purchased and a history established which is encouraging for local sponsorship. 3. INSURANCE /RISK MANAGEMENT: 3a. Description of Insurance and Risk Management as pertains to the event: nroductinn romRany will hire the entertainers and their insurance policy will cover the entertainers. 3b. Are all involved parties co-named as insured? Yes we will request that that be so (TOV & WT&CB) 4. OPERATIONS PLAN: 4a. Attach your Operations Plan, clearly detailing and addressing specific issues such as: 1. Staffing, paid and volunteer 2. Ticket Sales, concessions plan (if applicable) 0 3. Operations set-up and tear-down 4. Environmental/Safety issues including security and clean-up. 5. Any other pertinent operations considerations. S. MARKETING PLAN: Sa. Attach your detailed Marketing and Advertising Plan. u#io-a.t~A~ Sb. Will this event draw visitors to the Vail Valley? Yes Sc. Is this a "Quality of Life" event for local residents? Yes Sd. If this is a Spectator Event, how many spectators do you project? Locals 10.000 Visitors i o , o0o Total Se. If this is a Participation Event, how many participants do you project? ~ Locals Visitors Total Sf. Will lodging be required for either Spectators or Participants? Yes What portion of lodging will have to be discounted or comped? ~ Sg. What geographic markets will this be marketed to? Colorado. Front Ranee. Denver Ft. Collins, Colorado Springs, Pueblo 3 6. BENEFITS TO THE VAIL VALLEY: . 6a. Describe the benefits to the Vail Valley, both short and long-term: It will create a macical holiday atm~Sph~,ra anr~~; 11 ha onara~ tnn,~r'1~ f„+.? i buildine tfie exne.crarion to h,~~ wh;1P ~T hnli~• ~u;11 hc~ rn increase incremental dollars. It wjl.l hecnme arL,annt~a~ markprin~ avPnr _ It will include the entire Valley. Avon. Beaver Creek anr~ Va;~ ld ~ v~c~ev~t.~.~l :b?~5 ~hc~5 ~~,w,N,L, a l~ ~ 5/~,~~ ~ . ~ r 7, CONTINGENCY PLAN: 7a. An inclement weather plan (if applicable) should be detailed and attached • 7b. How are losses handled? 8. PREVIOUS YEAR'S RESULTS: Sa. If this is not afirst-time event, please submit an additional Event Analysis on last yeaz's actual results. VERY IMPORTANT: Applications received without all requested information will not be considered for funding until all requested information is received by the Special Events Commission. You may provide any additional information you deem appropnate, but please be brief. PLEASE READ CAREFULLY AND SIGN: If financial support is allocated to this event, I agree that.the funding will be used solely for the designated and approved purposes as stated in this application. I agree to follow all policies and guidelines, and. will supply budgets, ad copies, affadavits and proof of expenditures to the Vail Valley Special Events Commission, as requested. If this funding is approved, the Special Events Commission will require a written post-event evaluation to be submitted within 30 days following the event. Acknowledged and agreed to by: Event Chairperson: C~~:~iY~1~ Date .~Z~F-9~ Upon completion of this form, please submit o Pam Brandmeyer, Assistant to Town Manager, 75 S. Frontage Road, Vail, Colorado 81657. Apphcations?fundingrequwts will be reviewed quarterly. Applications must be received 14 days prior to quarterly Review Meetings. Please check with Town Clerk for dates. 4 ~ ~ ~5~ To: Special Events Commission From: Deberah Ramsey, VVT&CB Date: September 25, 1992 Re: Festival of Lights , Budget considerations A. Santa & two elves: hourly fee for three employees = $28 assume - 3 hours ie 4-7pm @ $84 per day if we hired them_for 20 days = $1,680 Purchase annual mobile "throne" & decorations = $ 500 Purchase 3 costumes for annual use = $ 500 total $2,680 B. Town Crier Hourly fee for two employees = $22 Assume 4 hours per night @ $88 per night Assume 24 night schedule = $2,112 Purchase costumes for annual use = 400 total $2,512 C. Carolers Nightly fee for four employees = $300 Assume 3 hours per night Assume 24 nights @ $300 = $7,200 Purchase costumes for annual use 800 Sheet music & director 500 total $8,500 Total expense for the above entertainment $13,692 The entertainment schedule is proposed between the dates of November 26 and December 24th. The listed entertainers and the number of nights they might perform are merely suggestions. We would probably use most of these people on weekends during the apres ski times, when they would be most visible and enjoyed by the greatest number of guests. All entertainment locations would rotate between the entire Vail community including - Lionshead, Crossroads, Gore Creek promenade, International Bridge and Vail Village on a scheduled basis. We are actively pursuing a sponsor for funding the marketing side of this promotion. The TOV's participation in this promotion will be a key to our success. We have secured excellent value season lodging rates as well as a $30 lift ticket to include in the lodging package. The Vail Valley Foundation, Beaver Creek and Avon have all planned excellent events for their specific locations< • VAti. VAI,I.i;Y 7'OURISA'! & CONYk;NT14N aUREAU • 100 Eu.r~ !llcudo,?~ D~?,r • Vuil, CU RIGS7 (303) 47x1000 ••!•b00•S23.3~t7S•• FAX (,TO.~) ~7a6048 Date: ~~e~tember 9, 1992 To= Tom ~hephard, Sr. V.F./Milisport - Visa USA Frort?: Frank. Johnson, President Re: Sponsorship +++~+++•?+~+++++++++++++t~+++++++~++*++~+++++++++++++++~+++++++++~++ FE'~T I VAL OF L I ~riT~~ # Is a magical holiday promotion geared towards families building the expectation to buy while on holiday, with a g~~a] of increasing incremental dollars between Thanksgiving and Christmas # Will become an annual marketing event # Is a valley wide promotion, including Avon, Beaver Greek & Vail e Will have each community produce common festival events ie. carolers, town criers, Santa & his elves, window decorating, and tree walks ~ Major special events will occur within the time frame ie World Gup races, concerts Vail's ~vth anniversary party, "I~=inq or. the La?,e" in Avon and more # Value priced lodging, lift tickets, great snow, superb dining ar,d the opportunity for unique shopping values Will be promoted. 1ST YEAR GL~AL: The promotion emphasis Would be in-state and local. Collateral material would be taken tv National ski Shows, to begin an awareness that early December offers some fabulous values in the Vail Valley. The promotional costs of $35,000 - 40,041 would be incurred by a National Sponsor. Local events will have local sponsors. We would like to measure an increase of 3% it incr•easea sales tar: during this 3-4 weel: period. 2nD YEAS, GOAL: The promotional market expands to two or three designated national markets such as Dallas or Chica and continues strongly in-state. Sponsorship budget expands t• $50,000 and 80% of the sponsorship funding goes towards the promotion and 20% is spent on increasing the scope of the event production The goal is to show a b% increase in sales tax revenues. 3RD YEAR GOAL: The promotional market expands to increased national markets and maintains a strong in-state campaign The goal is to have a nationally recognized Special Event. Press fa trips for a public relations campaign would begin. The Sponsors hi budget would increase by 25%. The 1992 Sponsor Would have prominent mentions in alt collates material. The marketing outline includes: •s 10 - 20 ad placements in local and front range newspapers e 40,000 brochures for direct mail, ski shows and designated placement. * Radio campaign Fosters & banners where appropriate ' THE VALLEY OF LIGHTS FESTIVAL 1992 "A Celebration of Traditions Of The Holiday Season" Project Goal: To create a valley wide themed promotion during the time between Thanksgiving and Christmas to drive incremental dollars. Promotion would become an annual marketing event. Project Overview: The project has two levels. The first level is "General Promotion & Events:' which involves, a) The overall marketing plan to attract people to our valley and inform them once they are here. bl Special events produced by the program committee which are scheduled throughout the Valley. The second level of this project is "Town/Area Events". These are events created, produced, scheduled and paid for by individual towns or areas to create a stronger schedule and attract more people to their area. GENERAL PROMOTION: General Budget Marketing Budge t_ Production Budget Marketing Plan Timeline National & Regional Target Areas Collateral Pieces, Posters Press Release Plan Airline Travel Magazines Fam. Tours. Sponsorship Associations Lift Ticket Discounts Hotel Packages Restaurant Program Enhanced Values and Specials Summer Trip Give-Away All guests to our area can register at participating merchants to win a trip for four to the Vail Valley in the summer. GENERAL EVENTS & OPERATIONS: Valley of Lights Business and residences throughout the valley will decorate their stores and homes with lights to create a magical atmosphere. The Town Crier 2 costumed town criers will be located in each area to add color and inform guests. From 5pm to lOpm they will ring in the hour. Throughout the evening they will stroll and talk to guests, informing them of all the special events. Window Decorating Competition Merchants throughout the Valley will decorate their windows in an international theme and compete regionally for a Grand Prize of a catered holiday dinner for their staff. Christmas Tree Exposition 8~ Tree Walk A decorating contest for sponsored trees throughout the valley. Guests will walk around the villages viewing the trees. There will be prizes for the best trees in several categories. Strolling Carolers Caroling groups will be created to tour each area. These groups will be costumed in period costumes, stroll around the villages and invite guests to join them in the singing. The group will have a scheduled tour so families can easily locate and join them. Welcome Stations or Restaurant Hospitality Nights Each night the carolers will meet at a certain time at the host site, a restaurant, merchant or hotel who will host a Welcome Station that provides hot chocolate and cookies for the guests. INDIVIDUAL TOWN/AREA EVENTS: In addition to~ the general Operations Plan which will take place in each town, each area can develop and add their own events and promotions. These.additional events and promotions would be done at the expense of the individual towns. These events could include Avon's "Icing On The Lake", Santa's visit to Beaver Creek, sleigh rides in Vail, and candle lighting in Minturn. ...:.:::.:..:.....:...:.:.:.:...v,..... ~z~43:..:., FN~7~x ice:::;: 1992 1993 1993 Council Organization Contribution Budget Request Bob Buckley Jim Shearer Jim Gibson Peg Osterfoss Rob Levine Merv Lapin Tom Steinberg Average Final Vail Mountain Rescue Rick Barnes 2000 2000 10,000.00 S,OOD 4,000 2000 500 5,000 3,000 2.000 3,071,43 Children's Theatre School GrettaAssaly 0 0 4.350.00 4.350 500 0 0 0 0 0 692.86 Bravo! Colorado John Giovando _ _ _ 27500 27500 55,000.00 27,500 _ 27,500 27,500 32,500 35,000 30,000 35,000 30.714.29 ' The Reasource Center Cheryl Paller 500 500 2.000.00 2.000 2.000 1.000 250 1.250 500 1,000 1,142.66 ag a Valley Child Care Task Force NancyNottingham 2500 0 2,500,00 0 2.500 1.000 250 1.500 0 2.500 1,107.14 Colorado Ski Hertiage Center 1 pass Christine Scrip 1 pass 1 pass 7,500.00 0 2,000 1 pass i oass 1 pass 1 pass 0 285.71 * The Learning Tree Moe Mulrooney 500 500 fi88.50 O.DO D.OD 500 00 0.00 500.00 688.50 688.50 339.57 Vail Valley Marketing Board Frank Johnson 160500 160500 160,500.00 160,500 160,500 160,500 160,500 160,500 90,000 160,500 150,426.57 Vail Resort Association Information Booth Deborah Ramsey 117735 121814 121,814.00 121.814 117.735 121.814 121.814 121.814 121.814 121,814 121,231.29 Colorado West Regional Mental Health Center Bob Giesing 10000 10000 10,000.00 10.000 10.000 10.000 10.000 10,000 8,000 10,000 9,714.29 Vail Valley Foundation Elissa Mackintosh 40000 40000 45.000.00 45.000 40.000 40.M0 45.000 45.000 • 45.000 40,000 42,857.14 Salvation Army Adopt a Family Alicia Pellerito 500 500 1,000.00 1.000 500 500 250 1.000 500 500 607.14 a vation Army of Minturn Rev. Jerrv Millsaos 0 0 2.000.00 2000 1.000 1.500 250 2000 D 0 964.29 Salvation Army Food Drive Susie Davis 500 0 500.00 500 500 500 0 500 500 0 357.14 ::vx~;: A~ '.:.Y::?+NCy:.!~:iiiiiiiii*}?~iii:iiiiii'iiii:•:j:•i:ii. i:•i•::.:'.iv: •::::.;iii:::i}i:ii'. ::,Y•:•:••:::..::.i.. ~~i!!kl~r''~Qi ~~3ai.nFi o,...... ..,SYY. - CeU11Cll 1992 1993 1993 Organization Contribution Budoet Request Bob Buckler _-Jim Shearer Jim .Gibson Pep Osterfoss Rob Levine _ Merv Levin Tom Steinberg Average Final * Vail SympaSium Sharon Jewett 7500 0 10,000.00 5.000 7.500 7.500 500 7.500 6.000 5,000 5,571.43 - - _ - Food Resource Center ' Lane Wyatt 500 500 0.00 500 500 500 250__ 500 500 500 464.29 _ NWCCOG QO - - _ _ - Lee Merkel 7566 756_6 7.566,00 0 _ x.566 x.566 7.566 7,566 0 7,500 5,394.86 _ - - Northwest Colorado Councl of Governments Sandy Blaha/Micheal Kurth 6333 8015 8,015,00 8,015 8.015 _ 0 8.015 8,015 8.015 8.015 6,670.00 _ - - - Waive Mountain Hospice Terry Du Beau 660.04 660.04 O DO 0.00 O.OD _ _ _ _ Fee _ _ 0.00 _ 500.00 165.72 _ Colorado West Mental Health Ron Blake 12000 12000 12,000,00 12.000 12,000 12,000 12,000 _ 12.000 8.000 12.000 11,428.57 _ _ Ski Club Vail Erik Steinberg 500 500 5.000,00 500 5000 1.000 250 1,000 _ 500 1,000 1,321.43 _ * We Recycle Mauri Nottingham 14100 14100 20,800.00 20.800 20.800 16.800 ,16.600 16.800 20800 16,800 18,51429 _ _ _ * Drug Free Eagle Valley Marka Moser _ 5000 500 5.000.00 5:000 2.000 S.OOD __500 _ 2.500 2.000 500 2,504.00 _ * Eagle Valley Community Forun Sherry Dorward 5000 5000 5,000.00 5.000 5.000 1.000 5 000_ 5,090 1.000_- 3,000 3,571.43 * Vail Valley Arts Council Randy Milhoan _ 0 500 5.000.00 0 ?.000 500 250 1.000 0 500 601.14 Diana Price Fish Foundation 0 176.57 Felicia Diamon/Whitney Martin 0 0 1.000.00 0 1.000 D 250_ 0 ~ Colorado Mountain College John Hazard 0 0 1.00000 1000 500 D ?50 1:000 1.000 0 535.71 Echo Ranch Tsu Wolin Brown 500 0 1.000.00 0 500 500 0 1.000 500 0 357.14 _ _ - - 0 0 O.OU Eagle County Crime Stoppers 750 0 D,DD 0 0 0 0 0 - _ Colorado Public Radio MontineClapper 5,000.00 0 5.000 1,000 2,000 - 1,000 _ 1.000 5,000 2142.86 423,984 411.995 509,893.54 _ 438139-_ 446116 420,180 424,945 448,945 349,318 434,318 423,137.15 RETTFUND _ Vail Alpine Garden Helen S Fritch 25000 0 50.000,00 50,000 50,000 25,000 10.000 50.000 10,090 0 27,857.14 * In kind sevices a MEMORANDUM TO: Town Council FROM: Community Development DATE: September 25, 1992 SUBJECT: Special Development Districts (SDD's) .ttm r}r:,, r. r ::.+~Y•..r.}};•iv:r• p• Yh_>}Y..•.w;;:{:}::r/J.:Y;,,;.~~,:.}»r?i,•rr.?x'^3i:i}.+:?::rir'Y.::.`..-71~..~X~.:.{:;.:rr:{{•}} www qW// tv . •}:{:,.}•r.;.:<.:::.:x:.•.~rn.:o:..{ , yr::;.yr,.:. rnu:,?..};{.t; {;...;r.,.wtr,{:{.:..;<r>f}~:::;.{..: ~r:;r ai}}~...1,.?"r :!r ? u 2`,y.}}rrir;;:cr,.?{}}:}: r n r rt r.?{::; r .s..: { ~1vY .~'r~r.}}}}f:•Yr.?:{Lr rr r}•r.!!4•Y iiY }l f.< j -0} +rr lr.lrifrf.!i4f4.. }:l. r... n...... ~ / , r . . hrF{:i~M.hY{{. .f4•JfJ. t}:h}}i . i.. i... 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':.{h}:•q{.::.v::::: r {v. r.:.; •An,Y:.:; w:;.+..::x:::x::: Y/..+ r'Mn,:.: : n{.f.:vr}: 6..:: r:::; vr.::r • • . r:{•:..::•.•riL.; . y: r,.•.,F..:. h: fy: v:: v:: {r .uf;:}.,}:.•.s :::r x: ...v....x:•~r...:::::::r.: x:: :;r.: y;: .w::n./.••..:{/u.}:{{:h ¢gy,?{-.:~r•}::^:C r.{+f. tiv.: {N. v'ti';'f,. •:,1..•.•-.~ w:: .....v V:::n x. f! ....v...i.:; v:::}+n..n.... r. r...{......; r.i r/.. x:xn.. f:.. r:iix:..: .v.'v::n~ii~i+ii.{4.{i ~r.......u.:;.}J........: x... .rr..: n: r.y :rr xwlr:rl:::.~/r:xnvn•:V.h}:•}~..•::. rv:r:rri ::v.•.•iev.~.v :v:e• n xwwu .~nvwukMVV~iLWi~S.Ww•.:. 1~i~.~...•...:....xw+rurv{iCtC£t}F•%tvw•/t?~.tt.t.'nfi+~W"rM'wA r : rr vvx, tGnw .wwa.SiitivvCgvn.Q~..~. ~v..iChin At the September 15, 1992 evening Town Council meeting, the Council requested that staff prepare a list of Special Development Districts that have restricted units per the Condominium Conversion section of the Town of Vail Subdivision Regulations, and restricted units for employee housing. Below is a summary of SDD's per Council's request. SPECIAL DEVELOPMENT DISTRICT #'s. RESTRICTED UNITS 1. Replaced by SDD #8 N/A 2. Northwoods None 3. Pitkin Creek Park None-resale restrictions expired March 31, 1987. 4. Cascade Village Area A shall include a minimum of 8 employee units and may include a maximum of 10 employee units. Each unit shall have a minimum GRFA of 648 square feet. Area D shall include 2 employee units (1 with a minimum of 795 square feet of GRFA and the other with a minimum of 900 square feet of GRFA). 5. Simba Run 10 employee units to be provided on-site. 6. Vail Village Inn' Phase IV-A has 2 on-site employee restricted units and 1 off-site employee restricted unit. Phase I has 1 restricted DU (Unit #30). Phase V condominiumized units are all restricted according to the condominium conversion section of the Town's Subdivision Regulations. 7. Mariott Mark (Radisson) None-the number of rooms available for short-term rentals are designated in the hotel's franchise agreement with the property owner. 8. Fallridge None 9. Unknown N/A 10. Timber Ridge (Valley Hi) All 198 dwelling units are restricted to long-term employee housing use. The length of this commitment is 20 years; due to expire approx. November, 2001. 11. Highland Park (Meadows) This property was de-annexed from the Town of Vail in 1985; it is currently under the jurisdiction of Eagle County. 12. Sonnenafp (Austria Haus) AU's cannot be condominiumized for 20 years (approx. 2004); 2 on-site dwelling units are designated for the lodge owner and the hotel manager. 13. Wirth Wheeler None (Lots 7,8,9, Block H, Vail Das Schone Filing No. 2) 14. Doubletree (Evergreen Lodge)* No time share ownership is allowed. All new dwelling units shall be restricted according to the condominium conversion section of the Town's Subdivision Regulations. 15. Bishop Park One manager's unit (Unit #12) is restricted as employee housing. 16. Elk Meadows (Valley-Phase III) Each of the five single family lots has the ability to add one employee restricted dwelling unit with 400-500 square feet of GRFA. 17. Ramshom* All units have been restricted according to the condominium conversion section of the Town's Subdivision Regulations, except for a portion of Unit B (on the third floor). 18. The Victorians None (Lot 2, Block 3, Bighorn 3rd) 19. Garden of the Gods* There are two restricted employee dwelling units with 901 square feet of GRFA each, and 19 AU's and 2 DU's restricted according to the Town's condominium conversion section of the Subdivision Regulations. 20. Golden Peak House This SDD was denied. 21. Vail Gateway None 22. Lionsridge No. 3 There is 1 restricted caretaker unit allowed per lot, (Dauphinais-Moseley Subdivision) with up to 500 square feet of GRFA. A minimum of 6 units are required to be built and there is a maximum of 24 possible. 23. Vail National Bank There is no residential use permitted in this SDD. 24. Faessier Project (Intermountain) This SDD was denied. 25a. Sonnenalp (Bavaria Haus) This SDD was denied. 25b. Chamonix SDD (Days Inn) The purpose of this SDD was to provide employee housing. The "Employee Housing Building" was approved for 37 dwelling units which included 1 two-bedroom, 10 one-bedrooms, and 26 studio units. 26a. Shapiro SDD This SDD was denied. 26b. Wamer SDD (Sunburst Dr.) In addition to one allowable primary unit per lot, each of the three lots can have one permanently restricted employee housing unit. 27. Forest Glen Subdivision Twelve of the fourteen single family lots can have 1 optional caretaker unit, with up to 900 square feet of GRFA. 28. Christiania at Vail' One restricted on-site dwelling unit (per the condominium conversion section of the Town's Subdivision Regulations) and 1 permanently deed restricted employee dwelling unit Located off-site. • This SDD has units that are restricted per the Condominium Conversion section of the Subdivision Regulations. cc. Ken Wilson Frank Cicero Larry Eskwith c:mikelmemos~sdd 5TA1 ~ OF COLORADO DEPARTMENT OF TRANSPORTATION District III OL 222 South Sixth Street, P.O. f3ox 2107 t~~~~ Grand Junction, Colorado 81502-2107 (303) 248-7208 Fax No. (303) 248-7254 X C ; ~(~(~Q~ G ~'t~ 1~~~~ September 29, 1992 Ms. Margaret A. Osterfos.s, Mayor Town of Vail 75 South Frontage Road Vail, CO 81657 Dear Mayor Osterfoss: Thank you for your letter of September 11, 1992 which requested the Colorado Department of Transportation (CDOT) to review the mowing practices along I-70 and the Frontage Roads through the Town of Vail. Your suggestion regarding the possibility of leaving most or all of the vegetation untouched to promote growth and natural seeding of grass and wildflowers is acceptable to CDOT. In order to keep growth from obstructing the delineators, a safety consideration, our maintenance personnel recommend continued mowing of a five foot strip immediately adjacent to the roadway shoulder. If you find this recommendation acceptable, our mowing practice will be changed in 1993 to eliminate all other mowing. Please contact me if you have further questions or if you perceive a need for further discussion. Very truly yours, R. P. Moston Director, Transportation Region 3 cc : ~on~~Yh'i'l1"ips Sanburg file - > f ~ _ : l' -.~,~p,VER Cgs ~ _ xe~ i , i. ~ f :5eptember~-29, '1.992 - - - - : - ° _ = Ms. ,Peggy; Osterfoss,~ Mayor.`' , ~ ~ ~ ; ~ ~ - ' Tbwn of Vail • - : ~ , . - ~ 75 S . .Frontage . Rd. - . • : - ~ - . ~ ~ ~ - _ - ~ Vail., - CO .816.57. _ l ~ ~ - ~ - ~ - _ ~ -Good. morning,. ~ .Peggy ~ ~ , . - ~ • - = ~ y...on behalf ~of -the.•Vaif Valley. Marketing Board,! first let •me. - ~~'..thank you sand -therest ~of the :Council ~ for giving us the opportunity '~:~~t-o discuss. bur views -and~tYiefuture=~of economic growth'.through :the , proactive ~marketng~ of,"-our area:.' .The, -ongoing discussions .have' % ~ ~ helped -us :understand, the';.Council's ~:vision.:and. expectation: ~ -.T~o - , ' - ~ ~ . -reiterate _our -understanding~,~ of . 'the:. points .'covered: - . ' ; - - . - ~ =t ~.l/._ = The .Council will-, proceed with,:extending `ahe :'ordinance ~ - ~ - _ - ~ ~ - creating .the .fund ;for: at;-least -another four '(4) -years and ~ ~ ~ "remains committed. to additional ;dollars from the General • _ . - .Fund. • - • ~ - ' ~ _ _ ~ ' ~ = _ - ~ ; ~ ~~_2: ' =The Council. mill philosophically adjust its consideration - . ~ o-f additional marketing .funding from. its :present status•~as ' ~ - . - a = "donation ~to~ the Board"_ . to the ~ lever of . a voter= ~ , . ~ ~ ` supported economic necessity, 'The rCouncil. will • also take, ' ~ ~ a leadership- role in--,the creation of . ~ari - intergovernmentajl - ~ . : ~ task force' to .insure the.continued participation . of-_~Avon, - _ , - _ _ _ ,~ea'er::Creek -Resort, and: Vail .Associates, .and move towarfi ~ the establishment-of _ apY-opL`iate .contribution ~levels:bac;:d - on benefit'received.'~, 3 .,The, Council' recognizes"that continued economic .growth ~ . ' . ~ ~ ~ , , _ ~ through marketing is :.ariaissue- separate from building .-a - ~ ' - - ~ - ~ - .Convention/.Performing -Arts Center and that' bot~i =projects : - . , - ~ - - . - _ are -important ~ to'' our :.long. ~ term- success . ~~~We ``encourage, the ' ~ ~ , - exploration ''of '-funding methods. ,for both projects ,that _ - - ~ . -~t~ succe h.: -By ,limiting our `thinking ' - t _ - - - ~ . - _ ~ ~ ~ ~ ~ - 1- - ~ ~ - - _ - - ; Page; .2- . 't- - ~ ~ ' - - ~ - = - - i _ . - - , - ' . • Peggy Osterfoss- • - _ _ ~ - - _ - . • _ September._:23, .1992 - - y ~ ; = _ ' - : - ~ ~ at this ..point. ~to~ .lodgingtaxes . as• the only. •method of _ • ~ : ~ xasing ~dallars we are..forced to ~ "ca" - - ' - ; . p" ,the potential. - `~monies•~available and cast- future marketing and'. future . ; ~ . ~ construction ,of,: the. Center as an -either/or. propositibn:~.:.:~.. " • . ~As we have ,discussed •with you, the,~oail,. Val-1•ey already possesses ° . ~ the ~~infrastructure;, 'quality: ,levely ~ and variety =of.. attractions and - ~ _ ;~everits~ necessary . to , establish. a `.position~as` ~an- ~excellerit non-ski - , . '~":'season.•destination resort..:..Bringing:=the-::message about. what~is , :::~'alY~eady~..here~:to. targeted segments of the. public -arid differentat~.ng ~ - :that` message :from the.vast.,.array.-of • other messages` has been=begun.":;, ; - :°_and.-s~iould- be aggressively':continued'.- ~ " ~ . ~ ~ - - • _ , - ~Pl~as~e ~~-do : not ~ hesitate ~.to...call~'. on ~ ariy. `of ;~.us .to.~work -.in smaller. ~ ~ ~ ~ ~ ~ ' . - . _ ...groups,.-to~_keep this vital .effort`=moving.:, ~ - ~ : ~ : - . - rank ~.W. "Joh 'son ~ ~ - - . ~ - - . - - ~ ~ _ - " : _ . cc. \~Vai1 ~~TOwn Coincii - - - _ , • ~ Vail ` Valley ~-Marketing Board ' - ~ . , ~ - - _ - . . _ v. . • - - . _ - - , - - _ • - . - - _ ~ • - - ~ . _ - _ . - _ ~ _ Pf99y awe RECEIVED p ~ ; 1 f~, 5TA1 t, OF COLOR,A.DO DEPARTMENT OF LOCAL AFFAIRS XC ~ oF.~o~ 1313 Sherman Street, Rm. 518 ~ y Denver, Colorado 80203 Phone (303) 866-2771 ~ i * ~ R~sr~ FAX (303) 866-2251 '~,0~/~ TDD (303) 866-5300 . ''',~u'`^ ' `Coy Romer VI K~`(~rf "`~l_ overnor Larry Kallenberger MEMORANDUM Executive Director TO: Mayors 8t Managers or perks County Commission Chairpersons 8~ Administrators Colorado Municipal League Colorado Counties, Inc. Councils of Governments ~ Regional Planning Commissions Impact/CDBG Advisory Committee Other Interested Parties FROM: Larry Kallenberger, Executive Director SUBJECT: 1993 Community Development Block Grant (CDBG) & Impact Assistance Programs DATE: September 25, 1992 I want to advise you of the proposed application procedures and time frames for the 1993 'Small Cities' CDBG program as well as for the Impact Assistance program. No significant changes are proposed for either program in 1993. Eligible recipients of the 'Small Cities' CDBG funds are all municipalities and counties except Adams County (unincorporated areas and Bennett, Broomfield, Brighton, Federal Heights, Northglenn and Thornton), Arapahoe County (unincorporated areas and Bow Mar, Cherry Hills Village, Columbine Valley, Deer Trail, Englewood, Glendale, Greenwood Village, Littleton, and Sheridan), Arvada, Aurora, Boulder, Colorado Springs, Denver, Fort Collins; Greeley, Lakewood, Longmont, Loveland, Pueblo, and Westminster. These jurisdictions receive CDBG funds through the federally-funded, focally administered 'entitlement program. Eligible recipients of State Impact Assistance funds are municipalities, counties, school districts, special districts, and other public entities impacted by the development of fuels and minerals. CDBG and Impact Assistance Public Facilities and Community Development Projects Applications for CDBG and Impact Assistance funds for water, sewer, community bu0dings, downtown redevelopment, and other types of public facilities and services projects w111 be considered during two or three funding cycles in 1993. The application deadline for the first funding cycle is January 8, 1993. Information on future funding cycles will be transmitted to you. CDBG Housing Projects Applications for CDBG housing projects will be considered on a continuous basis during the program year. Prospective housing applicants are asked to notify the Division of Housing in writing by January 8, 1993, of their intent to apply for funds. The letter of intent should include a brief description of the project, an estimate of the amount of funds needed and an P indication of .approximately when they w11 be needed. Prospective housing ap~icarrts are encouraged to work dosely_ with KSue Anderson of the Division of Housing in developing proposals, and to submit applications at least 120 days prior to the date funds w~l be needed. Applications for funds for housing projects will generally be reviewed by the State Housing Board at its monthly meetings. Applicartis are reminded, of the importance of obtaining commitments of local cash and other public and private funds for their projects. CDBG Business Financing Projects Applications irnolving financing for private, for-profd businesses w~11 corrtinue to be considered on a continuous basis by the Governor's Office of Business Development (OBD). The only exceptions are applications for the rehab8itation of private, for-profd nonresidential properties when such properties are integral parts of local govemmerrt sanctioned and planned community redevelopment efforts, or when they are of key historic or commercial importance to a community or neighborhood. Applications for these types of rehablitatfon are to be submitted to Dt~4 for consideration. Allocation of Funds We expect that approximately $8,265,000 in CDBG funds will be allocated to the State for local projects in FFY 93. tt is proposed that approximately one-thini of the total amount be allocated to OBD for business financing projects and the remaining approximate two-thirds to DLA for housing, public facilities and community development projects. CDBG Public Hearing ' As stated in the attached 'Public Notice and Notice of Public Hearing,' a public hearing will be held at 1:30 p.m. on Tuesday, October 13, 1992, in the State Capitol, Room 109, in Denver. This hearing wn11 provide an opportunity for local governments and interested parties to comment on the proposed 1993 CDBG program guidelines. Copies of the'Proposed Program Guidelines' will be avalable on or after October 5, 1992, by contacting: Teri Chavez or Bill Verbeten Financial Assistance Services Colorado Department of Local Affairs 1313 Sherman St., Room 518 Denver, CO 80203 (303) 866-2771 The public hearing is also intended to provide an opportunity to comment on community development and housing needs in nonentidement areas of the state and on the performance of the state in canying out its community development responsibaities. Written comments are also invited and should be sent to the above address no later than October 15, 1992 D1~4 CDBG ~ Impact Assistance Anglication Workshops Two workshops are scheduled by DLA to better acquaint local governments and other interested parties with the program guidelines and requirements and application procedures for housing, public faclities and community development projects. At both workshops, the 8:30 a.m: noon . session will be dedicated to housing issues; and the 1:15 - 4:30 p.m: session will be dedicated to public facility issues. The workshops are: d~~ ~ Grand Junction -October 21. 1992. 8:30 am. - 4:30 o.m. ' State Services Building, Room 101 _ 222 S. 6th SL (Comer of 6th & Cdorado) (long-term parking avalable at 7th 8 Colorado) Denver -October 23. 1992. 8:30 a.m. - 4:30 ~.m. State Capitol Bulding, Old Supreme Court Chambers, Room 220 Topics that will be covered at the workshops will include program guidelines; eligible activities, eligible recipients, types of projects, application submission deadlines, application materials and procedures, application review process and review factors, and grantee responsib0ities. There wal be time at the end of each workshop for prospective applicarrts to meet individually with DLA staff on proposals they may be considering. Copies of the 'Proposed Program Guidelines' and DLA application materials will be provided at the workshops. OBD Technical Assistance -Business Financing Projects Application materials and guidance wal be provided upon request No workshops are planned for CDBG applicants for business funds. If you are considering submitting a CDBG application for business financing, you are encouraged to corrtact: Michelle Harper . Governor's Office of Business Development 1625 Broadway, Suite 1710 Derner, CO 80202 (303) 892-3840 DLA Technical Assistance -All Other Tvoes of Projects If you are considering submission of an application for either CDBG, Impact Assistance, or Housing loan or grant funds for any other type of project, we encourage you to contact the following DLA staff: Housing KSue Anderson -Denver (303) 866-4650 Public Faclities & Community Development Northeast -Kent Gumina - Ft. Morgan, 867-4645 Southeastern -Mark Lowrey -Pueblo, (719) 549-2464 South Central -Deb Downs - Alamosa, (719) 589.6099 Southwestern -Ken Charles -Durango, 247-7311 Northwest -Tim Sarmo -Grand Junction, 248-7310 Northern Mountains -Cathy Shipley -Frisco, 668-5445 North Central -Don Sandoval -Loveland, 679-4501 Central -Jack Kirtland -Denver, 866-3688 There are several important aspects to the CDBG program that prospective applicants need to know. First, the primary consideration in the program is the extent to which low-and-moderate income persons are benefttted by local project activities. Second, there are many federal and state requirements (including a requirement for payment of federal Davis-Bacon preva~ing wages on most construction contracts). t~ PUBLIC NOTICE 8~ NOTICE OF PUBLIC HEARING The State of Colorado will administer the'Small Cities' or NonentitiemeM Community Development Block Grant (CDBG) program in Federel Fscal Year (FFY) 1993. No substantive changes are proposed for the FFY93 program. The Governor's Office of Business Development (OBD) will be responsible for most local projects irnolving finanang for private, for-profd businesses. The Department of Lora! Affairs (DLA) will be responsible for .other types of local projects, and for overall coordination of the program. k is proposed that approximately one-third of all FFY93 funds available for local projects be set aside to OBD for business finanang. The remaining approximate two-thinis w~l be set aside to DLA for housing, public faalities, and other types of community development projects. The following is summary information on the program and on the State's 'Proposed Program Guidelines; which include program objectives and funds distribution method. OBJECTIVES: Benefit persons of knv-moderate (L/M) income; prevent or eliminate slums or blight; address other urgent needs. ELIGIBLE RECIPIENTS: Muniapalities 8. counties not eligible to receive ErttitiemeM CDBG funds (generally muniapaCrties with populations less than 50,000 persons and counties with populations less than 200,000 persons). ELIGIBLE ACTMTIES: Economic~ob development, public faalities and improvements, housing rehabilitation, and more. FUNDS AVAILABLE:. An estimated total of about $8,265,000 is expected to be available for local projects in Colorado for FFY93 funds, plus any recovered or uncommitted prior year funds and any net program income. k is projected that these FFY93 funds will leverage more than $11 million in other public and private funds and represent, in aggregate, about 40 percent of all funds in local projects. Additionally, the state expects to receive and use approximately $271,000 in FFY93 funds for its administration. This is about 62% of the State's total cost of administration. BENEFf1' TO PERSONS OF L/M INCOME: Not less than 70% of FFY91, 92, 8~ 93 funds and program income will be used for the support of activitiesthat benefd persons of L/M income. PROPOSED SELECTION FACTORS: Competitive regular grant program with selection based on project impact (nduding benefit to L/M income persons), public and private commitments, management capability and other appropriate considerations. Competitive interim/short-term financing grant program with consideration given to benefit to L/M income persons, security and other appropriate factors. The Governor or his designee will make the final funding decisions on OBD business financing proposals. The Executive Director of DLA or his designee will make the final funding deasions on all other types of proposals. C~ ~ ic.~iJ PARTICIPATION PLAN: The State and all local applicants are required to follow a plan which provides for citizen participation in the planning and implementation of CDBG programs and projects. ANTI-DISPLACEMENT PLAN Z~ RELOCATION ASSISTANCE: Local grantees will be required to follow a plan which contains a requirement to replace all L/M income dwelling units that are demolished or converted to another use as a direct resuk of CDBG assistance, and to follow a relocation assistance component. Acquisition and relocation governed by the Uniform Relocation Assistance and Real Property Acquisition Policies of 1970, will be subject to the requirements of that legislation and their implementing regulations. AFFORDABLE RENTS: Residential rents are considered to be affordable 'rf rents after rehabilitation (plus a utility allowance 'rf utilities are not included in the rent) are not greater than HUD Section 8 "Fair Market Rents' for the area or higher maximum rents which may be established by the State on a case-by-case basis. Copies of the State's 'Proposed Program Guidelines' for the 1993 CDBG program will be available on or after October 5, 1992 from the Fnancial Assistance Services, Colorado Department of Local Affairs, Room 518, State Centennial Building, 1313 Sherman St, Denver, CO 130203 (866.2771, TDD #866-5300). Written views and comments on the proposed program guidelines, on community development and housing needs in noneMitlement areas of the state, and on the community development performance of the State, may be submitted at the above address or may be submitted, along with oral comments, at a public hearing on these matters to beheld on Tuesday, October 13,1992 at 1:30 p.m. in the State Capkol Building, Room 109, in Denver. Special accommodations for the hearing impaired will be made available upon request. Views and comments will be considered and, as 'rf deemed appropriate, may be incorporated into the proposed program guidelines. Copies of the revised proposed program guidelines will be available on or after October 20,1992 and copies of the final guidelines will be available no later than March 31, 1993 from the above address. Records regarding the past use of CDBG funds and summary iMorrnation on the use, of prior year funds are contained in performance and evaluation reports, available upon request at the above address. Records can be examined on site from 8:00 a.m. to 5:00 p.m. everyday except Saturday, Sunday, and state holidays. Copies can be made for a fee. Advance notice is requested. Published: September 30, 1992 nom, ~'o' p`~"" ~ ~ t Si Also in This Issue: Strategic Planning for Small .1 Municipalities • 1992 ICMA Annual Awards PUBLIC MANAGEMENT october199 i~ y F 1 f a1 _ w t F v i e~ 1992-1993 ICMA Executive Board I I I ~ PRESIDENT Roy Pederson County Manager Maricopa County, Arizona PAST PRESIDENTS J. Peter Braun Township Manager utplacement services-which help Wing is not just good management, it Randolph. Township, New Jersey individuals in transition from one could mean survival, politically and ~ Revan A. E Tranter job to the next-have been used in administratively." Garrah outlines 10 ~ Executive. Director the past primarily by private-sector steps that small local governments can Association of Bay Area ~ employees. Over the last year, how- follow in the strategic planning process. Governments ever, ICMA members who have used out- He also recommends that a formal plan- Oakland, California placement services for themselves or Wing exercise be conducted after each PRESIDENTS their employees have been talking about election with a less comprehensive West CoastRegton: the benefits they offer to those in the review for the years between elections. Norman King public sector. As more attention is being A second article on TQM follows the City Manager paid to the needs of employees in transi- first published in PM last August. `"Total Moreno Valley, California tion, outplacement services are becom- Quality Management: Getting Started," J.'Michael Casey ing increasingly relevant. by Pat Keehley, shows how governments City Manager In this month's cover story, "When take the first two steps in implementing Gresham, Oregon Mountain Plains Region: Jobs Are Lost: Outplacement TQM-assessment and planning. These Gary Gwyn Guidance,° Jeanne O'Donnell, execu- are integral parts of quality manage- City Manager tive director of the Association of ment, and Keehley advises readers to Grand Prairie, Texas Outplacement Consulting Firms, points repeat these phases annually to ensure Barbara Bramblett out that "outplacement firms are not that their organizations stay focused on City Administrator executive search firms nor are they meeting customer expectations. Hastings, Nebraska employment agencies; they will not find The special series article "Unifying Midwest Region: employees jobs, but will give them sup- the Community Through Cultural A. Frank Gerstenecker port and skills required to secure Diversity," by Ray Corpuz, city manager City Manager another position." O'Donnell provides of Tacoma, Washington, is based on a Troy, Michigan readers with questions to ask when speech he gave to the ICMA Executive Frederick Siems, Jr. researching an outplacement firm. The Board at its July 1992 meeting. Like Los City Administrator cover story also includes an article by Angeles, Tacoma had awake-up call in Blue .Springs, Missouri,. ICMA member Gwendolyn Harvey of 1989 that alerted the city to the need for SoutleeastRegton. Portland, Oregon. Harvey describes her greater understanding among its diverse James Calvin City Manager recent experience with an outplace- citizens. Corpuz describes Tacoma's Toccoa, Georgia ment firm and offers insight on how objectives and accomplishments in Marvin Bolinger outplacement works. bringing the city government and the City Manager In his article "Strategic Planning for community together to create under- Athens, Tennessee Small Municipalities," Town Manager standing and a spirit of cooperation. ]~Tt Michael Garrah of Bridgewater, Nova -Beth Payne William Kennedy, Jr. Scotia, concludes that "strategic plan- Editor .Executive Secretary Auburn,. Massachusetts Francis Culross, Jr. - - Public Management (ISSN: 0033-3611)ispublished City Manager R e, New York monthly by ICMA (the International City/County y ~°d ot°°'~ Management Association) at 777 North Capitol Cmtntnes: ICMA Street, N.E., Washington, D.C. 20002-4201. Second BOb Vlne class postage paid at Washington, D.C., and at addi- tional mailing offices. Copyright 1992 by ICMA. General Mana ec g Apply to the editor for permission to reprint any Lower Hutt City, New Zealand pazt of the magazine. Editorials and azticles aze not Grant McRadu statements of Association policy and the editor does Administrator not necessarily agree with the statements of contrib- utors. Contents of Public M¢n¢gcment are indexed in Parksville, British Columbia Management Index, Public Affairs Information Canada Service, and Social Sciences Index. Annual volumes Executive Director William H. Hartsell, r. of Public M¢nagement are available on microfilm Pnestde?ttSZ J from University Microfilms, Ann Arbor, Michigan. Anita Favors Director of Communications and Conference U.S. and Canadian subscription rates, $30 a year; Deputy City Manager Russell Hawkins overseas subscription rates, $48 a year; single copies, Tallahassee,. Florida $4. Printed in the United States. Postmaster: Send Editor Beth Payne address changes to Public Management, ICMA, 777 Robert Griego North Capitol Sveet, N.E., Suite 500, Washington, Deputy Chief Administrative Officer Editorial Assistant Elena Mina D.C. 200024201. Editorial information: 202/962- San Die o Court California 3619. Advet+: sales: 202/962-3561. Subscription g Design The Magazine Group, Inc. information: 202/962-3620. ~''i .L Volume 74 • Number 10 ~ S ' ~ ~ Cover photo: S. C. Delaney/U.S. EPA ~ ~A , r' 4i a a. ~ ws~... ,~~..ss . ~.I _i _ ~ PUBLIC MANAGEMENT October 1992 x~ COVER STORY SPECIAL SERIES: CULTURAL DIVERSITY When Jobs Are Lost: Unifying the Community Outplacement Guidance • 2 Through Cultural Diversity • 16 For the manager who must downsize the Tacoma, Washington, is committed to creating a workforce or face a period of in transition, this greater understanding of cultural diversity and to article provides basic information on the services building a unified community by bringing people that outplacement firms provide, benefits to the together to identify goals and address a common employer, and specific questions that should be purpose. • Ray Corpuz, Tacoma, Washington. asked of a prospective outplacement firm. • Jeanne ODonnell, Parsipfiany, New Jersey. SPECIAL SECTION FEATURES 1992 ICMA Annual Awards ICMA honors its members for meeting Strategic Planning for management challenges. The 1992 Annual Award Small Municipalities • 7 winners are featured in the center section of this One positive benefit of undertaking the strategic issue. • MicheleFrisby and David Freeman, planning process is having a vision for the future. Washington, D. C. A formal strategic planning process does not have to be completed each year to plan for the DEPARTMENTS future. A strategic issues management process also can be utilized to ensure a continued commitment to the future vision. • Michael Ethics • ~ Garrah, Bridgewater, Nova Scotia, Canada. FYI • ~ Total Quality Management: Fast Facts • 21 Getting Started • 10 The first two steps in implementing TQM is assessment and planning. Done right, these phases help set a firm foundation for the im- plementation of quality management at all levels of a government. • Pat Keehley, Washington, D. C. Public Management 1 eing fired always has been seen as a serious career set- back. In today's economic environment, the loss of a job is frequently due to circumstances beyond the control of the employee. With municipal budget cutbacks and resul- tant staff reductions, losing one's job is more the norm than the exception. But being terminated, no matter what the reason, can present major problems, involving financial, emotional, and career dislocation. A group of professionals, known as outplacement consultants, has arrived on the scene to assist the public sector and their terminated employees in this transition phase. From its infancy in the late 1960s, outplacement has Helping become a service used more and more by organizations of all sizes and descriptions, including some 90 percent of To Meet Fortune 500 companies, as well as by nonprofit organiza- tions and the public sector. "Outplacement consulting is one of the fastest-growing services in the United States," In-Transition states Murray Axmith, president of the Association of Outplacement Consulting Firms (AOCP). "Nationwide, ~b,ectives the outplacement industry's revenues have grown tenfold . • since 1980 and now top $600 million." The Association of Outplacement Consulting Firms is an international non- Jeanne O'Donnell profit trade association whose member firms accept only employer-sponsored assignments to advise organizations how to implement terminations effectively and to give ca- reer transition advice to terminated employees. "Each outplacement consulting firm brings special 2 October 1982 skills and abilities to its practice," • Does it have good control of pro- Axmith adds, "and it is these which gram quality and pace? city, state, and local officials must Do not be afraid to • Will it provide a listing of contacts evaluate when selecting a firm." In for reference checks? addition to providing termination • Can it quantify its program perfor- consultation on a wide range of is- mance? sues, including severance packages, ask questions. TIIe .what is the caseload of each con- termination logistics, exposure to sultant? legal claims, and announcement of • What is the firm's experience with layoffs within the organization and to more questions you clients in the public sector? the public at large, outplacement • What kinds of feedback will you get consulting firms, explains Axmith, and how frequently? assist the terminated employee by ask, the more you • Will the firm be able to assist your evaluating their current skills, pro- agency and/or department in all viding administrative support to find- phases of outplacement-termina- ing anew position, and providing tion consultant, post-termination job-search skills. Will understand meeting with your employees, as- Outplacement may also be de- sessment and consultation, job fined another way by what it is search training, administrative sup- not! Outplacement firms are not ex- What the port, continuing consultation with ecutive search firms nor are they em- the terminated employee and the ployment agencies; they will not find organization? employees jobs, but will give them [outplacement] firm • Will the firm adapt and tailor its the support and skills required to se- program to meet the needs of local cure another position. governments and their employees? can accomplish for 'Does the outplacement firm have a Outplacement Benefits complete understanding of un- employment laws and filing the Em to er p y procedures? There is a growing recognition that your employees. • Is there a time limitation on con- most terminations are "no-fault" suiting or support services? they are the natural by-product of changing economic conditions. The Outplacement firms provide ser- use of outplacement reflects this en- governmental agency to its various vices throughout the country, in lightened view. Outplacement ser- constituencies. both large and small municipalities. vices are retained because of the sub- If a firm is not located in the immedi- stantial advantages that they provide The first step in finding an out- ate vicinity of the municipality, ar- to the employer. Outplacement ser- placement consulting firm, says rangements still can be made to ser- vices have been found to Axmith, is to thoroughly research vice those employees locally. Ask the company and examine it in de- questions about the firm's program's • Reduce the overall cost of terming- tail. "Visit the firm's facilities, review locations, advises Axmith, to see if tions to the employer; its programs, meet its management, the firm will modify its program to • Reduce exposure to litigation; staff, and clients. Talk to other mu- meet your governmental agency's • Ease the stressful job termination nicipal clients it has served," says particular needs. for the manager; Axmith. "Next, ask lots of questions!" • Provide for timely, confident deci- WIII the Program Be Modified sions to release employees who no Lea171 About the Firm First for YOU' longer fit the organization's needs; • Improve relationships between de- AOCF suggests making the following Public and private sector outplace- parting employees and their for- inquires about the outplacement ment needs differ. That difference mer employers; company: should be kept in mind when ques- • Maintain morale and productivity tinning a prospective outplacement among remaining employees; and • How long has the firm been deliv- firm. Among the questions that • Promote a positive image of the Bring outplacement services? should be asked are: Public Management 3 Range of Outplacement Services • Will the marketing plan for the ter- minations take into consideration The detailed definition of the services offered to a particular candidate is a that many public sector positions matter for the member, the client organization, and the individual candi- are secured through personnel date to determine. Services actually provided will normally be drawn from system application as well as by the following: appointments? 1. Pre-termination consultation to management. • Will the interview training segment 2. Counsel, advice, and information to candidates relating to be limited to a manageable num- • Adjustment to the problems and stress of job terminations; ber of people, say three or four, or ' • Analysis of skills and achievements-including the taking and inter- will special training be necessary to pretation of tests; include a group setting? • Career and job-situation choice; • If a person wants to go into the pri- • Appreciation of the job-market; vale sector, will their skills be identi- • Development of a career and job goal; feed and translated into words un- • The skills and techniques conducive to success in the job interview; derstandable to private sector • Oral and written communication skills; industry? • The skills and attributes of deportment and dress; • What about resumes? Private sec- • The development and rehearsal of an effective oral presentation of for resumes are accomplishment- the candidate's skills, qualifications, and experience in anticipation oriented and free of public sector of questions expected to be asked during interviews; jargon, phrases, and acronyms. • The development of contacts, the use and exploitation of advertise- Will there be specific training ment, and communications with executive recruiters and other in- on writing a resume for private termediaries; industry? • The development, execution, and control of a marketing plan and negotiation of job offers; • Depending upon the segment of •Post-acceptance strategy development. the public sector in which the indi- 3. Support services to individual candidates including: vidual wishes to concentrate, posi- • Copying, reproduction, and mailing services; lion openings are often posted. • Secretarial, telephone, and message services; Therefore, will time be allocated to • Desk space; identify posting locations and • A reference library both adequate in scope and current. master specific procedures for Information provided by the Association of Outplacement Consulting Firms. applying? Do not be afraid to ask questions. Nelp from AOCF The more questions you ask, the more you will understand what the Founded a decade ago, the Association of Outplacement Consulting firm can accomplish for your employ- Firms (AOCF) can help employers manage human resource changes in the ees. Evaluating, selecting, and devel- workplace. AOCF has 64 member firms worldwide, representing 75 per- oping a relationship with an outplace- cent of the outplacement industry. ment firm before the need arises will Before being admitted to the AOCF, outplacement firms must meet enable the corporation to make an rigid membership criteria regarding length of service in the field, qualified objective, pressure-free decision. staff and management, adequate support services, organizational strut- The AOCF brochure, Outplace- ture, and effective leadership. Serious consideration also is given to the ment A Guide for Corporate Clients de- firm's reputation in the business community. Firms must meet such site in- fines typical outplacement services. spection requirements as providing appropriate on-premise facilities for It is available by writing or calling the the employee-candidate and accurate and up-to-date reference materials. Association of Outplacement Con- In addition, AOCF members must adhere to Standards of Professional suiting Firms, 364 Parsippany Road, Practice and a Code of Ethics. Parsippany, New Jersey 07054; 201- For alist of outplacement firms that have met AOGF's membership re- 887-6667. quirements or for additional information on outplacement consulting ser- vices, contact Jeanne O'Donnell, executive director, Association of Out- ,Jeanne ODonnell is executive director placement Consulting Firms, 364 Parsippany Road, Parsippany, New Jersey of the Association of Outplacement Con- 07054, 201/887-6667, fax 201/887-8145. sultingFirms, Parsippany, Nezu fersey. ~ October 1992 1 J l - Outplacement Services Provide Structured Support My first thought when asked to pre- developing your next opportunity. skills to help design and deliver pare a short piece on my current But the good ones also provide a products, services, and programs experience with outplacement ser- caring and creative context in that promote human social develop- vices was, "Heck, no!" I mean, after which that complex chore can hap- ment. Affiliation and affinity are all all, I was too darn busy with a re- pen with the least pain and panic. important to me. I am admittedly in- lentless schedule of "go-sees" and The outplacement firm that I terested in being with people and "meeting and greeting" (known in used started me off in their three- being liked. No mean feat for a local the outplacement trade as informa- day career workshop, or Career government manager, huh? lion interviews and networking) ! Continuation Program. I shared Then I remembered I had seen the classroom with three corporate Moral Support During tl~e somewhere that "displaced" execu- "refugees." Our primary mission Job Search lives (boy, I love this language!) other than reviewing our finances, who kept journals during the job- sizing up the hidden job market, Armed with a polished resume and loss and -hunting process healed and developing a master list of per- awell-rehearsed presentation, the quicker and got jobs faster than sonal contacts was to produce a firm I used sent me off to comb the those who did not. Add to that my draft resume. The firm preaches city with the assurance my coun- learning that outplacement was this method of resume writing: cite selor was there to steady me when originally called "executive re- a problem on the job, the action my knees wobbled. Beyond keep- trieval." Now, how could I resist? you took to resolve it, and the ing you upright, your counselor is With a word, I was fetched and de- results achieved. Never under- there to keep you honest ("But, I livered unto my keyboard for some estimate how tough a task this is, thought I heard you say you really serious discussion. when you are crunched for time wanted to work in public affairs, I consider myself pretty lucky. I and your ego is slightly crumpled. not public finance."); hold you ac- had asupportive manager, Mike We also videotaped ourselves in countable ("You agreed to make Casey, who made outplacement mock interviews with the instruc- seven new contacts this week. What available to me, at city expense, tor. It was rather unnerving, but happened?"); and spot supplemen- when we both agreed to my necessary to rebuild confidence. tal leads on your behalf ("Pat has a decision to end employment with After the class, the draft resume person he wants you to meet."). the city of Gresham, Oregon. The was fine-tuned in one-on-one ses- Counselors, the good ones, are city also had a sharp human re- sions with my counselor on the with you for the duration, day in sources director who, coming from firm's staff. and day out. I am especially grate- a major telecommunications com- Meanwhile, there were tests to ful to my counselors for their tire- pany, had witnessed corporate be taken. Iself-administered the less interest and attention. downsizing firsthand. She helped Myers-Briggs Type Indicator, the Along with professional assess- steer me to an international out- Strong-Campbell Interest Inven- ment and counseling and assis- placement firm with a Portland of- tory, and the Personal-Career De- lance with development of a re- face and principals she knew and velopment Profile (the 16PF). I sume and personal marketing plan, trusted. met with the organizational psy- most outplacement firms, my firm chologist on staff to discuss find- included, provide office space for How OugHacement Works ings and relate their meaning to my their clients, with access to tele- upcoming job search. The premise phones, computer equipment, sec- So, what is it like working with an is that you would be happiest pur- retarial support, and meeting outplacement firm? And, how suing work that you are truly ex- space. At first I thought this was a come I do not have another job yet cited about and where you have the mere psychological crutch. But if outplacement is all that hot? chance to live out your values. having a place to go to each morn- First of all, outplacement firms My assessment was an affirmation ing is a powerful motivator. And do not do executive search or of my intuition. In my next job I later, as I progressed to being my placement. What they do is help should concentrate on using my own secretary, courier, chauffeur, YOU do the work of defining and leadership and communication (continued on page 6) Public Management 5 booking agent, and talent scout, I ronmental attorneys, and public work in progress, a woman in pro- understood better still the worth of utility analysts. You begin to know cess. As I write this, I face a future office trappings. Since my out- and acknowledge each other, con- of relative uncertainty, but remain placement package did not come gratulate colleagues when they unintimidated. I believe mightily in with a cubicle, I spent my extended "graduate," and cheer others up on a gracious God, and I understand, hours on-site in the library/break the bummer days when the phone indefatigably, that service is the room and wooed the office secre- just does not ring. It is a funny syn- rent we pay for living. Therefore, taxies with muffins from a nearby ergy, the well wishes of unlikely by my deeds you will know me, and bakery in exchange for small cleri- peers. through faith I'll be "retrieved!" ' cal jobs. I encourage ICMA members to I have found these books to be pursue and take advantage of out- helpful: Composing a Life by Mary , Making the Most of placement benefits. Whether a sep- Catherine Bateson, New York: At- OYtplaCemeet aration is voluntary or involuntary, lantic Monthly Press, 1989; Divorc- structured support and profes- ang a Corporation by Jacqueline I discovered that you meet some of sional guidance before, during, and Hornor Plumez, Ph.D., New York: the nicest, people in outplacement. after the break are beneficial to Villard Books, 1986; Shifting Gears People just like you, perhaps sad well-being. Try to negotiate a gen- by Carole Hyatt, New York: Simon and shaken, but resilient and re- Brous package with comprehensive & Schuster, 1990. sourceful, nevertheless. At the firm assessment, counseling, and office I used, 'I have met bank vice-presi- features. -Gwendolyn Harvey dents, chemical engineers, envi- In parting, I accept myself as a Portland, Oregon How would you like a staffer that f ollows u , is rom t, courteous, and is alwa s p p p Y there when ou need them. y Introduang CCAR f rom MuniMetrvc. The Nineties have been tough for Public CCAR will quickly send a written thanks Managers. Tight budgets. Staff cutbacks. But the for each non-routine contact, and keeps the citizen public still expects the informed as follow-up action occurs. highest level of service. WHAT IS CCAR? Monitor Your Responsiveness. MuniMetrix has the solution for many CCAR, Constituency CCAR ,through its extensive and flexible of these conflicting Contact And Response reporting allows the busy public manager to quickly demands. CCAR, is an elegant software and completely monitor their jurisdiction's respon- Constituency Contact system to improve your siveness to its constituency. And Response, an MS- public service image by Want Proof? Take A Look For Yourself. DOS compatible software insuring follow-upon To really understand the many advantages program that handles citizen concerns and that CCAR has to offer, call or write MuniMetrix for public requests, sugges- improving communications a demonstration disk. tions or complaints with your Constituency. efficiently. ~ CCAR,The Staff Multiplier. Think of CCAR as your staff multiplier. MuniMetrix, Systems Corp., CCAR allows your already stretched staff to 1325 Airmotive Way, Suite 300, Reno, NV 89502 respond to constituents' concerns. 1-800-.548-7895 6 October 1982 ~ ~ ~ ~ ~ ~ ~ here is a saying I heard many years ago that stuck in my mind: "If you don't know where you want to go, any road will get you there." Over the years I added my own thoughts: "If you don't know what you want to be, then you have no control over what you'll end up being. You won't know until it's too late if you like how you've turned out." Thus, throughout my career I have become increas- ingly enthusiastic and dedicated to strategic planning. I have found that it is an essential tool, which when used properly, can dramatically increase the probability of suc- cessful attainment of the vision of success you have estab- lished for yourself. Creating a Planning a Prgority Most management texts refer, in some form or another, Future to the key management functions of planning, organiz- ing, staffing, leading, and controlling. It is no accident Vision of that planning is inevitably first on the list. The trick to being a successful planner is in developing the right g p . mind set and usin a rocess that is efficient and ef- Success fective given the nature and size of the organization being managed. Michael Garrah The mind set must be geared to forward thinking as a way of life, the strategic management approach. Strategic planning is the process that supports this approach. It is a subset of strategic management that includes the develop- ment of a future vision of success, which will allow the or- ganization to accurately attempt to shape its future. An Public Management 7 organization is planning strategically Step 2: Identifying Mandates. The when it is looking to obtain the maxi- identification of mandates, that is, mum advantage on a broad scale (at what the electorate requires or wants the organizational level) with respect A strategic to be done, by statute or otherwise, to opportunities and threats that comes next. This helps to define the evolve. boundaries and range of actions that i It has been my experience that planning the organization can undertake. most long-term planning processes, used by small municipal units, pro- , Step 3: Stakeholder Analysis. Astake- ' ject from past events into the future. holder is any person, group, organi- While this is a useful approach, it has process must be zation, or institution that can place a a major weakness. In a dynamic so- claim on the attention, resources, or cial, political, economic, political, output or is affected by the acts of and legal environment, what hap- developed Wlth the municipality. We must identify pened in the past may not relate to the stakeholders, their stake, their the present or the foreseeable fu- criteria for judging the municipal- ture. Only when current and possible an appreciation ity's performance, how past and pres- future changes and events are con- ent performance rate against those sidered, in addition to past experi- criteria, the influence of each of the ences, can the threats and opportu- stakeholders, their importance, and nities of the present and future be for the limited ,what we need from each of them. adequately dealt with. Step 4: Development of Mission. reSOLlrceS Next comes the development of a Seeking a Balance mission statement, a short inspira- A strategic planning process must be tional declaration of purpose. It developed with an appreciation for available to the should embody the organization's the limited resources available to the philosophy and purpose, including municipality. Simplicity is the key to values, beliefs, and guidelines. This success. Any planning process that is statement is developed by asking the so formalized and time-consuming municipality. following: Who are we? What makes that the enthusiasm or ability to par- us distinct or unique? What is our ticipate is diminished will fail. There philosophy as an organization? What must be a balance between meeting are our core values? What are the current work demands and planning basic needs, either social or political, for the future. Step 1: Getting Organized. It is nec- that we exist to fulfill? What does the It is unrealistic in a small munici- essary to acquire the expertise re- organization do to recognize, antici- pality to expect afull-blown strategic quired to facilitate the planning pro- pate, and respond to the needs or planning process to be carried out cess. This can be done through the problems of the stakeholders? And each year. Based upon personal ob- hiring of a consultant or by a key per- how should we respond to the key nervation, research, and experience, son obtaining the necessary knowl- stakeholders? a formal strategic planning exer- edge. The approach will be dictated tine can be conducted after each by the talents within the organization Step 5: External Environment Analy- election, with a strategic issues and its financial constraints. In- sin. The organization must next ex- management process utilized in cluded in this step is an orientation amine the external forces that create the years between elections. This session for those who will be in- the threats or opportunities which ensures ownership and commitment volved. It will outline what the pro- must be anticipated and dealt with. to the future vision by the sitting cess includes, what the process is, The examination must cover the po- council, while allowing the organiza- what the potential benefits are, and litical, economic, social, and techno- tion to deal with new threats or which steps should be undertaken to logical aspects of the external envi- opportunities that arise from time ensure potential barriers to success ronment. to time. The 10 steps of the strate- are overcome. The orientation also is gic planning process are outlined an opportunity to build commitment Step 6: Internal Environment Analy- below. to the process. sin. The analysis of the internal envi- 8 October 1892 ronment, which identifies the strengths and weaknesses of the orga- Figure 7 : Strategic Issues Management Matrix nization, comes next. Included must pRIORITIESFORSTRATEGICISSUES be a review on an organizational level of people, finances, informa- ~ lion availability, competencies, pres- Impact ent strategies, and the history of per- Urgency Low Significant Major formance and achievement. Low Drop from list Periodic review Monitor continuously Step 7: Strategic Issues Identifica- Significant Drop or peri- Periodic review Plan delayed lion. The identification of strategic odic review or monitoring response issues blends together the mission, Pressing Monitor Monitor con- Respond immediately values, and mandates with the analy- tinuously sis of the environment in order to de- Source: H. 1gorAnso£f, "Strategic Issue Management"; Strategic Management Journal, April- termine issues that are strategic in June 1980:135. nature. This identification has four major steps: (1) developing a suc- cinct description of the issues in interim Strategic necessary, are referred for strategy question form; (2) identifying what Management Process development. This is exactly the makes the issue fundamental by re- ferring to the organization's mission, During the interim years a less for- same process as that which occurs mandates, strengths, weaknesses, op- mal strategic issues approach is rec- during the formal triennial strategic portunities, and threats; (3) identify- ommended. Use the process out- Planning process at the strategy de- ing the consequences of failure to lined in Step 7. Once identified, velopment stage. Alternatives are deal with the issue; and (4) looking however, the issues should be sorted listed, barriers are identified for each at who says it is an issue. into five classes: (1) requires immedi- of the alternatives, parameters for ate response, (2) requires planning the decision are identified, major Step Developing Strategies. Once for delayed response, (3) requires Proposals are developed, and afor- the strategic issues are identified, continuous monitoring, (4) requires mil decision analysis is undertaken. strategies to deal with these issues periodic review, (5) or should be Actions are planned, and a work pro- can be developed by listing alterna- dropped. (See Figure 1 on page 9). gram is prepared. From the work lives, identifying barriers to success, Depending on the issue, immediate Programs, actions are implemented identifying the limitations on deci- action, monitoring, or referral to and results monitored. sions and actions, developing major the formal planning cycle may be proposals, defining the actions that appropriate. A Dynamic Environment would be necessary to implement If issues do not require urgent or The local government environment strategies, and finally, developing a delayed response, they are placed on work program. a monitoring list. These lists are seg- is more dynamic than ever with a regaled into items requiring continu- complex set of threats and opportu- Step 9: Developing a Vision of Suc- ous monitoring and those requiring nities constantly presenting them- cess. The organization identifies its periodic review. According to which selves. In such circumstances stra- preferred future by preparing an in- list they are on, they are either con- tegic planning is not just good « • management, it could mean survival, spiration vtston of success," of fewer tinuously monitored or reviewed pe- than 10 pages in length, containing riodically to identify if a change in Politically and administratively. statements of mission, basic philoso- status is warranted. If an item can be I recommend that managers read phy and core values, goals, basic deferred until the triennial strategic "Strategic Planning for Public and strategies, performance criteria, im- planning process, it is brought for- Non Profit Organizations," by John portant decision roles, and the ethical ward at that time unless circum- M. Bryson and published in 1990 by standards expected of all employees. stances change that affect its classifi- Jossey-Bass Publishing, San Fran- cation and cause it to be an item that Cisco, California. It contains work- Step 10: Preparing a Formal Written requires immediate or a planned de- sheets and suggestions for process management. Plan. A formal written business plan is layed response. prepared to implement the work re- Items that are immediate, or for Michael Garrah is torun manager of quired to pursue the vision of success. which a planned delayed response is Bridgewater, Nova Scotia, Canada. Public Management g e knew we needed to improve our existing management style." W. Neil Dorrill, County Manager, Collier County, Florida That statement sums up why Collier County started down the road toward Total Quality Management (TQM). The first article in this series on TQM in local government (PM, August 1992) discussed the nature of quality man- agement and why local governments are adopting it as their management approach, focusing on customer (citi- zen) satisfaction, cost savings, and employee teamwork for improvement as its benefits. This article shows how governments and other organi- First Steps: nations take the first two steps in implementing TQM: as= sessment and planning. Done right, these phases help set Assessment a firm foundation for the implementation of quality man- agement at all levels of a government. And Magnitude of the Change to TQM Ask anyone who has done it successfully, and they will tell Punning you in no uncertain terms that there are major differ- ences between traditional management style and Total Pat Keehley Quality Management. How great a change will this be for your organization? Ask yourself if your existing manage- ment system has the following components: • A system for gathering hard data on current levels of performance in meeting customer expectations. In 10 October 1992 government, these expectations quality improvement and a plan usually relate to level of service and and structure for implementing cost. There are several TQM. • An executive-level planning group • Implementation. This phase starts that, at least annually, reviews the the long-term process of cascading ~ hard data and then sets long-term TQM throughout the organization, strategic goals and objectives for models for but also uses pilot projects to make meeting them. These goals are not quicker gains and demonstrate the operational or budgetary in na- value of the riew way of working. ture. Instead, they set targets for implementing TQM. Also, it focuses on introducing sup- improvement. porting systems, such as better per- • means of communicating the formance measurement, employee goals so that all people in the orga- ThOSe that work rewards, and new product or ser- nization understand and can take vice design methods. action on them. • Institutionalization. This includes • A network of active management developing the internal capacity to teams, some within individual de- best Start at the top provide ongoing training to per- partments and others cross-func- sonnel, communications, and tional, that are responsible for im- other factors that ensure continu- provement. Of the organization ous improvement. • Short-term ad hoc teams and ongo- ing teams of employees, suppliers, A discussion of the first two phases, and even customers which use sci- and work their way assessment and planning, follows. entific tools and procedures to dis- cover, confirm, and install improve- Assessment ments. downward.... Assessment means objectively taking From these key components stock of the "as is" situation. With a spring the customer focus, employee good understanding of the "as is" sit- empowerment, and continuous im- uation, local governments can plan provement that are the outcomes of the "to be" state of their operations, TQM. cascading, however, find they lack a once improvements are made. Also, consensual direction for improve- assessments of the "as is" situation A MOdel tfor ment. This realization leads them to help convince people that the cur- Implementing TQM add assessment and planning compo- rent status is no longer acceptable. vents to their quality initiatives. Also, Finally, assessment provides abase- There are several models for imple- a certain demand for quick and line for measuring the degree of fu- menting TQM. Those that work best major results is part of American ture improvement. start at the top of the organization business culture. By itself, cascading What to assess depends on what is and work their way downward over takes a long time, so such results are critically important to the future ef- time to introduce quality manage- not immediately forthcoming. fectiveness of a local government. In ment to all levels. The popular term Thus, the ideal TQM implementa- some cases this will be satisfying citi- for this is "cascading," where top ex- tion model combines cascading with zen expectations about specific key is- ecutives learn and use TQM methods assessment, planning, and both long- sues. In others, it will be cost contain- and teamwork, then teach (or "cas- and short-term results. One such mentor looming budget cuts. Finally, Cade") them to the next manage- model, the Twin-Track, is shown in some governments feel they need to ment level. After some experience, Figure 1. Its four phases are: assess what changes in management managers teach the new way of work- practice they need to make or the ing to line supervisors and employ- • Assessment. Top management be- readiness of managers and employees ees. This system is very effective, be- comes aware of TQM and conducts to make these changes. Fortunately, cause it helps ensure management one or more assessments of current there are tried-and-true tools used to buy-in plus management skill in quality status. gather each type of information. coaching employees. • Planning. Top management devel- Many organizations that adopt ops a long-term strategic plan for Customer surveys. If citizens are dis- Public Management satisfied with existing services, acus- ecutive shock therapy"-it will moti- tomer survey may be the assessment vate action. tool of choice. Where quality man- With a good The Cost of Quality is defined as agement surveys differ from more or- the dollars spent on assuring that a dinary customer satisfaction polls is service is top quality or on correcting in the nature of the questions. Be- mistakes if it is not. In conducting a 3 fore asking "How are we doing?," understanding Of COQ assessment, an organization de- they ask for input on "What should termines its costs for the four cate- we be doing?"-this is customer ex- gories of activities listed below. In pectation information. Then, citi- ire ~~aS IS" most government functions, these zens are queried on the degree to costs are mostly for salaries and bene- which aservice meets their expecta- fits. The four categories are: tions, which is a better measure of Sjt~latlOn, ~OCa~ • customer satisfaction. A final ques- Prevention: The cost of preventing tion, "How do you think we can do problems, errors, and waste. This this better?," often will help provide may include skills training, some direction for specific improvements. gOYerif111entS Can quality assurance functions, and Customer surveys are good tools the cost of the TQM initiative. for individual departments to use in • Appraisal: The cost of inspecting initially assessing their level of ser- plan the "tO be" for errors. Inspection may be of vice. Over the long term, regularly outside supplies received, reviews, administered surveys provide contin- or maintenance of inspection ual feedback to the managers and equipment. In awhite-collar en- employees who can take immediate state Of their vironment, this may equate to action for improvement. reviewing for errors in such docu- ments as reports, budgets, esti- Internal surveys. TQM typically Operations, once mates, and letters prior to their means the organization's culture delivery. must be transformed from tradi- • Internal Failure: The costs of cor- tional management styles to a cus- Improvements recting mistakes, rework, defective tourer focus and continuous im- ~ parts discarded, delays, requests for provement. It is important to exceptions, or other forms of waste understand the existing culture and are made. that occur before a service is deliv- identify work units that might be par- ered to an internal or external cus- ticularly receptive to piloting a team tourer. or project. • External Failure: The cost of re- Before starting its quality initia- pairs or rework after you deliver a tive, for example, Brevard County, County ,Florida, government helped product or service to a customer. Florida, administrators conducted to surface employee issues and pro- Usually, this is the highest-cost cate- such asurvey to understand employ- vide insights into departmental atti- gory. In government, it can include ees' perspective on current opera- tudes and the quality of supervision. redoing road repairs, trying liabil- tions and work environment, which ity law suits, conducting formal in- helped position the county for Cost of Quality. Cost of Quality vestigations by oversight groups, change. The survey was developed (COQ) appeals to organizations that and answering complaints. . with input from a sample of employ- want to gain cost savings, yet still im- ees, then administered to all person- prove quality levels in products and The quickest way to save money is nel. Employees were asked their feel- services. COQ proves the notion that to reduce internal and external fail- ings about the existing organization "quality is free" by showing how re- ures. Done right, a COQ assessment and their own positions in it. Based ductions in errors (that improve will quickly pinpoint the work activi- on their responses, Brevard County quality) can save 20 to 60 percent of ties that are the major cost drivers in administrators could develop specific the cost associated with delivering a these two categories. Then, specific . actions to both introduce TQM and service. Thus, the magnitude of po- action plans can be developed to improve employee satisfaction. A tential cost savings demonstrated by make improvements in these activi- similar survey in the Palm Beach COQ is sometimes referred to as "ex- ties. As you improve these activities, 12 October 1882 j i to i i i ~ ~ - w ! ~~ISfU1~l D~ ~1~ ~n !/UUUU ' J~'q 1~~~07~j`~~1+ 'I~'f'nry~~~y~gy~ lu~J1C~~~~7.R~Q~~/~-u~°~ lnlUUl1~/U~vi~Yb~I~~UU~UO~I~JlS~1U 2i A%llGtYl~vrLY.JL~WLV~SV ll ' ~ lllvJlSV ° ~o Dp o ~ ICMA AT~~TLJAL AWARDS LUNCHEON PROGRAM. Welcome William H. Hansen, )r: Executive Director ICMA L Luncheon Master of Ceremonies J. Thomas Lundy County Manager Catawba County, N.C. Winner of the 1990 ICMA Award for Local Government Education and the 1988 Award for Program Excellerice- Citizen Participation Presentation of the PTI Technology Leadership Award Costs Toregas President Public Technology; Inc. Recognition of the Conference Assistance Recipients Recognition. of the Edwin O. Stene Academic Scholarship Recipient Recognition, of the Local. Government. Journalism Award Recipient Recognition of Outgoing Members of the ICMA Awards Evaluation Panel Moment of Silence in Memory of L. P. Cookingham and William R. Sommer ICMA Awards Program Video Presentation Adjournment MENU -Fresh Fruit Cup Quiche Lorraine ° Baked Apple Carrots Vichy Luncheon Rolls and Butter Rosettes Strawberry Mousse with Lady Fngex Coffee, Tea, Brewed Decaffeinated Coffee, Iced Tea From the Executive Director Since the 1960s, the International Ciry/County Management Association (ICMA) has honored those communities and • administrators who-through excellence and innovation-have made outstanding contributions to professional local government management. Each year, dozens of entries from local governments large and small are submitted to an anonymous, 11-member awards evaluation panel. This panel of ICMA members, nonmembers, and academicians undertakes the difficult task of selecting a limited number of winners. Because the program is intended to recognize the profession's best and brightest, not all awards are presented each year. Descriptions of the individuals and programs selected to receive this year's awards begin on page A-6. We also recognize the 10 Conference Assistance recipients, the recipient of the 1992 Edwin O. Stene Academic Scholarship, and . the winner of this year's Local Government Journalism Award, sponsored by the ICMA Endowment for the Profession. It is with deep sorrow that we also acknowledge the passing of two very special colleagues: L. P. (Perry) Cookingham, the man for whom our Career Development Award is named, and William Sommer, former village administrator of Lincolnwood, Ill. Bill, along with seven other managers, was instrumental in the development of the North Suburban Employee Benefit Cooperative of Illinois, this year's winner of our Award for Program Excellence in Intergovernmental Cooperation. On behalf of the membership and ICMA's Executive Board, I congratulate all of our winners. The ICMA Awards Program is one of the most valuable and visible ways through which we can honor and celebrate our colleagues and their achievements. The individuals and programs highlighted in this publication exemplify the professionalism, talent, and innovation that has always characterized local government management and which will continue to guide us as we strive to meet the challenges ahead. Sincerely, il~ Hansen ICMA Executive Director 1992 Conference Assistance Recipients Edwin O. Stene Academic Scholarship he goals of the Conference Assistance Program are to provide ®r. Edwin O. Stene devoted his career at the University of financial assistance to individuals beginning careers in local Kansas to public administration and to attracting young government who otherwise would be unable to attend and to people to the profession, training them, instilling in them high promote diversity among attendees. ICMA encourages applica- ethical values and standards, and retaining them in local govern- tions from minorities, women, and individuals serving in small ment positions. For the past four years, in recognition of Dr. municipalities, counties, and councils of governments. Stene's successful efforts, ICMA has presented a student with the To be eligible to receive a stipend, each applicant must Edwin O. Stene Academic Scholarship. The Kansas University • Be an ICMA member who is attending the conference for Alumni have enabled ICMA to award a scholarship in the amount of $1,000. the first time To be eligible to apply for the Edwin O. Stene Scholarship , a • Have 18 months or less of service in his or her present student must be enrolled as a full-time graduate student in a position public administration program. Applicants must have little or no • Have a gross annual salary of less than $25,000 full-time experience in local government, excluding internships. This year's winners were selected on the basis of their commit- No student may apply without program sponsorship; however, ment to the profession, the quality of their written statements any graduate degree program may sponsor one applicant. describing the importance of ICMA to them and to local govern- Students who apply for the Edwin O. Stene Scholarship must ment, and other criteria. Congratulations go to: submit official transcripts of their graduate and undergraduate work, plus at least three letters of nomination and athree-to-five- Jennifer Geyer, project coordinator, Palmyra, Wis. page essay that describes and demonstrates the student's interest Dwayne Linkston Edwards, intern, Saginaw, Mich. in and commitment to a local government career. Afour-member, Dawn McKinney, budget analyst, Kansas City, Mo. independent committee selects the winner. Andrea Esquer, intern, Phoenix, Ariz. This year ICMA congratulates March A. Coffield, a student at David Urbia, management assistant, St. Anthony, Minn. Texas A&M University, as the recipient of the 1992 Edwin O. Stene Kathy Reader, assistant to the city manager, Mineral Wells, Academic Scholarship. ~ Texas Jamie Quarreller, National Urban League Fellow, Washington, D.C. Francis Doyle, intern, King of Prussia, Pa. John Prescott, intern, Burnsville, Minn. Joe Smith, intern, Ellsworth, Kans. ~ An anonymous, 11-member awards judging panel is charged with selecting the winners of the ICMA Annual Awards. Because of the time and effort that goes into these decisions, ICMA would like to publicly recognize and thank the tour judging panel members who complete their three-year terms at this conference: Gary H. Hensley, city manager, Maryville, Tenn.- (1991-1992 chairman] Linda Cheatham, director, office of the budget, District of Columbia Government Charles F. Church, city manager, Lynchburg, Va. J Perkins, city manager, Morgan Hill, Calif. A-4 ICMA ANNUAL AWARDS 1992 WINNERS Award for Excellence in Honor of Mark E. Keane Harvey M. Rose, City Manager, Steamboat Springs, Colo. Award for Career Development in Memory of L. P. Cookingham Gerald E. Newfarmer, City Manager, Cincinnati, Ohio In-Service Training Award in Memory of Clarence E. Ridley Douglas K. Clark, City Manager, Escondido, Calif. R. Michael Eastland, City Manager, Carrollton, Texas Workplace Diversity Professional Development Award Jack Hadge, Town Manager, Middletown, Pa. Assistant Excellence in Leadership Award in Memory of Buford M. Watson, Jr. Marianne C. Shank, Assistant City Manager, Corvallis, Ore. Award for Program Excellence- Intergovernmental Cooperation Populations under 20,000 Yampa Valley Economic Development Project Donald R. Birkner, City Administrator, Craig, Colo. Harvey M. Rose, City Manager, Steamboat Springs, Colo. Award for Program Excellence- Intergovernmental Cooperation Populations over 20,000 North Suburban Employee Benefit Cooperative of Illinois Kevin J. Bowens, Village Administrator, Libertyville David M. Limardi, Village Manager, Lincolnshire Mark J. Morien, Village Manager, Northfield Albert J. Rigoni, Village Manager, Skokie The Late William R. Sommer, Village Administrator, Lincolnwood Kenneth A. Terlip, Village Manager, Kenilworth Heidi Voorhees, Village Manager, Wilmette Daniel Lee Wentzloff, Village Administrator, Prospect Heights Award for Program Excellence- Public-Private Partnerships Revan A. F. Tranter, Executive Director, Association of Bay Area Governments Public Safety Program Excellence Award in Memory of William H. Hansell, Sr. Robert W. Morgan, Town Manager, Carrboro, N.C. A-5 Award for Excellence Award for Career Development in Honor of Mark E. Keane in Memory of L.P. Cookingham Established in honoro f formerlCMAExecutiveDirectorMarkE. Keane, Each year ICMA presents the Award for Career Development to a the Award for Excellence recognizes an outstanding local government corporate member who has made a signi ficant contribution to the administrator who has enhanced the e ffectiveness o f local government development o f new talent in professional local government manage- officials and consistently initiated creative and successful programs. ment. The award memorializes former ICMA President L.P. (Perry) Harvey Rose, city manager, Steamboat Springs, Colo., is the 1992 Cookingham, who is credited with creating the local government recipient o f the Award for Excellence in Honor o f Mark E. Keane. internship. Mr. Cookingham passed away on July 22, 1992, at the age o f 95. Gerald E. New farmer, city manager o f Cincinnati, Ohio, is the n 1986, when Harvey Rose recipient o f this year's Cookingham award. I assumed the position of city manager of Steamboat Springs, I n 1983, when Mr. Newfarmer ° Colo., the city-and all of assumed the position of city Northwest Colorado-suffered manager of San Jose, Calif., the from a severe economic down- city suffered from diminished turn, the result of years of geo- i ; financial and human resources. ~ ' graphic isolation. To combat ~ Convinced that efforts to at- the 10- to 13-percent unem- ~ tract new talent to San Jose ployment rate, the foreclosures, should not be abandoned de- and the death of downtown spite the decrease, Mr. New- areas, Mr. Rose initiated a series farmer initiated several pro- of programs designed to stabi- xarvey Nt. Rose grams to improve the local lize the region's economy, en- government's talent base and hance cooperation among lo- city departments and func- promote the growth and devel- Gerald E. Newfarmer cal government officials, and tions and initiated an exten- opment of existing staff. These foster an attitude of hope sive training/cross-training programs include the experience the challenges among community residents. program. He developed apro- Municipal Executive Trainee faced by other departments. To enhance the effective- gram that offered educational (MET) Program-Instituted in Managers rotate through key ness of elected officials, Mr. Rose grants and loans to employ- 1984, this program provides an city offices, or participate in ex- scheduled team-building and ees. Under Mr. Rose's direc- opportunity for mid-manage- changes with other city goal-setting retreats to estab- tion, the city also published a ment employees to serve six governments. lish mutual trust. As Steamboat newsletter with a current cir- months in the city manager's Mr. Newfarmer also initiated Springs' elected officials real- culation of 5,000; conducted office and work directly with the following San Jose pro- izedthe importance of regional town meetings; developed the the chief administrative officer. grams: Women in Government cooperation, they invited other quarterly "Coffee with the City During Mr. Newfarmer's ten- Service, Management Action jurisdictions to participate in Manager" forum for city em- ure as San Jose's manager, 12 Committees, the Management the retreats. Today, the local ployees; and cultivated a posi- individuals participated in this Association, the Outstanding government holds quarterly tive relationship with the lo- program, six of whom have Employee Award Program, and city-county summit meetings cal media through informal been promoted within the San the Open Door Mentoring and semi-annual city-city sum- weekly discussions in the Jose city government. Policy. Since becoming city mits; the school board has also manager's office. Management Intern Pro- managerof Cincinnatiin 1990, been invited to attend. Today, the people who work gram-Through aone-year ro- Mr. Newfarmer has established To jump start the economy, with Mr. Rose describe him as a tation involving four city de- a series of local government Mr. Rose initiated programs to visionary.Thankstohisadmin- partments, this program, programs there that are similar increase summer tourism, forge istrative expertise and entrepre- introduced in 1986, provides to those in San Jose. public-private partnerships, neurial philosophy, regional local government experience to Throughout his career, Mr. and develop short- and long- unemployment fell nearly 10 individuals who have just com- Newfarmer has made a clear term planning for economic points to 4 percent; city tax pleted graduate school. Today, commitment to the profes- growth and development. revenues increased 70 percent; ten former San Jose interns still sional development of women To increase administrative and summer tax revenues, an work for the city. and minorities. To date, more efficiency, Mr. Rose merged indicator of the stabilization of Executive Rotation Program- than 501oca1 government man- the year-round economy, rose This program offers high-level agement professionals across 158 percent. ~ managers an opportunity to the country have been assisted by his programs. ~ A-6 I ' In-Service Training Award in Memory of Clarence E. Ridley _ ICMA's In-Service TrainingAward is presented to the administrator or ~ aced with a rapidly growing ' administrators who have developed and implemented highly effective population, the city of ' in-service training programs for local government employees. The Carrollton, Texas, needed to award was established in memory o fClarenceE. Ridley, a pioneer in the expand its local government field of local government management. This year ICMA presents this services. At the same time, a i,. award jointly to Douglas K. Clark, city manager of Escondido, Calif., slow economy and a declining and to R. Michael Eastland, city manager o f Carrollton, Texas. tax base forced the city to try to do more with less. In addition he city of Escondido, ~ to its economic woes, the city T Calif., has been growing by recognized that its training and leaps and bounds. In 1972, the personnel programs were either city's population hovered at inconsistent or nonexistent. R. Michael Eastland 40,000. By 1990, its population To meet the challenge of ba1- surpassed 108,000, making it angng increased service de- support staff with the skills and one of the fastest growing cities ~ mands against fewer available knowledge theyneed to respond in the San Diego area. Such dollars, Mr. Eastland developed to the challenges of today's rapid growth created many a comprehensive training pro- workplace. Network sessions challenges for Escondido's lo- gramthatencouragesexcellence focus on human relations skills cal government, ranging from 1" in local government through and the consistent application the need to provide additional training and professional devel- of procedures that directly af- public facilities and increased ` opment. The four-tiered pro- fect administrative employees. city services to environmental Douglas K. Clark gram is administered through Carrollton's New Employee management concerns. the human resources depart- Orientation program provides In response to these chal- directed by a 20-member cus- mentbyatrainerwhoisrespon- vital information to new em- lenges, Mr.Clark initiated a cus- tourer service committee that sible forassessingorganizational ployees to enhance their under- tomer service program that re- meets monthly and includes and training needs, as well as standing of local government. inforced the concept of "I'M representatives from every city coordinating, developing, and The city also offers employees FIRST," an acronym for inte- department. The committee implementing training pro- the chance to participate in on- grams to meet those needs. going sessions that help partici- An integral part of Mr. pants develop positive disci- Through the Eastland's training program is Aline, resolve differences, and I'M FIRST the Su ervisor Trainin treat citizens as customers. program, P y g Escondido staff Series, which enables supervi- Mr. Eastland's in-service are empowered sors to develop fundamental training programs provide em- to cut through management skills and presents ployees with the increased job "bureaucrati` a common management phi- skills, personal growth, and in- red tape' to losophy to local government spiration they need to become ` provide better - A service. managers. The Administrative participative and innovative -Y ~ Network is a series of monthly members of the city's local gov- sessions designed to provide ernment team. ~ gration, mission, feedback, in- provides program direction, terviewing, reward, support, evaluates employee suggestions and training. The concept was for service improvement, and developedbymanagementcon- maintains records. •t " Carrollton sultant Linda Goldzimer of The I'M FIRST training pro- employees Melville, N.Y. gram provides Escondido em- receive I'M FIRST encourages ployees with increased job ~ comprehensive Escondido's em to ees to treat awareness and ins fires them to ~ ' training and P y P professional each customer as an individual deliver the best in local govern- development. withpersonalneedsandtowork ment customer service. ~ smarter, not harder, to deliver better service. The program is A-7 Workplace Diversity Assistant Excellence in Leadership Award Professional Development Award in Memory of Buford M. Watson, Jr. The WorkplaceDiversityProfessionalDevelopmentAwardispresented ICMA's Assistant Excellence in Leadership Award, established in to an administrator who has designed outstanding career development memory o f formerlCMA president Bu ford M. Watson, Jr., is presented programs, policies, or practices specifically to assist minorities and to a local government management pro fessional who has made signi fi- women inlocal government. This yearlCMA presents this award to Jack cant contributions toward excellence in leadership while serving as an Hadge, town manager o f Middletown, Pa., and former town manager assistant to a chie f local government administrator and department o f Teaneck, N.J. heads. This year, ICMA presents theAssistantExcellence inLeadership Award to Marianne Shank, assistant city manager o f Corvallis, Ore. ocated in Bergen County, in the greater New York City ~ 'n November 1990, Oregon ~ W ~ - metropolitan area, Teaneck, j citizens sent government of- N.J., is a diverse community of ficials a clear message: cut about 38,000 residents. Accord- ~ spending and work smarter! +Y~. ing to 1990 census data, ap- ~ i That year, residents voted to proximately 33 percent of ! adopt Measure 5, the Oregon _ Teaneck residents are consid- ~ state property tax limitation ered minorities. ~ that greatly reduced resources TheTeaneckMunicipalGnv- for local governments and pub- ernment is composed of seven ~ lic organizations. To eliminate ' departments-fire, police, pub- lack Hadge the gap between local govern- lic works, building, finance, ment revenues and spending, \ health, and recreation. In 1989, chief, engineer, and public Oregon officials were forced to when Mr. Hadge became man- works director whose members make drastic changes in their Marianne C. Shank ager of Teaneck, he immedi- more closely represented thinking. ately recognized the lack of Teaneck's population and pro- Over the past five years, the In addition to implement- minority representation and vided a balanced system ofcan- city of Corvallis has impie- ing Rightsizing II, Ms. Shank the absence of programs de- didate review. He also ap- mented a rightsizing approach has strengthened Corvallis gov- signed to recruit minorities to pointedrninoritiestothetown's to government services. The ernment by initiating "Fifth key positions in these depart- citizen advisory boards and Corvallis Rightsizing II: Com- Tuesday" staff training events ments. Demonstratinghis dedi- implemented the Progressive pacting Financial Plan is the to promote customer service in cation to diversity, Mr. Hadge Personnel Program, which ex- city's strategy to provide, local government; recruiting established a work plan aimed panded the civil service eligi- through 1998, customer- andhiringmanagementintems athiringminoritiesandwomen bility list and the amount of responsive services at a cost from diverse educational and in high-level positions through- educational assistance available citizens are willing to pay. By cultural backgrounds to partici- out town government and cre- for successful applicants. Asa realigning organization's struc- pate in the MENTORS Intern- ated alocal government work direct result of these efforts, a ture to rely heavily on staff in- ship Program; and empower- force that more accurately re- minority deputy fire chief was volvementand dedication at all ing department heads to fleeted the town's population. appointed in Teaneck. levels, the plan ensures the city's determine how their areas will To recruit minority candi-. By recruiting and develop- financial stability, without new meet the city's financial goals. dates, Mr. Hadge first created ing a more diverse work force, tax levies, through 1998. Ms. Shank also solicits innova- selectioncommittees for the po- Mr. Hadge fostered a new atti- As assistant city manager, tive ideas from staff and incor- sitions of deputy manager, fire tude in Teaneck that can be Ms. Shank played a key role porates those ideas into the nurtured in communities developing the strategy and is city's decision-making process. throughout the country. responsible for assuring orga- As Chief Operating Officer ICMA is pleased to recognize nizationalcompliancewiththe for the City Manager,' Ms. Mr. Hadge for this achieve- financial parameters specified Shank's team-oriented ap- ment. ~ in Rightsizing II. She consis- proach and guidance have tently challenges city depart- helped the city of Corvallis ment heads to meet and exceed achieve its customer service the goals set forth in the plan. goals while shifting financial paradigms. ~ A-8 Award for Program Excellence- Award for Program Excellence- Intergovernmental Cooperation Intergovernmental Cooperation Populations under 20,000 Populations over 20,000 ICMA's Intergovernmental Cooperation Award recognizes outstanding This year's Intergovernmental Cooperation Award in the over 20,000 programs based on cooperativeactionsorstrategicpartnershipsbetween population category goes to the Illinois North Suburban Employee governmentorganizations.Regardlessofthenumberofprogrampartici- Benefit Cooperative. are ICMAlcorporate melmber are recognized. Thiosjyea~ ICMA preQents the award for the under 20,000 population category to the Yampa Valley Economic Development Project of Northwest Colorado. - ` ' n the past, Northwest team to guide staff, electedoffi- . Colorado's economy was cials, and citizens through a ~ based on agriculture, tourism, two-year planning process, the and coal mining, and the entire local governments-under the region reaped the benefits of auspices of the Yampa Valley these ventures. During the "en- Economic Development Coun- ergy bust" of 1982, however, cil (YVEDC)-issued the North- while much of the nation en- west Colorado Economic Di- joyed unprecedented growth, versification Plan. The plan North Suburban Employee Benefit Cooperative members (from left to Northwest Colorado plunged formalized the groups eco- intoaneconomicrecessionthat nomic development efforts- right) Mark Morien, Daniel Wentzloff, Heidi Voorhees, Kevin Bowens, David Limbardi and Albert Rigoni. persisted for seven years. The which included the develop- regionbecamedependentupon ment of a regional airport and The late 1980switnessedthe The Illinois communities its five-month ski season for 65 privately-ownedbus service and greatest health-care Indus- formed a task force to consider percent of its revenue, while the promotion of recreation and try upheaval in U.S. history. solutions to the growing health- summer tourism was virtually tourism as economic develop- From 1980 to 1987, health-care care crisis, including the estab- nonexistent, ment tools-enabling the five costs increased from 9.1 per- lishment of a pooled, self- Faced with a severely de- jurisdictions to realize a com- cent to 11.3 percent of the funding health insurance pressed seasonal economy, five mop vision. nation's gross national prod- cooperative. Thegroup hired the Northwest Colorado jurisdic- As a result of the Yampa uct. In 1987, virtually every consulting firm of Kramer and tions-including the cities of Va1leyEconomicDevelopment insurance company experi- Associates to determine the fea- Craig and Steamboat Springs, Project, the Northwest Colo- enced monetary medical insur- sibility of such a project, and the town of Hayden, and the rado region experienced a ance losses. Nationally, Blue the results of their initial study counties of Routt and Moffat- marked improvement in its Cross lost $1.2 billion, while were positive. First-year pro- banded together to find a re- year-round economy. Today, Blue Cross of Illinois lost ap- jected rates indicated that each gional solution to their eco- unemployment continues to proximately $32 million. Other of the seven jurisdictions could nomic problems. In Apri11990, drop, and the region's tax base private carriers experienced rate expect significant reductions in after employing a consulting steadily rises. ~ increases of 20 to 300 percent, costs compared with previous - - , and most health maintenance years and with the 25- to 60- ' _ organizations also suffered se- percent increases projected by vere financial setbacks. private insurance carriers. As a In early 1987, seven council- result of the study, the commu- manager communities in sub- pities founded the North urban Chicago came together Suburban Employee Benefit Co- to find a solution to the devas- operative to implement cost- tating effects of high employee containment measures such as health-care costs. The commu- higher deductibles, a prescrip- nities'populations ranged from tion drug program, and apre- 2,500 to 60,000; the number of ferred provider option. In July local government employees 1987, the cooperative began ranged from 29 to 520. operation. Today visitors to the Yampa Valley can enjoy this riverside trail. continued On page A-11 A-9 Award for Program Excellence- Public Safety Program Excellence Award Public-Private Partnerships in Memory of William H. Hansell, Sr. ICMA's Award for Program Excellence in Public-Private Partnerships ICMA'sPublicSafetyProgramExcellenceAward, establishedin memory recognizes outstanding programs that reflect cooperative actions or o f William H. Hansell, Sr., is awarded to a local government and its strategic partnerships between government organizations and the pri- chie f administrator for the most creative public safety program. This vote sector. This year, ICMA presents the award to the Association o f year ICMA honors the First Responder Program, created by Carrboro, Bay Area Governments and its executive director, Revan A. F. Tranter. N.C., Town Manager Robert W. Morgan. During the past four years, ~ D uring the past 20 years, the the Association ofBayArea ~ town of Carrboro, located ,Y,,.>.: ( ) in the Raleigh-Durham metro- ~ 'fir. Governments ABAG has over- seen the development of the ~ politan area, has undergone ~ a~ San Francisco Bay Trail Project, major changes. From 1960 to ; , a 400-mile system of hiking and the present, the population ex= F ~ ti biking trails surrounding San ~ panded 400 percent to more Francisco Bay. Slated for ~ than 12,000 cirizens, all resid- ` i, completion in 2001, the trail ing within a 3.35 square-mile will connect 90 existing parks, ; area. Changing demographics marinas, and beaches and will turned the area into a bedroom open trail connections to more community, withmostresidents ' than 50,000 acres of open space Revan A. F. Tranter employed outside Carrboro. Robert w. Morgan throughout the bay area. The trail system will help preserve ties, and developing new trail ° ' breathtaking views, improve segments. public access to the bay shore- The Bay Trail Project is the '"~r~-~ ~f line, and protect wetlands and cooperative effort of represen- The same ~ other fragile environments. The tatives from city, county, state, Carrboro First Responders who _ project's 1992 work plan fo- and federal entities, private citi- tend to city r cuses.on enhancing pedestrian zens, localbusinesses, and other beautification ~ and bicycle access to the trail agencies that share controlling projects... ~ creating links to existing and interest in the area's land. Since ~ . ~ ~ .g ' proposed transportation facili- continued on page A-11 ; ~ . ~ ~ ` . S,~g pair', ' `tbw 4. kr ...also are ~ trained to ~ a; ~ - respond to r major ity ` ` _ fires. ~ `,k~ ~ rtr:;,,;, Thesechangescreatedproblems ability of volunteer fire fighters . '.~<,~r for the town and the local fire during normal work hours. . s. ~ department. The density of the In response to these prob- Cyclists enjoy the extensive Bay Trail system. population increasedthepoten- lems, Carrboro instituted the tial for fires, while the transient First Responder Program, in work force limited the avail- continued on page A-I1 A-10 Continuations 1992 Local Government Journalism Award Intergovernmental Cooperation, continued from page A-9 The purpose o f the ICMA Endowment Fund for the Pro fession By taking advantage of the Suburban Employee Benefit is to promote and defend the council-manager plan and pro fes- benefits afforded by a pooled, Cooperative-which today in- sional local government management. For the past ten years, self-funding cooperative, the cludesthevillagesofKenilworth the Journalism Award has contributed to this objective by Illinois communities have kept Libertyville, Lincolnshire, recognizing the journalist's role in increasing public awareness health-benefit costs well below Lincolnwood, Northfield, o f the local government management pro fession. the 20- to 25-percent average Wilmette, and Skokie and the Each year a monetary award is presented to the journalist annual cost increases that pre- city of Prospect Heights-has a who has published an outstanding newspaper article or series o f vail in the private insurance five-year history of providing articles that closely examines the role o f the professional local market. With a fund balance of reliable health-care coverage to government manager and his or her impact on the community; more than $250,000, the North participating employees. ~ that demonstrates a clear understanding o f local government operations and/or issues; and that makes a positive contribu- tion to public understanding o f pro fessional local government Public-Private Partnerships, continued from page A-10 management. This year the Endowment Fund's Local Government the project's inception, ABAG implementation costs for spe- journalism Award is presented to Tony j. Fonder, a writer for staff, executiveboardmembers, cific trail segments generally The Item of Millburn and Short Hills, N.J. Following is the and volunteers have worked assumed by the local govern- initial article from his series describing local government in extensively with regional busi- ments. In 1989, ABAG and the Millburn Township. nesses to meet their specific Metropolitan Transportation needs. For example, represen- Commission agreed to provide tatives from Lockheed, Cargill $50,000 annually for the Salt, NASA-Ames, and ESL Cor- project. poration met to develop a trail The Bay Trail Project serves route that would allow maxi- as a model for both multi-juris- mum use by their employees dictional and local projects and while -maintaining safety and fullydemonstrateshowthepri- security standards. vate sector and local govern- Capital costs for the com- ments can work together to es- pleted project have been esti- tablishaprojectoflastingvalue. mated at $34 million, with ~ Public Safety Program Excellence, continued from page A-10 which the public works depart- public works departments. menthiresthreegroundskeepers Twenty percent of the cost of who also are trained to respond training, equipment, and addi- to emergency fire calls. In addi- tional fire-fighter support is in- tion to receiving 127 hours of cluded in the fire department fire-fighter training, these spe- budget; 80 percent is absorbed cial employees are compensated by the public works department. ataratethatisl0-percenthigher Carrboro's First Responder than that for regular grounds- Program provides the city with keepers. Whennotfightingfires, both additionalfire-fighter sup- the First Responders-who re- port during normal work hours main on call for dispatch to and the staff needed to com- major fires-are assigned to in- plete mandated city beautifica- terruptible landscaping tasks. tion projects, while postponing The cost of Carrboro's pro- the city's need to hire additional gram is shared by the fire and full-time fire personnel. ~ A-11 Town Administrator Wears Several Hats by Tony J. Forder overnment in Millburn Town- says they function well without his closing one set of books and opening ship is a $20 million business- interference. As town administrator, another," he said. a business that provides town resi- he works most closely with the town Fighting budget brushfires, how- dents with a multiplicity of services clerk and with the heads of the fi- ever, is a year-round activity; not ev- ranging from police and fire protec- nance departments. Meetings be- ery financial need can be anticipated. tion to free bus service for senior tween the town administrator and Even as this year's budget is being citizens who are going shopping and department heads are held once ev- completed, new needs crop up. for youngsters going to the munici- ery two weeks. Mr.Gordonwillhavetofindfunds pal swimming pool. "This is not New York City," Mr. for an engineering survey in the Timothy P. Gordon became the Gordon said. "Some of the depart- South Mountain area and for adown- township's first administrator in ments only have two people in them. town traffic study that is the result of January 1985. I don't need to know everything that actions taken at recent meetings of His appointment stemmed from is going on in every department. the townshipcommitteeandtheplan- the township committee's desire to That's why you have supervisors. If ning board. abandon the commissioner style of there's anything major then, yes, I "At least we have time to include government and hire astrong admin- do know about it." these things in the budget," Mr. Gor- istrator tooversee municipal affairs. Although not all complaints from don said. "When things crop up af- Putsimply, the administrator' s job town residents are "major," Mr. Gor- terwards, that' s when you have to do is to run the day-to-day business don and the head of the department some juggling." activities of the township. It is a job in question are the ones who usually For instance, last year, when the that requires the administrator to wear dealt with them. If a complaint is of town had an unexpected Gypsy Moth many hats. a personal nature-against a town problem, moneytargetedfortreeprun- On any given day the administra- employee or neighbor-it is kept ing had to be redirected to spraying. for may be called on to act as nego- confidential. The best way to regis- Mr. Gordon answers to the town- tiator, financial planner, technical ter a complaint is to write a letter, ship committee. He earns $77,411 adviser, public relations coordina- Mr. Gordon said. "When people write per year, and his contract can be tor, customer service manager, or a letter, they usually give you more terminated on three months' notice personnel director. information than they would over by atwo-thirds majority of the Com- Mr. Gordon is in charge of the the phone when they might be an- mittee. hiring and firing, salaries, promo- gry," Mr. Gordon said. "The better The administrator and the town tions and benefits of the town's you can understand the problem, the clerk are responsible for running the roughly 200 full-time employees. He better you can deal with it." administration of the committee; the signs all the town's bills, prepares A large part of his job is "invis- town clerk holds responsibility for the town's budget, and makes its ible" to the public, Mr. Gordon said. minutes, mail, and ordinances; the purchases. He represents the town- Litigation in areas ranging from administrator carries out committee ship before agencies, insurance com- workman's compensation claims, to directives. The administrator also panies, and labor unions and is re- lawsuits against the township, to acts as an information resource at sponsible for following committee wrangling with the Department of committee meetings. directives and for keeping commit- Environmental Protection is time- Town government is becoming tee members up to date on current consuming, and taking care ofinsur- more complex, a fact recognized by issues. He oversees the town's 13 ance for the town and health insur- the committee when it decided to departments, which include finance, ance for its workers requires greater hire an assistant administrator this recreation, tax assessor, tax collec- research these days. Also, monitor- year. Mr. Gordon has no problem tor, engineering, shade tree, public ing the work of town employees can- identifying the areas in which his as works, building, health, police, fire, not be ignored. yet unknown helper will work. That welfare, and senior citizens. During this time of year, much of person could assist with legislative . The day-to-day functioning of Mr. Gordon's day is spent preparing inquiries, audit management, re- eachdepartment isleft toits director the town's budget. spond to complaints, and provide and, most of the time, Mr. Gordon "It's a busy time because you're technical computer knowledge. A-12 ,r ~o- In Memory... Local Government Giant Dies at 95 L. P. (Perry) Cookingham, former ICMA president and nationally _ respected local government manager, died on July 22,1992, at the age of 95. He is credited with creating the internship concept and personally training more future local government managers than anyone else. In 1976, ICMA presented its first award in honor of Mr. Cookingham-The Award for Career Development. Mr. Cookingham's local government experiences include serv- ing ascity manager of Fort Worth, Texas; and Saginaw, Plymouth, and Clawson, Mich. He is best known for his 19 years as city manager of Kansas City, Mo., a position he began in 1940. Inheriting a corrupt local government, Cookingham is credited with turning around and vastly improving Kansas Ciry. Bill L. P. (Perry) Cookingham Gilbert, author of This City, This Man: The Cookingham Era in Kansas City, had this to say about Mr. Cookingham's tenure: "Perry Cookingham made a substantial and lasting contribu- tion toKansas City, a contribution from which the citizens are still reaping large benefits. At the same time, he pioneered an approach to his profession that was probably the most innova- tive, creative, and influential in the history of modern urban management." Mr. Cookingham will be remembered by all of us for his sense of humor, friendly manner, and vision for the future. Memorial Fund Established for Illinois Manager Robert R. Kiely, Jr., city manager, Lake Forest, Ill.; David M. Limardi, village manager, Lincolnshire, Ill.; and Albert J. Rigoni, village manager, Skokie, Ill., friends and colleagues of recently deceased William Sommer, former village administrator of Lincolnwood, Ill., have established a memorial education fund for Bill's children, Annie and Jay. Contributions can be sent to the Bill Sommer Memorial Fund, c/o David M. Limardi,175 OldeHalf Day Road, Lincolnshire, Ill. 60069. A-13 Past Winners of the ICMA Core Awards Award for Excellence in Honor of Mark E. Keane 1991 John D. Goss 1987 James C. Smith 1990 Daniel W. Fitzpatrick 1986 J. Peter Braun 1989 Michael J. Rock 1985 WilliamM.Christopher 1988 Corwin S. Elwell 1984 Marvin A. Andrews Award for Career Development in Honor of L. P. Cookingham 1991 William F. La Vecchia 1982 G. Robert House 1990 Leland D. Nelson 1981 Robert O. Baily 1989 Roland H. Windham,Jr. 1980 Dan H. Davidson 1988 James R. Griesmer 1980 David H. Burkhalter 1987 Paul A. Steinbrenner 1979 Gerald G. Fox 1986 Charles S. Anderson 1978 Alan Thelen 1985 Thomas L. Hedges 1978 Robert D. Farley 1984 Leland Brodbeck 1977 Richard G. Simmons 1983 Cole Hendrix 1976 Robert A. Finley In-Service Training Award in Memory of Clarence E. Ridley 1991 Burke M. Raymond 1982 Michael G. Miller ' 1990 Robert C. Bobb 1981 Richard V. Robinson 1989 E. Allen Culverhouse 1981 Robert L. Herchert 1988 Paul D. Brotzman 1980 Richard V. Brown 1986 William J. Pitstick 1979 Richard L. Larsen 1985 Craig A. McDowell 1978 William V. Ford 1984 John E. Arnold 1977 G. Stevens Bernard 1983 Albert E. Haines 1976 David B. Norman A-14 1CMA This publication was developed by Michele Frisby, Awards Program Coordinator David Freeman, Public Relations Assistant Susan Gubisch, Graphic Designer Networking Just five or six years ago you would have been hard Networking pressed to find examples of TQM in government, al- What about networking outside the Sunshine State? though it had already gained momentum in the pri- Help may be closer than you think-as close as your vate sector. Fortunately, today there are networks in local Federal Express office or Xerox Service Center. place to connect you with local, state, and federal pub- Both companies are winners of the Malcolm Baldrige lic sector organizations who have already experienced National Award for Quality, and both share their the problems (and opportunities) you face in imple- knowledge with local organizations. But do not limit menting TQM. Often, industry and education organi- yourself to the Baldrige winners; within every commu- zations are part of these same networks; together with nity there will be business and nonprofit organizations government, they form quality coalitions to share re- that have already started quality initiatives. All it takes sources and educate newcomers. is some looking around, such as through the local Before revealing the shortcuts, though, let us look chamber of commerce. at how some local governments form their own net- Now for the shortcuts. Consider linking with the Na- works. For example, Collier County, Florida, managers tional Public Sector Network, a group of state and local began educating themselves about quality by reading government organizations, academicians, and consul- books, attending conferences, and contacting local or- tants interested in TQM. The network has a newsletter, ganizations who shared their interest in quality. They and its members offer you their hard-earned lessons hit a gold mine: Florida Power and Light's (FP&L) cor- on what works and what doesn't. porate headquarters are located in Collier County. Two other great networks are the American Society FP&L had adopted TQM in the mid-1980s and for Quality Control, the world's largest (100,000-plus) achieved so much that it won the coveted Deming association of quality professionals, and the smaller As- Prize, named after quality pioneer Dr. W. Edwards sociation for Quality and Participation. Membership Deming. Awarded by the Japanese Union of Scientists gets you access to local chapters, where you will meet and Engineers, the Deming Prize is Japan's most cov- people from your area who share your interests in eted corporate trophy. FP&L is the only non Japanese quality management. Both nonprofit associations offer company to win it and actively shares the know-how excellent journals, newsletters, book catalogs, semi- with communities throughout Florida. nars, and conferences (members get discounts on Yet FP&L is not the only quality model in Florida. these). When Brevard County, Florida, managers started look- The city government of Erie, Pennsylvania, receives ing around, they found active quality initiatives in local assistance in its quality initiative from a host of local offices of NASA at the Kennedy Space Center. Both or- businesses that have formed a Council on Excellence. ganizations shared advice and materials, and Harris The council is a ready-made local quality network dupli- provided training to get the county started. Gated in dozens of communities throughout the nation. Contact Information The Association for Quality and Participation National Public Sector Network 810-B West Eighth Street, Suite 501 University of Wisconsin-Madison Cincinnati, Ohio 45203 97 Bascom Hall 513/381-1959 500 Lincoln Drive The American Society for Quality Control Madison, Wisconsin 53706 611 E. Wisconsin Avenue 608/263-5510 P.O. Box 3005 Community Quality Coalitions Milwaukee, Wisconsin 53201-3005 Jackson Community College 1-800/248-1946 2111 Emmons Road Jackson, Michigan 49201 517/ 787-0800 Public Management 1$ you automatically reduce the need Baldrige National Quality Award, a • To form an effective top manage- for appraisal., The prevention Cate- prize authorized by the U.S. Congress ment team. Quality management gory usually increases in cost, how- for quality and excellence in the pri- states that teamwork at the top is ever, but the total cost of prevention vate sector. Some of the better-known required for teamwork at the bot- is much less than failure. winners of the prize include Federal tom. Top executives and depart- In industry, total COQ in tradi- Express, Xerox, and Cadillac. Several ment heads of most governments, tionally managed organizations typi- governments have adapted the however, rarely function as a team. tally ranges from between 20 percent Baldrige system for state and local Instead, each department operates of total cost in manufacturing to 40 prizes awarded to the private sector. largely independent of the others, percent for services. In the public The federal government has its own which leads to suboptimizing and sector, it may run between 50 and 60 versions, the President's Award for the failure to deal with cross-func- percent. By using TQM to reduce the Quality and the Quality Improvement tional problems and opportunities. causes of errors, however, COQ usu- Prototype Award. Because they are Having leaders develop strategic ally can sink to below 10 percent of geared to government functions (and quality plans is the first step toward total cost, most of which goes to there are in-depth case studies avail- top management teamwork. prevention. able on the 20-plus winners), the fed- • To establish improvement priori- eral assessments are probably best for ties. Every organization has a few Quality management practices. a state or local government. critical problems and opportuni- These assessments areaway of tom- No matter what assessment system ties that, left unaddressed, will paring your existing management you choose, the key to success is to use eventually lead to total failure. By practices to a set of criteria that gauge the results. This starts with planning. identifying these issues and setting your relative quality management ma- goals and objectives around them, turity. Quality management practices top management planners ensure usually cover how you identify and Planning improvements will focus on what is address customer expectations, per- There are several objectives to qual- most important. Assessment data form strategic planning, assure qual- ity management planning. The most should drive these decisions. ity, and involve employees in im- important, however, are not about • To communicate priorities to the provement. After the assessment, you the concrete details of implementing organization. No quality manage- have clear indicators of where you TQM. Instead, these objectives ment plan is complete unless it might improve quality practices. address the broader and more fun- spells out how goals and objectives Today, most quality practices assess- damental quality issues on an will be communicated and acted ments have their roots in the Malcolm organization: on throughout an organization. v ::::::::.w:::::::: n ....v.•v. y~ yet[ tr ~i~y~¢I~YfA~iy~ N ~y 1.~r iGi1~t~:F:~`•:.'.i~4i.:~:F".RS?~?=".':ttfii: `'~F'1~7YKk1~fI.F%SF.tiiR~ ~fi: ...4:::::.:.:;•::x•::•::•::•:x•:; ::.:::.:.:.:.;:.::.:.:c . . w: m::::::: nv::•nv:i4y: •::::::.M1w:{.:. v...... ...{iiiiiiiii:?. :..v}; iiii}i} r :w:::::::::::.w::: n~•.....vAv:::::.:~.:.} ......:..:gin::-::::::u w: Short-Term Initial Process Action/ ~.'Improvements•'•.~~ Im Teamsent ..Integration Capabili Assessment Vision Plan Structure Long-Term Management Teams Change Ongoing Improvement Teams Quality Systems Figure 1. 7bvin 7ti'ack Model Development Continuous Improvement 14 October 1992 Brevard County is a good example planning establishes an implementa- of how to meet these three objec- tion schedule, assigns responsibilities A ~NTION rives. The county's quality manage- for specific goals and objectives, and CITY MANAGERS! ment steering committee, which in- coordinates and monitors the new eluded top management, developed initiative. Implementation planning n a mission statement for the govern- will be discussed in the next article in ~ ' ' ° ~ ' ~I 'n . ~ ~ . _ ment and a set of organizational val- this series. ues and guiding principles of op- ' ~ y~a~.~.~s~,w~~a,.~~ ' eration. Top managers reached Staying Focused OLD BALLPARK consensus on these, which helped as- s sure their subsequent cooperation in Assessment and planning are not WAN~~I~,_ planning and plan execution. The simply preparatory steps for intro- values and principles also helped the ducing TQM. They are integral parts I'M LOOKING FOR AN OLD MINOR of quality management, with double LEAGUE STYLE BALLPARK THAT committee crystalize specific goals IS RUNDOWN, DILAPIDATED AND and objectives for improvement. emphasis on management. While AN EYESORE. WOULD PURCHASE, This made possible precise com- good assessment and planning pro- RENOVATE, RESTORE TO FULFILL munication about the county's new vide a firm foundation for the early LIFELONG DREAM. WOULD TURN period of TQM implementation, by IT INTO QUAINT SHOWPLACE direction, which was done at meet- CURRENT MINOR LEAGUE ings and formal training on TQM for repeating these two phases annually OPERATOR LOOKING FOR all managers and employees. And You ensure that your organization RETIREMENT PROJECT WHICH consider how assessment and lan- stays focused on meeting customer WILL GREATLY ENHANCE THE P expectations. ® TOWN IT'S LOCATED IN. PREFER ping information enhanced the value ONE NOT IN USE, WITH of Brevard's formal training: its per- GRANDSTAND WITH ROOF. sonnet learned not only how to use Pat Keehley is a managing associate at PREFER CENTRAL, NORTHERN OR MIDWESTERN TOWN. PLEASE quality tools, but also where to apply Coopers~'Lybrand'sWashington, D. C.- SEND PICTURES INFORMATION them and why this was im~iortant. based Center of Excellence for Total Qual- TO There is another part of planning ity Management. This article is the sec- 2908 PENNSYLVANIA AVE that addresses how TQM will be im- and of several on quality management in CHARLESTON, WV 25302 plemented in an organization. This local government. ~`O~P~, ASS Meet the new unified force- ZP i INDEPENDENT PUBLIC FINANCE ADVISORS working for public agencies ~ MEMBER FIRMS: ¦ Associated Municipal Consultants, Inc. 708/355-6100 '~io~AF/y ~ QJ~~S ¦ Bartle Wells Associates 415/775-3113 ~4NCE ADV~SO~ ¦ Bendzinski & Co . 313/961-8222 ¦ Ehlers & Associates 414/785-1520 ¦ Fieldman, Rolapp & Associates 714/660-8500 ¦ Fiscal Advisors & Marketin Inc. 516/433-8555 VISIT OUR BOOTHS: g, ¦ Government Finance Associates, Inc. 212/809-5700 ¦ Howarth & Associates 702/796-7080 Man[lgeTS- ¦Independent Bond & Investment Consultants 203/245-8715 Lake Tahoe ¦ Kadie-Jensen, Johnson & Bodnar 619/295-2596 We were there! ¦ Kelling, Northcross & Nobriga, Inc. 415/362-4110 ¦ Munistat Services, Inc . 516/331-8888 School BUSiness- ¦Speer Financial, Inc. 312/346-3700 Anaheim ¦ Springsted Incorporated 612/223-3000 October 2-6 ¦ Stanley P. Stone & Associates (associate member) 212/956-0300 NATIONAL ASSOCIATION OF ~°Pubhc agencies n:ay be truly served INDEPENDENT PUBLIC FINANCE ADVISORS only by advice which is free of con- flict and based on a strong foundation NAIPFA, 3220 "N" Street NW, Washington, D.C. 20007 of knowledge and experience." ~ ~ ~ ~ ~ uring the Democratic National Convention in July, presi- dential candidate Bill Clinton talked about the need for a unified America. Those of us who manage local govern- ments need unified communities willing to address the problems that face us. I think we know that the only way to get there is by creating an environment of trust and un- derstanding, an atmosphere where all people are treated - with respect and dignity, and a climate in which coopera- tion and united action toward a common purpose will flourish. A Wake-up Call From Los Angeles Administrators understand that, but the recent Los Ange- Cultural les riots following the Rodney King verdict brought it home to us. People described it as a wake-up call. And it D~VerS~i~/ was. It was an important awakening, because it focused at- tention on the issues of social justice, cultural diversity, In the and racial tension and the need for greater understand- ing between all people. In 1989, Tacoma, Washington, had its own wake-up 1990s call. The city gained national attention with ashoot-out in its Hilltop community between Fort Lewis Army Rangers Ray Corpuz and local drug dealers/gang members. The Rangers were predominantly white; the gang members were African- American. The neighborhood in which the shoot-out oc- curred was a true representation of many ethnic groups in America-Asian-American, Native American, Hispanic, and Caucasian. 16 October 1982 The shoot-out was reported on purpose, or improve communication the national news and featured by and understanding among the city's the CBS television program "48 diverse population groups. Hours." It painted a grim picture of [Safe Streets], In June 1990, a Community Sum- life in this part of Tacoma. While the mit reaffirmed the commitment to picture was exaggerated, it identified community involvement and diver- some problems. Although many combined with city. More than 125 citizens com- things were already being done by biped forces to identify the most im- both the ci and the communi to ty ty portant issues for Tacoma. One of address various issues, this incident, Tacoma's the major issues that emerged was among others, showed that city lead- ethnic and cultural relations. A task ers still faced significant hurdles. It force working in this area envisions was clear that the city and commu- Tacoma as a city where cultural and pity needed to better focus efforts to tW0-year-Old ethnic communities will have effec- ensure cultural understanding and tive and accessible means to partici- racial harmony. pate in government processes, use At that time, city officials also rec- Community-oriented public services, and enjoy genuine ognized this was a problem the city opportunities to be heard. could not address on its own. It was a • • • • ~ • The summit's vision is being ful- problem that needed attention in a policing program, filled in a number of ways. For exam- comprehensive fashion. Over the pie, the city s Charter Review Com- past few years, a coalition has been mittee is considering a summit created that includes the city, recommendation to conduct nomi- other government agencies, busi- IS creating nations and elections of coun- nesses, and community groups to ad- cilmembers by district. This could dress the issues; this broad-based, serve as a way to ensure representa- holistic approach has shown signs of a successful tion for neighborhoods with large success. minority populations. An education When the riots occurred in Los • task force has reaffirmed that the city Angeles and other cities throughout citizen-government and the school district need to join the country, numerous predictions with business, labor, and neighbor- were made about what might happen hoods to address the issue of diver- in Tacoma, particularly in the Hilltop sity. The staff also is developing ways neighborhood. The media specu- parhfershlp tO to increase culturally diverse repre- lated; however, nothing happened in sentation on city committees, boards, that area. In fact, our city experi- and commissions. enced no violence and no incidents address the issue during this disturbing time. I believe Addressing t is is directly attributable to the Neighborhood Crime hard work of many individuals and of crime in the groups over the past few years. Safe Streets, one of the best exam- As aresult of the linkages that pies of a grass-roots effort to bring have been established in the commu- people together to address a com- ni and a ood workin relationshi neighborhoods. tY g g p mop purpose., also has helped unify with the media, the city staff met with the community. In 1989, Safe Streets community leaders immediately fol- was formed in order to take back the lowing the outbreak of violence in city's streets and neighborhoods Los Angeles and discussed the issues. TaCOma'S EffOrrs to Unify from drug dealers and gang mem- This was followed by meetings with bers. This organization employs mul- the media to share concerns over the A number of efforts have been un- tiple strategies to mobilize citizens to verdict and the ongoing efforts to dertaken in Tacoma to build a uni- solve neighborhood and city-wide create a cohesive community in feed community. Most of the activities problems. Effective teams of neigh- which people would reject rioting as focus on bringing people together to borhood individuals from all seg- an answer to any problem. identify goals, address a common ments of society have diligently Public Management ra worked and improved neighbor- findings, the Human Rights Depart- hoods by organizing cleanup pro- ment recommended that all city per- fects and graffiti control and working sonnel, not just firefighters, receive with police to reduce crime. A prlOrlty g01I cultural diversity training. This effort, combined with the Attendance at a cultural diversity city's two-year-old community-ori- workshop is mandatory for all em- ented policing program, is creating a for ethnic ployees. Volunteers are recruited successful citizen-government part- from within the organization to serve nership to address the issue of crime as facilitators, and they attend an 80- in neighborhoods. Tacoma is divided hour training course provided in and caltural into four police sectors and officers partnership with the state's Criminal are assigned to specific sectors. The Justice Training Commission. The police get to know the community training commission conducts 'the and vice versa, which allows police of- relations is to initial course and the city provides facers to shape their crime-fighting the skills to upgrade ongoing train- efforts to meet the needs of their sec- ing, including atwo-day multicul- tor. This method has built a founda- pr01110te T1C011ta~S tural conflict resolution course de- tion of community trust based upon signed for the diversity facilitators. mutual respect and understanding. In addition to the training work- Businesses also have actively shops in cultural diversity, the city d1VerSlty aS an joined the effort. They contribute has offered employees related train- funding to programs such as Safe ing; including sessions on working Streets and D.A.R.E. (the Drug with disabled employees, changing Awareness Resistance Education Pro- asset t0 the relationships of men and women, a gram) and support community im- multicultural approach to manage- provement activities by providing rrient, sexual harassment prevention, food or supplies for community community. cross-cultural communication, and events. St. Joseph Hospital, located diversity in placement. Cultural di- in the Hilltop area, started a tutoring versity training partnerships were program at a local school. Employees formed with community organiza- provide volunteer tutoring services lions and agencies, including the to dozens of children and as a result, viding an effective network that facil- Tacoma School District, Bates Voca- many relationships that extend be- itates interaction and communica- tional-Technical College, and Pacific yond the classroom have been cre- lion. This alliance enables officials to Lutheran University. The city pro- ated between hospital employees and discuss issues quickly and effectively vides curriculum support and facili- the students. St. Joseph also has an with influential groups. ties, when needed, for each of these intern program in which youth from We also have directed efforts on organizations. There also is an ex- the community are selected to work cultural diversity inward. When I be- change of facilitators for workshops. at the hospital for one year. came city manager, I made cultural Affirmative action is another in- diversity one of my top priorities. I ternal focus. Tacoma has been com- Addressing Discrimination thought this had been clearly com- matted to affirmative action for many and Hate Crimes municated and understood through- years. The city has hired women and out the organization. minorities in nontraditional jobs Numerous organizations, including Then in 1991, we had our own in- with the police, fire, public works, the African-American-based Ministe- ternal wake-up call. The fire chief, as and utilities departments and pro- rial Alliance, the Coalition of His- a result of a minority member of the vided for noncompetitive appoint- panic-American Professionals, and department disclosing information menu of persons with disabilities. the Asian Forum, are addressing di- about improper racial incidents, re- Cultural diversity now is being versity issues. The city maintains con- quested an internal audit by the looked at as a criteria in the future tact with these groups, formally and Human Rights Department. The promotion of city employees. Depart- informally, through presentations by audit found that subtle and some- ment directors also will be reviewed city officials. The relationships are times overt prejudice, discrimina- on their commitment to diversity as further strengthened by employee lion, and bigotry existed throughout evidenced by their promotion and participation in their activities, pro- the department. In light of these hiring procedures. 18 October 1992 The city demonstrates its commit- ping and implementation of these r~ ~ E ~ N ~ O ment to fair treatment for all cultural events involves representatives from groups by responding promptly and government, community agencies, effectively to problems they en- and citizens. This effort helps create counter. The Hate-Crimes Task the understanding and spirit of co- ICMAthanksthefollowingorganizationsfor Force, established by resolution, operation we are working to achieve. their CantrlbUflonS to the X992 Annual promptly addresses these issues. The An annual Ethnic Fest brings to- Conference in Reno, Nevada: city's intolerance for hate crimes gether the community's array of eth- sends astrong message about its in- nicities to share their unique cultural Sedgwick James tentions in this area. qualities through music, dance, crafts, art, and food. More than Washoe Medical Center Celebrating Our DlffereeeeS 10,000 people attend this colorful Lake Tahoe Convention and summer weekend to celebrate and Visitors Authority These internal efforts merge with ex- learn about the many cultures that Willdan Associates ternal activities. The Human Rights make up Tacoma. Tacoma sponsors Department, in partnership with this type of multicultural celebration Paine Webber community organizations, offers a va- because it is another step toward ere- Lewis Homes of Nevada riety of cultural observances and ating a unified community that Cher- James Kent Associates events: African-American Month, fishes its diversity. Women's History Month, Employers' To better address diversity, an Ex- Ethel M Chocolates Conference, Asian-Pacific Month, ecutive Diversity Management Com- Hate Crimes Symposium, Hispanic mittee has been created to improve ICMA Heritage Month, Disability Month, the internal organization and diver- and Native-American Month. Plan- sity relations within the community. I I ICMA's s~ Your Complete Information Source Time is tight and budget cuts have left you shorthanded. Where 24 hours a day, and we promise to respond to your message can you turn for the information you need now? ICMA's MIS by the next business day. Inquiry Service has the answers you're looking for! Cost-Effective -Each inquiry costs you only $60 (or $40 The MIS Service will provide you with the information you per inquiry for ICMA members), and we only charge you if need fast. For the fee of $60 per inquiry (or $40 per inquiry for we have information available on your research question. ICMA members), MIS will do the research for you. Local governments also have the option of becoming a With MIS Your Response Is... year-round MIS subscriber. This cost-e,~fective subscrlp- • Fast - With a guaranteed 72 hour response you will not tion package includes many of ICMA's outstanding publi- have to wait for the information you need - we usually cations in addition to unlimited year-round access to the turn requests around within 24 hours! Inquiry Seruue for everyone on your sta,,d: • Complete - ICMA's database features over 11,000 docu- F_o1~ rtw~a~ tti,critruaGi~~1 ments, including local government budgets, ordinances, , videos, program descriptions, purchasing manuals, job (11`:10 S11b1111t )'O1l11111C~141~1,,~T' r h descriptions, and much more. phone: ` _ ~ r ~ " ~ • Always Available -MIS research staff are avaIlable to ~ 1'at. - - answer your calls from 8:30 a.m. until 5:00 p.m. EST Monday ~tail~u~r; ~ ,1.~nu ~ ~ r~ ~1~ t~ ~~.~u n ~ r:. ~ z ,--,r--~ r ~ - through Friday. Our voice mail answering system operates ~ ~ ~ 1 ~ x ~ ~ ` ~ ~ • ~r > s' ` Public Management 19 The diversity committee has made a and cultural relations is to promote in this area, but there still is more to number of recommendations that Tacoma's diversity as an asset to the be done. We have ambitious objec- will be reviewed and probably imple- community. Objectives in this area lives; it we maintain our focus, we mented over the next few years. include: can achieve them. Combined with These recommendations include other efforts, the objectives will help additional funding for cultural di- • Developing a community ethnic Tacoma maintain the comprehensive versity training and using a staff posi- and cultural diversity plan by De- approach necessary to meet future lion in the Human Rights Depart- cember 31, 1992; challenges. ment to help with outreach efforts • Attaining and maintaining a city Tacoma has had its wake-up call; it and to organize culturally oriented workforce that is representative of was alerted to the fact that it could activities. the community it serves, in accor- no longer be complacent. That call dance with the city's updated affir- has been answered with acommit- LOOldng Ahead mative action plan; ment to create a greater understand- s Achieving an increase in the partic- ing of cultural diversity and a unified Finally, many of the concepts from ipation of minority- and women- community. If Tacoma and other the Community Summit have been owned businesses providing ser- local governments can accomplish incorporated into future planning ef- vices to the city; and that, then all citizens move one step forts through the city's strategic plan, • Providing increased ethnic diver- closer to realizing the vision of a uni- the road map that will guide Tacoma sity and cultural representation in feed America. for the next several years. This vehi- selected city activities by December cle will bring both the city and the 31, 1993. community together for a common Ray Corpuz, Jr. is city manager of purpose. A priority goal for ethnic The city has accomplished much Tacoma, Washington. , ~ ' ; The ICMA Retirement Corporation is pleased to offer a unique and comprehensive investment program for public sector defined benefit plans • 20 years of investment experience • $2.5 billion under management Contact Dennis Kennedy, Director of National Sales •ICMA Retirement Corporation Investment Services 777 North Capitol Street, NE, Suite 600 • Washington, DC 20002-4240 1-800-998-4055 Turning your investment objectives into performance results r.7~ ~r' 20 October 1992 of justice as the primary criterion for between public boards (for example, ethical decisions, shows promise for fur- between the council and the school ther development. committee) to attract media coverage. Although the article groups were well • Obtain information from your state organized and each article was well writ- radon office or the regional EPA offices ten, this book was not easy to read. For for public service announcements and his is the second of three books with ethical a reader interested in current research newspaper coverage of the issue. themes that are being reviewed by ICMA on ethics, this book provides an excel- Another resource is the local American members. lent overview and some intellectually Lung Association office. challenging ideas. It is not particularly • Ask local retailers to create a point Ethical Frontiers in helpful, however, to a reader seeking of purchase display for radon test-kits, Public Management practical ideas on how to incorporate and have their cash registers print such an ethical approach into the govern- messages on receipts as "Have you James S. Bowman, edltOr. mental bureaucracy. picked up your radon test-kit?" Jossey-Bass, InC., San I recommend this book for use in If you are interested in participating Francisco, California, 1991. public administration courses because it in a demonstration project to develop a $32.95. 415/433-1740. could provide a thorough theoretical local government radon program in framework for students with govern- your community, contact me at Two years ago I was asked to address a ment as a career goal. I do not recom- 202/962-3570. citizens' group using the theme "Cities mend the book, however, to practicing -Becky Sherblom Promoting Virtue." The question posed local government managers other than Project Manager to me was, "Should promoting virtue be those looking to understand current ICMA's Radon Program part of the city's goal of reducing crime theories. The concepts discussed are and fostering a spirit of cooperation thought-provoking, but require adisci- among citizens?" When I first consid- plined reader to work through them. ered how to respond to this, I saw virtue Jennifer Sparacino as a religious or moral quality, not a City Manager theme for operating a local govern- Santa Clara, California ment. I became interested and intrigued by the concept, however, Regular work week in hours (mean): when after a public hearing on water Police: 40; Fire: 51. rationing, a citizen said that he wished citizens would take a virtuous approach Number of full-time paid personnel for to solving the water-shortage problem. the year 1992 per 1,000 population: Ethical Frontiers in Public Management, Police department: 2.55; Fire depart- edited by James Bowman, also considers ment: 1.64. the concept of virtue in local govern- IAIatlolfd~ RddO11 ment administration and rovides a Mean entrance salaries for: Police in p Action Week 1982: $15,638 and in 1992: $23,918; good review of ethics research that can be applied to local, state, and federal You can not see radon; you can not Fire in 1982: $14,993 and in 1992: government. The 13 articles cover his- smell it or taste it. Radon gas may, how- $22,558. torical and contemporary theory and ever, be a problem in your community. Mean maximum salaries for: Police in new ethical approaches and strategies It can be found in all regions of the 1982: $19,553 and in 1992: $31,889; for future action, including the need United States, and it can be found in all for ethics education at the college level types of buildings-homes, offices, and Fire in 1982: $18,451 and in 1992: and in the workplace. schools-and build up to dangerously $29,591. A theme throughout the book is the high levels. Radon comes from the nat- Expenditures for salaries and wages importance of providing guidance, edu- ural breakdown of uranium in soil, rock (mean): Police department: $4,124,000; cation, and support for ethical decision and water, and it escapes into the air. It Fire department: $3,052,000. making. Preparing students for a future is estimated to be the cause of thou- in government sers~ice is needed, yet sands of deaths each year, because Municipal expenditures for capital the debate about what should be taught breathing air containing radon can outlay (purchase and replacement of continues with no clear resolution. result in lung cancer. equipment, purchase of land and exist- Because Ethical Frontiers in Public To promote awareness in your com- ing structures, and construction): Management addresses the critical need munity, observe National Radon Action police department: $158,000; Fire to formulate a coherent ethical Week, October 18-24, 1992, with some department: $131,000. approach for public administration, it is of the following activities: an important book. It advances the cur- • Test public buildings (city or Statistics taken from ICMA's 1992 Police rent dialogue and seeks to keep unre- county halls, museums, schools) and/or and Fire Personnel, Salaries, and F.xpen- solved issues in the forefront. The the homes of public officials as part of a ditures Survey. Results will be made concluding section, which focuses on media campaign. available in the 1993 The Municipal such new strategies as using the concept • Design a testing competition Year Book. Public Management 2~ ~ ~ ~ THE CARL S. 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Box 1409, Evanston, Illinois 60204 ~ P.o. sox 4s VIRGINIA BEACH, VA. 23458 ~ Call toll free (800) 32311011 or fax: (708) 491-5072 8(W/422-171 ] ~ i F I22~ffoo~~~2~lO~Dy~~IM~IS~~fD~o pa~9~~ f~~~~o~~~~~o~~ O I~~W~ U"~U~ W U LSW Has provided organization, management, personnel, and systems consulting services to ® ~®p ~~a~ local governments since 1933. L~ lei • General government and utility management studies ~W~tltllj ~uab":~0®~~ • Police organization, management, and systems studies • Information system planning and technical assistance CONTENT PROMOTIONAL EXAMINATIONS FOR • Position classification and compensation studies LAW ENFORCEMENT AND FIRE POSITIONS ^ Public works organization, management, systems, and technology support studies Tests Constructed To Customer Specifications • Human resources Consulting AAERIYEMPLOYRAERIYASSESSMERIYSERbICES • Fire and rescue organization, management, and systems studies 2630 Flossmoor Road, Flossmoor, IL 60422 8301 Greensboro Dr., Suite 420, IIAcLean, VA 22102 Telephone 708-957-9824 Yel:(703)734-8970 Fatt:(703)734-4965 s ° • d ATE AS~~II/AlEI~ Gr,~llR9ttelf~~~~f~7fl C®~93rN14~OR9Cv a©~aa ~®er~~~f~~ap ' -Contract Operations -Privatization of Facilities pc~~aaQ ~~~etnr 0 0~{f®pG7t1®ftii0~ ~~g4®P~t1f5 ~ ' An American Water System Company ° 6orw~uen~roB¢~48®ws ~tt~~8~a ~ ! P.®. I~IC P6~~P 4e0~ (1131) 6'~~-~4R0 ~ ® L~~~g•l~l•t~4 ~•fr~/o[~r~~ (~®6i~ l~~ a®o~Pd~ e~aoo®~~, Gao ff®u (~113t) (~~-P4D3 - ~ ~ 1025 Laurel Oak Aoad, Voorhees, New Jersey 0804316091346-8293 ~ e 1 ~ ~ ~ ~ ~ ' T~Rf~ D®ruSUpQS~itS ~ ; o Organization Analysis "~°`"n°pa`'ar o performance Measurement Fire and EMS Planning o Staffing Requirements a~ ~ ~ o policy Analysis and IkI • Law Enforcement Assessments ° productivity Evaluation ~ $ Development t t o Executive Recruitment o Information Systems 4 • Consolidation Studies ~ o Testin and Assessment ~OLCa Design Station Location Planning + g o • Pay & Classification Studies ~ j Centers Training and Technical i saar~, Assistance t2o~5sugarlanavalleyorive 1 ge ~ , ~ Herndon, Virginia 220742604 ~ 9 ~ r ~~y ~~.~~P>;'E' ~~aitl ..Yi]{t~° $p d Voice (703) 4J6-0980 • Fax 703 478-0981 ~ ~tt$H~~ ~~'A ~'~ephoYee~ .,•~QQ°~~~, -It~CII~ ° .,.sue.. _j ~p - - - - g~~a~9i~i5, ~iY~ ~s'k4';' e {~rl ~ ~i~f~~~!:< Y~~,~':1)`1~fiC8f15j~~ll~iV® $~C~~ `~f~~€ara~~~~l~t.}.~~,`~ ~ ~..:o;~~rf~i®njEx~rtiNi~® ' Ralph ,4ndersen I Fxecu[Ne ~;y~~ Personnel Systems r~~ RecmRment I ~ '.t:~, ~®~OQ:~ ~011°ISmIQllQ~ ~S~e~ ~®P11StB0$~PIf~~ - Classification s Resource i , + ' Staff Experience in b0 States -Recent Studies Include: Management ' Compensation Seattle, Salt Lake City, Milwaukee, Saint Paul, Annapolis, Managemen[Audits Pay forPertormance Greenwich, Allentown, Rye Brook, Hampton, Fort Collins, Fiscal Impact Kalamazoo, Hopkins, Dodge City, Chestertield Coun+~~ Training Analysis ' 1' ' ' ' . ~ ~ ~ ; . ~ (703) 564-1500 . ~ ~ ~ • 1881 College Avenue, Suite 100 o Harrisonburg, Virginia 22801 / / ; ~tQ/~rta/~ a~ra/st~~~r t ~ t~~ ua~t o ~Ga 9 o~~~t~~~tt~r~a ~~~t t t~xrsts to a: , ~ ~ ~ Support for the C-M fo~~lr of government 2 Code of Ethics 3 ICMA Annual Conference ~ Professional development continuing education 5 Local government data 6 Low-cost insurance ~ ~VIoving and car rental discounts 8 International exchange program 9 ICMA Newsletter ~o Public Management (P1V~ Magazine ~ ~ DN~bOAO WHO'S WHO membership directory ~ Z ~ , o ~2 Networking opportunities a ~ Z ~,DdN ZD~O cDr~o +~~rn o0 v~rz~~r ICMA, the professional a ~ ~ T 6eGO~re a ~eHt,~e~ co~rtact of appointed administrate ~ serving cities, counties, r and other local governme ICMA Member Services, ~ Suite 500, w 777 Noith Capitol Street, NE, Washington, DC 20002-4201 Or call 202/962-3680 ' G~.~ R~ 6. ~ r f . l 1, ~ q - H 1 • 1 © 7991 Dou~ Jones <J Compon)~, Inc. A!! Rigdu ReJer,.rd But a close look at the few markets Gbntinued FYOm first rape Undercutting a (Rival ' C~~pti`Ue Audience where entrenched cable companies have company of their own. One of them Is Mamhtyc>DieratatarGbkvisianofcaixral been challenged by newcomers suggests ~IC~HBYI neararhhe end of theestatenpan H°'~°~TdextGt~levisbnlne.,perhanMoki that competition is the last thing that the handle. NicevWe has been tighttng for ~ - big cable operators want. Beyond simply me better part of a decade to start its own at~ro. a~ Cable Firms Sa TheV service. Warner Cable Communications ` A0~0ha't° ' Y J playing hardball, entrenched cable opera- Inc., a unit of Ttme warner m~., so riled to - - tors have Sought t0 IOCk OUt or cripple the small town with rate rises and much• W~eleome Competition would-be competitors. They have engaged criticized service Nat angry residents i reletrt voted to tax themselves to rnnstruct a S2 ' In disabling price wars, filed numerous million cable system. lawsuits and hobbled the sale of munici- get Time warner uaed the irourts to But Behave Otherwise al com etitors' bonds. The nave vi Or- :hallenge the city's right to build, arguing P P Y g among other things that by operating a to OuSly lobbied local and State govern- system of its own, the government would .wt..tia x in?ringing on Tlme Warner's first 'bi'~~al ments to keep their turf exclusive. In New '.mendmenl right to tree speech. After ""x't` 1 Some Established Systems Go york, an incumbent cable operator threat- >aro-rougnt victories, one In state court „a, ened apartment co-op boards with a halt in tndanolherlnmeU.S.SupremeCourt,the r.~.,a~.wr«m rn To Great LenQ'~hs to Kee own proceeded this year to sell the bonds a - ~ 1tS service If the CO-OpS It?t a COmpetl- o start construction. But a bone•rating tOr in. In Cape Coral, Fla., a city famed for tgency refused to rate the bands, despite Allentown Is an exception mainly be- Rivals Out of the Game its Arbor Da celebrations, a cable ro- 4lcevflle's respectable credit history. cause it took a path that other rnmmunl- Y P C'hat's because Time Warner filed yet ties didn't when cable television began: It eider charged that awould-be competitor mother lawsuit in 1967. This one charged allowed two operators Into its territory. As planned to destroy 600 to 700 trees to string he town with "unlawfW municipal compe• cable spread in the early 1980s, most local A Nasty Battle lr1 Nieeville itlon," alleging, among other things, that governments granted a single franchise to Cable (it didn't actually plan to cut any). t misled residents about the cable sys• a single operator. Running two wires em's viability. along poles or digging up public roads Fruits of Monopoly Today, seven years and almost Sa00,ooo twice seemed Impractical. In return, cable By MARK ROBICHAUX Jter starting its effort, Nicevalle still operators often had to agree [o mstly "The Cable industry has tasted the iasri t strun its tint inch of wire. "The stajjReporter ojTtte Wwtr- STxesT Jovstvwt. B y ancessions levied by city counc[Is, which ELBOW LAKE, Minn. -This farming fruits of the monopoly and they'll d0 Time Warner? asserted every conatitu• usually included a percentage of gross whatever they Can to drive a pOten- Tonal, legal and contractual theory t think revenue, elaborate public-access studios community has many charms: It is clean, 've ever seen," says Niceville city attor• and statevi-the-art equapment to teleWse friendly and nestled amid tiny lakes. And fiat competitor out of town," charges Bey Glllls Powell Sr. "It's been a very council meetings. for Fl while there, residents could et aid Gene Kimmelman, executive director of ompllcated, very costly, very exhausting Then, in 1984, cable companies argued g P xperience." that they needed relief from local govern• for receiving cable television. the Consumer Federation of America, a James Moore, the attorney represent- menu' rate restrictions and unreasonable That is what ha ened when Triax consumer lobbying group. "They want ng Warner Communications. argues that demands. Competition from emerging PP eimer Nicevllle nor any other municipal• technologies woWd hold rates down, the Midwest Associates, an affiliate of Den- it both ways: They argue they want compe- y belongs In me cable business. "How industry argued. Besides, the broadcast ver-based Triax Communications Corp., tition, yet they d0 everything imaginable an the city be a regulator and a mmpeti• networks had a tar bigger audience than to block it." x at the same time?" he demands. cable, which had wired less than haU the faced a challenge to its exclusive fran- The cable Indust vi orousl defends Tit is one of the questions the federal country at the time. chile. After years of customer complaints rY g Y ere atlon bill addresses. The bill would So the Cable Act of 1984 was Intended to that Triax's service was shodd and its its behavior, dismissing any notion that its nable Iocai governments to regulate rates allow the industry to nourish, and at the Y ~r basic cable programming based on same time open the door for mmpetitlon. rates too high, the town (pop. 1,ZOO) de- PraCt1CBS are anti-COmpetltlVe. Cable Com- uidelines developed by the Federal Com- The industry has indeed flourished since cided to o into the cable business itself. It Patties say they are simply protecting their tunlcations Commission, and would au• deregulation-revenue has almost doubled li iortze the FCC to step in when local in six years to 522 billion - but me emerg• markets, competing as any prudent busi- erected a 180-foot antenna across the high- . atnorities don't do the job right. ing technologies still are larval, and in- way from Triax's tower and hung its cables Hess would. The big operators feel the The legislation is also aimed at encour• cumbent cable operators doing battle with ust under Triax's on the unlit olds. threat of competition acutely, because gang rnmpetltfon to entrenched cable newcomers can exploit the considerable J Y P perntors. It would prohlblt exclusive Iran- advantages of having had exclusive Iren• 7'he municipal system quickly signed they borrowed heavily to buy up cable hues, requiring cities to mnslder at least chases. u 60% of the subscribers in town at 514.95 systems in the 1980s. Cable companies .vo applicants. Local governments coWd ~§corched Earth' P further argue that it's virtually impossible Perate a cable system without going gy tar the bloodiest cable battle und, a month, beatin Triax's rice b $1. BUt vough the formal franchising process. a;ro g P y for two cable operators in one market, he bill woWd also require cable networks even by me industry's sanguinary Stan- , last summer, in the middle of a price war, ke ESPPI and Th^r, which Currently sign Bards, is in central Florida, where Telesat Triax matched the city's rates, then flew in Offering discounted prices, iJ make a red- xclusive contracts with cable operators. Cablevision Inc. has gone up against some sonable profit. In many respects, they t sell programming to all comers. of the nation's most powerful cable opera• a legion of salespeople to go door-to-door, tors. The fight has taken such a heary toll offering Elbow Lake citizens a rebate of argue, cable is a natural monopoly. The Allentown Exttmpte that Telesat has canceled plans for any $100, aid On the S ot, if the a eed t0 Sl "What d0 you expect the operators t0 There is evidence that on a level play further expansion In Florida. Telesat's P P y ~ ~ do -sit there like a bump on a log and lose ing field. cable wmpanles can compete, parent, FPL Group, owner of Florida up for a year. The city countered the next customers?" asks Steve Wilkerson, preSl- All ntownaPa.6twofprtvate cablememmpan weer & Light, has put Telesat up for day with a monthly rate of 55.95. So did dent of the Florida Cable Television Associ- Hies scatted 25 years ago at opposite ends relesat, based in Pompano geacn. Triax. Now the town's system is struggling anon. "Cable o erators are oin to com- or the town, met is the middle add contin- touched off a price war when it marched and faces a yearly loss. It has been forced P g g ued to wire over one another's nelghtSor- Into central Florida in 1981. It started out pate head to head [o keep their customers. hoods, house by house. The,two -Service wiring apartment buildings, then quickly to raise its rates back u t0 $14.95, and ElecWC and Twin County Trans Video- expanded to more than a dozen communl- nobody knows whether the residents will What is so anticompetitve about that?" both are profitable today, and have spilt ties serving 52.000 cable homes. in every Kee in Tlteir Distance the market roughly in halt. market, Telesat met shat !ts president, Stay loyal Or g0 for Triax's d1S000IIt p g "I'm not exaggerating when I say we Harry Cushing, describes as me deals. The big cable operators haven't tried to have no problems whatsoever with cable," "scorched-earth policy" of entrenched com ate with one another the bu and sayro oseph Rosenfeld, an asslstantpto the cable companies. Slow Motion P Y Y ma r in Allentown. "These com antes In the Orlando area, Telesat encoun• sell territories, but SO tar they haven't are terrified at people switching. I was lend two of the industry's biggest opera- Five years after the cable industry was sought to penetrate one another's markets. watching an Eagles game Nat went out tors: Cablevision Industries Corp., with 1.7 during an electric storm. Wlthln half an million subscribers nationwide, and Cable• deregulated, fewer than 1°,to of the cable Generally the challengers are frustrated hour, in me rain, may Had me thing vision of Central Florida, a division of markets in the U.S. are served by two or small-town governments and scrappycom- rixed.•' Time warner Inc., with 6.7 mWlon. IThe more providers, and rates have risen an patties, usually undercapitalized, that average of 61% for the most popular serv- operate in areas where an incumbent has a ice. Alternatives to cable, such as micro- reputation for giving poor service and wave transmission and direct-broadcast increasing its rates. satellite reception, haven't materialized as More than 130 disenchanted communi- ' full-fledged competitors. Complaints con- ties are exploring the prospect of either tinue to reverberate about what many inviting competition or starting a cable consumers perceive as cable companies' ' unregulated monopolies. 8tease Turn to Page A8, Column 1 The bill cleared by Congress this week ' addresses this dissatisfaction by reimpos- ing some community control on cable companies' behavior. The cable companies and President Bush, who says he will veto the measure, argue that the bill could actually raise costs for consumers, partly because it would force cable companies to pay broadcasters for their signals. They mainta[n that competition in the cable market, not regulation, woWd serve con- . sumacs best. J two companies are unrelated; "cablevi- Today. Telesat is struggling in virtually sion" Is a name widely used In Ne Indus- all its Florida markets. Several of its [ry.l In 1987, the year Telesat made its operations have been sold to or merged debut In Orange County, Fla., Cable?%+§ton ~ with incumbent operators, some of which Industries charged 512.85 a month in Its charge Telesat with being a "green- markets, and the Time Warner unit f10.95. mailer" -Industry Jargon for a rnmpany Telesat came In at 59.95. that enters a market for Ne purpose of Both Incumbents quickly cut Neir rates Inducing abuy-out. Mr. Cushing, Telesat's to 56.50 -but left prices wchanged in president, denies the charge. "I have a nelghborhaods Nat rnWdn't get Telesat. firm belie( in the American dream," he William Brown, president of Time War• says, but 1 am disillusioned." ner's unit Nere, calls Ne slmWtaneous The few U.S. rnmmunities that have rate drop "coineldence;' adding, "There achieved cable mmpetltion have emerged was absolutely no collusion." 4a pockets of envy for the rest of America's Between the price wars and Ne race couch potatoes. between companies to wire homes, Orange In ParegoWd, Ark.. Ne incumbent Cab• county quickly became a hodgepodge of levlslon Systems Corp. was determined different cable rates for different enclaves. tope the only game In town. When the [own Cindy Utter, who lives In one of Orlando's launched a 53.2 million bond Issue to bWld blue-collar subdlvlsloru, pays Ne Tlme Its own cable system. Cablevlslon tiled two Warner unit 520.70 a month. But Just down lawsuits to stop it. and even offered to the road. in an area that gets Telesat, her finance Ne new system on Ne condition neighbors pay Tlme Warner 513.95 CaDlevtslon be allowed to operate It. monthly. "it's not fatr," Ms. Utter fumes. But the town system is up and running, Counters Time Warner's Mr. Brown: "!t's and In the face of Its first competition ever, fair to meet competltlon wherever it comes once•vfliUed Cableviston Systems has be- up. You have to protect your market share come a paragon of service. U It doesn't short of losing money." repair outages within one hour, it will give Homeowners Get involved S5 otl or a tree month of Home Box Office. In 1990, at the behest of embittered Md Its rates are among Ne lowest in the residents, the local homeowners' associa• country: Cablevision charges 59.50 a lion took Ne lead in pushing for an ordl• monN for /5 channels; Ne town charges . nance that woWd prevent cable rnmpanles 512.50. from charging dllterent prices for cable 1n Paragould property owners have to pay Ne same market. "We had a lot of people an average tax of 53 a month to defray Ne mad Nat they were subsidizing their cost of the town's new system, but many neighbors' cable bill; 'says Cheryl Moore, Nlnk It's worN It. Amanda Gramtlng then•presldent of Ne Orange County waited for years on the edge of town for Homeowners Asscelatlon. cable service from incumbent Cablevision. Time Warner orchestrated Ne Indus- But it wasn't until Ne town got into Ne try's counterattack, sparing no effort W business that both companies - Cablevl• make Its presence felt by local politicians. sion and the town system - beat a paN to On the dayNeOrangeCountyCommisslon her door. "We're a lot better informed voted on the proposed ordinance, big cable today, and we have one of the lowest rates trucks surrounded the bWiding, and in• around," says Mrs. Gramling, who now side, virtually every seat wes taken by_ tunes Into Ne town's live coverage from Time Warner employees, who had been the county fair and her sernnd•grade given Ume oft with pay to attend the daughter's school plays. "We can Hank meeting. competltlon for that." They had arrived Nat morning shortly alter T a.m. for Ne 9 a.m. showdown. "The residents were forced to stand up In Ne back. and there was rro parking for blocks," Ms. Moore says. "The people were livid." Time Warner's Mr. Brown says, "We gave employees Ume oft and 1t was volwtary, but I'm pleased we had such a terrific turnout." Heated debate ensued as Ne sides presented ooMicting __.......Ic data. In the end, the ordinance felled, 3.2, wIN (Mee Republican commissioners voting against It. The Incumbents' presenta- tion was made by two cable-company attorneys active in Republican fund r~fs~ Ing. "Spet:lal Interesu hit a grand•slam home run and Ne residents lost," Linda Chapin. a commission member who spear- headed Ne argument for the new ordi• nance, Bald at Ne Ume. Weeks later, during a race for the Job of commission chairman, Tlme Warner Included cam- paign Oiers for Ms. Chapin's (Wtlmately detested) opponent fa Its montNy cable bill. Telesat now blames Its lower•Utan•pro- Jected cash flow and chokedott subscriber t growN in Otsnge County on the failure of the ordinance. The company's 129o pene• tretlon there contrasts sharply w1N Ne 617< It achieved !n nearby Citrus County, which adopted a unifotm•pticing law. (A similar wUortn•pricing provision Is In- cluded In Ne regWaUon biU passed by Ne House and Senate.) !n Dade County, Telesat got stopped dead in Its tracks by a state law known as Ne "level playing field" act. in theory, It was designed to ensure Nat the second cable franchise wouldn't get more favor- abletreatment than Ne Incumbent. But In the !0 states where such legislation has been enacted, many cable newcomers con• tend it has enabled Incumbents to manlpu• late the franchising process. Often at Ne established cable company's urging. local governments hold public hearings and conduct extensive studies on Ne Impact of , so-called overbWiders. In the end, comm~~ nines lrequenUy end up imposing more burdensome (Inancial obligations andcon- swetlon sehedWes on second cable sys• lens. Dade lbunty proved no exception. For Instance, a six-month, 5100.000 study Into the feasibility of competltlon led to one delay after another in the processing of Telesat's appliwtlon for a franchise. At every county meeting, Mr. Cushing, Tele• set's president, says Ne Incumbents prod- ded the county to ask for more data before taking any action. Finally, after 2K years of welting, Telesat wlNdrew Its application. Among other reasons, It cited N Its FCC tiUng "no hope of overcoming Incumbent opposttton with close political ties to commissioners." [ester that year, Ne Dade County cable administrator who rernmmended doing a (eaalblllty study wee hired by Teie•Com• munlcatlons Inc., owner of Storer Commu• nlcaUons [nc., one of the Incumbent opers• tors, to run Its Mlaml cable operations. Tony Bello, the former cable administra• tor, says any suggestion Nat Ne two events were related Is "poppycock;' stressing Nat Tele~ommunicatlons had no pending business wIN Ne county at the Ume o? his Job negotiations. Elsewhere In Florldn, even es Telesat tolled to lay wire, It found it coWdn't get access to popular cable progrem networks, many of which are at least partly owned by Ne largest cable operstArs In Ne country. For Instance, Telesat can't get Ne Sun- spine Sports Network, which carries Or• Iando Magic basketball games and Florida Slate University sports. The Sunshine net- . work Is 51 ~ owned by II cable operators and 19%owned by Home Sports Entertain- ments, an affiliate of Tele•Communica• lions Inc., and Is distributed through exclu• slue contracts to incumbent systems. ' AS'r-THE;,VALL STREET JOURNAL THURSDAY, SEPTEMBER 24, 1992 4`Ca tive Audience: Established Cable-TV Firms Say achieved cablerympetltlonbaveemerged as pockets of en for the rest of America's - + ~ - ~ : couch potatoes. The -Welcome Competition, but Behave Otherwise levision 3dy tems~Corp. w~ a °e~~ ea y~ _ w be the oNy game in town. When [he town ' Gbnhnued 1%rom Forst rage un~l)(CUtt111 d RiYe~ i ^ two companies are unrelated; "cablevi- launched a 53.2 million bond issue to build ' company of tbetr; own. One of them is g sion" is a name widely used in thelndus- its own cable system, Cahlevision filed two !~mrihly Lable rues (or Gable~is a~ of Central 18wsWts to sto tt Nicevllle Fla,.a hamlet (formerly known F'nriaa a t i s=.Fr.rio ~ ~ roti~ a ~~tryJ'~In 1987, •the'year~Telesat made Sts P - , and even offered [o. as Boggy)'~neaz the.end: of the state pan • debut:in Orange County, Fla:; Ca6levis1on finance the new system on the condition dandle. ~Nicevllle ~ has been fighting for S<2 ~ Industries~tduuged~ E12.85:a .month in Its Cablevision be allowed to operate it. the better parfof a decade to start ifs own c e ~ ~ I ' ' niarkefs, and the Time Warner u_ni[ 810.95. and initheaface of itstfirst comae ttion eveg, serglce ,Warner Cable Communications monepoiy azeea Telesat came m at 59.95. ~ P ; Inc., a unitof Time Warner Inc., so riled it ~ BothincWnbentsquickly cuttheir--rates once-vilified Ca6levision Systems has be- the~small~[own with rate rises and much- to 58.50.-,but-left prices' unchanged m come a pazagon of service. U it doesn't gry residents t g ge rep u n o , it 've - ' criticized service that an - ~ ~ releaa `net hborhaods .that coWdn't t Telesat. o tages wt hi ne hour will ~ a o 'c , votedao tax themselves to-construct a 52 =Wdllam Hrowb president.ot:Tlme Waz- ~ off or free month f Home Box Offt e. million cables stem. - ~ a _ : net' s, unit there, calls.ahe-eimWtaneous ~d its rates are among the lowest in the Bu[ Time Warner used the courts to ,.rate.drop'"coinddence;'' adding;"",There country: Cablevision charges 59.50 a ~ challenge the city's right to bWld,arguing was absolutely no collusion. month for 45 channels; the town charges among other things that 6y operating a ~ Between the'pr[ce wars and the race SI2.50: system of its own, the government would Cah~av~amn between companies to wire homes, Orange ParagoWd owners have to pay be infringing on Time Warner's First m retecerl ...county gWckly;became a hodgepodge.. of an average taz of 53 a month to defray Ne Amendment right to free speech. After i ~ merketo differentcable,ratesfordifferentenclaves. cost of the town's new system, but many hard-fought victories, one in state court Cindy Utter;`who hves~in one of.Orlando's, think tt's worth it. Amanda Gramhng sear tsea lass icy iosi 3a waited [or ears on the ed a o[ mwn for and another in theU.S.SupremeCeurt,the -blue-collar subdivisions, pays~the Time: y g _ $OURe'am^r~ codmr, fm,: ~ cable service from incumbent Cablevision. r town proceeded this year m sell the bonds Warner unit 520.70 a month: But just down ' guf'it wasn't uq[il [he town of into the to start construction. But abond-rating ~ - - - the road, to an area that-gets.Telesat, her g agency'refused to rate the bonds, despite Allentown is an -exception mainly be- neighbors pay Time;' WarnerLL''S13.95'~ business ;that both companies - Cablevi- Niceville's res ectable credit his[o montlily:"'It's not fau•,.'-: Ms Utter fumes. sion and [he town system - beat a path to P ry.' cause it took a:path that other communi• Counters Time Warner's Mr Browno- "It's- her .door. We're a lot better informed That's because ~ Time Warner filed yet des.didn'twhen cable televisionliegan: It- - today, and we have one of the lowest rates another lawsuitin 1987. This one charged allowed two operators nto'itS territo As fair to meet .,,,...,,~..tlon whereverit comes' [he [ownwith?'untawfWmunicipal comps- cable, spread lathe early 1980s; mosryt local up. You bade to protect your market shat_e : around," says Mrs. Gramling, who now tiflon '•alleging:.among,other tangs, [hat ~ ,governments granted a singlehanchLse to short of losing money."- _ tunes-into the mwn's live coverage from ' ' it mtsled;residents about the cable sys- a single operator. Running ~ two wires Homeowners Get Involved ~ ~ the warty fair and her second-grade ~ teni s viability. _ along poles or digging up public roads ~ daughter's school plays. "We can [hank ' Taday;'sevenyears and almost 5300,000 twice seemed im ractiral, In return; cable In 1990, at the behest of embittered competition for that." P residents, the local homeowners' associa- after .-starting its effort, Nicevillestill' -operators: oftep bad" to-,agree'to costly lion took the lead in pushing for an ordi- hasn't strung!itsfirst inch~of wire. "'They,- ~ ~ concessions levied by city'coundls, which: .Hance that woWd prevent;table companies -(Time Warner] asserted' every: constitu-~ usually,included a~ percentages of .gross'. from charging different prices for cable In • ;ttonal legal and contractual theory I think : revenue, elaborate, public-access studios . the Same market.. "We bad a lot of people. I've ever-seen,"says•Nicevllle:city attor -sand state-obthe-art egwpment to televise ,mad that they .were subsidizing their Hey GIDis Powell Sr It's been a very ,council meetings. ' ~ ~ -neighbors' cable bill," saysCheryl Moore, complicated, `very costly- very exhaugting `t. Then, in.1984, cable companies argued ' then-president . of the Orange `County experience." { ~ - - = ' that they needed relief from local govern- Homeowners Association. ~ ~g'James Moore the attorney represent-- ments'rate restrictions a_hd unreasonable, . ~ Time-Warner orchestrated the~~indusx-~ -ing Warner Communicatlons, argues thaC` 'demands.' Competition from'- emerging try's counterattack, sparing no. effort to' neither Nicevijle norany~othermunlcipal- technoogies would hold rates down, the: .make its presence felt by1ocal politicians. :,ity.-belongs'iri:;thecable'business.,"How,.. industry~arguetl. Besides, the broadcast.'Onthedaythe0rangeCountyCommission can the city be a regWator and a competi_ @networks. had afar tiigger. audience Bran' ;~yoted on the proposed~ordinance, big cable for at the same time?" he demands " ' cable; which~had:wired lessahan"half the bucks'-surrounded the building, and In- That is-one of thequestions the federal country, at tbeaime. side, virtually every seat was taken by reregWation bill addresses. The bill woWd ~ So the Cable Ac[ of 1984 was intended to Time Warner employees, who had been enable localgovernments [o regWa[e rates allow the industry to flourish, and at the given time off with pay to attend the for basic cable programming based on same time open [he door for competition. meeting. guidelines developed by the Federal Com- The industry has'ibtleed flourished since They, had arrived [hat morning shortly muriications Commission, and would au- deregulation-revenue has almost doubled after 7 a.m. far the 9 a.m. showdown. thortze the FCC to step in when local in six years to 522~billion -but the emerg- "The residents were forced to stand up m ' authorities don't do the job right.' ing technologies still. are larval, and in- the back, and there was no parking for The legislation is also aimed at encour• cumbentcable operators doing battle with `blocks,"'MS-: '.Moore says. "The people aging competition. [o entrenched cable newcomers can~exploi[ the"considerable. -were~hvtd ";Time, Warner's Mi•. Brown operators. ItwoWd prohibitexclusivefran- advantages of having had exclusive fran-'~says We gave:employees tlme off and i[ chines, regWringcities to. consider at least chines. ~was~ voluntary;-.hut I'm pleased' we'had ~S-awo:applfcantsr,Loca.l.governmentscoWd ''ScorchedEarth' ~ ~ "suchaterrificturnout:" - operate~a~=cable system :wittiout'~going ' Bytarthgbloodiestcablebattlegrountl,, , Heated debate ensued -as the sides .through the formal franchising-process. r 'The bill woWd alsoTegWre cable networks even by'tbe industry's sanguinary stan•_ "p esented conflicting economic dam. to dards; is in central Florida,.where Telesat tae end, the ordinance>failed, 3-z~ ~wZ[4_ , like ESPN and TNT, which currently sign Cablevisioalnc. has gone up against some" ~Republicaa commissioners voting. 'exclusive contracts with cable operators, of the nation`smost powerfW cable opera- against .it: 'The 'incumbents' ~ presenta- to sell programming [o all comers. tors. The fight has,taken such a~heavy toll 'tlon was ~ made by two rable•company .The AQ¢ntOwn Example that Telesat has canceled plans for any -attorneys sctlve in Republican fund rais- There is evidence that on a level play- further expansion in'~ Florida. Telesat's mg. "Special interests hit agrand-slam .ing field, cable companies can compete, parent, FPL Group, owner of Florida home run and [he residents lost," Linda with attendant benefits for consumers. In Power & Light, has put Telesat up for Chapin, a commission member who speaz- . Allentown, Pa., two private cable cmmpa- sale. ~ headed the argument for the new ordi- Wes started 25 years ago at opposite ends Telesat, based in Pompano Beach, Hance, said a[ the time. Weeks later, of the town, met in the middle and contin- touched off a price war when it marched during a race for the job of cotmission ued to wire over one another's neighbor- into central Florida in 1982. It started out chairman, Time Wamer included t:am- hoods, house by house. The two -Service wiring apartment bWldings, then gWckly Paign filets for Ms; Chapin's (Wtimately - Electric and Twin County Trans Video- expanded to more than a dozen communi- defeated) opponent m its monthly cable both are profitable today, and have split ties serving 52,000 cable homes. In every bill. the market roughly in half. market, Telesat met what its president, Telesat now blames its lower-than-pro- ' "I'm not exaggerating when I say we Harry Cushing, describes as the jected cash flow and choked-of[ subscriber have no problems whatsoever with cable," "scorcped-earth policy" of entrenched growth m Orange County an the failure of says Joseph Rosenfeld, an assistant to the cable companies. ~ the ordinance. The company's 4290 pene- mayor in Allentown. "These companies In'the Orlando area, Telesat encoun- ~ [ration there contrasts sharply with the are terrifietl of people swi[ching.• I was tered two of the industry's biggest opera- 619 it achieved (n nearby Citrus County, watching an Eagles game that .went out tors: Cablevision Industries Corp., with 1.T which adopted a-uniform-pricing law. (A during an electric storm. Within half an million subscribers nationwide, and Cable- similaz uniform-pricing provision is in- hour, in the rain, they had the thing vision of Central Florida, a division of eluded in the~gula[ion.bill passed by-the- fated." Time Warner Inc., with 6.7 million. (The ~ - - - - - Trine Warner Inc , wrtTi 6 7 million..: (The ~ use and Senate.) ' ~ - In Dade County, Telesat, t ~sto ' u ..,.E _ pI~" " ~ . , .dead n`it's'tracks by a state law known as;~;: the "level playing;field'.' act..In;theory, ~t?;', 'was designed to, ensure ;that trie second~~~` ',cabie~franchise wouldn't: get mo"re favor„'` able treatment than the incumbent: But m the iQ states where such IEgisl`aton has'. ~ - been`enacted; nianycable newcomers con- tend it, ha"s enabled incumbents to manipu- late the franchising process.Often~.at they established cable, company's,urging, local' j' govern~ents"hold public .hearings and;.:1 .conduct extensive studies on the impact of'~ , so-called overbuilders~ia the end, coinmu- ;nities:;fr'equently end, up<;'imposfng more, - burdensomefinancial obligations. and con-. structari ;schedules..oi?` second cable sys:;. terns: Dade County YY~~a no exception x " For instance; asix-month,'', $10(1,000`• studyinto the feasibility o€;competit~on led to.onedelay after another_in the processing';- of Telesat°s application fora franciuse At'°'~, every.county meeUngr Mr: Gushing, Teie=~~ says, president; says. the incumbents prod ded. the county to ask for; more.: data before`;; taking any action. ~ . - Finallyr after 2'lz ,years of. waiting, ; q, Telesat) withdrew its. applica.tion;, ;Among. y'other,ieasons; it cited in its FCCfiling"na ' hope of overcoming incumbent'"opposition ;with close political ties tocommissioners."- • "later .that .year; they Dade. County cable ; ::administrator who.reEUmrriended doing a feasfbilitg study'was hired by Tete-Coin munica.tions, Inc., owner of: Storer Gommm nications Inc:; one of the incumbent opera.:=_ tors„'tar: run its 1Vliam; cable.operahons:. Tgny.~Bello, the former. cable•adminLStra-;,, tor,-, Says_ any', suggestion. ;that the two events;;. were related, is~: ` p4PPY~kr. 'stressing. that` Tele-Communications had"; ria pending business with the eotinty at the trine of his job negotiations Elsewhere in Florida,.even~ as Telesat~~° ' toiled;to lay wire; it. found .if couldn't get°'` ' access~to popular cable program ncLwi,~l~;' many of which are at Ieast partly owned by-,; the largesf.cable-operators m the,:co~,~~y. Far iiistsnce;: -Telesatcan't get.the Sun-' . ".dune Sports Network, which;:ca~es Qrt;`' ;Lando Magic basketball games Anil Fiortda• State LTn~~t~~ity=sports.;The Sunshine net.::' work is 51% owned by'rli, catile• operators anti 49% Owned by'Home Sports Entertain ments, an affiriate of -Tete-Eommumca <'1 ~tionsInc;,;and is.distributed through exclv;, j ~'sive contracts to:incumbent`systems ~ Today;.TeIesat is struggling in virtually ;'all i_ts:. Florida markets.,, .Several. of., its. i operations: have, been~`sald to oh merged ,j with incumbent operators,. some of wlucli' ~ charge Telesat _~vsrth being a; ` greene„`~ :mailer" = industry Iargon,for a.company ; that enters a, market for. the ~ purpose of ' induc~ng.~a buy-out: Mr Cushing,,Telesat's, president; demes the `charge <"I have: a _ firm beliefk ~n the,' American: dr' earn,' t he says, but Larri disillusioned r ~ - -The``few"U:S; communities ,-that have ~,m, tle, { ~ ~~'~ap.~i~~~udience: ~~~~~•~r t ~ , Cahle Firms Say'~'hey „ . Welws~~e Competition . ~ f ~ - But Behave Otherwise z ' Some Esta~llshed Systerrls Go . : . . } To Great Lengths to Keep 1 Rivals~Qut of the Gargle ~ ; . s, z P ` ° A Nasty.; :Battle- in • Niceville • sY l~K Rosicxn $faff RfQOTL@T.O•~`fHE ~P.LL STREET JOURNAL. aq ' ELBOW I:AIiE Minn - ,This farming _ e• cammunrty has `many charsna: It is'clean, s ° friendly and'nestled: amid hny lakes ' Ap'd - ~ for:a;wtule.there,xgsdegtscouldget°,paid a :for`receiv?ng cable television That is what ]jappened when Triax `4-Midwest Associates ;'an affiliate of;,Den ~ r ver based Triax Communications Girp , ° , faced'a challenge :to'ts ,exciusiye£fran .close. `After years of custbMer complaints that 'Triax's service 'was shoddy afid:Fits , j ~ ~ ca.tes too higb;.>the town {pap:,f,200) ile- cided to go into the cable business ttself'rt,.~~ `ereetecl a 180-#oot antenna across the high j way from Triax's tower. and Bung its`cables =dust under Triax s an the utilitypoles : ; TTie' municipal system quickly sighed up 6{1%of the:subscribers mtown at $14;95" - ~F a;irionth, beating Triax's price, by $1. But last summer;-in the 'fiddle of a' puce war • ' j Triaxniatehed the city`s rates, then~flew in ' a legion of=s"alespeople„'to go door to-door, r;' . offering Elbow Lake"'citizens :a. rebate of f, $I00 paid on the spot, if theyagreed torsi ~ ° knp fog's year: `Thee city°counterecl the ne &day' with a ~,inonthly rate of $5:95 ~So`.di' , . ' Truax" Now ttie"town s system is.strugglin~ , ~ and faces a yearly loss. It has been •forced ' `~to raise its rates back' up to x$14 95;`ari ~~nob4dy knows'_ whether ~ the residents vVtll stay loyal or , go foi•~ Trigx~s discount' ~ "deals ~ ' } • Y I+ (q s } T 1 ' ~ . ~ ~ ti--._ Five years after the cable uidustry was ~ 41 deregulated; 'fewer than 1%.of~ the cable , ~ n i ~ riiets m the U S 'are serget • by two. or . more: providers,y and".rattes~, have riseii~ a.n average of-61%',forthe most~poputarserv ~ icgt Alternatives to "cable, such as micro ~ r ~~vave °transmission and direct-broadcast ~ r~5satellife reception, Haven't materiaHied as i :toll-fledged competitors Complaints con- J"`tznte :to ~reverberate,~:aboat .:what: many r coiisuiners 'perceive as cable eompanles ~ ' unregulated monopoheS ~ j' The:billcleared b Gon y gres$ this week , a ~"s ~ -addresses this:dissatisfaction=by reiiipgs , ' - ing Same acohimunity.~control, on•: cable ` companies .behavior ~'he ca.ble coiiipanies °:.and•Piesident:;Bush, who say$ he will;Yeto -a.,..,, actually raise costs fpr consumers, •partly ~ g ' because it would force cable companies to ' pay .broadcasters for their signals. They maintain that competition in the cable market, not .regulation, would serve con- mers best. su, But a'close logk at the'~~few markets where entr-enched,.cable coinpanies'~have been challenged by newcomers suggests that competition is,the last thingahat the big cable operators want. Beyond simply playing hardball, entrenched cable opera- tors have sought to lock .out or .cripple - would-be competitors., They: have engaged , in disabling price wars, filed numerous lawsuits and hobbled the sale of munici- pal competitors' bonds.., They have vigor- ously lobbied local and state govern- ments. to keep .their turf exclusive. In New York, an incumbent cable operator threat- ened apartment co-op.boards with a halt in its service if the co-ops let a competi- for in.'In Cape Coral, Fla., a city famed for its Arbor Day celebrations, .a cable ,pro- vider charged that awould-be competitor planned to destroy 600 to 700 trees„to string cable (it didn't actually plan to cut any). `Fruits of Monopoly' "The cable industry has tasted the i fruits of the monopoly and ~they'Il do whatever they can to drive a -poten- tial competitor .out of ;town," charges Gene Kimmelman, execiitive, director of the Consumer Federatiori;'of America,, a consumer lobbying group:`',';`T,hey. warit it both ways: They-argue theywant.compe- tition, yet they do everything imaginable to-block-it." ~ The cable industiy vigorousl"y defends its behavior, dismissing any notion,tliat'its practices are anti-competitive. Cable com- paniessay they are simply protecting'tlieir markets, competing as ;any prudent busi- ness would. ,The big operators feel the threat of competition acutely, •be'cause they 1,~..,,.ved,'heavily to `buy'up cable ; . ` systems in the 1980s.- .Cable: -companies ~ further argue that it's virtually impossible for~two.cable operators ~nr:one;:-market, offering discounted prices, to.make •a rea- ~ ' sonable profit. In many respects, they argue, cable is a natural monopoly. "What do you expect the operators to do -sit there like a bump on a log and lose customers?":asks .Steve, Wilkerson,. presi- - dent ofthe Florida Cable Television Associ- ation. "Cable operators are.going to com- pete head to head.tokeep their customers. What is so anticompetitve about that?" Keeping Their Distance The big cable operators haven't tried to compete with one another; they buy and sell territories, but so far they haven't sought to,penetrate one another's markets. Generally the challengers are frustrated small-town governments and scrappy com- panies, usually undercapitalized, that operate in areas where an incumbent has a reputation for giving poor service and increasing its rates. ~ More than 130 disenchanted communi- " ties are exploring the prospect of either inviting competition or starting a cable i Please Turn to Page A8, Column 1 i.tti"~ How the Pendin Cable-TV Bill - cv•f•ar g MONDAY, SEPTEMBER 28, 1992 Bi Will Affect Monthly Rates, Service Continued From Page B7 negotiate might not get much. John Ma- lone, head of Tele-Communications Inc., %-COIa narrOwS the-air broadcast signals and public ac- has vowed not to give broadcasters a , ~ • , cess, education and government channels. penny. If cable companies adopted atake- . n that lS It Page B5. In recent years, many cable companies a-hike stance, broadcasters would risk j have shuffled their service packages to being dropped from the local cable lineup ~ establish abare-bones basic tier, but few and losing a major portion of their audi- I ee case marks new subscribers buy it. ence. To the extent broadcasters were Q. Would the popular cable sere- successful in negotiating a fee from cable holars say Page B7. ices, such as CNN, ESPN and USA Net- companies, the costs would be one of work, be regulated? several factors regulators would have to A. Not automatically. The FCC would consider in setting rates. resolve customers' complaints about ex- As for the second provision, cable corn- p cessive rates and decide whether the rates panics would getup to 10 years to comply- IV were unreasonable and whether a refund and even then, an operator could get a a I, M ~Q~A . > , I ~ should be ordered. The FCC wouldn't regu- waiver if the FCC decided that installing • - late rates for premium channels such as the equipment to comply would boost ~ H ow Cable Bill HBO, or other channels priced individually rates. Nevertheless, many cable operators f by the operator. already have installed the necessary I Q. When would rate regulation begin? equipment. Cable systems covering about ~ A. The FCC would have six months to 40% of the 58 million subscribers nation- E Will Inf luenee review rates and come up with guidelines wide are already "addressable." The real- i that local authorities would use to regulate ity is that the provision woWd add little to basic rates for local cable service. Con- cable company costs. ~ Rates Service sumers would have six months to file Wall Street analysts believe the bill will r ~ complaints about existing cable rates for have tittle effect, if any, on cable revenues I all tiers of service, and the FCC would have or cash flows. In fact, they see many new l By Mnxv Lo CARNRVALE six more months to act on the complaints. opportunities for cable companies, includ- . If the FCC decided that a local franchising ing using their fiber optic equipment to ; s~all aeP~~~e. of Toe W nt,~ STeerT JouaNni, authority wasn't up to the job, the FCC carry phone calls and eventually offer- ; WASHINGTON -President Bush is ex- would re ulate basic rates as well. ' peeled to veto the cable-TV bill this week, g ? ing' wireless pocket-phone service to con- p but he faces an uphill tight to keep the Q• Will the cable bill boost rates. sumers. measure from becoming law. A. Not necessarily. But don't be sur- Q. Does the bW do, anything about D The legislation, which would regulate prised to see some cable companies blame service? rates for basic cable-television service and the bill for your next rate increase. To the A. Yes. Fed up with complaints about 1, stimulate competition to cable monopolies, extent the bill and regulators encourage unresponsive cable companies, lawmakers I passed both houses of Congress with over- competition for monopoly cable operators, have directed the FCC to establish times • ~ tf~e bill would force rates lower. According during which cable companies must open y wiielrning majorities, exceeding the two- to the Wireless Cable Association, a propo- their offices and answer their phones. s thirds needed to override a veto. Went of the le islation, cable rates in the In recent days, top White House aides g Beyond that, ttie FCC would adopt Stan- a and the president himself have asked 110 localities ,where microwave distribu- dards for cable installations, handling ou- . t, Republican lawmakers who voted for the lion systems exist are an average of 30% tages, service calls and communications' bill to switch sides and vote to sustain the lower than in areas where cable companies with customers, including billing and re- L veto. The president doesn't want to be are monopolies. fund information. ' viewed as unraveling the Reagan revolu- But the bill isn't likely to produce Q• What about over-the-air home shop- ~ lion by reregulating any industry. In- overnight competition. Wireless cable has ping channels? 6 stead, he believes that Congress should been around for at least a decade and so far A. A hotly debated portion of the bill f, take more steps to encourage competition it claims only 400,000 subscribers, while 58 would require the FCC to take a fresh look li by allowing phone companies into the million households subscribe to cable TV. at these TV stations and decide whether a cable business. Controlling cable rate increases would their use of the scarce airwaves serves the p The bill, a compromise worked out by depend on how aggressively the FCC sets "public interest, convenience and neces- j, House and Senate conferees, is a response pricing guidelines and ensures that local sity." If not, they would have to change to rising cable rates, which have skyrock- authorities follow them, and how the their programming. The provision t! eted 60% since rates were deregulated five agency exercises its authority to resolve wouldn't apply to cable shopping Chan- o years ago, and complaints about poor consumer complaints: nets. service, a problem that cable trade associ- Q• How does the biII help competi- ~ Q• Why does President Bush want to it ations have tried to remedy by adopting tors to the cable industry. veto this bW? h service standards. A. For starters, the bill would prohibit A. The president says he believes con- d The bill was supported by consumer local authorities from granting exclusive sumers are best served . "by promoting , groups and broadcasters, which would be cable franchises. A key provision would vigorous competition, not massive reregu- s allowed to negotiate with local cable sys- require programming affiliates of cable . lation."The bill, he says, "will hurtAmeri- ; terns for the right to carry their signals. It operators to sell their programs at reason- cans by imposing a wide array of costly, . t was strongly opposed by the cable-TV able rates to cable company rivals. In the burdensome and unnecessary require- I industry, which complained that it would ~ past, cable programmers have sometimes ments on the cable industry and the gov- ; raise costs and lead to rate increases, refused to sell some programming to ernment agencies that regulate it.' ; and by Hollywood producers, who argue wireless systems or to satellite dish sere- Although Mr. Bush's advisers have ~ that they should be compensated if TV•sta_ ices, or have charged them substantially . :advocated letting telephone companies lion owners get new revenues from cable higher rates than they charge cable sys- compete with cable operators, they have , ~ companies. terns. The bill also would require a cable , , yet to produce a detailed plan on how they • t Here are some questions and answers system to keep uniform rates throughout would' address consumer and antitrust t about the legislation: the area it served. This would eliminate a concerns. All sides agree that lifting the ; Q. Under the cable bill, how would common tactic of slashing prices only in ban on phone companies providing video, _ : , monthly rates he set? neighborhoods where new competitors services within their territories. raises, . A. The Federal Communications Com- have just begun to operate. ~ many thorny.issues for phone companies, , ~ i mission would establish "reasonable" Q. Cable companies say the bill will add their customers, regulators and competi- 1 monthly fees for a basic "tier" of cable billions to their costs. What are they tors. ' service provided by monopoly cable sys- talking about?. Q. What will happen on Capitol HW H, terns. The rates would be pegged to A: The industry claims "retransmis- this bill doesn't become law? ' fees charged in communities where cable Sion consent," a provision that would let A. Phone companies, whose lobbyists companies face direct competition from local -broadcasters negotiate with their have stayed out of the cable debate, will . other multichannel video services, includ- local cable company for a fee, channel jump on the issue in 1993. "If the veto ing other cable companies, so-called wire- position or other consideration, could cost .holds, we expect a substantial debate on ~ . less cable operators or satellite services. cable companies $1 billion a year. Those the issue next year," said Ronald The agency would also have to set rates for costs, cable operators say, would be passed Stowe, head of Pacific Telesis Group's= converter boxes, remote control devices on to consumers. Currently, cable compa- Washington office. The result might be.a'° 1 and other ,equipment needed to provide nies can pick up local over-the-air. TV sweeping bill that addresses whether the , basic service. signals for free. ~ seven regional Bell companies, GTE;Corp.> • Q: What is the basic tier? Under another provision, cable compa- and other phone companies.;can provide.; ,;r A. The basic tier is a stripped-down nies would be barred from requiring sub- cable service within their. service. territo-.:,' group of channels that would Include over- scribers to buy more than the basic tier of rtes. A comprehensive bill might'also'ad~,':` Please Turn to Page B5, Column 1 service as a condition for buying premium dress conditions under which the Bells channels. So if. consumers wanted to• would be allowed to manufacture tele- buy pay-per-view movies or HBO, they phone equipment, provide information wouldn't be required to buy extended-basic services over their networks and provide ~ service, too. The industry claims this long-distance service. It could also include would require them to install new equip- copyright issues that Hollywood believes ment at a cost of $4 billion or so. are mishandled in the current bill. Such a Q. Won't those costs be added to my bill would face a long ~legisiative ,review. bill? , and couldn't be passed quickly, probably A. First, it isn't clear how much money ,not within [he next Congress. is really at stake. Many broadcasters A straightforward cable bill may have a haven't decided whether they will opt for chance of fairly rapid passage if Gov. Bill • negotiations. They might choose instead Clinton, the Democratic contender, wins simply to demand that the cable companies the presidential election. Sen. Albert Gore carry their signal, as the bill would allow of Tennessee, his running mate, is a key them to do. Even those who :decided to sponsor of the cable bill. t i , J l'v r'"'~ I~ ~ ~ y~;,: I~, 4:, i f ij,I \ r„~ti . TOWN OF VAIL ~ Contact: Caroline Fisher 479-2115 FOR IMMEDIATE RELEASE Ken Hughey 479-2200 October 2, 1992 - THE PROPOSED VAiL POLICE DEPARTMENT EXPANSION ~ ~ What are the Facts? What are the Needs? ' ~ " How will the Community Benefit? Y' , r~ ~ ~ Numerous questions have been asked regarding the proposed expansion of the Vail municipal building ~ ~ for Police Department use, The Town of Vail encourages concerned residents to call or stop by the ` ~ department and discuss the matter, Police Chief Ken Hughey would be pleased to take any interested ' IR ~ # ' individuals on a tour of the current facility to outline legal, safety, security, and morale challenges associated with the current site and to discuss related issues. Proposal: To expand the Vail municipal facility into the parking lot just east of the current municipal offices for Police Department space needs. ~ , Goal: To address the current facility's federal and state code violations, liability concerns and ~ ` ~ ~ legal violations, safety and security issues, and employee morale challenges. To " ` ' ~ centrally locate all Police Department functions and provide more user friendly services for residents and guests alike. To also address space needs of other departments and rz~ t ~r~,~r~i~ k, the community by making current Police Department space available. ~~1 k K' r ~~J Proposal r . ,;'g Costs: 17,000 square feet of space would be built to accommodate all department functions, ..,,1 including patrol, investigations, crim¢ prevention/community relations, animal control, ' ' y ~ ~ f code enforcement(community safety, administration, dispatch, records, and clerks. i y4 r~ j~.:_. Cost: $2.16 million ' ~ ~ ; ~ , 3,100 square feet ofi space would be built to accommodate booking, criminal interviews, ' 3<~~' intoxilizer, sally port, and jail. Cost: $493,000 ; . ~ ~ . , Over 70 underground parking spaces would be built to adhere to community zoning and Hi a=~ parking standards to which all public and private sector building projects must currently - ~ ~ ~ abide. Cost: $2 million ~ ' ~ Landscaping for nearby I-70, the frontage road, and four-way stop in response to { ~ community input and Design Review Board requirements; site development; interior building needs. Cost: $300,000 I 15% contingency fund to accommodate unforeseen construction costs and flexibility toward community concerns, Cost: $700,000 - Background: The current facility was built in 1971, to accommodate 8 department employees. In response to growing community demands and calls for service since that time, the ' department has branched into additional services which include valleywide emergency services dispatch, code enforcement, community service, animal control, and crime 75 SOUTH FRON"fAGE ROAD prevention, with an average of 60 employees, to carry out these functions. VAIL, COLORADO 81657 TELEPHONE 303-479-2100 --mare-- Why has the department grown in twenty years? Community growth and demands from residents, merchants and second homeowners for increased services; increased criminal activity (due in part to the immediate impact of I-70); additional service demands due to increased year around visitor population. If there were fewer police department employees, couldn't you get along with less space? On average, individual officers are handling more incidents per year than any other law enforcement agency in the area and this case load is growing. Vail Police Responses - 1984: 25,800 1991: 71,152 Increase: 127% With current case loads, Vail officers are still unable to respond as quickly to non-emergency calls as residents, merchants, and guests would like. In the Town Council's view, reduction in numbers of officers and services provided is not a responsible answer to the current space shortage. You say that inadequate work space is affecting employee morale and service quality. How does the current Vail Police Department facility compare to other community's police buildings in terms of square footage? Aspen/Pitkin County Sheriff s Office: 95 square feet/person Breckenridge Police Department: 73 square feet/person Broomfield Police Department: 108 square feet/person Eagle County Sheriffs Office: 96 square feet/person Glendale Police Department: 286 square feet/person Loveland Police Department: 174 square feet/person Steamboat Police Department 240 square feet/person Summit County Police Department: 333 square feetlperson Vail Police Department: 64 square feet/person What is wrong with the current facility? * The jail is in violation of federal and state regulations regarding prisoner holding facilities. * Due to inadequate available space, Police Department files and records are currently illegally stored. * Prisoner and officer safety is threatened, as officers must escort arrestees from the outside parking lot, down a narrow set of stairs. This is extremely hazardous, as approximately 90% of the 1,000 arrestees per year are under the influence of drugs and/or alcohol. * The 312 square foot patrol room is currently used by 24 officers for training, shift briefings, files and supplies, while simultaneously acting as storage for ammunition and weapons. Officers are expected to also use this high traffic area for conducting telephone follow-up with victims and witnesses, and for writing and dictating detailed daily reports, of which accuracy is of critical importance for the legal proceedings of each case. * No designated locker room space is available for female department employees. Consequentiy, these employees are forced to utilize converted doset space beneath the department's stairway for private needs. This is in violation of zoning and safety codes. How will the community benefit from a new facility? All police functions will be centrally located for better service to residents and guests; legal and liability issues will be negated; adequate working space for department employees will increase efficiency factor to better meet community service demands; expensive employee tum-over will be reduced by providing adequate working conditions and space. --30-- Ve~ V~~ T ~ M1 ~ ~ _ •t liL IL a1WL.i1 _ _ FOUNDATION ~ _ ~ ~ ~ v _ . P.O. Box 309 ~ • ~ - ~ _ Vail, Colorado 81658 . - Tor,l n1 o F ~a L t_ - M R• Roa PH~~~AS hyour ~~~~,_~0 8,657 Nlar Calendar. RECEIY~~ 3 ~ ~~~2 x c ~ l~fL~.,c,i.E- 199Z AMERICA'S LEGACY 1993 AMERICAN SKI CLA53B presented by SUBARU ~ e 1•~.`~S GC~'Y)U.lt.Q . Please make plans Q~ ~ - ~~~'s to loin us for Sr~s~c . December 11-13, 1992 ~o March 10-14, 1993 - ~ ~ ' ~ featuring the featuring the Subaru Women's Downhill great Rolex Legends of Skiing and the and Super G Visa Jerry Ford Celebrity Cup Vail, Colorado ski Beaver Creek, Colorado 9 9 ra~in~ events! AMEEtICAN Aft. ePo-J SIa CLASSIC ~YrFD By Sv ~ National Association C~~U~-~.~L,GU.~ ' of the 10TH MOUNTAIN DIVISION, INO. ~ 15W761 Butterfield Rd., Elmhurst, IL 60126 • {708) 530-4344 ~-0~ cnairman me Beard September 2 8 , 19 9 2 Hugh W. Eeans 6i0o Ylymnn Lane Cin~innnli. Chin 452M13 Fres•`denr nr+hur F. A+uschlor 55 Yorkshire Woods (ink Brnnk, IL 6°521 Mr , Rob Robinson senior vice President Executive Director a secrma.ry Vail Recreation District Fnul J. Gunderman 3EnolahCour+ 292 West Meadow Drive erevarr,. r,C 29It2 Vail, Colorado 81657 ~'i.;e President Pubric Felations 8 Blizzerd FdrMr R;ctrard wi's°^ Dear Mr . Robinson 39 1.tajes+ic Dr. FI Thr`mat, K'I 41075 7rensur~r As you know, we recently concluded the 50th williarn E.1'lollney Anniversary Reunion of the 10th Mountain Division at 1511 W. Oq~en nvr.. np+. x,535 Vail . The number that passed through our registration `'~`°"°°Fnr"'.L6°525 system exceeded 1,600 so it was the largest gathering of Ounrrermnztnr the "Men of the 10th" since the unit was deactivated late Pcq Cochrane 23GoverrornndrewFld. In 19451 Our Reunion Committee was, of course, delighted Ilinnham, !.+402043 with the success of this memorable event. nrcni~ssr Sherman L. Smith 1116 t6ih East It is unfortunate, however, that I must report to "'"'°~''""°P12 you one extremely negative situation. Quite frankly, it H;stnr;an is the only negative that developed during our Vail walt~r Ga!son 5227 Yosemite Dr. V1Slt. It concerns the treatment given to our people at nlr!vnndria, Vn 2.23+2 the Vail Golf Club. film Librarian H. Nnwcnmb Eldredge P.o. B°x 539 For reasons that I cannot possibly understand there ~,ewp^r.. 03II3 were numerous regorts to the Reunion Committee of a total ~rrni~'°i^ attitude of indifference, discourtesy and lack of Fred J. Jewell ,623 McDonald s.. interest and cooperation. This was true in spite of the , Pert nnget=s, WA 99362 fact that we gave the Vail Golf Club a substantial volume 6!emb^rslripChairman of late seasons business involving many thousands of A+arlin Daneman 6661 MglebluttCircle dollars . This was also in spite of the fact that we were ~,lrnt. Tx'S`"" required to pay well in advance for 72 participating E•ecrrr;veDirecror individuals for our "Reunion Golf Morning" on Tuesday, J. Eugene Baker +swis, aunerfiem Fld. September the 15th . E~mlwrsl, tl. 60126 Chairm~nEmeriti Our committee's Reunion Golf Chairman reported to me Earl E. Clark +.,.rl ~•Mac'~ k+acKenz+e that the same lack of interest and cooperation existed throughout the initial contact and negotiating period. He had difficulty reaching people who were going to make decisions and total inflexibility during the decision process. It was a totally unexpected and frustrating experience for everyone concerned! F Mr. Rob Robinson September 28, 1992 Page 2 Quite frankly, Rob, had we not felt that we were limited to a golf program in the Vail Valley itself, we would have made arrangements at almost any other place! Maybe this is the problem the facility is there, guests are "locked in" so the common courtesies are no longer necessary! You can see by the tone of this letter that we are distressed! After the wonderful treatment that the people of our Reunion received throughout Vail, it is unfortunate that a letter like this must be written. Its purpose is very simple to alert you to a problem that could cost the Vail area dearly. I know that our golfers will avoid the Vail Golf Club in the future Sinc ely yours,- r.~ ~j ~ a 1 E. rk Reun' Gene al Chairman 5350 Yell tone Street Littleton, Colorado 80123 Telephone: 303-795-6508 EEC:alh cc: Vail Valley Tourism and Convention Bureau Mayor Peggy Osterfoss r r National Association , " of the J 10TH MOUNTAIN DIVISION, INC. 15W761 Butterfield Rd., Elmhurst, Il 60126 • (708) 530-4344 ~~j j •.'theHnard September 28, 1992 i+ Evans C .rmnn lane ~vnnli. Ohio A52A3 ;id^nr 'mr F. MuSthlar Yorkshire Yloods C +k t?rn°k, IL 80521 jJjr , Frank Johnson ' '.!or Vice 1'resGJ^nt President ,i ie"rrfary f tnl J. Gunde,mnn Vail Valley Tourism and 3 Enelah Ccun Prnvard, tIC 28712 Convention Bureau 100 East Meadow Drive Vise Prasit!enf Public Ralafions d ~'%zzard Editor Vail, Colorado 81657 flirhard !d. \'Jitsnn 36 Mnj^stic Dr. rl. Th^n,as. KV A1075 Dear Frank: rrcasrr^r Ylilliarn F. b'JOllnoy As you know, we have just concluded the 50th 1511 lN. Ond^n nve. np'. r'S36 Anniversary Reunion of the 10th Mountain Division at L.nrrnnnr Park. IL 60525 wail. Your resort was selected as the Reunion site by Orrgrtrrmastnt our National Board at a meeting in French Lick Springs, Pe Cochrane 23 Governor Andrew Rd. Indiana three ears a o . The decision was made followin Hingham, PAn 02043 y g g a presentation to the Board by representatives of the n`~~!'``•`s' Vail Resort Association sl,^nnan I_. smith , the then existing Vail Chamber ,t,6 ,6lh East of Commerce and the Marriott's Mark Resort. S^nllln, VJn P6t12 "'~`orian Attendees that moved through our registration VlalMr Galson 62%3 Yosnmile Dr. process exceeded 1, 600. It was the largest gathering of N^ranrtria, `/n 223,2 the "Men of the 10th" since the Division was deactivated riimLibrarian at Camp Carson Colorado late in 1945. Those of us that. H PJewc°mb Etd~edge P.o. a°.539 conducted the Reunion therefore consider it to have ra~,•:pnr1, r,l, o3n3 ? ~ been a complete success! Chn~rain Fred J. Jewell 1sz3 n,cDonald sl. There is one matter, however, that we must Purl nn°^Ls, WA 9N367_ AlambrrslripChni~man emphatically bring to your attention! Had our Board Marlin Daneman realized the expense and problems that we would have 666, nnglebluflCircle because of the size of our group I strongly doubt that Onlras. TX 75248 Vail would have been selected. I am referring to the E.ecuri,anire"°r fact that there was no conference facility in all of the J. Eug^ne Bnker 15YJ 76, A°nerlield f7d. Vail area big enough to house our entire group at one Ehnhnrst. Il. F0126 ' time! The result we had to contract with Vail Clrairm~n Ern~riti Associates to bring in the large "circus tent" that, Enrl F., Clark h1.1! "Mac"I.,ar.Kemie although satisfactory, left a lot to be desired! It became necessary for us to add the cost of the tent rental to the registration fee charged to each attendee. The tent rent rental by Vail Associates cost them in excess of $19,000! They assumed a substantial portion of this expense or our Reunion Committee would have found itself in a very difficult financial situation. 7 Mr. Frank Johnson September 28, 1992 Page 2 It is inconceivable to many of us that a great resort such as Vail would not have a facility that could meet the requirements of large gatherings such as ours! As mentioned above, I believe very strongly that our meeting would have gone to San Diego, California had they realized the lack of such facilities in the Vail Resort area. There is no question in my mind that our National Board would never again select Vail as long as the present circumstances remain the same! It has come to my attention that this entire matter is once again under study. I, as Reunion General Chairman, would be very happy to appear before whatever body is involved to more clearly explain our feelings and, of course, strongly recommend that positive action be taken! Sinc ely yo ~ s ~ la Reunio ener Chairman 5350 Yel w one Street Littleton, Colorado 80123 Telephone: 303-795-6508 EEC:alh 0 ~ ~ ~cr~- ~RNILEGf~ ' sus ~ September 30, 1992 Ms. Peggy Osterfoss Mayor Town of Vail 75 S. Frontage Road Vail, CO 81657 Dear Peggy: After discussions internally, I thought it useful to put to paper some of our thoughts. As you know the court approved the amended plan of reorganization on August 3, 1992. The new plan reduces the debt load, extends maturities and includes the addition of new common stock. The plan implies a valuation of approximately $275 million for Vail Associates. It is our opinion that any condemnation shortly after the reorganization would probably force the court to award a $275 million or higher valuation (given the fact that substantial equity money had recently participated in the reorganization); avalue clearly too high in today's environment. We believe it is in your best interests to wait. If the Town becomes concerned with the direction Vail Associates is taking and the lack of reinvestment being made, it could set iip an agency to oversee and manage relations with Vail Associates. The effect of this action would be to supervise the operations but, more importantly, would be to force Vail Associates to deal with the Town before selling the ski operations. The Town's supervision (along with its implied right to condemn) would effectively gave the Town a right of veto over the terms of a future sale of Vail Associates. Valuation The market for resort properties has definitely changed from the days of the Breckenridge (1988), Steamboat Springs (1989) and Stratton (1989) sales. Average valuations based on these transaction comparables, along with the additional value of the real estate operations, would value Vail Associates at $270-320 million. Using simple discounted analysis of Vail Associates' ski operations projected cash flow, which is projected to grow at only 2.5%, we get a valuation of $190 million (at a 12% cost of capital): (in millions) Terminal 1992 1993 1994 1995 Value EBITD* $36.7 $37.4 $38.1 $38.8 Less: Taxes ~ (9.8) (10.1) (10.3) (10.5) Less: Capital Exp. (8.51 (8.51. (8.51 (8.51 Total Cash Flow 18.4 18.8 19.3 19.8 208.4 * Assumes depreciation equals $7.8 million. This $190 ski operation valuation, combined with real estate value of $30 million, leaves Vail Associates with a total value of $220 million; far short of the $275 million mentioned above. Financing Our initial analysis indicates that approximately $245 million of gross proceeds could be raised from the debt market based upon approximately $36.7 million of cash flow from the operations, excluding the real estate portion of the business. To amve at this number we have obviously made certain assumptions which we believe are reasonable. For instance, we have assumed that the debt financing would be structured as a revenue bond and would be done entirely on atax-exempt basis. The nature of the assets being acquired and their use will impact this conclusion but our information indicates that this should be true. We have further assumed that a cash flow coverage of debt service of 1.Sx will be required to obtain at least an investment grade rating. The actual coverage ratio that is appropriate will be impacted by such factors as the historic volatility of revenues and the elasticity of demand to higher fees. However, the assumed level of 1.Sx represents a reasonable judgement at this time. The coverage ratio is used by the rating agencies and the marketplace to determine the amount of debt that can be issued by an entity. The following computation may help to explain the use of the coverage ratio in determining debt issuance capacity: • 1992E EBITDA $36.7MM • Less: Annual Capital Expenditures (8.51 • Net Cash Flow 28.8 • Cash flow available for debt service assuming 19.2 1.Sx coverage ratio ($28.2 million/1.5) • Annual level debt service on $245 million of 18.9 debt with 7.25% interest rate and 30 year maturity The amount of debt issued could be increased if the senior lien bonds were assigned a rating higher than BBB. For example, if the senior bonds were to receive a rating of A or A+, the bonds might be issued at an interest rate of 6.75%. This interest rate level would result in the level, an additional $20 million of bonds could be issued compared to debt rated BBB. By structuring asenior/junior lien structure or devising an equity-oriented security in addition to the debt portion, we believe that the net proceeds of an overall financing could be larger. We are not sure any junior debt would be accepted by the marketplace, especially given the sensitivities that the cash flows can have because of weather patterns. If such debt were accepted, it would probably be unrated and might be issued with a lower debt service coverage ratio than the investment grade senior lien debt. One structure that may work would be to set up an "authority" that would own Vail Associates and issue the municipal bonds. The authority would be initially capitalized by an equity injection by the Town which was raised through a general obligation financing ($20 million, for example). I hope these insights are helpful. Clearly there is a significant amount of due diligence work that needs to be done on a vanety of tax, finance and legal issues. As we mentioned and George Wiegers has relayed in his conversations to you, Dillon Read is interested in advising you and the town council on these issues. Sincerely, Davi M. Dickson, Jr. Vice President DMD/gam cc: Mr. Jack Nusbaum Partner Willkie Farr & Gallagher MEMORANDUM September 30, 1992 To: Vail Town Council From: Sally Lorton Re: Special Event Project Per your request, this is to assist you with calling local businesses about the special event project. I have called various businesses requesting daily sales figures to help the Vail Town Council determine the effects of special events on business. This information will help Council determine which events promote business and should be funded with tax dollars. We are asking several businesses in the Lionshead and Village areas to provide us with their daily sales numbers from May 22, 1992 through October 31, 1992. If history is available for the past two summers we would also like this data to make our comparison a little easier. In addition to daily sales we are tracking the weather, the day of the week and the events that took place. Individual business information will remain confidential. The data will be made available based on area and type upon completion of this project. The final results will be published in the Vail Business Review. If Council finds this information helpful the project will continue through the winter months. As we discussed in the budget work session some of the businesses on your individual lists have been contacted and do not want to participate. We really need the larger businesses to participate because we are attempting to get 40% of the business in each category. xc.~r~. dux TOWN OF VAIL ~ 7S South Frontage Road Office of the Town Manager Yail, Colorado 81657 303-479-2105/FAX 303-479-2157 T0: VAIL TOWN COU IL FROM: PAM BRANDME DATE: OlOCT92 RE: CHANGE IN CHAIN-OF-COMMAND FRANK JOHNSON NOTIFIED ME THIS MORNING THAT THE MARKETING BOARD HAS DECIDED TO APPOINT ITS CHAIRMAN AND VICE-CHAIRMAN FOR A ONE YEAR PERIOD OF TIME. THEREFORE, AS OF TODAY, THE FOLLOWING APPOINTMENTS HAVE BEEN MADE AND ACCEPTED: CHAIRMAN - TOM BRITZ VICE CHAIRMAN - JAN STRAUCH WORK SESSION FOLLOW-UP October 2, 1992 ' Page 1 of 3 TOPIC QUESTIONS FOLLOW-UP SOLUTIONS 1991 11119 NEWSPAPER VENDING LARRY E.IANDY/MIKE M.. What can be done to make Locations for the newspaper boxes have been MACHINES these uniform and locations less prolific? determined and approved by all TOV departments. Staff will talk to Larry E. to determine if voluntary agreements or an ordinance outlining locations are appropriate. Working on wrap-up by November or December, 1992. 1992 02104 HERITAGE CABLEVISION RON: Prepare new letter of protest for Mayor's Will do. FRANCHISE NEGOTIATIONS signature. XC: Newspapers, Dillon, Minturn, etc. (request: Lapin) 02/17 EXTERIOR LIGHTING KRISTAN/ANDY: Draft ordinance. Consultant is doing research on more lighting concerns. An evening meeting site visit will be scheduled for 10/20/92. 03110 LIONSHEAD SALES TAX FIGURES/ STEVE B.ISTEVE T.: Packy Walker, on behalf of the Council members will follow-up with their telephone SPECIAL EVENTS DAILY SALES LH Merchants Assn., is requesting an accounting of solicitation program. TAX REPORTING sales tax taken from a square footage basis, standard number (such as Dow Jones) of businesses reporting, to offer a comparative analysis. 04107 REVIEW RETT PEGGY/LARRY E: Schedule for Council review. Following Council discussion 918192, Larry E. will prepare two ordinances: one dealing with acquisition of open space and maintenance, and the second offering further restrictions to the current RETT ordinance. Council will not pursue a trust or separate board. Scheduled for evening meeting 1016192. WORK SESSION FOLLOW-UP October 2, 1992 Page 2 of 3 TOPIC QUESTIONS FOLLOW-UP SOLUTIONS 08/25 FOLLOW-UP PEG/PAM/LARRY G.: Mr. Shrader has called to find out Additionally, as requested at the 9/9192 Speak Up WITH BUCK SHRADER (CDOT)/ whether there has been improvement on the maintenanc meeting, Pam will discuss the 55 mph speed limit JAKE BRAKES/SPEED for the west side of the bike pathNail Pass. Although through the Vail Valley, as well as the 35 mph truck LIMITS ON VAIL PASS CDOT has stepped up efforts to clean and maintain, their speed down Vail Pass. Larry G. will follow-up with efforts have not been consistent, and this was the State of Utah. Bob Mosten has responded to weed communicated by Pam. cutting issue (copies in packet.) 09108 1041 PLAN LARRY E.: Barbara Green has asked whether the Town There is a parallel bill that applies to municipalities. (request: Steinberg) of Vail has a 1041 Plan. Larry E. will look into this. 09108 INTERNATIONAL LARRY G./KRISTAN: Now that the "real" International Will tentatively try to schedule meeting the third week °FOOT" BRIDGE Bridge is complete, pull out the footbridge. of October with Council, PEC, Cecil DotsonNillage Center, Summers Lodge, adjacent business owners, owners, etc. 09115 SOCCER/ATHLETIC FIELD KEN/LARRY G./MIKE ROSE: Review current winter cont of VA does plow and "man" the gate. However, this is a PARKING/CHALET ROAD and use of this parking lot. Should it be gated and handshake agreement only. Staff will research. (request: Lapin) fees charged on weekends? Does an agreement, either verbal or written, exist wNA re: this lot usage? At the same time, review winter parking on Chalet Road. 09/15 PAUL'S FLAG POLE LARRY G./KRISTANIRON: Whatever became of the flag Larry G., Kristan, and Ron will review former pole (request: Lapin) pole that was to be erected outside the VRA offices placement and present recommendation. honoring Paul Johnston? 09!15 LIMITATION OF TERMS LARRY E.: Draft ordinance limiting appointed TOV boar Scheduled for work session 11/10192. FOR BOARD APPOINTMENTS to 8 consecutive years. (request: Shearer) ' WORK SESSION FOLLOW-UP October 2, 1992 Page 3 of 3 TOPIC QUESTIONS FOLLOW-UP SOLUTIONS 09115 VVMB/BUSINESS LICENSE LARRY E.: Draft ordinance amending sunset clause of First reading of Ordinance No. 28, Series of 1992, RENEWAL OF SUNSET CLAUSE business license ordinance -another 4 years? is scheduled for 10/6192. Peggy and Ron will meet with representatives from TOA, VVMB, VA, and BC to discuss a future ballot request for funding in conjunction with the Performance/Conference Center, as well as : future long-term goals and objectives. 09/22 SPEAK UP MEETINGS PEG/RONICAROLINEI6RUCE CHAPMAN/PAM: Meet to Will do. discuss some proposed changes to the Speak Up Meetin series, i.e., format, acquisition of debatable topics; presentation to annual condominium association annual meetings, speakers from "like" impacted communities (Carmel-by-the-Sea, etc.) 09!22 Q/Q DUES/ TOM STEINBERG: Meet with Paul Testwuide to discuss UEVW&S NEGOTIATIONS who should REALLY be paying the Q/Q dues. xc: ~eu~, ~~~~IV~~ ~ ~ ~ ~ O September 30, 1992 C O L O R A D O VAIL~BEAVER CREEK MUSIC FESTIVAL Town of Vail 75 South Frontage Road Vail, Colorado 81657 Dear Town Council and Ron, The 1992 Season of the Bravo! Colorado Music Festival ended on the last note of the Beethoven 5th Symphony! And what a great ending to an outstanding 5th Season of Bravo! On behalf of the Board of Trustees, please accept our sincere thanks for your generous support of Season Five. Our mission is to present the highest level of performing arts to the Vail Valley and to foster the excellence, diversity and vitality of the arts through Bravo! programs for a broad base audience. Your continued support has helped us accomplish this mission. We look forward to sharing the 6th Season of Bravo! Colorado with you, opening July 4 and continuing through August 6, 1993...setting the standard of excellence in the performing arts! Again, thank you and bravo! Sincerely yours, Jo W. ovando ay, hes er Ex ive Director ha`rman~ Board of Trustees ~ I~ 1 I , 1 ~ V~ ~ ~ l~ JOHN W. GIOUANDO /EXECUTIVE DIRECT~R • IDA KAUf~FIAN /MUSIC DIRECTOR • 953 S. FRONTAGE RD. #104 •~Jf11L, COLORADO 81657 • TELEPHONE 303 476-0206 • FAX 303 479-0559 xc ~ C~ul~;t~ George K. Baum & Company INVESTMENT BANKERS Special Report Chris Blackwood, Director of Economic and Financial Research September 24, 1992 The Taxpayer Bill of Rights Amendment Report 1: Provisions, Problems & Perspectives On November 3, 1992 the Taxpayer Bill of Rights amendment (the "Amendment") to the Colorado Constitution will appear on the Colorado ballot. The Amendment, if passed, will dramatically change the financial management practices of Colorado state and local governments. The second sentence of the Amendment sets the tone for the initiative - "Its preferred interpretation shall reasonably restrain most the growth of government". The methods and the language that the Amendment uses will affect the governments in Colorado in different ways depending on their financial condition, future economic growth and debt financing needs. Contents General Provisions Spending & Property Tax Revenue Lunit 2 Elections Required 3 Multi-Yeaz Obligations 3 Exemption Criteria for Enterprises 3 Debt Service Payments 3 Impact Analysis Rapidly Growing Communities 4 Tax Increment Districts 5 Municipalities 5 State Government 5 School Districts 6 Other Issues Economic Development 6 Regional "Wars" 6 The Dilemma with the Inflation Component 7 Bond Portfolios 8 Case Study The Scientific and Cultural Facilities District 8 This report was prepared from data believed to be reliable but not guaranteed by us, without further verrfication or investigation and does not purport to be complete. It is not to be considered as an offer to sell or a solicitation d an offer to buy the securities d the entities covered by this report. Opinions expressed are subjed tc change without ndice. George K. Baum and Company, or one or more of its officers, may have a position in the securities discussed herein. George K. Baum and Company, may act as a principal far its own account or as a ant for andher arson in connedion with the sale or urchase of an secur' which is sub'ed in this re ort. ~ General Provisions Spending and Property Tax Revenue Limit: The Amendment proposes a limitation on all government spending. The formula limits spending growth equal to inflation in the prior year plus annual local growth, adjusted for certain revenue changes approved by voters after 1991. Inflation is defined as the percentage change in the Denver-Boulder Consumer! Price Index. For the state government, growth is defined as the change in state population. For school districts, local growth is defined as the change in school enrollments and for all other governments local growth is defined as the change in net actual value. For example, if a city experienced a 3% increase in net actual value in 1993 and the inflation rate in 1992 was 2%, the total allowable~~,expenditure growth rate in 1993 would be 5%. SPENDING LIMIT:FORIVIULA By Entlty Type SCHOOL DISTRICTS ENROLLMENTS + INFLATION LOCAL GOVERNMENTS NET ACTUAL VALUE + INFLATION STATE GOVERNMENT v POPULATION + INFLATION The spending limit applies to all government spending including increases in reserves. In this context, reserves can be construed as unspent fund balances. The Amendment does not distinguish between fund types within a government. Hence, government spending ',and reserves from all funds (except debt service -see below) must be lumped together into a single 'unit for calculation of total government spending. The Amendment also proposes a property tax revenue growth limit. ',The property tax revenue formula only applies to local governments and school districts in Colorado (since the State does not levy a property tax) and would work like the spending limit. Namely, revenue growth on property tax revenue would be limited to the sum of the growth rate of inflation in the prior year plus annual local growth (as defined above). In the event that spending exceeds the established limit, a refund would be required to the taxpayers. -2- . ~ ~ Problems: 1) Revenue increases may not coincide with expenditure demands. In rapidly growing areas, the provision of services may be severely curtailed which could lead to a general fi~iancial decline of the government. 2) It may be dill cult if ~aot impossible to refund excess expe~:ditures oia an equitable basis. 3) New disn-icts may be impossible to create because the spending limit would need to be applied to a nonexistent spending base. This will curtail the development of special districts. Housing developments may be severely impacted by the inability to create new special districts that provide essential public services like water and sanitation districts. Elections Required: Elections will be required for all debt issues (except high to low interest rate refundings), any new tax, tax rate increase, mill levy increase, valuation for assessment ratio increase, extension of an expiring tax, a tax policy change directly causing a net tax revenue gain to any district, or spending increase over the rate indicated by the spending limit. Elections can only be scheduled during a state election, biennial local election, or on the first Tuesday in November of every odd-numbered year. Problems: 1) The limited schedule of election dates may not coincide with the decision making schedules of local governments. This inability to make tax rate or bond decisions in a timely manner will hamper the financial operations of govern- ments throughout Colorado. 2) Governments will not be able to manage debt as effectively as in the past. For example, voter approval will be required for routine financial management tasks such as resfl•ucturing bond transactions that extend maturities or changing bond covenants. Multi-Year Debt Obligations: For multi-year debt obligations (certificates of participation and lease financings), the Amendment requires that r~:c governmental entity build-up adequate cash reserves to fund all future years debt service payments. In addition, the cash reserves must be pledged irrevocably for the debt service payments. As with other debt obligations, the Amendment requires all multi-year debt obligations be approved by voters. Problem: As a result of the cash reserve requirement, certificate of participation financing or other multi-year lease financing will be effectively eliminated. Exemption Criteria for Enterprises: Government ent~~~,~~ses (such as utilities and airports) would be exempted from the provisions of the Amendment if they meet three criteria: 1) receive less than 10% of their revenue from government sources (as opposed to user fees), 2) have the authority to issue debt, and 3) are agovernment-owned business. Problem: Certain enterprises may not be considered government-owned businesses and others that are co~~ridered government-owned may not have direct authority to -3- ' issue boruts. These type of enterprises will require voter approval for debt and revenue increases. More importantly, enterprises that are subject to the Amend- ment's revenue and spending limits may riot be able to provide the level of service demanded by rapidly growing areas. Exempt Expenditures: Some items are excluded from the spending limit. The major exclusions to the spending limit include refunds in the current or next fiscal year, additions to pension contributions by employees and pension fund earnings, federal funds, gifts, collections for another government, reserve transfers or expenditures, damage awards and property sales. The Amendment has language the infers that debt service payments may be exempted from the spending limit. Problems: 1) Debt service payments and bond proceeds may not be exempt. The ' Amendment language is uriclear• as to whether the debt service exemption x~ould apply to the spending base or the spending limit. It is also un.clear• if the exemption wurtld apply to future debt service payments only or whether it would include existing debt service payments. 2) More importantly, the Amendment does not address the expenditure of bond proceeds. If bond proceeds ar•e not exempted from the spending limit then it would be very dijjzcult for a gover•rlment complete a cor~str•uction project following a typical time schedule. Impact Analysis The current fotrn of the the Amendment makes it difficult to develop precise estimates of the impact on different types of government entities. Many of the elements of the the Amendment will require judicial review. Despite the uncertainty of the final interpretation of the the Amendment, some perspectives can be provided. This section provides an analysis of the potential impact of the Amendment and the possible credit rating implications to the following types of governments. Rapidly Growing Communities: One component of the spending limit formula is the change in net actual value for all local governments (except school districts). The actual value in 1993 is used in the spending and property tax revenue limit formula in 1993. The actual value data in 1993 will be generated by county assessor offices using property value data compiled in 1991. In a -rapidly growing area, it is unlikely that the demand for services in 1993 will be reflected accurately by the change in net actual value in 1993 (which is derived from 1991 data). Governmental entities that experience growth at an accelerating rate may see a disparity emerge betv~~een the spending limit formula and revenue growth. For example, many Colorado munici- palities rely on sales tax as a primary revenue source. Sales tax revenue usually increases in a coincident manner with economic growth and the demand for services. During the past year it has not been uncommon for many Colorado municipalities to experience sales tax growth greater than -4- 10%. With sales tax as a major source of revenue, it is highly likely that expenditure growth that follows will be limited by the Amendment's expenditure cap. This will cause governments to provide services at a pace slower than demanded by the public. If the perceived demand for services is large, an election can be called to override the spending limit. However, the election can only occur at specified dates during the year. The combination of the lengthy time it takes to prepare an election and the limited number of election dates may create severe operational problems for many municipalities. Credit Rating Implications: Depending on the financial operations of a govern- ment, the spending limit may cause severe operational and financial diff<culry for rapidly growing communities. Over time, the improper provision of services will impair the quality of the government's credit rating. Tax Increment Districts: Tax increment districts in Colorado may face severe revenue shortfalls in the most conservative interpretation of the Amendment. In a tax increment district, the district receives tax revenue that is in excess of a base amount established for the district. In the event that the tax revenues in the district increase rapidly, especially with sales tax, the spending limit may force the district to refund the excess tax revenues. Credit Rating Implications: In the event that a district is forced to refund excess revenues, the f nancial operations of the district may be negatively affected. This may cause a deterioration in the credit quality of the district. Municipalities: One of the most difficult aspects of the Amendment for municipalities are the spending and revenue limitations. The spending limitation will be based on the prior year change in inflation plus local growth (defined as the change in net actual value of property). In slow growing communities the spending limitation will not be as onerous as in rapidly growing municipalities. During the past two years many communities in Colorado have experienced rapid revenue growth as a result of the local economic expansion. It is expected that many of these communities will require expenditure growth in excess of the spending limit to meet service demands. This will force many municipalities to refund the excess revenue to taxpayers. Typically, communities build up reserves in rapid growth years and spend the reserves when revenue growth slows in the future. The inability of communities to manage their financial affairs beyond a single calendar year window will create a more volatile change in the annual provision of services. The inflexibility of financial management practices in the future will reduce the credit quality of many municipalities in Colorado. Credit Rating Implications: The financial inflexibility created by the Amendment may disrupt service delivery in many Colorado cities and towns. The stress created -5- 1 I • • ~ in this type of environment will create a generally negative trend with respect to a•edit ratir2gs. State Government: The spending limit for the State government is based on the change in state population plus the prior year change in inflation. Depending on the demand for services and the type of services demanded, the spending limit may not match the needs of the State government. Without the flexibility to accumulate large reserves in good years and use the reserves in poor years, the State will lose a significant amount of financial flexibility. Credit Rating Implications: The impairedfinancial management ability of the State will reduce the credit quality of COP debt outstanding in the event the state experiences budgetary dij~culry. School Districts: School district spending will be limited based on the change in enrollments plus the prior year change in inflation. The spending limit will not allow rapidly growing school districts to meet their budgetary needs. Capital facility development will also be impaired if bond proceeds are not excluded from the spending limit. The requirement to build reserves to 3% of expenditures by 1995 may be difficult for certain school districts that maintain low reserves. In order to meet the reserve requirements, some school districts may be required to cut spending below a prudent level which could result in a reduction in the quality of education. CreditRating Implications: The inability to spend bond proceeds on voter approved debt will impair capital facility planning. The potential deterioration of services and irafrastr•ucture in school districts will create a general decline in credit quality. Other Issues Economic Development: In the past, many local governments have formed public-private part- nerships to foster economic development projects. These partnerships have required complex arrangements between local governments and the private sector and have often resulted in positive economic benefits. Many govemments in Colorado have developed innovate financing mecha- nisms to attract new economic development to their community. For example, a number of municipalities in Colorado have created tax increment districts in which the city and the private developer share infrastructure costs and sales tax revenue. The benefits to the private developer (which are typically reinvested in capital improvements) occur only if the tax revenue exceeds a base amount. The benefits to both parties increase as the tax base expands. The Amendment would effectively eliminate public-private partnerships because of the spending and revenue limits. The existence of the spending and revenue limitation would penalize cities for growing at a rapid rate and generating "excess revenue". The "excess revenue" to the tax increment -6- district would have to be refunded to the taxpayers. Typically, the so called "excess revenue" to a district would be used to further enhance infrastructure and therefore economic development in the area. Regional "Wars" : The election requirements for bond issues, spending increases above the spending cap, and tax rate increases will promote regional polarization among Colorado's commu- nities. For example, if Mesa State College in Grand Junction wanted to issue bonds for facility improvements, a state wide election would be required because Mesa State is part of the State education system. Because of the large population base in the Front Range area, many of the voting decisions will reflect the interest of the Denver-Boulder area rather than Grand Junction area. In the event that the hypothetical bond issue for Mesa State College was voted down, a regional "war" may erupt between the Western Slope and the Front Range. The acceleration of regional disputes and acrimony would undoubtedly create significant percep- tionproblems for Colorado's governments and businesses. It would be difficult to convince outside businesses that Colorado's education system was secure when all the public universities and colleges were at odds. The extent of the regional wars in Colorado will reflect upon the quality of businesses and governments alike in Colorado. The Dilemma with the Inflation Component: The spending and property tax revenue limit formulas each use the Denver-Boulder consumer price index (CPI) as the proxy for inflation. A number of problems will arise for the State government and Colorado local governments in conjunction with the CPI. First, the spending and revenue formulas use the prior year inflation in their calculations. The Denver-Boulder CPI is released just two times a year, in February and August The final CPI number for a calendar year is released in the August report. Nearly all Colorado local governments (except for school district`s) use the calendar year as their fiscal year. The budget process for most of these governments begin in the summer and is completed in December for the following year. Since the CPI data is not available until Augustin the next year, Colorado's local governments will have to wait eight months into the fiscal year before they know their spending and revenue limits. The uncertainty over the amount of revenue available and the amount of spending that will be allowed will create significant financial disruptions for many governments. All major spending decisions will be forced to occur at the end of the fiscal year. For capital projects this may add cost because governments will be required to initiate projects in an artificially mandated time frame. Second, the Denver-Boulder CPI is calculated using data for the six county Denver-Boulder area and there may be little relationship to costs associated with consumer purchases in other parts of the state. It highly unlikely that the inflation rate in the eastern plains is the same as it is in Aspen. The use of the Denver-Boulder CPI will create artificially high spending and revenue indexes for certain communities and artificially low spending and revenue indices for others. -7- Bond Portfolios: The financial stress that will be imparted on Colorado governments as a result of the Amendment will cause many bond credit ratings to be reduced. As the bonds are downgraded, the value of the bonds will be reduced in investor portfolios. In addition, the perception of financial weakness among Colorado governments will hamper the marketability of bonds and therefore reduce the value of the bonds even if the credit rating is not changed. Case Study: The Scientific and Cultural Facilities District In 1988, Denver metropolitan area voters approved aone-tenth of a cent increase in the sales and use tax rate for the newly formed Scientific and Cultural Facilities District (the "District"). The annual tax revenues generated by the tax increase are used to fund 185 various programs throughout the Denver area including the Denver Art Museum, the Natural History Museum, the Denver Zoo, the Denver Center for the Performing Arts. In 1991, $16.9 million of revenue was raised by the District's sales and use tax. The analysis below shows the effect on the District's spending had the Amendment been in effect beginning in 1990. The first aspect of the analysis is to determine the rate of growth of spending in the District. As a result of a rapidly growing revenue base, the District increased expenditures 13.5% in 1990 and 6.4% in 1991. The next step in the analysis is to determine the specific spending limit for the District. Two components affect the District's spending limit according to the Amendment; 1) the percentage change in the inflation rate from the prior year and 2) the percent change in net actual value in the current year. The net actual value of property in the District decreased by 0.09% in 1990 and declined by 3.66% in 1991. Inflation, as measured by the Denver-Boulder consumer price index, . increased by 1.85% in 1989 (to be used in the 1990 spending calculation) and 4.40% in 1990 (to be used in the 1991 spending limit calculation). Thus, as is shown below, the overall spending limit would have been 1.76% in 1990 ((-0.09) +(1.85%)) and 0.74% in 1991((-3.66%)+ (4.40%)). Based on the spending limit calculation, District expenditures would have been reduced by 10.37% in 1990 ($1.7 million) and by 15.14% in 1991 ($2.6 million). The "excess expenditures" in 1990 and 1991 would have been refunded to taxpayers. The only way the refund could be avoided is if the District held annual elections to allow it to spend funds in excess of the expenditure limit. The reduced expenditures would have affected the District and the programs to which it distributes funding. To provide the same level of services, each of the cultural facilities (the Museum, the Zoo etc.) would have been forced to increase fees to the visitors of the facilities. Without the user fee increase, dozens of cultural programs would have been eliminated. From a public policy perspec- tive, anincrease in user fees would defeat the purpose of the 1988 voter approval of a tax increase to fund the District's facilities. -8- SCIENTIFIC AND CULTURAL FgCILITIES DISTRICT HISTORICAL SPENDING ~.IMfT gNgiYSIS ; . GENERAL, :SPECl,4L REVEIVfJE, AND''EXPENI7/BLE TRUST Ft1NOS (~xR4NT F(JN17S EXEMPT 1990 1991 District Spending & Reserve Index Calculations: Actual District Spending (Total Expenditures Plus Changes in Fund Balance) $16,128,888 $17,161,724 Percent change in total expenditures & fund balances 13.53% 6.40% Proposed Amendment Spending Limit Index Calculation: Prior Year Consumer Price Index (1982-84=100) 115.80 120.90 Percent Change 1.85% 4.40% Actual Valuation ($billions) $gi,gi $78.91 Percent Change -0.09% -3.66% Base Spending Limit Index (CPI + Actual Value Change) 1.76% 0.74% Base Spending Limit Index 1.76% 0.74% Voter Approved Revenue Changes Index (1) 0.00% 0.00% Overall Spending Limit Index 1.76% 0.74% Variance Analysis Index Variance Overall Spending Limit Index 1.76% 0.74% Less: Actual District Spending & Reserve Increase 13.53% 6.40% Difference between Overall Limit Index and Actual District Spending & Reserve Increase (2) -11.77% -5.66% Dollar Variance: District Overall Spending Limit $14,208,886 $14,209,940 Actual District Spending $16.128.888 $17.161.724 Required Refunds (Excess District Expenditures & Fund Balances) $1,672,591 $2,598,784 Required Refunds as a % of Actual Expenditures & and change in Fund Balances 10.37% 15.14% (1) The voter approved revenue changes index is the third component of the spending limit formula. (2) A negative variance means that District spending would have been limited by the percentage calculated. A positive number means that District spending was below the Overall Spending Limit Index. Prepared by George K. Baum & Company, 9/18/92 -9- ~ ~ George K. Baum & Company 717 Seventeenth Street Suite 2500 Denver, CO 80202 RECEIVE 1 (303) 292-1600 ®C~ ~ Z r vn 11vuv11C1J1A 11~ K>~L~ASE: X ~ ~ 000~.wl,c~- 'September 28, 1992 , t~~~.a, • ai Vail Associates, Inc. Post Office Box 7 Media Contacts: ~ vail, Colorado 81658 Pat Pee les: 303 845-5722 (303) 476-5601-Vail P ( ) (303) 949-5750-BcavcrCreck~Rcsorr Mike Shim-Ko11is: (303) 845-5721 (303) 949-2315-FAX VAIL ASSOCIATES PREPARES FOR NATIONAL AND LOCAL EMPLOYMENT SCREENS VAIL, Colo. Vail Associates will hold its annual employee screen for Colorado residents on Sunday, October 11 from 10 a.m.-3 p.m. and its national employee screen on Sunday, October 18 from 10 a.m.-3 p.m. Both screens will be held at the Radisson hotel in Lionshead, formerly Marriott's Mark Resort. Vail Associates is looking to hire approximately 2,600 employees this ski season. Both full- and part-time positions exist. Jobs available include accounting, chairlift operations, food service, ticket operations, hospitality, vending and retail operations, ski school, children's programs and several others. The screens give potential employees the opportunity to speak with various departments' supervisors to learn about the aspects of each job. Employee benefits include a complimentary season ski pass, discounted season ski passes for dependents of full-time employees, subsidized employee day care, eligibility to participate in the group medical/life program, ski rental and food service discounts, local vendor discounts and access to employee housing. Full-time positions start at a minimum of $6 an hour with an average of 40 hours per week. Most of the available positions have a work schedule between 7 a.m.-5 p.m., four to five days a week. "The screens are the best time to learn about the different opportunities available at our ski resort," said Lynne Eastom, personnel supervisor for Vail Associates. "It's the perfect chance to ask questions, meet supervisors and get an idea as to what we're about. "The screens are getting more popular every season," continued Eastom. "We encourage anyone who is interested in working for Vail Associates to attend. It's the best opportunity to get acquainted with the many departments at Vail Associates." For more information, contact Vail Associates Personnel at (303) 479-3060. -30- 1989 WORLD ALPINE prin[ed nn recycled paper SKI CHAMPIONSHIPS © Rcgiscered trademarks of Vail Associates VA1L/BEAVER CREEK FOR IMMEDIATE RELEASE: • September 21, 1992 ~ v ai Media Contacts: vait Associates, Inc. Post Office Box 7 Pat Peeples (303) 845-5722 Vail, Colorado 81658 Mike Shim-Konis (303) 845-5721 (303) 476-5601-vait (303) 949-5750-BcavcrCrcek©Rcsorc (303) 949-2315-FAX AMERICAN AIRLINES ADDS THREE NONSTOP FLIGHTS TO NAIL AND BEAVER CREEK RESORT , FOR THE 92-93 SEASON VAIL, Colo.--American Airlines is expanding nonstop flights into Nail's Eagle County Airport (EGE) for the 1992-93 ski season with new nonstop service from Miami and increased daily service from Chicago and Dallas. As American Airlines enters its third season of flying into Nail's Eagle County Airport, they will provide nearly twice as many seats this winter as in years past. Miami. International Airport (MIA) is t~s newest addition for American's ccnvanient nonstop service into EGE. Starting December 19, American Airlines will offer Saturday nonstop service from Miami on a new generation, 188-seat, Boeing 757 jet. The service will continue until March 27, 1993. The Southeast region, especially Florida, is one of Vail and Beaver Creek Resort's largest domestic ski markets. In addition, the Miami service provides access from 14 major Latin American cities, which include Buenos Aires, Lima, Rio de Janeiro, San Juan, Santiago and Sao Paulo. American Airlines is also adding more nonstop flights from their major hubs, Chicago O'Hare (ORD) and Dallas Fort Worth (DFW). American began service from ORD and DFW during the 1989-90 season. Those flights will continue daily from both hubs from December 18, 1992 through April 3, 1993. Starting January 4, 1993, American will offer two more daily nonstops from ORD and DFW. Last winter's inaugural service from New York's La Guardia Airport (LGA) will continue on December 19, 1992. 'The additional flights are essential given the number of successful and sold-out flights we had last year," said Kent Myers, senior vice president for Vail Associates and originator of the Fly Vail program. 'The additional service provides the frequency and convenience that our guests are requesting. Guests will have more Saturday departure choices allowing them a lot more flexibility," continued Myers. European connections from EGE can be made to the following cities: Brussels, Duesseldorf, Frankfurt, Glasgow, Manchester, London, Madrid, Milan, Munich, Paris, Stockholm and Zurich. Because of the late arrivals into the United States from European cities, in-bound flights are available only into Denver, where ground transfers to Vail are available. "Nail's Eagle County Airport offers international travelers the opportunity for a more direct and more pleasant journey," said Mia Vlaar, Vail Associates intemational marketing manager. "We hope to expand our inbound connections in the future." American offers a full range of airfares on its domestic Vail flights. These will include advance- purchase, round-trip discounts as low as $450 in the La Guardia-Vail and Miami-Vail routes, $350 for the Chicago-Vail route and $270 for the Dallas-Vail route. Certain restrictions apply and prices are subject to -more- 1989 WORLD ALPINE printed nn rrcycled p~~per SKI CF{AMPIONSHIPS O Registered trademarks of Vail Associates 'r . VAIL/BEAVER CREEK AMERICAN AIRLINES ~ 2-2-2 " change. "Our relationship with Vail and Beaver Creek Resort has grown significantly since the program began three years ago," said Bruce Wetsel, American's managing director of capacity planning. `°We feel that the new Miami flight and the additional flights from Dallas and Chicago will better meet the high demands of guests who want to travel to Vail." Through Chicago, Dallas, la Guardia and Miami, American will provide access to the two resorts from more than. 150 cities in the U.S., Canada, United Kingdom, Europe and Central and South America. Ground transportation and rental car services are available at the airport. For reservations and fare information, contact American Airlines at 1-800-433-7300 or Vait/Beaver Creek Reservations at 1-800-525-2257. * AMERICAN AIRLINES VAIL'S EAGLE COUNTY AIRPORT '92-93 SCHEDULE CITY SERVICE DATES DATE DEPART ARRIVAL EGE DEPART EGE ARRIVE ORIGIN DESTINATION MIA 12/19-3/27 Saturday 7:45 a.m. 10:19 a.m. 11:19 a.m. 6:25 p.m. LGA 12/19-3/27 Saturday 11:15 a.m. 1:44 p.m. 3:00 p.m. 10:00 p.m. ORD 12/18-4/3 Daily 9:00 a.m. 10:43 a.m. 12:00 p.m. 3:41 p.m. ORD 12/19-1/2 Saturday 11:55 a.m. 1:38 p.m. 3:22 p.m. 7:05 p.m. ORD 1/4 -4/3 Daily 11:55 p.m. 1:38 p.m. 3:22 p.m. 7:05 p.m. DFW 12/18-4/3 Daily 10:58 a.m. 12:11 p.m. 1:04 p.m. 4:17 p.m. DFW 12/19-4/3 Saturday 1:03 p.m. 2:22 p.m. 3:40 p.m. 6:55 p.m. DFW 1/4-4/3 Daily 1:03 p.m. 2:22 p.m. 3:40 p.m. 6:55 p.m. * Arrival and departure times are approximate and subject to change without notice. -30- i THE TOWN OF VAIL AND THE U.S. FOREST SERVICE, WILL BE SPONSORING A PUBLIC MEETING: ON THURSDAY EVENING, OCTOBER 15, 1992, AT 7:30 PM TO DISCUSS THE FOREST SERVICE/TOWN OF VAIL LAND OWNERSHIP ADJUSTMENT PLANNING PROCESS WHERE: TOWN OF VAIL COUNCIL CHAMBERS For more information, please call Mike Mollica, Town of Vail, at 479-2138 or Rich Phelps (Forest Service) at 827-5715. 1 I DISTRIBUTION LIST - PUBLIC WORKS PRIORITY LIST. BRIAN ANDERSON ERNST GLATZLE TOWN COUNCIL STEVE BARWICK GARY MURRAIN DEBBIE ROELAND MIKE BRAKE GREG HALL MIKE ROSE DICK DURAN SUSIE HERVERT TODD SCROLL CAROLINE FISHER JIM HOZA DAN STANEK ANNIE FOX DD DETO LEO VASQUEZ JOHN GALLEGOS JOE KOCHERA PAM BRANDMEYER KRISTIN PRITZ CHARLIE OVEREND LARRY ESKWITH PETE BURNETT TODD OPPENHEIMER KEN HUGHEY JODY DOSTER MANUEL MEDINA FILE MEMORANDUM T0: RON PHILLIPS, TOWN MANAGER FROM: LARRY GRAFEL, DIRECTOR OF PUBLIC WORKS/TRANSPORTATION DATE: OCTOBER 5, 1992 RE: PUBLIC WORKS PRIORITY LIST FOR THE WEEK OF OCTOBER 5 - 9, 1992 STREETS AND ROADS A. 1. Conrad to recharge boiler at bus barn. 2. Paving: a. East Vail Racquet Club b. East Vail (Spruce Way) c. Bike Path at Ford Park (old snow dump) 3. Flush culverts at various locations: a. Westhaven Drive b. Vail Road (Websters) 4. Raise concrete slab and brickwork at Lionshead. 5. Install guardrail for Pulis Bridge. 6. Continue culvert installation and backfill operations at Sonnenalp project. 7. Repair stones at lower bench Ford Park Restroom. 8. Install valley pan at East Vail Market. 9. Grind down (2) concrete slabs at Covered Bridge. 10. Repair and clean ditch at 2436 Chamonix. 11. Pick up dumpster in Denver. 12. Remove old shelter from Spruce Way (being replaced). 13. Form & pour concrete pad at Sonnenalp. 14. Remove striping (two-way) at Checkpoint Charlie. PARKING STRUCTURE/TRANSPORTATION A. 1. Repair expansion joint on 3rd level VTRC. 2. Install (5) 30 minute delivery loading signs on 3rd level VTRC. 3. Hose down LHTRC lot and seal with linseed. 4. Remove and replace pavers at various locations at VTRC. PUBLIC WORKS PRIORITY LIST Page 2 PARKING STRUCTURE/TRANSPORTATION (CONT.) A. 5. Clean and paint restaurant space at VTRC. 6. Develop instructions for coupon usage. 7. Chip seal Lionshead Charter Bus Lot. 8. Recharge waterline on 3rd level VTRC. 9. Program rates on parking equipment. CARPENTERS A. 1. Construct directional signs for Community Development. 2. Install totem for Stephens Park path. 3. Repair doors at Lionshead and Slifer fountains. 4. Construct bus shelter on W. Gore Creek Drive. 5. Hire contractor to stain exterior of shop complex. ELECTRICIANS A. 1. Perform line locates as requested. 2. Run conduit for fire detector for storage facility at VTRC. 3. Repair various light outages. 4. Install heat trace at Main Vail Fire Station. 5. Prewire monitoring devices for Bus Dept. at VTRC. 6. Install electrical for flag lights. 7. Replace photo cell at LH Mall. 8. Install smoke detector and lights at Ski Museum Storage. 9. Replace cover and light at Founder's Plaza Park. 10. Turn on Town Shop lights. 11. Install conduit at Sonnenalp Project. 12. Reconnect mike system at Council Chambers. PARKS DEPARTMENT A. 1. Begin bulb planting. 2. Begin winterization of irrigation systems. 3. Remove (2) hazardous trees on Vail Valley Dr. (scheduled with Preventative Tree Spraying, Silverthorne). 4. Schedule removal of dead tree at Library entrance. LG/dr ~~il~ ~ - 1 Exploring Today's Realities October 5, 1992 Town of Vail Council CHAIRMEN 75 South Frontage Road Bruce D. Chapman Vall' CO g 1657 CO-CHAIRMAN Patrida A. Teik CO-CHAIRMAN Dear Town of Vail Council Member: Terry Minger HONORARY CHAIRMAN you for your continued support of the Vail Symposium. After our budget BOARD OF DIRECTORS request, we felt it was important to clarify the growth of the Symposium, and the George Austen III Town of Vail's financial support. Roseann Casey Bruce D. Chapman I~Iistorically, the Vail Symposium consisted of a single fall event. In the 1990-1991 Catherine E. Dolan season, the Vail Symposium Breakfast Series was added. Annually we have averaged Judith Evans g breakfasts. In an effort to reach the general public, we have charged $12 far the Jane Healy breakfasts, even though our actual costs, including administrative overhead, run $20 Rosalie Hill Isom Sharon McKay Jewett per person. Debby Olsson McClenahan KarenMorter At this years annual Symposium, "Education: Seeds for Change," we chose to Barbara Guy Parker subsidize the cost of attendance for students and teachers. Students were admitted David Paul, M.D. free and teachers were charged a maximum of $20.00, compared to $35.00, which Martha S. Raecker was the price for other members of the public. Additionally, we were able to offer a Beth Ruder Katherine M. Schmidt $10.00 scholarship to several teachers from each of the 9 valley schools, through Patrida A. Teik fund raising efforts from the Vail Rotary and the local PTA's. Deborah Travers Our current budget request is for $10,000. The average contribution of the town, EXECUTIVE COMMITTEE during 1984-1987 was $19,400 plus administrative costs. This was a period of time Patrida A. Teik when the S m osium was under the aus ices of the Town of Vail. 1988!1989 were PRESIDENT y p p Bruce D. Chapman small programs, and required very little funding besides administrative costs. Since VICE PRESIDENT the rejuvenation of the Symposium, 1990, 1991, 1992 the Town's average Catherine E. Dolan contribution has been $10,000. Of our 1992 budget, we raised $26,000.00 from . TREASURER cash contributions, sponsors other than the Town of Vail, and ticket sales, and Sharon McKay Jewett $22,000 in in-kind donations. SECRETARY AND ADMINISTRATOR Judith Evans This year we are planning several interesting breakfasts, working with the school MEMBER-AT-LARGE administration to continue exploring the education theme, and are gathering ADVISORY suggestions for Vail Symposium 23. We feel that the expanded nature of the Vail Wendy M. Gustafson Symposium, the momentum we have built over the past couple of years, and the Linda Isbell subjects we are exploring truly offer a valuable service to the community and Elaine W. Kelton continue to warrant your generous and vital financial and professional support. Arch McGill _ Donna Meyer Terry Minger e truly yours, Kay Saulsberry ~ ~ Bazbara Treat ^ U ~ ~,Jri`""t~'`~ `I1 Susan Weber v , ~j° atricia Teik B. u..o ap n Co-Chairman Co-Chairman Post Office Box 3038 ? Vail, Colorado 81658-3038 ? 303/476-0954 .1 TOWN OF PAIL 75 South Frontage Road O,~`ice of the Town Manager Yail, Colorado 81657 ' 303-479-2105 /FAX 303-479-2157 October 5, 1992 Mr. Rob Robinson, Executive Director Vail Recreation District 292 West Meadow Drive Vail, Colorado 81657 Re: Par-3 Golf Course Safety Issues Dear Rob: The Vail Town Council requested that I write to you regarding some necessary clarification about alleged safety issues surrounding the Par-3 nine hole golf course. We understand that these issues' have been addressed in different ways numerous times recently; however the Council would like to have a written response from Dick Bailey addressing these issues. We are continuing our effort to balance the many concerns and questions surrounding this issue. The Council sees the benefit of having one document which provides many answers, particularly with regard to safety matters. It seems that these matters continue to arise, and it might be to the benefit of both the VRD and the Town Council to have such materials handy. Thank you very much for giving attention to this matter. Sinc r ly, Rondall V. Phillips Town Manager RVP/dd xc: Vail Town Council VAIL TOWN COUNCIL REGULAR EVENING MEETING, TUESDAY, OCTOBER 6, 1992 7:30 P.M. AGENDA 1. CITIZEN PARTICIPATION. 2. Approval of the September 1, 1992, and September 15, 1992, Evening Meeting Minutes, and Approval of the September 29, 1992, Special Evening Meeting Minutes. 3. Ordinance No. 10, Series of 1992, first reading, an ordinance amending Section 3.48.40 and 3.48.090 of the Municipal Code of the Town of Vail to provide that the Real Estate Transfer Tax may be used for the acquisition and improvement of real property within the limits of the Town or within a mile of the Town boundaries; providing more specificity as to what the funds received by the Town pursuant to the Real Estate Transfer Tax can be used for; and setting forth details in regard thereto. 4. Ordinance No. 28, Series of 1992, first reading, an ordinance amending Section 5.04.140 - Termination, of the Municipal Code of the Town of Vail, extending indefinitely Chapter 5.04 - Annual Business License for Marketing. 5. Resolution No. 16, Series of 1992, a resolution declaring Vail Town Council's opposition to Amendment 1, which will appear on the November 3, 1992, General Election Ballot. 6. Discussion Re: A Request to Amend the TOV Master Rockfall Hazard Map. Applicant: Irwin Bachrach. 7. Executive Session: Land Negotiations. 8. Adjournment. OOO4O4OObOO4~4OOOOOO0~O THE NEXT VAIL TOWN COUNCIL WORK SESSION WILL BE ON TUESDAY, 10/13/92, BEGINNING AT 2:00 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL WORK SESSION/EVENING MEETINGS WILL BE ON TUESDAY, 10/20/92, BEGINNING AT 6:30 P.M. IN TOV COUNCIL CHAMBERS. r:... , >o~aooa C:WGENDA.TC