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TRANSCRIPT
BOARD OF DIRECTORS MEETING Tuesday, December 17, 2019
The Rockwell Room 8:30am - 10:00am
Mission statement: To promote, enhance and encourage an atmosphere that is beneficial to the businesses of Historic Park City and the community, while informing and building consensus among property owners, merchants and governmental agencies.
HPCA Regular Meeting 8:30am
8:35am
8:40am
8:45am
8:55am
9:20am
9:35am
9:40am
9:45am
I. Roll Call
II. Minutes from November 19, 2019
III. Public Input (Any matter of business not scheduled on
agenda)
IV. Questions on Items included within the Written Update Section
• Parking Committee Update
• Marketing Update
• P & L and Balance Sheet• Republic Services Billing
• Main Street Trash and Recycling RFQ
V. Commercial Vehicle Loading Zone Implementation
VI. Park Silly Sunday Market Contract Extension
VII. FY20 Budget Adoption
VIII. Communications Plan
IX. Position Papers
X. Adjourn Regular Meeting
10:00am
Note: HPCA is an organization for and by its members. All member opinions are welcome and thorough discussion is encouraged. From time to time deference will be given to Board of Directors so that business on the agenda may be completed. However, our goal is to foster an environment where all feel welcome to speak, all opinions are heard, and no one feels intimidated to participate.
Future Meetings Note: This future meeting schedule is TENTATIVE and subject to change. Let Alison know if you wish to be included on the calendar invite for all Board Meetings.January 21, 2020 February 18, 2020 March 17, 2020
April 21, 2020 May 19, 2020 June 16, 2020
Pending Discussion Items:
• PCMC Infrastructure $500,000
• Autumn Aloft – HPCA Sponsorship
• Autumn Aloft Event Review Presentation
1
1
DRAFT
Minutes of the Board of Directors Meeting
Tuesday, November 19, 2019
Park City Library
Minutes by Shirin Spangenberg, Secretary/Treasurer
BOD Attendance:, John Kenworthy, Rhonda Sideris, Mike Sweeney, Susan Meyer, Shirin Spangenberg, Greg Ottoson,
Kate Serpe, Ted Eberle, Ashley Williams, Cristina Aguirre, Puggy Holmgren, Monty Coates, Jessica McCleary, Ed Shaul
and Alison Kuhlow (Executive Director).
Absent:. Colby Larsen, Brian Miller, and Amanda Young.
Other Present: Meisha Lawson, Ryan Cray, Lynn Ware Peek, Bob Kohler, Jenny Dierson, Johnathan Weidenhammer,
Ginger Wicks, Emily Means, Mary Ann Cirino, Bob Kollar, Ivonne Timar, Johnny Wasden, Karen Terzian, Officer Kasey
Comer, Ken Davis and Emily Elliott.
Minutes from October 15, 2019 Meeting
Alison Kuhlow outlined changes to the drafted minutes which included clarification of attendees. Rhonda Sedaris asked
for a motion to approve the minutes from October 15, 2019 with the amendments outlined by Alison. Mike Sweeny
motioned to approve the minutes. The minutes were unanimously approved.
Public Input (Any matter of business not scheduled on agenda)
Alison Kuhlow introduced Ryan Cray who is assisting the organization with employee outreach and events.
Meisha Ross provided a quick overview of notes Halloween on Main and walked through the Holiday activation schedule.
Mary Ann Cirino asked if there are changes to trash service including increasing the size of bins. Alison Kuhlow
responded that no change in container size is planned for the winter season. Frequency of service will increase.
Questions on Items included within the Written Update Section
Food Trucks
Jonathan Weidenhamer explained the first few months of the food truck ordinance, allowing them to operate in Bob Wells
plaza under a set of criteria was unsuccessful. City staff confirmed there is no state or other legal requirement requiring
the City to locate food trucks near or around Main Street. However, City staff is returning to the City Council on
November 21 to ask for direction to keep the program as it is or expand it and allow food trucks on Main Street.
Main Street does not lack vibrancy and there are minimally six (6) bars/restaurants that serve food, at a reasonable price,
until 1am. Input provided at the HPCA Open Houses and via email and discussions shows unanimous support to not
expand the program beyond its current approved form. The HPCA Board confirmed
Commercial Vehicle Loading Zones – Jonathon and Alison update
Jonathan Weidenhamer and Jenny Diersen explained the trial program for drop and load zones on Main street. The
HPCA Board listened to comments and discussed the proposed zones for both permitted and non-permitted commercial
transportation vehicles. The HPCA Board conducted a straw poll requesting support for each location. The result show
the HPCA supports the following locations for a drop, load, and staging zones on and surrounding Main Street.
Brew pub
• Chimayo
• Post Office
• Tupelo/Museum
• Zoom/7th Street
• Spur, 350 Main
• Flanagan’s
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2
• Bear Bench
• Swede parallel spots at KPCW
• Bob Wells Plaza
• Brew Pub Lot (portion)
• 9th Street Turnaround
The total anticipated parking space loss is 55 spaces. Discussions did address the ability to modify/move zones on Main
Street to better service the length of the street. The HPCA is comfortable with these changes if they remain at or below
the supported use of 55 parking spaces. The Board was not in favor of using the Historic Wall Lot and Galleria Lot for
the program.
City Council’s and HPCA’s goals align in seeking solutions for Main Street’s evening congestion problem during the
winter. Once the program’s start date is communicated, the HPCA desires to develop a communication plan regarding the
DLS program in hopes of optimizing the success of this trial program.
Park Silly Sunday Market Contract Feedback Review
Council going to the council on the 5th, recommendation from city staff in the packet. Due to lack of discussion time, the
item was moved to the December meeting for discussion.
Main Street Community Policing Update
Officer Kasey Comer from the Park City Police Department provided the Board with an overview of community policing
in the area.
Adjourn
Susan Meyer motioned to adjourn the meeting and enter a closed session at 9:43 am. Puggy Holmgren, seconded. The
motion passed.
Next meeting December 17, 2019 at 8:30 am at The Rockwell Room
15
December 17, 2019 Board Packet Written Updates
Parking Committee Update – Information provided by Alison Kuhlow The parking committee met twice since the November Board Meeting. The focus is determining data collection that assists with evaluating both the current parking program and the trial drop and load zones on Main Street. The committee is preparing a survey that will provide with a more accurate account of how many employees work in the district. An outline of discussion items for the next few months are included below:
January
• Holiday season parking issues and data
• Changes to China Bridge Operations
• Delivery Vehicle Operations
• Spring/Summer 2020 Operations Plan
• Review free parking program for spring 2020
• Permits by License Plate
• Flexibility Tools
February Meeting
• Sundance Debrief
• Commercial Vehicle Loading Zones – Provide Feedback
• China Bridge Parking Permits – Increased utilization of China Bridge
March Meeting
• Review of winter operations
• Determine solutions for 20/21
• Provide recommendations for summer 2020
HPCA Marketing and Communications Snapshot – Information provided by Meisha Ross Holiday Marketing In-market 11/15 – 12/14
CAMPAIGN MESSAGES ADDITIONAL INFO
Event Encourage visitors to support local this holiday season with attendance at the Holiday Open House and Electric Parade. Communicate Historic Park City Holiday events and festivities.
Support Local Encourage visitors to support local this holiday season on Park City's Historic Main Street
*campaign successes will be reported January 2020
‘Holiday’ Window Walk Goal: To drive traffic to Historic Park City during the holiday season and to encourage visitors to stroll the entire district during their visit.
A walking window display tour highlighting local artists and their artwork with participating merchants. Collie's Sports Bar and Grill - Renee Mox Hall Park City Lodging - Hudson Marsh Timbre Art Loft - Abby Ringquist Treasure Mountain Inn - Carol Granger Butcher's – Asher Orenstein Treasure Mountain Inn - Chloe Aldous Bahnhof - Marley Wright
The Escape Room - Grace Wagstaff Main Street Kiosk - Ainsley Dobberstein Main Street Kiosk - Paul Pratchett Main Street Kiosk - Scarlett Tary Brand PC - Corinne Humphrey Atticus - Michal Patton
4
Successes A quick glance at our most successful social media posts for November.
5
P & L and Balance Sheet – Information provided by Alison Kuhlow The current financial information for the HPCA is included. Please note that Autumn Aloft expenses need further adjusting into correct categories. The bank balance also shows a loss. We are holding back a check until Accounts Receivable is paid.
6
Accrual Basis Friday, December 13, 2019 12:43 PM GMT-8 1/1
HISTORIC PARK CITY ALLIANCEBALANCE SHEET
As of December 13, 2019
TOTAL
ASSETS
Current Assets
Bank Accounts
Gift Card Control Account -2,622.75
HMBA Checking 86,902.81
HPCA Reserve 7,657.25
Trash and Recycling Checking 11,839.22
Total Bank Accounts $103,776.53
Accounts Receivable
Accounts Receivable 14,055.15
Total Accounts Receivable $14,055.15
Other Current Assets
Undeposited Funds 0.00
Total Other Current Assets $0.00
Total Current Assets $117,831.68
Other Assets
Bond Deposit 5,970.00
Total Other Assets $5,970.00
TOTAL ASSETS $123,801.68
LIABILITIES AND EQUITY
Liabilities
Current Liabilities
Accounts Payable
Accounts Payable 12,213.14
Total Accounts Payable $12,213.14
Credit Cards
Zions Credit Card 0.00
Total Credit Cards $0.00
Other Current Liabilities
Reserve Fund 0.00
Total Other Current Liabilities $0.00
Total Current Liabilities $12,213.14
Total Liabilities $12,213.14
Equity
Opening Bal Equity 0.00
Retained Earnings 60,027.87
Net Income 51,560.67
Total Equity $111,588.54
TOTAL LIABILITIES AND EQUITY $123,801.68
Accrual Basis Friday, December 13, 2019 07:22 AM GMT-8 1/2
HISTORIC PARK CITY ALLIANCEBUDGET VS. ACTUALS: FY20 OPERATING - FY20 P&L CLASSES
July 2019 - June 2020
CSL LICENSES FY20 OPERATIONS TOTAL
ACTUAL BUDGET OVER BUDGET ACTUAL BUDGET OVER BUDGET ACTUAL BUDGET OVER BUDGET
Income
BID License Fees 56,374.00 56,376.00 -2.00 $56,374.00 $56,376.00 $ -2.00
CSL Fees 25,272.00 25,272.00 0.00 $25,272.00 $25,272.00 $0.00
Interest Income 37.22 37.22 $37.22 $0.00 $37.22
Services 1,000.00 -1,000.00 $0.00 $1,000.00 $ -1,000.00
Total Income $25,272.00 $25,272.00 $0.00 $56,411.22 $57,376.00 $ -964.78 $81,683.22 $82,648.00 $ -964.78
GROSS PROFIT $25,272.00 $25,272.00 $0.00 $56,411.22 $57,376.00 $ -964.78 $81,683.22 $82,648.00 $ -964.78
Expenses
Annual Dues and Licenses 135.00 1,000.00 -865.00 $135.00 $1,000.00 $ -865.00
Chamber of Commerce 55.00 55.00 $55.00 $0.00 $55.00
Licenses and Permits 27.00 27.00 $27.00 $0.00 $27.00
Ski Utah 669.00 669.00 $669.00 $0.00 $669.00
Total Annual Dues and Licenses 886.00 1,000.00 -114.00 $886.00 $1,000.00 $ -114.00
General Meeting Expenses $0.00 $0.00 $0.00
Board Meeting Expenses 61.11 80.00 -18.89 $61.11 $80.00 $ -18.89
Membership Meeting 400.00 -400.00 $0.00 $400.00 $ -400.00
Quarterly Open Houses 100.00 -100.00 $0.00 $100.00 $ -100.00
Total General Meeting Expenses 100.00 -100.00 61.11 480.00 -418.89 $61.11 $580.00 $ -518.89
Marketing $0.00 $0.00 $0.00
Directory Map 394.14 394.14 $394.14 $0.00 $394.14
Events $0.00 $0.00 $0.00
Halloween 475.00 -475.00 $0.00 $475.00 $ -475.00
Holidays in HPC 1,430.00 -1,430.00 $0.00 $1,430.00 $ -1,430.00
Total Events 1,905.00 -1,905.00 $0.00 $1,905.00 $ -1,905.00
PR Contract 2,500.00 -2,500.00 $0.00 $2,500.00 $ -2,500.00
Total Marketing 1,905.00 -1,905.00 394.14 2,500.00 -2,105.86 $394.14 $4,405.00 $ -4,010.86
Meals & Entertainment 20.23 20.23 $20.23 $0.00 $20.23
Gifts 92.59 92.59 $92.59 $0.00 $92.59
Total Meals & Entertainment 112.82 112.82 $112.82 $0.00 $112.82
Miscellaneous Expenses 190.00 200.00 -10.00 $190.00 $200.00 $ -10.00
Operating $0.00 $0.00 $0.00
Bank Charge 150.00 64.00 86.00 $150.00 $64.00 $86.00
Insurance 2,748.00 2,300.00 448.00 $2,748.00 $2,300.00 $448.00
Post Office Box Rental 118.00 118.00 0.00 $118.00 $118.00 $0.00
Software 300.00 -300.00 666.24 1,850.00 -1,183.76 $666.24 $2,150.00 $ -1,483.76
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Accrual Basis Friday, December 13, 2019 07:22 AM GMT-8 2/2
CSL LICENSES FY20 OPERATIONS TOTAL
ACTUAL BUDGET OVER BUDGET ACTUAL BUDGET OVER BUDGET ACTUAL BUDGET OVER BUDGET
Supplies & Materials 104.98 500.00 -395.02 $104.98 $500.00 $ -395.02
Total Operating 300.00 -300.00 3,787.22 4,832.00 -1,044.78 $3,787.22 $5,132.00 $ -1,344.78
Professional Services $0.00 $0.00 $0.00
Accounting 1,395.00 -1,395.00 2,575.00 5,300.00 -2,725.00 $2,575.00 $6,695.00 $ -4,120.00
Bookkeeping 750.00 -750.00 $0.00 $750.00 $ -750.00
Contract Work 17,772.00 -17,772.00 31,686.16 51,028.00 -19,341.84 $31,686.16 $68,800.00 $ -37,113.84
Total Professional Services 19,167.00 -19,167.00 34,261.16 57,078.00 -22,816.84 $34,261.16 $76,245.00 $ -41,983.84
Trash and Recycling 3,800.00 -3,800.00 $0.00 $3,800.00 $ -3,800.00
Total Expenses $0.00 $25,272.00 $ -25,272.00 $39,692.45 $66,090.00 $ -26,397.55 $39,692.45 $91,362.00 $ -51,669.55
NET OPERATING INCOME $25,272.00 $0.00 $25,272.00 $16,718.77 $ -8,714.00 $25,432.77 $41,990.77 $ -8,714.00 $50,704.77
Other Expenses
Other Miscellaneous Expense 84.69 10,000.00 -9,915.31 $84.69 $10,000.00 $ -9,915.31
Total Other Expenses $0.00 $0.00 $0.00 $84.69 $10,000.00 $ -9,915.31 $84.69 $10,000.00 $ -9,915.31
NET OTHER INCOME $0.00 $0.00 $0.00 $ -84.69 $ -10,000.00 $9,915.31 $ -84.69 $ -10,000.00 $9,915.31
NET INCOME $25,272.00 $0.00 $25,272.00 $16,634.08 $ -18,714.00 $35,348.08 $41,906.08 $ -18,714.00 $60,620.08
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Accrual Basis Friday, December 13, 2019 07:21 AM GMT-8 1/2
HISTORIC PARK CITY ALLIANCEBUDGET VS. ACTUALS: FY20 OPERATING - FY20 P&L CLASSES
July 2019 - June 2020
CHAMBER EVENT GRANT FY20 PARKING REVENUE FY20 RESTAURANT TAX GRANT FY20 TOTAL
ACTUAL BUDGET OVER BUDGET ACTUAL BUDGET OVER BUDGET ACTUAL BUDGET OVER BUDGET ACTUAL BUDGET OVER BUDGET
Income
FY19 Carryover 1,405.00 -1,405.00 2,316.00 -2,316.00 $0.00 $3,721.00 $ -3,721.00
Grants $0.00 $0.00 $0.00
Chamber Event Grant 1,500.00 -1,500.00 $0.00 $1,500.00 $ -1,500.00
Restaurant Tax Grant 40,000.00 40,000.00 0.00 $40,000.00 $40,000.00 $0.00
Total Grants 1,500.00 -1,500.00 40,000.00 40,000.00 0.00 $40,000.00 $41,500.00 $ -1,500.00
Parking Revenue 40,000.00 -40,000.00 $0.00 $40,000.00 $ -40,000.00
Total Income $0.00 $1,500.00 $ -1,500.00 $0.00 $41,405.00 $ -41,405.00 $40,000.00 $42,316.00 $ -2,316.00 $40,000.00 $85,221.00 $ -45,221.00
GROSS PROFIT $0.00 $1,500.00 $ -1,500.00 $0.00 $41,405.00 $ -41,405.00 $40,000.00 $42,316.00 $ -2,316.00 $40,000.00 $85,221.00 $ -45,221.00
Expenses
Marketing $0.00 $0.00 $0.00
Advertising $0.00 $0.00 $0.00
Local $0.00 $0.00 $0.00
Fall 1,250.00 1,250.00 0.00 $1,250.00 $1,250.00 $0.00
Holiday 750.00 2,500.00 -1,750.00 $750.00 $2,500.00 $ -1,750.00
In-Market 3,000.00 -3,000.00 $0.00 $3,000.00 $ -3,000.00
Spring 3,000.00 -3,000.00 $0.00 $3,000.00 $ -3,000.00
Total Local 2,000.00 9,750.00 -7,750.00 $2,000.00 $9,750.00 $ -7,750.00
Wasatch Front $0.00 $0.00 $0.00
Fall 3,126.48 4,000.00 -873.52 $3,126.48 $4,000.00 $ -873.52
Holiday 1,925.81 4,500.00 -2,574.19 $1,925.81 $4,500.00 $ -2,574.19
Spring 71.88 4,900.00 -4,828.12 $71.88 $4,900.00 $ -4,828.12
Total Wasatch Front 5,124.17 13,400.00 -8,275.83 $5,124.17 $13,400.00 $ -8,275.83
Total Advertising 2,000.00 9,750.00 -7,750.00 5,124.17 13,400.00 -8,275.83 $7,124.17 $23,150.00 $ -16,025.83
Digital Content 195.00 195.00 $195.00 $0.00 $195.00
Assets (video, photography, content) 1,563.90 3,000.00 -1,436.10 $1,563.90 $3,000.00 $ -1,436.10
Website/Interactive Experience 600.00 2,600.00 -2,000.00 $600.00 $2,600.00 $ -2,000.00
Total Digital Content 2,358.90 5,600.00 -3,241.10 $2,358.90 $5,600.00 $ -3,241.10
Directory Map 377.76 2,000.00 -1,622.24 $377.76 $2,000.00 $ -1,622.24
Events $0.00 $0.00 $0.00
Halloween 500.00 -500.00 $0.00 $500.00 $ -500.00
Holidays in HPC 500.00 -500.00 1,000.00 -1,000.00 $0.00 $1,500.00 $ -1,500.00
Light Parade 500.00 -500.00 1,500.00 -1,500.00 $0.00 $2,000.00 $ -2,000.00
Total Holidays in HPC 1,000.00 -1,000.00 2,500.00 -2,500.00 $0.00 $3,500.00 $ -3,500.00
Music and Performance Art (deleted) 601.95 601.95 $601.95 $0.00 $601.95
Open House Event 2,000.00 -2,000.00 1,500.00 -1,500.00 $0.00 $3,500.00 $ -3,500.00
Seasonal Activation 4,655.00 -4,655.00 8,816.00 -8,816.00 $0.00 $13,471.00 $ -13,471.00
Total Events 1,500.00 -1,500.00 601.95 9,155.00 -8,553.05 10,316.00 -10,316.00 $601.95 $20,971.00 $ -20,369.05
Kiosk 125.00 125.00 $125.00 $0.00 $125.00
PR Contract 15,000.00 20,500.00 -5,500.00 3,000.00 13,000.00 -10,000.00 $18,000.00 $33,500.00 $ -15,500.00
Total Marketing 1,500.00 -1,500.00 18,104.71 41,405.00 -23,300.29 10,483.07 42,316.00 -31,832.93 $28,587.78 $85,221.00 $ -56,633.22
Operating $0.00 $0.00 $0.00
Temporary Labor 1,010.25 1,010.25 $1,010.25 $0.00 $1,010.25
Total Operating 1,010.25 1,010.25 $1,010.25 $0.00 $1,010.25
Total Expenses $1,010.25 $1,500.00 $ -489.75 $18,104.71 $41,405.00 $ -23,300.29 $10,483.07 $42,316.00 $ -31,832.93 $29,598.03 $85,221.00 $ -55,622.97
NET OPERATING INCOME $ -1,010.25 $0.00 $ -1,010.25 $ -18,104.71 $0.00 $ -18,104.71 $29,516.93 $0.00 $29,516.93 $10,401.97 $0.00 $10,401.97
NET INCOME $ -1,010.25 $0.00 $ -1,010.25 $ -18,104.71 $0.00 $ -18,104.71 $29,516.93 $0.00 $29,516.93 $10,401.97 $0.00 $10,401.97
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Accrual Basis Friday, December 13, 2019 07:22 AM GMT-8 1/1
HISTORIC PARK CITY ALLIANCEBUDGET VS. ACTUALS: FY20 OPERATING - FY20 P&L CLASSES
July 2019 - June 2020
RECYCLING AND TRASH TOTAL
ACTUAL BUDGET OVER BUDGET ACTUAL BUDGET OVER BUDGET
Income
CSL Fees 3,800.00 -3,800.00 $0.00 $3,800.00 $ -3,800.00
Interest Income 19.19 19.19 $19.19 $0.00 $19.19
Trash and Recycling Fees 22,457.22 30,000.00 -7,542.78 $22,457.22 $30,000.00 $ -7,542.78
Total Income $22,476.41 $33,800.00 $ -11,323.59 $22,476.41 $33,800.00 $ -11,323.59
GROSS PROFIT $22,476.41 $33,800.00 $ -11,323.59 $22,476.41 $33,800.00 $ -11,323.59
Expenses
Trash and Recycling $0.00 $0.00 $0.00
Recycling Contract 14,600.00 29,200.00 -14,600.00 $14,600.00 $29,200.00 $ -14,600.00
Trash Contract 10,000.00 10,000.00 0.00 $10,000.00 $10,000.00 $0.00
Total Trash and Recycling 24,600.00 39,200.00 -14,600.00 $24,600.00 $39,200.00 $ -14,600.00
Total Expenses $24,600.00 $39,200.00 $ -14,600.00 $24,600.00 $39,200.00 $ -14,600.00
NET OPERATING INCOME $ -2,123.59 $ -5,400.00 $3,276.41 $ -2,123.59 $ -5,400.00 $3,276.41
NET INCOME $ -2,123.59 $ -5,400.00 $3,276.41 $ -2,123.59 $ -5,400.00 $3,276.41
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Accrual Basis Friday, December 13, 2019 07:21 AM GMT-8 1/2
HISTORIC PARK CITY ALLIANCEBUDGET VS. ACTUALS: FY20 OPERATING - FY20 P&L CLASSES
July 2019 - June 2020
AUTUMN ALOFT AA - CHAMBER GRANT AA - RESTAURANT TAX GRANT TOTAL AUTUMN ALOFT TOTAL
ACTUAL BUDGET ACTUAL BUDGET ACTUAL BUDGET ACTUAL BUDGET ACTUAL BUDGET
Income
Event Sponsorship 21,500.00 22,000.00 21,500.00 22,000.00 $21,500.00 $22,000.00
Event Sponsorship Carryover 10,295.00 10,295.00 $0.00 $10,295.00
Total Event Sponsorship 21,500.00 32,295.00 21,500.00 32,295.00 $21,500.00 $32,295.00
Grants $0.00 $0.00
Chamber Event Grant 8,500.00 9,500.00 8,500.00 9,500.00 $8,500.00 $9,500.00
Restaurant Tax Grant 30,000.00 30,000.00 30,000.00 30,000.00 $30,000.00 $30,000.00
Total Grants 8,500.00 9,500.00 30,000.00 30,000.00 38,500.00 39,500.00 $38,500.00 $39,500.00
Total Income $30,000.00 $32,295.00 $0.00 $9,500.00 $30,000.00 $30,000.00 $60,000.00 $71,795.00 $60,000.00 $71,795.00
GROSS PROFIT $30,000.00 $32,295.00 $0.00 $9,500.00 $30,000.00 $30,000.00 $60,000.00 $71,795.00 $60,000.00 $71,795.00
Expenses
Contract Labor $0.00 $0.00
Balloonmeister 5,000.00 5,000.00 5,000.00 5,000.00 $5,000.00 $5,000.00
Contemporary Services 1,200.00 1,200.00 $0.00 $1,200.00
Event Management 2,600.00 7,000.00 7,200.00 9,800.00 7,000.00 $9,800.00 $7,000.00
HPCA Admin Offset (deleted) 62.00 62.00 $0.00 $62.00
Sponsorship Coordinator 1,470.00 3,000.00 1,470.00 3,000.00 $1,470.00 $3,000.00
Total Contract Labor 9,070.00 16,262.00 7,200.00 16,270.00 16,262.00 $16,270.00 $16,262.00
Marketing 500.00 5,167.01 11,901.00 5,667.01 11,901.00 $5,667.01 $11,901.00
Digital Content 95.00 95.00 $95.00 $0.00
Events $0.00 $0.00
City Services 5,000.00 260.00 1,341.00 2,500.00 6,341.00 2,760.00 $6,341.00 $2,760.00
Total Events 5,000.00 260.00 1,341.00 2,500.00 6,341.00 2,760.00 $6,341.00 $2,760.00
Swag 500.00 300.00 3,059.81 2,500.00 3,859.81 2,500.00 $3,859.81 $2,500.00
Total Marketing 5,595.00 800.00 260.00 9,567.82 16,901.00 15,962.82 17,161.00 $15,962.82 $17,161.00
Meals & Entertainment $0.00 $0.00
Pilot Dinner 3,000.00 3,000.00 $0.00 $3,000.00
Total Meals & Entertainment 3,000.00 3,000.00 $0.00 $3,000.00
Operating $0.00 $0.00
Balloon & Pilot Participation Expense 100.00 500.00 5,450.00 5,000.00 5,550.00 5,500.00 $5,550.00 $5,500.00
Emergency Services 2,795.00 2,795.00 $2,795.00 $0.00
Equipment 1,165.00 1,450.00 1,165.00 1,450.00 $1,165.00 $1,450.00
Insurance 6,539.00 6,539.00 6,539.00 6,539.00 $6,539.00 $6,539.00
Lodging 5,582.81 4,483.00 1,100.00 5,582.81 5,583.00 $5,582.81 $5,583.00
Misc 1,235.57 1,675.00 295.14 1,511.00 275.00 1,530.71 3,461.00 $1,530.71 $3,461.00
Propane 3,195.91 3,500.00 3,195.91 3,500.00 $3,195.91 $3,500.00
Restrooms 1,274.75 1,275.00 1,274.75 1,275.00 $1,274.75 $1,275.00
Signage 511.07 511.07 $511.07 $0.00
Total Operating 10,114.29 5,175.00 5,529.89 9,219.00 12,500.07 12,914.00 28,144.25 27,308.00 $28,144.25 $27,308.00
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Accrual Basis Friday, December 13, 2019 07:21 AM GMT-8 2/2
AUTUMN ALOFT AA - CHAMBER GRANT AA - RESTAURANT TAX GRANT TOTAL AUTUMN ALOFT TOTAL
ACTUAL BUDGET ACTUAL BUDGET ACTUAL BUDGET ACTUAL BUDGET ACTUAL BUDGET
Total Expenses $24,779.29 $24,437.00 $6,329.89 $9,479.00 $29,267.89 $29,815.00 $60,377.07 $63,731.00 $60,377.07 $63,731.00
NET OPERATING INCOME $5,220.71 $7,858.00 $ -6,329.89 $21.00 $732.11 $185.00 $ -377.07 $8,064.00 $ -377.07 $8,064.00
NET INCOME $5,220.71 $7,858.00 $ -6,329.89 $21.00 $732.11 $185.00 $ -377.07 $8,064.00 $ -377.07 $8,064.00
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Republic Services Billing – Information provided by Alison Kuhlow A new contract year with Republic Services began this month (December). The new contract is through June 30, 2020. The first months of the year generate a significant amount of trash and in previous years those high costs we averaged over a total of 12 months. This year it is averaged out over 7 months which is why not only are businesses seeing an increase to their bill due to increased disposal costs, they will also see an increase due to the distribution of the high costs over less months.
Main Street Trash and Recycling RFQ – Information provided by Alison Kuhlow In January, the RFQ process for Main Street trash and recycling services kicks off with a discussion of goals by the City Council. The RFQ process reflects a partnership between PCMC and HPCA to develop a long-term trash and recycling program for the street. The City anticipates releasing the RFQ the end of February.
DISCUSSION TOPICS Commercial Vehicle Loading Zone Implementation – Jenny Diersen and Jonathan Weidenhammer Requested Action: No action is requested. Park City Municipal finalized the commercial loading zones and will provide an update to the committee. A summary sheet and visuals explaining the program can be accessed here.
Sundance 2020 Parking and Traffic Plan – Jenny Diersen Requested Action: No action is requested. Jenny Diersen will provide the committee with an update on Sundance 2020 impacts to parking and traffic.
PSSM Feedback Process – Alison Kuhlow Action Requested: Provide feedback on the proposed process. The City is seeking HPCA’s feedback regarding the Park Silly Sunday Market and extension of their contract to operate on Main Street after 2020. Two open houses were held to receive comments from members. The Events Committee provided a high level of review of the comments received. Two received written comments and notes from the open houses can be viewed – Java Cow, McMillen Gallery, open house notes.
Those members uphill from the Post Office see a significant drop in pedestrian traffic from the market. The HPCA launched an activation program to draw people to the top of the street. The program was launched towards the end of the market’s season, so the results were not as anticipated. The HPCA will work to plan activations for summer 2020.
The overall comments regarding the Park Silly Sunday Market after 2020 were positive and a majority want to see the market continue. Concerns continue to remain regarding the event parking rate in China Bridge and the hours of operation. There were members that recalled the original proposal to close the market at 1:00pm to disperse the crowd to all areas of Main Street after the market.
FY20 Budget Adoption – Alison Kuhlow Action Requested: Review and consider approving the proposed FY20 Budget. The Board did not adopt a budget for this fiscal year, only a draft was reviewed in June. Following are comparisons from the budget reviewed in June and the amounts proposed.
The draft budget has been included for consideration of approval.
Operating The income sources for the FY20 Budget are as follows: BID Revenue: $56,376 Convention Sales Licenses: $25,272
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The FY20 Operating Budget is predicted to operate at a loss of $8,714. The loss is attributed to an increase in costs for staffing as well as additional costs anticipated for accounting services. Only essential expenses are planned for the remainder of the fiscal year. The shortage of funds can be covered by the amount in the HPCA’s reserve account. The current reserve account balance is $7,657. Further review of the shortfall will return to the Board in February.
A portion of fees from the Convention Sales Licenses is earmarked to cover the additional cost of trash services during the Sundance Film Festival and waste generated by temporary operations. An analysis of the past 5 years indicated $3,800 was the appropriate amount to offset. E
Grants and Restricted Funds Parking Revenue: $40,000 Restaurant Tax Grant: $40,000 Chamber Event Grant: $1,500
Use of these funds are restricted to the expenses outlined in grant applications and due to constraints placed on the use of the funding sources.
Trash and Recycling The FY20 Trash and Recycling Budget is predicted to operate at a loss of $5,400. The Trash and Recycling account has excess funds to cover the shortfall. The Trash and Recycling Committee review these funds during their meetings.
Trash revenues are higher than projected due to checks being deposited after July 1, 2019 from the previous fiscal year collections.
Autumn Aloft Autumn Aloft operates with a separate budget that is reviewed and approved by the organizing committee. All funds are kept in a separate checking account so that all event expenses can be separately tracked. The HPCA is compensated $1,000 annually for administrative services used.
Communications Plan – Alison Kuhlow Action Requested: No action requested. Alison Kuhlow, Meisha Ross and Ryan Cray outlined initial steps to increase the effectiveness of communication with membership. At the beginning of the new year the Board will review a comprehensive calendar and outline of actions. A summary of current actions is below.
• Updated Member/BID Spreadsheet
• Updated email subscribers segmented by business type and location in the district
• Emails are sent when needed – no needless newsletters
• Updating member landing page (live 12/16/2019) with current need to know information
• Reviewing texting service to register employees for urgent notifications
• Reviewed City outreach timelines for events and materials
Position Papers – Alison Kuhlow Action Requested: Review and consider approving the position papers. The HPCA position papers go beyond the organization’s mission and reflect the HPCA’s consensus position on the most important ongoing issues facing the district and create strength in a position that comes through consistency of the message. Each position paper starts with a Goal Statement that acts as a good summary of that position and ends with an action statement to guide ongoing outreach and actions for that issue.
Individual committees are continuing to review and refine their position paper topics and will present them to the Board in February. Updates to the position papers are scheduled each May to coincide with the development of the next fiscal year’s budget and beginning of new board member terms.
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December 2019 Review
• HPCA Board of Trustee Code of Conduct
• Political Representation
• Infrastructure (completely new update needed in May 2020)
• Main Street Business environment
• Branding and Marketing (update planned for May 2020)
• Tenant Mix
• Trash and Recycling
• Outdoor Dining Decks location in Public Parking
• Restricted Affordable Housing in Old Town (update needed in May 2020)
February 2020 Review
• Events
• Transportation and Parking Management
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June Draft Proposed June Draft Proposed June Draft Proposed June Draft ProposedIncome BID License Fees CSL Fees Grants Chamber Event Grant 1,500.00 1,500.00 1,500.00 1,500.00 Restaurant Tax Grant 40,000.00 40,000.00 40,000.00 40,000.00 Total Grants $ 1,500.00 $ 1,500.00 $ 0.00 $ 0.00 $ 40,000.00 $ 40,000.00 $ 41,500.00 $ 41,500.00 Parking Revenue 40,000.00 40,000.00 40,000.00 40,000.00 Autumn Aloft Bookkeeping FY19 Carryover 1,405.00 2,316.00 3,721.00 Total Income $ 1,500.00 $ 1,500.00 $ 40,000.00 $ 41,405.00 $ 40,000.00 $ 42,316.00 $ 81,500.00 $ 85,221.00 Gross Profit $ 1,500.00 $ 1,500.00 $ 40,000.00 $ 41,405.00 $ 40,000.00 $ 42,316.00 $ 81,500.00 $ 85,221.00 Expenses Annual Dues and Licenses General Meeting Expenses Board Meeting Expenses Membership Meeting Quarterly Open Houses Total General Meeting Expenses $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 Marketing Advertising Local Fall 2,500.00 1,250.00 2,500.00 1,250.00 Holiday 3,000.00 2,500.00 3,000.00 2,500.00 In‐Market 5,000.00 3,000.00 5,000.00 3,000.00 Spring 2,500.00 3,000.00 2,500.00 3,000.00 Wasatch Front Fall 5,000.00 4,000.00 5,000.00 4,000.00 Holiday 5,000.00 4,500.00 5,000.00 4,500.00 Spring 5,000.00 4,900.00 5,000.00 4,900.00 Total Advertising $ 0.00 $ 0.00 $ 13,000.00 $ 9,750.00 $ 15,000.00 $ 13,400.00 $ 28,000.00 $ 23,150.00 Collateral Digital Content Assets (video, photography, content) 3,000.00 3,000.00 3,000.00 3,000.00 Influencer Campaign
HISTORIC PARK CITY ALLIANCEBudget Overview: FY20 Operating - FY20 P&L Classes
July 2019 - June 2020
Chamber Event Grant FY20 Parking Revenue FY20 Restaurant Tax Grant FY20 TOTAL
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Chamber Event Grant FY20 Parking Revenue FY20 Restaurant Tax Grant FY20 TOTAL Search Engine Marketing 3,000.00 3,000.00 0.00 Web Cam 6,000.00 6,000.00 0.00 Website/Interactive Experience 3,000.00 2,600.00 3,000.00 2,600.00 Total Digital Content $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 15,000.00 $ 5,600.00 $ 15,000.00 $ 5,600.00 Events Halloween 500.00 1,000.00 1,000.00 500.00 Holidays in HPC 500.00 500.00 1,000.00 500.00 1,500.00 Kids Messaging 0.00 0.00 Light Parade 500.00 1,500.00 1,500.00 1,500.00 2,000.00 Concierge Open House 2,000.00 1,500.00 3,500.00 Public Art Experiences Seasonal Programming 4,655.00 8,816.00 13,471.00 Spring Activation Total Events $ 0.00 $ 1,500.00 $ 3,000.00 $ 9,155.00 $ 0.00 $ 10,316.00 $ 3,000.00 $ 20,971.00 Kiosks $ 700.00 0.00 Map/Directory $ 2,800.00 $ 2,000.00 2,800.00 2,000.00 PR Contract 26,500.00 20,500.00 10,000.00 13,000.00 36,500.00 33,500.00 Total Marketing $ 0.00 $ 1,500.00 $ 46,000.00 $ 41,405.00 $ 40,000.00 $ 42,316.00 $ 85,300.00 $ 85,221.00 Meals and Entertainment Miscellaneous Expenses Operating Bank Charge City Services Insurance Post Office Box Rental Software Text Msg Dropbox Google ‐ Gsuite QuickBooks Payments Fees Survey Monkey Surveying and E‐Newsletters Total Software $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 Supplies & Materials Total Operating $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 Professional Services Accounting Bookkeeping Contract Work Total Professional Services $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00
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Chamber Event Grant FY20 Parking Revenue FY20 Restaurant Tax Grant FY20 TOTAL Trash and Recycling Trash Contract Total trash and Recycling $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 0.00 Total Expenses $ 0.00 $ 1,500.00 $ 46,000.00 $ 41,405.00 $ 40,000.00 $ 42,316.00 $ 85,300.00 $ 85,221.00 Prior Year Obligations/DeficitNet Operating Income $ 1,500.00 $ 0.00 ‐$ 6,000.00 $ 0.00 $ 0.00 $ 0.00 ‐$ 3,800.00 $ 0.00 Net Income $ 1,500.00 $ 0.00 ‐$ 6,000.00 $ 0.00 $ 0.00 $ 0.00 ‐$ 3,800.00 $ 0.00
Amended Recommended Budget 11/06/2019
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June Draft Proposed June Draft Proposed June Draft ProposedIncome BID License Fees 67,000.00 56,376.00 67,000.00 56,376.00 CSL Fees 14,000.00 25,272.00 14,000.00 25,272.00 Grants 0.00 0.00 Chamber Event Grant 1,500.00 1,500.00 Restaurant Tax Grant 40,000.00 40,000.00 Total Grants $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 41,500.00 $ 41,500.00 Parking Revenue 40,000.00 40,000.00 Autumn Aloft Bookkeeping 1,000.00 1,000.00 FY19 Carryover 3,721.00 Total Income $ 14,000.00 $ 25,272.00 $ 67,000.00 $ 57,376.00 $ 162,500.00 $ 167,869.00 Gross Profit $ 14,000.00 $ 25,272.00 $ 67,000.00 $ 57,376.00 $ 162,500.00 $ 167,869.00 Expenses Annual Dues and Licenses 980.00 1,000.00 980.00 1,000.00 General Meeting Expenses 0.00 0.00 Board Meeting Expenses 300.00 80.00 300.00 80.00 Membership Meeting 800.00 400.00 800.00 400.00 Quarterly Open Houses 100.00 100.00 Total General Meeting Expenses $ 0.00 $ 100.00 $ 1,100.00 $ 480.00 $ 1,100.00 $ 1,580.00 Marketing Advertising Local Fall 2,500.00 1,250.00 Holiday 3,000.00 2,500.00 In‐Market 5,000.00 3,000.00 Spring 2,500.00 3,000.00 Wasatch Front Fall 5,000.00 4,000.00 Holiday 5,000.00 4,500.00 Spring 5,000.00 4,900.00 Total Advertising $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 28,000.00 $ 23,150.00 Collateral 0.00 Digital Content Assets (video, photography, content) 3,000.00 3,000.00 Influencer Campaign 0.00 Search Engine Marketing 0.00 Web Cam 0.00 Website/Interactive Experience 3,000.00 2,600.00 Total Digital Content $ 0.00 $ 0.00 $ 0.00 $ 0.00 $ 6,000.00 $ 5,600.00 Events 0.00 Halloween 475.00 1,000.00 975.00 Holidays in HPC 1,430.00 500.00 2,930.00 Kids Messaging 5,000.00 5,000.00 0.00 Light Parade 1,500.00 2,000.00 Concierge Open House 3,500.00 Public Art Experiences 3,000.00 3,000.00 0.00 Seasonal Programming 2,000.00 13,471.00 Spring Activation 1,000.00 1,000.00 0.00 Total Events $ 11,000.00 $ 1,905.00 $ 0.00 $ 0.00 $ 12,000.00 $ 22,876.00
HISTORIC PARK CITY ALLIANCEBudget Overview: FY20 Operating - FY20 P&L Classes
July 2019 - June 2020
CSL Licenses FY20 Operations TOTAL
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CSL Licenses FY20 Operations TOTAL Kiosks 0.00 Map/Directory 2,000.00 PR Contract 2,500.00 36,500.00 36,000.00 Total Marketing $ 11,000.00 $ 1,905.00 $ 0.00 $ 2,500.00 $ 82,500.00 $ 89,626.00 Meals and Entertainment $ 100.00 0.00 Miscellaneous Expenses 200.00 200.00 Operating Bank Charge 150.00 64.00 64.00 City Services 1,500.00 0.00 Insurance 5,000.00 2,300.00 5,000.00 2,300.00 Post Office Box Rental 94.00 118.00 94.00 118.00 Software 1,000.00 1,000.00 0.00 Text Msg 300.00 Dropbox 110.00 0.00 110.00 Google ‐ Gsuite 470.00 0.00 470.00 QuickBooks Payments Fees 920.00 0.00 920.00 Survey Monkey 350.00 350.00 350.00 350.00 Surveying and E‐Newsletters 300.00 0.00 Total Software $ 0.00 $ 300.00 $ 1,650.00 $ 1,850.00 $ 1,350.00 $ 1,850.00 Supplies & Materials 1,000.00 500.00 1,000.00 500.00 Total Operating $ 0.00 $ 300.00 $ 4,694.00 $ 4,832.00 $ 7,444.00 $ 4,832.00 Professional Services Accounting 1,395.00 2,000.00 5,300.00 2,000.00 6,695.00 Bookkeeping 2,000.00 750.00 2,000.00 750.00 Contract Work 17,772.00 52,000.00 51,028.00 52,000.00 68,800.00 Total Professional Services $ 2,000.00 $ 19,167.00 $ 54,000.00 $ 57,078.00 $ 56,000.00 $ 76,245.00 Trash and Recycling Trash Contract $ 3,800.00 3,800.00 Total trash and Recycling $ 0.00 $ 3,800.00 $ 0.00 $ 0.00 $ 0.00 $ 3,800.00 Total Expenses $ 13,000.00 $ 25,272.00 $ 60,874.00 $ 66,090.00 $ 148,024.00 $ 200,159.00 Prior Year Obligations/DeficitNet Operating Income $ 1,000.00 $ 0.00 $ 6,126.00 ‐$ 8,714.00 $ 14,476.00 ‐$ 32,290.00 Net Income $ 1,000.00 $ 0.00 $ 6,126.00 ‐$ 8,714.00 $ 326.00 ‐$ 8,714.00
Amended Recommended Budget 11/06/2019
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June Draft ProposedIncome
Interest Income
CSL Income $ 3,800.00
Trash and Recycling Fees 29,200.00 $ 30,000.00
Total Income $ 29,200.00 $ 33,800.00
Gross Profit $ 29,200.00 $ 33,800.00
Expenses
Trash and Recycling
Recycling Contract 29,200.00 $ 29,200.00
Trash Contract 0.00 $ 10,000.00
Total Trash and Recycling $ 29,200.00 $ 39,200.00
Total Expenses $ 29,200.00 $ 39,200.00
Net Operating Income $ 0.00 $ (5,400.00)
Net Income $ 0.00 $ (5,400.00)
Tuesday, Oct 29, 2019 07:48:23 AM GMT-7 - Accrual Basis
Recycling and Trash
HISTORIC PARK CITY ALLIANCEBudget vs. Actuals: FY20 Operating - FY20 P&L Classes
July 2019 - June 2020
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Historic Park City Alliance Position Papers
Adopted: May 18, 2010 Revised: October 15, 2013
Revised: June 21, 2016 Revised: July 17, 2017
Revised: August 21, 2018
HPCA Board Trustee Code of Conduct Goal: The Board represents the majority opinion of the membership. The Board should be composed of Trustees who are personally committed to the mission of the HPCA and possess the desire and time to lend their support. The authorized number of voting Trustees is fifteen (15) members: 3 representing the restaurant/food service industry, 3 representing retail merchandise, 2 representing the professional service industry, 1 representing the nightly rentals/tourism, 2 representing the property owners, and 4 Trustees at-Large. Expectations: Board members have a responsibility to take a global perspective when directing the organization. Their decisions should be prioritized as follows: Primary: what is best for Historic Park City Secondary: what is best for the specific group they represent (i.e. restaurant or retail) Last: what is best for their own business or property
In order to best represent the membership, the Board must endeavor to communicate with—and seek more input from—the membership. Trustees act on behalf of the membership. As a board, they are responsible for articulating a clear organizational mission, forming the strategic plan to accomplish the mission, overseeing and evaluating the plan's success, hiring a competent executive director and providing adequate supervision and support to that individual, ensuring financial solvency of the organization, and representing the organization to the community. Conduct:
• Board members shall maintain the confidentiality of the details and dynamics of Board discussions, as well as those items designated as confidential.
• Once a Board decision has been made Regardless of their personal viewpoint, Board members shall not speak against, or in any way undermine Board solidarity.
• Trustees shall avoid, in fact and in perception, conflicts of interest and disclose to the Board, in a timely manner, any possible conflicts.
• Board members’ contributions to discussions and decision-making shall be positive and constructive. • Board members’ interactions in meetings shall be courteous and respectful. • Board membership requires ongoing participation, including member outreach, preparing for and
actively participating in meetings and responding to all related emails and voicemails in a timely manner. Board members are asked to dedicate that time for the length of their term.
• Board Members should serve on at least one committee as a part of their board role.
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• Board Members will make best efforts to attend all board and committee meetings, and if they are unavailable, will give the President and/or Executive Director advanced notice of need to be absent for good cause.
• Board members will serve as public ambassador for the Historic Park City Alliance, representing the broad goals of the organization to our various constituencies.
When a formal request is made to the Board, the Board shall reply with a clear, written, and timely response. The Board has an obligation not to ‘rush’ decisions and should poll the membership whenever practical. The Board should evaluate decisions in the context of their mission and established vision for the organization. Board members, especially officers, should not weaken the HPCA’s official positions by injecting personal opinions in public forums including, but not limited to: City Council meetings, local media, and editorial. Conflict of Interest Policy This Conflict of Interest Policy of the Historic Park City Alliance: Definition of conflicts of interest
1. A conflict of interest arises when a person in a position of authority over the HPCA may benefit financially from a decision he or she could make in that capacity, including indirect benefits such as to family members or businesses with which the person is closely associated. This policy is focused upon material financial interest of, or benefit to, such persons.
2. Individuals covered a. Persons covered by this policy are the Organization's officers, trustees, chief employed
executive and chief employed finance executive. 3. Facilitation of disclosure
a. Persons covered by this policy will annually disclose or update to the Board of Directors on a form provide by the Organization their interests that could give rise to conflicts of interest, such as a list of family members, substantial business or investment holdings, and other transactions or affiliations with the businesses and other organizations or those of family members.
4. Procedures to manage conflicts a. For each interest disclosed to the Board of Directors, the Executive Committee will determine
whether to: (a) take no action; (b) assure full disclosure to the Board of Directors and other individuals covered by this policy; (c) ask the person to recuse from participation in related discussions or decisions within the Organization; or (d) ask the person to resign from his or her position in the Organization or, if the person refuses to resign, become subject to possible removal in accordance with the Organization's removal procedures. The Organization's chief employed executive and chief employed finance executive will monitor proposed or ongoing transactions for conflicts of interest and disclose them to the President of the Board of Directors in order to deal with potential or actual conflicts, whether discovered before or after the transaction as occurred.
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Political Representation Goal: The HPCA Board seeks input from membership and speaks with a unified voice when representing the opinion of the organization. The HPCA is a not-for-profit organization and a Business Improvement District (BID) comprised of approximately 250 businesses along Main Street, Heber Avenue, Park Avenue and Swede Alley. The mission of the HPCA is to promote, enhance and encourage an atmosphere that is beneficial to the businesses of Historic Park City and the community, while informing and building consensus among property owners, merchants and governmental agencies. The HPCA represents a diverse membership with many varied priorities. Moreover, the HPCA has limited resources to support its mission. Despite these challenges, the HPCA believes that it can effectively represent its members and use its collective influence to better leverage its partners to improve and promote Historic Park City. The HPCA agrees upon the following: HPCA Board is a good cross-section, and represents the District—therefore, it is qualified to speak for the District;
1) Board must represent the majority, and to do so, must better communicate with—and seek more input from—the District;
2) Board must provide clear, written, and timely position statements on issues that matter to the District;
3) Members need to resolve internal differences in private, appropriate forums; 4) Board members, especially officers, should not weaken the HPCA’s official positions by injecting
personal opinions in public forums; 5) Board should not rush into decisions. 6) Board members must follow Board Trustee Code of Conduct
Policies:
• Expand the visioning discussion to include as many members as willing. • Continue to survey/poll the membership on important matters. • Use 66% (of participating members) as a guideline for a majority. • Consider it detrimental to the membership if 25% or more of the businesses are adversely affected by
a policy change or event. • Collect and compile economic data to support objective decision making. • Commit to producing and ratifying position statements on issues that matter to the District.
Merchant Rights: The businesses operating within the Main Street corridor opened under set assumptions of parking, vehicle access, and overall services in the area. Many times City decisions change the dynamics by which businesses made the decision to locate here. We ask the City to include the HPCA’s input as part of the process in decisions that relate to events, closures, and improvements that impact the District.
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Infrastructure Goal: Coordinate with Park City Municipal on the construction and maintenance of public infrastructure within the HPCA; to add vitality to the street with bookending venues. It is the objective of the HPCA to promote Historic Park City as a fun, friendly and vibrant destination. Smart infrastructure, that supports both car and pedestrian traffic, is essential to fostering an alluring and navigable environment. Our District should encourage visitors to linger, circulate and explore throughout the District. To accomplish this, we need to: 1) reduce physical impediments such as difficult sidewalk navigation; and 2) create attractions/draws along the street (from top to bottom) such as parks, plazas and art that encourage exploration. We are confident that easy access, a friendly atmosphere and prolonged exposure to our businesses will increase sales and diversify revenues. Definitions: We are using a broad definition of infrastructure which includes: parks, public art/attractions, event venues, sidewalks, streets, signage, lighting, snow management and public transit. In sum, any physical component within the District that is owned and/or managed by the City. Recommendations: The City has identified infrastructure improvements that include the reconstruction of sidewalks, improvements to existing plazas and the addition of new public gathering areas at a cost of $14 million. The City has identified the increase in Resort City Sales Tax as the funding mechanism for these projects which are scheduled for completion by 2019. Actions: The HPCA will continue to champion these improvements and facilitate the construction for the maximum benefit and at the minimum impact to businesses.
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Restricted Affordable Housing in Old Town It is the objective of the HPCA to promote Historic Park City as a fun, friendly and vibrant destination. Viability of locally owned businesses within the historic district is an ongoing concern and influenced by a number of input s. One pressing issue year after year is the availability of qualified staff . Availability of housing, cost of housing and the ability for employees to find reliable transportation to and from their jobs all exert additional pressures on business owners and the ability to adequately staff local businesses. The HPCA agrees upon the following: Both the availability and affordability of housing within Old Town and the municipal limits is important to maintaining a reliable workforce, mitigating the seasonality of many businesses, and having a workforce that is knowledgeable about and vested in the local community.
• The HPCA recognizes that traffic and congestion in our entry corridors is a deterrent to attracting visitors not only to the historic district but to the community in general.
• More traffic results as more employees or potential employees are displaced from our community due to lack of affordable housing and forced to commute from remote locations.
• We recognize that land prices, the nature of staffing for a resort destination based economy, and even geographic constraints prevent the ability to build our way out of employee housing pressures. However, we feel that affordable housing proximate to employee businesses is one tool in mitigating the impacts of employee related traffic and maintaining the knowledge and other benefits of locally employed workforce.
• We therefore support the City's efforts to create new affordable employee targeted housing in Old Town and within the greater Park City municipal limits.
Recommendations: Land assembled by Park City Municipal for the purpose of providing affordable housing within Old Town should be designed to provide restricted rental units that can supply a portion of the housing needed to maintain a locally employed workforce. To the extent that there are range of densities and unit types under consideration the HPCA is in favor consideration of higher density designs consistent with the neighborhoods where housing is being planned and in favor of setting aside some significant percentage of the overall number of units planned for unit types, sizes, and rental structures and pricing that will accommodate hourly wage employees. To the extent that these units are located within walking distance of employment centers such as historic downtown or easily accessible to primary transit routes; the HPCA encourages the consideration of reduced parking standards or creative restrictions to reduce reliance upon individual cars as a primary means of transportation for residents of these developments. The HPCA wishes to call attention to the difficulty of hiring a local workforce and the resultant impacts of hiring from more remote locations. We are supportive of Park City Council's recent attention to employee housing as a key segment of affordable housing policy. We look forward to continued cooperation in a multipronged approach involving at minimum innovative policies for housing, transportation, and parking, to address the challenges of attracting a quality work force to area businesses.
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Branding and Marketing Historic Park City Goal: Maintain the district as the center of the community, communicate the character and offerings of the area to the right people and make their experience fun, friendly and memorable. Approach: The HPCA will utilize PR, marketing, the website & content marketing, social media and event partners to further reinforce the Historic Park City message. Target Audience: Historic Park City’s target audience is destination visitors, local Park City residents and Wasatch Front day visitors. Our Customer: Historic Park City businesses want to appeal to a broad base of customers seeking distinct products in a unique atmosphere. Although increased traffic is important, merchants prioritize bringing the ‘right’ customers to the district: the one’s seeking to spend money on shopping, food, entertainment or services. Key Attributes:
o Vibrant, fun, friendly o Historic, unique, iconic o Diverse, engaging, entertaining o Local, authentic, real o Easy to access, navigate, and enjoy o A destination to visit again and again
Content Strategy: The Rules of Engagement o Create Quality, Engaging Content o Create Customer Centric Content o Content is Content – Social, Web, Email o Content has to be consistent, across all
channels o Content is Changing, Daily
Key Messages • Events • Enhancements • New Business • Sustainability
HPCA Produced Events Events in the district create an opportunity to fill the valleys and increase visitation to the street during need times.
• Halloween on Main Street • Holidays in Historic Park City
Advertising Traditional marketing tactics still have a place in the marketing environment. The following will be used when selecting design and placement of advertising.
• Brand Consistency • Strategic Placement • Added-Value • Partnerships / Co-Ops
Monthly Reporting The HPCA will focus on the results of the monthly reporting provided by the PR/Marking Firm to adjust changes to the marketing and branding plan.
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Outdoor Dining Decks located in Public Parking Goal: Preserve the balance of loss of parking with vitality brought to the area by the outdoor dining decks. It is the objective of the HPCA to promote Historic Park City as a fun, friendly and vibrant destination. We wish to foster an atmosphere that encourages longer stays and gives pedestrians time to circulate throughout the District. We believe that prolonged exposure to our businesses will increase sales and diversify revenues. The HPCA agrees upon the following:
• The outdoor dining decks in the public way are a continuing program that started in 2010. • The outdoor dining decks, located in public parking spaces, bring a vibrancy and positive atmosphere
to the District. • The outdoor dining decks, located in public parking spaces, may not have measurably increased traffic
to the District, but continuing the program will help to maintain HPC’s vibrancy, competiveness, and overall economic health.
• The outdoor dining program should be managed in a proactive manner to insure that it is consistent with all of our efforts to improve the district and serve our membership. The HPCA believes that the decks are a positive addition and supports their continuation.
Recommendations:
• There shall be no more than 9 outdoor dining decks, to be reviewed biennially by the HPCA. • Participating restaurants must be located at street level, or receive annual permission from the street
level business owners if the business is located on an upper or lower floor of the building. • Maximum length of any deck is 40’, but in no case can the deck be longer than the width of the
building. • Decks should have consistency in construction, but be decorated to match the building. • Restaurants must have full lunch and dinner service 7 days a week. Lunch service must begin by
11:30am. • Decks cannot be enclosed in any sort of way, including a tent. • Height of the deck above the ground should be limited to maintain visual corridors. • Restaurants should be assessed a user fee for use of public parking spaces. The user fee should be
similar to the business license and take into account the 6 months use of this space. The fees collected should go back to the ongoing promotion and marketing of the District.
In no case should the decks be removed for more than 3 events per season. Actions: The HPCA will continue to present their position to Park City Municipal Corporation as part of City Council discussions. If a retailer is interested in using a deck, the HPCA Events Committee will review their request, and if deemed suitable, make a formal recommendation to the City.
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Trash and Recycling Goal: Ensure trash and recycling services are operating to the fullest benefit of the membership. It is the objective of the HPCA to facilitate trash and recycling removal from the district in a manner that provides a convenient service, at a reasonable cost, for the members of the organization. The HPCA will review quarterly trash and recycling operations per the following considerations:
1. Adequacy of frequency for trash removal from the commonly managed containers accessed from Swede Alley.
2. Use and adequacy of the mobile recycling center. 3. Communication to members regarding the trash and recycling services. 4. Approaches that would increase cost savings trash and recycling services.
Recycled Materials The Mobile Recycling Center accepts cardboard, paper, aluminum, plastic, metal, polystyrene and small amounts of glass from members. The Trash and Recycling Committee has determined that the ability to recycling glass for restaurants and bars, at the frequency and capacity needed, is cost prohibitive.
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Tenant Mix Position Statement Goal: Protect the sense of place and the distinctive character of Historic Park City to attract locals and visitors promoting continued prosperity over the long-term. The Historic Park City Alliance (HPCA) supports Park City Municipal Corporations’ (PCMC) efforts to legislatively establish protections for the HCB and HRC portions of the Historic Business District by Amending Land Management Code Sections 15-2.5 and 15-2.6 and definitions in 15-15; establishing a not to exceed threshold for the prevalence of formula / chain businesses in the HCB and HRC. The HPCA is a member based non-profit established to procure key services and promote the economic health of member businesses in Park City’s historic core. In support of our mission we have been working in conjunction with Park City’s Economic Development and Planning Staff, business and property owners, and our members for the last several years to examine a variety of policy, legislative, and economic development tools aimed at supporting the businesses in our district through land use policy (collectively the Storefront Enhancement Program) that recognizes the district’s historic character as our most distinct competitive advantage. The HPCA therefore supports amending the aforementioned sections of the Land Management Code for the following reasons: 1. In an increasingly homogenized world, communities that have preserved their distinctive historic character have an economic edge. They are far better able to attract visitors and prosper over the long term. 2. The member businesses and property owners of the HPCA strive to provide a diverse menu of authentic products, services, and experiences in a manner that preserves, augments, and features Park City’s rich architectural, cultural, and entrepreneurial history. 3. Our membership believes that there is great economic and cultural value in preserving the historically relevant architectural character, scale, and the authentic customer experience in our core business district. 4. There is sufficient observational evidence that chains tend to follow one another into new markets which has the potential to squeeze out independent businesses and initiate wholesale transformation of entire business districts. These changes can happen suddenly and irreversibly, erasing years of investment and effort by local businesses to protect the economic value associated with our history. Our membership broadly supports efforts to prevent a dynamic where the districts’ primary economic drivers, historic character, the authenticity of experience for visitors, and the local context of the goods and services offered is not diluted. 5. An over proliferation of chain businesses, products, signage, or service interactions will result in customers who tune out. Historic Commercial Districts that fail to offer unique and authentic experiences will lose the ability to differentiate themselves from other communities or web based shopping experiences. The HPCA supports preserving and enhancing Park City’s best competitive advantage. 6. The HPCA wishes to preserve the long term economic benefits of both the “multiplier effect” from local patrons and businesses spending to support one another and the marketing power of a historically authentic experience. Qualifications: The HPCA is primarily a business owner/operator based organization and view the economic health of the district through that lens. However, our members businesses who double as property owners have also registered their support for the position outlined herein as a positive long term approach. Regardless of the ultimate vote on this ordinance the HPCA supports continued study and dialog about what makes for unique and successful historic business districts in destination markets including examples of tenant mix data that has led to positive economic AND experiential outcomes.
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Main Street Business Environment Goal: Maintain a consistent environment for Main Street businesses to ensure the ability to operate and project revenue and expenses. The HPCA is concerned about disruptions to the normal day to day operations of the street. Disruptions can impact the projected daily revenues due to changes to parking, street closures, filming, construction and events. Merchants chose Main Street as their business location and based business plans off of normal street operations. Events, construction and filming can impact not just street traffic but disrupt pedestrian flow along Main Street. The HPCA will work with Park City Municipal to minimize the number of impacts to the Main Street merchants and investigate measures that can offset the economic impacts seen to businesses from these types of operations. Actions: Work with Park City Municipal to adopt a policy that is reviewed every time there is a request to change the normal day to day operations of Main street.
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