HomeMy WebLinkAbout2024-08-06 Agenda and Supporting Documentation Town Council Afternoon Meeting1.2025 Budget Retreat (12:30pm)
1.1 2025 Budget Retreat (12:30pm)120 min.
Provide feedback to staff as we begin the 2025 Budget
process.
Presenter(s): Carlie Smith, Finance Director
Background: Please see attached memo.
2.Break (2:30pm)
3.Afternoon Regular Meeting will Reconvene at 3:30pm, after the VLMD meeting, in the
Town Council Chambers.
4.Call to Order (3:30pm)
5.Presentation/Discussion (3:30pm)
5.1 Energy Performance Contract - Investment Grade Audit
(3:30pm)
15 min.
Listen to presentation and provide feedback.
Presenter(s): Kristen Bertuglia, Environmental Sustainability
Director and Cameron Millard, Clean Energy Specialist
Background: The purpose of this agenda item is to present for
approval the contract for the Energy Performance Contract
(EPC) for the completion of the Investment Grade Audit for the
town and Vail Recreation District Facilities.
5.2 Gore Creek Promenade Update (3:45pm) 25 min.
Listen to presentation and provide feedback.
Presenter(s): Gregg Barrie, Senior Landscape Architect
Background: The Gore Creek Promenade Park, located along
Gore Creek in Vail Village, has been in need of repairs and
VAIL TOWN COUNCIL MEETING
Afternoon Session Agenda
Town Council Chambers and virtually by Zoom.
Zoom Meeting Link: https://vail.zoom.us/webinar/register/WN_DBTnWuldRLW5qM1bKoDA_A
12:30 PM August 6, 2024
Notes:
Times of items are approximate, subject to change, and cannot be relied upon to determine what time
Council will consider an item.
240806 Financing and Reserve Outlook
Budget Preview PPT25
2025 Budget Preview
(V2) EPC Memo 8-06-2024
EPC Presentation
Town of Vail Energy Performance Contracting Services - McKinstry Response
1
improvements for several years. Some features, including the
turf area are showing significant wear. The purpose of this
agenda item is to discuss a design development process for a
Gore Creek Promenade Renewal project.
6.DRB/PEC (4:10pm)
6.1 DRB/PEC Update (5 min.)
7.Information Update (4:15pm)
7.1 July 2024 Revenue Update
8.Matters from Mayor, Council, Town Manager and Committee Reports (4:15pm)
8.1 Matters from Mayor, Council and Committee Reports (15
min.)
8.2 Town Manager Report (5 min.)
8.3 Council Matters and Status Update
9.Executive Session (4:35pm)
(15 min.) Executive Session pursuant to:
1. C. R.S. § 24-6-402(4)(b)(e) - to have a conference with the Town Attorney to receive legal
advice on specific legal questions; and to determine positions, develop a negotiating strategy
and instruct negotiators regarding Lease between the Town of Vail and Children’s Garden of
Learning, dated October 21, 2021.
10.Recess 4:50pm (estimated)
Gore Creek Promenade Renewal TC Memo 8-6-24
Gore Creek Promenade PP 8-6-24
DRB Results 7-17-24
PEC Results 7-22-24
08-06-2024 Revenue Update
TM Update 08-06-24
2024-08-06 Council Matters
Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website
www.vail.gov. All town council meetings will be streamed live by High Five Access Media and available
for public viewing as the meeting is happening. The meeting videos are also posted to High Five Access
Media website the week following meeting day, www.highfivemedia.org.
Please call 970-479-2136 for additional information. Sign language interpretation is available upon
request with 48 hour notification dial 711.
2
AGENDA ITEM NO. 1.1
Item Cover Page
DATE:August 6, 2024
TIME:120 min.
SUBMITTED BY:Carlie Smith, Finance
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:2025 Budget Retreat (12:30pm)
SUBJECT:2025 Budget Retreat (12:30pm)
SUGGESTED ACTION:Provide feedback to staff as we begin the 2025 Budget process.
PRESENTER(S):Carlie Smith, Finance Director
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
240806 Financing and Reserve Outlook
Budget Preview PPT25
2025 Budget Preview
3
TO: Vail Town Council
FROM: Town Manager
Finance Department
DATE: August 6,2024
SUBJECT: Reserves Outlook with Project Financing Options
I. SUMMARY
Reserve projections are a foundational part of the budget process. Prior to the budget preview,
staff provided Council with updated reserve projections that consider funding options for Timber
Ridge and Dobson.
II. BACKGROUND
Within the town’s main available spending funds (General Fund, Capital Projects Fund, Real
Estate Transfer Tax Fund, and Housing Fund), the town has built up healthy reserves, allowing
the town to save and pay for many current capital projects. At the end of 2023, reserves totaled
$161.9M, with $139.9M of that available to spend and above the reserve minimum. $93.4M of
those reserves are planned to be utilized during 2024. Reserves will be used to fund the
following:
- Booth Heights-in escrow with the courts ($18.8M)
- Data Center equipment replacement at end of life ($1.75M)
- The roundabout lighting project at the main Vail roundabout
($1.2M)
- TOV employee rental purchases ($3.2M)
- Mobility Hub Expansion ($750K)
- Fire Truck replacements ($1.7M)
- CDOT parcel aquistions ($5.9M)
- Predevelopment costs of West Middle Creek ($3.9M)
- Underground utility lines ($3.8M)
- Timber Ridge redevelopment ($30.0M)
Reserves will need to be used for Timber Ridge and/or Dobson, which are slated to begin in
2024/2025. Although both projects will be reimbursed over time, current expenditures will leave
a gap in the funding and require upfront cash funding from the Town.
Dobson: The total cost of the Dobsn renovation is estimated to be $55.4M, with construction
beginning in 2025. The Vail Reinvestment Authority has approximately $19.1M of current
available funds for this project. The VRD will also be contributing $3.0M-$5.0M to the project,
4
Town of Vail Page 2
leaving a $30.3M gap requiring the utilization of reverse. This will be reimbursed by the Vail
Reinvestment Authority at approximately $5.0M per year 2026-2030.
Timber Ridge Redevelopment: This project's total cost is $40.5M. The Town is contributing
$40.5M of cash plus the land (cost/book value of $6.1M) to the project. Housing Fund reserves
of $10.5M are currently available, leaving a gap funding of $30.0M. A total of $40.9M will be
reimbursed to the Town, but this will be dependent on the sales of units.
III. DISCUSSION
Staff has worked with the Town’s financial advisors, HillTop Securities, to review potential
financing options for both the redevelopment of Dobson and Timber Ridge Staff has provided
four funding options for Council’s consideration:
1. Cash Fund Timber Ridge redevelopment and Dobson projects
2. $30.0M COP for Timber Ridge
3. $30.0M COP for Dobson (TOV)
4. $24.7M COP for Dobson (VRA)
In evaluating each funding scenario, Council should take into consideration:
Economic Risks going into 2025 (election year, current visitation trends, interest rate
risk)
Level of flexibility wanted for new unfunded projects or programs
Reserve Policy (Approximately $22.0M)
The attached PowerPoint reviews the above options for funding Dobson and Timber Ridge and
reviews the benefits and potential drawbacks of each option.
III. STAFF RECOMMENDATION & COUNCIL FEEDBACK
Staff recommends the Vail Reinvestment Authority finance the Dobson renovation with a $24.7M
COP. This option would cost a total of $3.0M of interest expense but would still leave some
flexibility in reserves to fund other council strategic plan priorities. This option does not impact the
town’s debt capacity, and if VRA revenues over the next five years are higher than anticipated,
the VRA could fund the $3.0M of interest expense as well. Staff will continue to evaluate financing
needs and reserve levels before construction begins.
1) Does Council agree with this approach?
5
Financing Update: Timber Ridge & Dobson
Town Council | August 6, 2025
6
Town Council | Finance | 08/06/24
FINANCING UPDATE | Funding Needs
ReimbursementGap
Current Allocated
Revenues
Total
CostProject
Anticipated to be
reimbursed in full
2025‐2030 with VRA
revenues
$30.3M$25.1M (VRA
Reserves/VRD)
$55.4MDobson
$40.5M to be
reimbursed by unit
sales 2026/2027
$30.0M$10.5M (Housing
Fund reserves)
$40.5MTimber Ridge
Redevelopment
$60.3M$95.9MTotal:
7
Town Council | Finance | 08/06/24
FINANCING UPDATE | Funding Options
Funding Options:
Option 1: Cash Fund Timber Ridge redevelopment and Dobson projects
Option 2:$30.0M COP for Timber Ridge
Option 3: $30.0M COP for Dobson (TOV)
Options 4: $24.7M COP for Dobson (VRA)
When evaluating each option, Council should take into consideration:
•Economic risks going into 2025 (election year, visitation trends, interest
rate risk)
•Level of flexibility desired for new and unfunded projects or programs
•Reserve Policy (Approximately $22.0M)
8
FINANCING UPDATE | Financing Comparison
Dobson‐VRADobson‐TOVTimber Ridge
$24.7M ($16.1M CPF)$30.6M$30.1MLoan amount
7 year Loan10 Year Term; Prepayment
available at 7 years
10 Year ‐Term;3 year
Call
Maturity
4.35%*3.91%*6.0%Interest Rate
$3,016,116$7,259,400$5,407,967Minimum Interest Rate
Cost
$3,016,116$9,213,650$13,051,967Maximum Interest Rate
Cost
CPF or VRA (if excess
revenue)
CPF or VRA (if excess revenue)Housing FundInterest Funded by
N/ACan pay off remaining balance
beginning December 2030
Callable December 2027Prepayment/Call
option:
Dobson propertyDobson propertyUnidentified but would
most likely need
multiple
assets/properties.
Collateral
Align with Dobson start
date
Align with Dobson start dateEarliest December 2024Closing Date
*Includes 25 bps for interest rate risk
9
Town Council | Finance | 1/5/2021
FINANCING UPDATE | Considerations
2024/2025
Reserves
Utilized
ConsiderationsOptions
$60.0M ($30.M for
Dobson/ $30.0M for
TR)
No interest cost; Fund balances are spent down;
reliant on TR construction schedule/sales to
reimburse reserves; minimal flexibility for new
projects in 2024/2025
1. Cash
$30.0M (for Dobson)
Reliant on construction schedule/sales for
callable debt option; $5.0M of interest; higher
interest rate risk due to limited buyer market;
2. Timber
Ridge COP
$30.0M (for TR)
Offers highest reserves for other projects but
highest interest cost; no risk due to TR sales;
reliant on property tax revenues; uses $30M of
reserves up front
3. Dobson:
TOV COP
$46.0M ($30.0M for
TR/ $16.0M for
Dobson)
Minimal interest cost; adds more stability to
reserve balances in 2025/2026; reliant on
property tax revenues; off Town’s balance sheet
4. Dobson:
VRA COP
10
Town Council | Finance | 08/06/24
FINANCING UPDATE | Reserve Impacts
Assumptions across all scenarios:
Revenues
•Lionsridge land purchase option is exercised at the end of 2024 ($5.0M)
•5% increase in VRA property tax revenues during assessment years
•All Timber Ridge units sell‐$36.8M in 2026; 12.3M in 2027
Expenditures
•Adding $5.0M to parking structure “reserve” annually (2025‐2029)
•Add to reserve to save and pay for portion of future redevelopment of
parking structures
•Cash purchase of 43 Timber Ridge units ($24.5M)
•$2.0M contribution to Habitat for Humanity for Timber Ridge
•Projections do not include W. Middle Creek
11
FINANCING UPDATE | Reserves Impacts
60.60
90.60
60.60 60.60
30.8
59.8 62.5
45.645.9 44.8
72.0
55.5
67.5
62.2
88.7
71.673.7
68.4
88.8
71.5
$0.0
$5.4 $7.3 $3.0 ‐
10
20
30
40
50
60
70
80
90
100
1: Cash Fund 2: TR COP 3: Dobson: TOV
COP
4: Dobson: VRA
COP
Mi
l
l
i
o
n
s
2024 2025 2026 2027 2028 Reserve min ($22.0M)Min Interest Cost
Combined Fund Balance Total: General Fund, Capital Projects Fund, Housing Fund
12
FINANCING UPDATE | Reserves Impacts
130.0M 130.3M 130.0M 130.0M
60.6M
90.6M
60.6M 60.6M
30.8M
59.8M
62.5M
45.6M
33.6M 32.5M
59.7M
43.3M
55.3M
50.0M
76.5M
59.3M61.4M
56.1M
76.5M
59.3M
0.0M
5.4M 7.3M 3.0M 0M
20M
40M
60M
80M
100M
120M
140M
1: Cash Fund 2: TR COP 3: Dobson: TOV COP 4: Dobson: VRA COP
2023 2024 2025 2026 2027 2028 Reserve min ($22.0M) Min Interest Cost
Combined Fund Balance Total: General Fund, Capital Projects Fund, Housing Fund with 75% of
TR Sales
13
Town Council | Finance | 08/06/24
FINANCING UPDATE | Unfunded List
Unfunded Projects
•West Middle Creek Housing Development
•75 S. Frontage Rd. (Municipal Building)
•West Vail Master Plan Outcomes
•Development of CDOT East Vail housing parcel
•CDOT Eagle ‐Vail parcel (partnership with other municipalities)
•Children’s Garden of Learning Long‐term Permanent Location
•Parking Structure Redevelopment (study currently being done)
14
Town Council | Finance | 08/06/24
Request from Council:
•Does Council support financing
Dobson through the VRA?
•Staff will continue to monitor
reserves and VRA revenues as
we get closer to construction
date
15
Town Council | Finance | 1/5/2021
FINANCING UPDATE | Considerations
2024/2025
Reserves
Utilized
ConsiderationsOptions
$60.0M ($30.M for
Dobson/ $30.0M for
TR)
No interest cost; Fund balances are spent down;
reliant on TR construction schedule/sales to
reimburse reserves; minimal flexibility for new
projects in 2024/2025
1. Cash
$30.0M (for Dobson)
Reliant on construction schedule/sales for
callable debt option; $5.0M of interest; higher
interest rate risk due to limited buyer market;
2. Timber
Ridge COP
$30.0M (for TR)
Offers highest reserves for other projects but
highest interest cost; no risk due to TR sales;
reliant on property tax revenues; uses $30M of
reserves up front
3. Dobson:
TOV COP
$46.0M ($30.0M for
TR/ $16.0M for
Dobson)
Minimal interest cost; adds more stability to
reserve balances in 2025/2026; reliant on
property tax revenues; off Town’s balance sheet
4. Dobson:
VRA COP
16
2025 BUDGET PREVIEW
FINANCE | August 6, 2024
17
2
BUDGET PREVIEW | Agenda
Town of Vail | Finance | 08/06/24
• Budget Philosophies/Timeline
• Strategic Priorities
• Revenue Assumptions
• Reserves
• Operating Expenditures
• Capital Plan
• Vail Reinvestment Authority- Dobson
18
4
BUDGET PREVIEW | Strategic Plan
Town of Vail | Finance | 08/06/24
•Create a strong community and create affordable housing
opportunities
•Support our Workforce
•Provide an Authentic Vail Experience
•Transportation
•Environmental Sustainability
19
5
BUDGET PREVIEW | Timeline
Town of Vail | Finance | 08/06/24
De
c
No
v
Oc
t
Se
p
Au
g
Budget Meeting
XCouncil Retreat
XVLMD Operating Plan Review
XCapital Budget Discussion
XCompensation & Benefits Discussion
XDraft of Town Manager 2025 Budget
XFirst Reading of 2025 Town Manager Budget
XVLMD Budget Resolution
XSecond Reading of 2025 Town Manager Budget
XVRA Budget Resolution
20
6
BUDGET PREVIEW | Economic Outlook
Town of Vail | Finance | 08/06/24
Economic Outlook
•Election year
•Inflation showing signs of easing, with CPI decreasing 0.1% in June; 3.0%
rate year over year
•Core CPI at 2.6% (lowest in over three years) but above Fed’s 2% goal.
•Federal Reserve may lower rates before the end of 2024
•Milder consumer spending growth, slower wage increases
•Home prices continue to rise
21
7
BUDGET PREVIEW | Economic Outlook
Town of Vail | Finance | 08/06/24
Local Economic Outlook
TOTAL( General/Housing) YTD sales tax collections (through June) are trending down 1.2% compared to 2023; inflation is
3.3%
•Retail: down 4.9%
•Lodging: down 0.6%
•F&B: up 6.0%
•Other: down 13.1%
Retail: Anecdotally hearing that guests are being more thoughtful about purchases than in past few years
Lodging: Rates are holding high with slight decreases in visitation; majority of decrease from the timing of Easter
F&B: Cost increases
Externally influenced operating and capital expenditures continue to increase
VR’s reported pass sale units down 5% from prior season, total sales up 1% (8% increase in EPIC Pass price for
2024/2025 season
22
8
BUDGET PREVIEW | Budget Philosophies
Town of Vail | Finance | 08/06/24
23
9
BUDGET PREVIEW | Budget Philosophies
Town of Vail | Finance | 08/06/24
•The annual budget process is thorough, collaborative, and comprehensive,
allowing for informed appropriations following fiscal policies and objectives
•Budget will reflect the town’s vision and support the Council strategic plan and
priorities
•Revenues are projected conservatively using economic, analytical and trending
processes
•Annual Budgets shall be balanced; The town will operate within annual revenue
streams with the following exceptions:
•Recession plan implementation
•One‐time costs such as capital investments, planning projects, special events,
and contributions.
•Revenue and expenditures are monitored on an ongoing basis to ensure
expenditures do not exceed appropriations
24
10
BUDGET PREVIEW | Budget Philosophies
Town of Vail | Finance | 08/06/24
•Sales tax split between the General Fund and Capital Projects Fund is
recommended to stay at the current split of 62% to the General Fund and 38%
to the Capital Projects Fund
•Maintain a reserve minimum balance of 35% of General Fund revenues:
Approx. $22M of annual operating expenditures across all funds
•The importance of reserve fund balances is to enable the town to
withstand unforeseen events and economic downturns
•Proposed Changes
25
11
BUDGET PREVIEW | Reserve Policy
Town of Vail | Finance | 08/06/24
CURRENT RESERVE POLICY
Maintain a reserve minimum balance of 35% of General Fund revenues
(Approximately $22.0M)
PROPOSED UPDATE: Better align reserves with actual expenditures
• Decrease General Fund reserve minimum to 25% (approximately
$16.0M)
• Maintain a minimum reserve of $2.0M in RETT Fund (approximately
25% of operating and Capital Maintenance)
• Maintain a reserve minimum balance of 25% of Capital Projects Fund
sales tax revenues (approximately $4.0M)
• Annual debt service costs of $1.1M
• Capital Maintenance
26
12
BUDGET PREVIEW | Revenue Projections
Town of Vail | Finance | 08/06/24
27
13
BUDGET PREVIEW | Revenue Projections
Town of Vail | Finance | 07/05/2023
General Sales Tax
41%
Housing Sales
Tax
5%Property and
Ownership Tax
8%
Use Tax
2%
Ski Lift Tax and
Franchise Fees
9%
Real Estate
Transfer Tax
7%
Licenses and
Permits
3%
Intergovernmental
Revenue
6%Transportation
Centers
9%
Charges for
Services
2%
Rent, Fines &
Miscellaneous
7%
Earnings on
Investments
1%
Typical Revenue Split by Revenue Type
28
14
BUDGET PREVIEW | Revenue Projections
Town of Vail | Finance | 07/05/2023
% Var
to 2024% Var to 20232025 Proposed2024 Forecast2023 Actual
1%Flat$41.9M$41.4M$41.9M
25.8 25.7
28.3 29.3
25.0
34.5
40.8 41.9 41.4
42.0
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
2016 2017 2018 2019 2020 2021 2022 2023 2024
Forecast
2025
Forecast
Total General Sales Tax Collections By Year
4% YTD Sales Tax Trending
down 0.6% from 2023
29
15
BUDGET PREVIEW | Revenue Projections- Sales Tax
Town of Vail | Finance | 07/05/2023
2025 Budget
2024
Forecast2023 202220212020
$41.9M$41.4M$41.8M$40.8M$34.5M$25.0MTotal Sales Tax
1.0%(1%)2.7%18.1%38.3%(14.6%)% Increase
NA3.0%4.1%8.0%4.7%1.2%CPI % Increase
‐
2
4
6
8
10
12
14
16
18
20
22
Jan‐ April Summer Nov/Dec
Mi
l
l
i
o
n
s
5 YEAR HISTORY: SALES TAX COLLECTIONS BY SEASON
2020 2021 Actual 2022 Actual 2023 Actual 2024 Forecast 2025 Projection
30
16
BUDGET PREVIEW | Revenue Projections
Town of Vail | Finance | 08/06/24
Note
% Var
to 2024
% Var to
2023
2025
Proposed
2024
Forecast
2023
Actual
Flat with 2024 (non
assessment year);
Extension of SB 2023B‐001Flat40%$8.1M$8.1M$5.7M
PROPERTY TAX
•SB 2023B-001
• Reduced Residential Assessments Rates from 6.95% to 6.7%
(previously 7.15%)
• Exempted $55K
• Reduced Commercial from 29% to 27.9%
• Exempted $30K
•SB24-233 (Passed in May 2024)
• Extends reductions from SB 2023B-001 for the 2024 Tax Year
31
17
BUDGET PREVIEW | Revenue Projections
Town of Vail | Finance | 08/06/24
Future Property Tax Revenue Impacts
•SB24-233
• Further Reduces residential assessment rates
• 6.4% for the 2025 tax year (2026 Collections) with $55K
Exemption
• 6.95% for the 2026 tax year (2027 Collections) with 10% of
property value exempted up to $70K.
• 5.5% annual increase limit (TOV Home Rule Exemption)
•Further Reduces Commercial Assessment Rates
• 27% for 2025 tax year (2026 collections)
• 25% for 2026 tax year (2027 collections)
Staff is working on revenue impact estimates
32
18
BUDGET PREVIEW | Revenue Projections
Town of Vail | Finance | 08/06/24
Ballot Initiatives
Initiative #50: Limits State Wide Property Tax Revenue Growth
• limiting property tax revenue to 4% growth above the total statewide property tax
revenue collected in the previous year; and
• requiring statewide voter approval if property tax revenue is projected to
increase by more than 4%
Initiative #108: Decreases Valuation Assessment percentages
• Set valuation assessment percentage for residential (including multifamily) to
5.7% and commercial to 24%
Staff researching if TOV would be impacted as a home-rule municipality
33
19
BUDGET PREVIEW | Revenue Projections
Note
% Var
to 2024
% Var to
2023
2025
Proposed2024 Forecast2023 Actual
2024 trending up 5% from 2023;
2024/2025 pass sales 5% down in unit
sales compared to 2023; up 1% in sales
dollars (VR report though May)Flat4%$6.8M$6.8M$6.5M
LIFT TAX
34
20
BUDGET PREVIEW | Revenue Projections
Town of Vail | Finance | 08/06/24
Notes
% Var
to 2024
% Var to
2023
2025
Proposed
2024
Forecast
2023
Actual
Construction use tax
trending down 4.8%
from PY Flat(5)%$2.4M$2.4M$2.5M
Construction
Use Tax
2024 daily pacing
down 3% from 2023(0.5)%(3)%$9.2M$9.1M$9.4M
Parking
Revenues
$4.7M collected YTD(2.5)%(6)%$7.5M$7.7M$8.0M
Real Estate
Transfer Tax
Decrease mainly due
to investment
earnings(2)%(6)%$99.5M$101.0M$105.7M
Total
Revenues
(All Funds)*
•Total Revenues exclude one‐time large transfers and grants.
Staff will continue to monitor closely and adjust revenue projections through the budget
process
35
BUDGET PREVIEW | Reserves
Town of Vail | Finance | 08/06/24
36
22
BUDGET PREVIEW | Available Reserves
Town of Vail | Finance | 08/06/24
• At the end of 2024 reserves in the Town’s four main funds are projected to be
$68.4M with $46.4M of that available to spend:
• GF $30.4M
• CPF $30.2M
• RETT $7.8M
•HF $0
• Reserve projections include:
• Dobson financed with VRA loan
• Timber Ridge cash contribution of $38.6M reimbursed in 2026/2027
• Purchase of Timber Ridge Units with cash from GF and CPF in 2026
Excludes West Middle Creek
37
23
BUDGET PREVIEW | Available Reserves
Town of Vail | Finance | 08/06/24
139.9M
46.4M
30.1M
37.9M
53.8M 53.2M
0.0M
20.0M
40.0M
60.0M
80.0M
100.0M
120.0M
140.0M
160.0M
2023 2024 2025 2026 2027 2028
Projected Available Reserves (above reserve minimums)
GF HF CPF RETT
Note: Assumes VRA financing for Dobson
38
BUDGET PREVIEW | Operating Expenditures
Town of Vail | Finance | 08/06/24
39
BUDGET PREVIEW | Operating Expenditures
2025 Proposals will prioritize the Council Strategic Plan
Other expenditures will include:
• Price escalations
• Investment in town employees
• Repairs and maintenance of town’s current assets
Town of Vail | Finance | 08/06/24
40
BUDGET PREVIEW | General Fund
Town of Vail | Finance | 07/05/2023
Summary of the General Fund over the next 5 years
20292028202720262025
2024
Forecast
$69.6M$68.0M$66.2M$64.3M$62.8M$62.1MRevenues
$47.3M$45.2M$43.3M$ 41.4M$ 39.4M$ 37.6MPersonnel
$21.6M$21.5M$20.9M$20.3M$ 19.7M$19.7MOperating, Planning
Projects, Contributions
$3.0M$2.9M$2.8M$2.8M$2.7M$2.6MEvent Funding
$68.9M$66.7M$64.1M$61.7M$59.1M$57.3MTotal Expenditures
(38K)Tfr to Other Funds
1.1M28.9M(30.0M)Tfr to TR (Site/Podium)
(13.7M)TR (Units)
(5.0M)(5.0M)(5.0M)(5.0M)(5.0M)Parking Reserve
200K200K200K200K200K(3.3M)Booth Heights
$32.7M$39.7M$46.1M$36.9M$26.6M$30.4MReserves
41
BUDGET PREVIEW | Operating Expenditures
• Operating expenditures will be presented to Council at
the November 5th meeting with a first draft of the
Town Manager Budget
Town of Vail | Finance | 08/06/24
42
BUDGET PREVIEW | Capital Plan
Town of Vail | Finance | 08/06/24
43
BUDGET PREVIEW | Capital Plan
Town of Vail | Finance | 08/06/24
• Revenues within the Capital Fund are used for capital projects as
identified through the Capital Improvement Plan (CIP).
• A well written CIP ensures that the physical assets of the Town are
maintained or improved at a level adequate to (1) protect the Town’s
current capital assets; (2) minimize future maintenance and
replacement costs; and (3) meet the growing needs of the Vail
community.
• The priorities the departments, boards & commissions and Town
Council are collectively considered in the Plan.
• Only the current year is appropriated by Council, projects in later
years represent a capital plan, not a budget.
• Capital expenditures are funded in the Capital Projects Fund, RETT
Fund, and Housing Fund
44
BUDGET PREVIEW | Capital Plan
Town of Vail | Finance | 08/06/24
Summary of the Capital Projects Fund over the next 5 years
2028202720262025
2024
Forecast
$19.8M$22.4M$28.6M$32.9M$32.8MRevenues
$10.8M$7.6M$7.8M$7.4M$13.0MAnnual Maintenance
$6.8M$11.8M$13.5M$58.2M$38.1MCapital Projects
$1.2M$1.2M$1.2M$1.2M$1.2MDebt Service
$18.7M$20.6M$22.5M$66.7M*$52.3MTotal Expenditures
$24.7MDobson COP
$20.9M$19.9M$18.1M$12.3M$30.2MReserves
*Includes estimate of $50.4M for Dobson. Proposed to be financed by VRA.
45
BUDGET PREVIEW | Capital Plan
Town of Vail | Finance | 08/06/24
Summary of the RETT Fund over the next 5 years
2028202720262025
2024
Forecast
$7.7M$7.7M$7.6M$7.5M$7.7MRevenues
$ 1.4M$1.0M$ 2.6M$ 1.6M$ 5.8MAnnual Maintenance
$650.0K$830.0K$1.2M$880K$24.4MCapital Projects
$6.3M$6.1M$5.9M$5.9M$6.5MOperations (Environ, Parks,
Wildland, AIPP, Nature Center
ops, Contributions)
$200.0K$200.0K$200.0K$200.0K$200.0KDebt Service (to GF)
$762.5KTransfer to CPF for Dobson
$8.5M$8.2M$9.9M$9.1M$36.8MTotal Expenditures
$3.6M$4.1M$4.4M$7.2M$7.8MReserves
46
BUDGET PREVIEW | Capital Plan
Town of Vail | Finance | 08/06/24
Summary of the Housing Fund over the next 5 years
* The InDeed Program is funded by the Capital Fund @ $2.5M annually; these funds
are also utilized for other housing projects if not used for InDeed
20292028202720262025
2024
Forecast
$7.8M$7.7M$7.7M$7.5M$12.4M$8.9MRevenues
‐‐‐$25.4M$4.3M$12.4MCapital Projects
$2.5M$2.5M$2.5M$2.5M$1.5M$3.0M*InDeed
$2.5M$2.5M$2.5M$2.5M$13.5M$17.6MTotal Expenditures
‐‐13.4M‐‐($12.2M)Tft from/(to) Timber Ridge
$15.4M$10.0M$4.8M‐$6.7M‐Reserves
47
BUDGET PREVIEW | 5 Year Capital Plan
Town of Vail | Finance | 08/06/24
Notable projects proposed in current 2025 Capital Plan:
Capital Projects Fund
• Dobson Ice Arena: $50.0M
• Placeholder for Geothermal Energy System: $1.5M
• Parking Structure Maintenance: $1.3M
• Radio Replacement: $1.0M
Real Estate Transfer Tax Fund
• Gore Creek Promenade Rehabilitation: $750K
•Note: The 5 Year plan has not been updated with exception of
proposed financing for Dobson arena and some high level
revenue assumptions
48
BUDGET PREVIEW | 5 Year Capital Plan
Town of Vail | Finance | 08/06/24
Unfunded Projects
FundProject
HFWest Middle Creek Housing Development
HFDevelopment of CDOT East Vail housing parcel
HFCDOT Eagle‐Vail parcel (partnership with other municipalities)
CPFChildren’s Garden of Learning Long‐term Permanent Location
CPFWest Vail Master Plan Outcomes
GFParking Structure Redevelopment
49
BUDGET PREVIEW | 5 Year Capital Plan
Town of Vail | Finance | 08/06/24
Vail Reinvestment Authority
TotalFunding
$48.8MVRA (2024‐2030)*
$0.8MRETT funds allocated over 5 year plan
$1.0MGF: Temporary Ice
$1.8MCPF Reserves
$3.0MVRD: Ice System
$55.4MTotal
50
BUDGET PREVIEW | Recap
1. Does Council agree with the standard budget philosophies and
practices?
2. Does Council have comments on staff’s preliminary revenue
assumptions?
3. Does Council support suggested reserve policy changes?
4. Is there anything else you would like staff to be aware of as we build the
budget?
Town of Vail | Finance | 08/06/24
51
TO: Vail Town Council
FROM: Town Manager / Department Heads
DATE: August 6, 2024
SUBJECT: 2025 Budget Preview
I. SUMMARY
This meeting's purpose is to provide a high-level preview of the town’s 2025 budget process
and gather feedback from Council on preliminary budget assumptions. This feedback will be
used to create the 2025 draft proposed budget, which will be presented to the Council on
November 5th. The final budget ordinance reading is scheduled for December 3rd.
II. BACKGROUND
During the 2025 budget development, departments will be working to propose a budget that will
include prioritized goals and initiatives stated as outlined in the Council Strategic Plan. The
strategic plan is a result of town community surveys, focus groups, as well as staff and council
planning sessions to support the town’s mission “To provide exceptional public services to
people who live, work, and play here so they can connect to the community and to nature,
create memories, find opportunities to thrive, and have the time of their lives. The strategic
priorities are as follows:
CREATE A STRONG COMMUNITY AND CREATE AFFORDABLE HOUSING
OPPORTUNITIES
SUPPORT OUR WORKFORCE
PROVIDE AN AUTHENTIC VAIL EXPERIENCE.
TRANSPORTATION
ENVIRONMENTAL SUSTAINABILITY
In addition to the priorities developed in the strategic plan, standard budget philosophies and
practices have been developed over time and agreed to or revised by the Council to develop the
budget.
•Budget will reflect the town’s vision and support the Council Action Plan
•Revenues are projected conservatively using analytical and trending processes such as
forecasting
•The town develops a multi-year financial projection for all major funds, including a long-
term capital improvement plan
•The importance of reserve fund balances is to enable the town to withstand unforeseen
events and economic downturns; however in recent years General Fund reserves
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Town of Vail Page 2
beyond minimum limits have been appropriated for one-time contributions, both master
planning projects, special events, and capital investments
• The annual budget process is thorough and comprehensive, allowing for informed
appropriations in accordance with fiscal policies and objectives
• Keeping 35% as minimum reserves (based on annual revenue); Approx. $22.0M
• Sales tax split between the General Fund and Capital Projects Fund is recommended to
stay at the current division of 62% to the General Fund and 38% to the Capital Projects
Fund
• The town will operate within annual revenue streams with the exception of years when
the town’s recession plan is implemented.
II. PROPOSED RESERVE POLICY CHANGES
The Town’s current reserve policy as listed above is to keep General Fund reserves equal to or
above 35% of annual revenues. This is equivalent to $22.0M. Although other funds also fund
operating costs, debt service payments, and annual capital maintenance expenditures, no other
town fund has a reserve requirement. Staff proposes updating the reserve policy to include
other funds that align the reserve policy with actual fund expenditures. The following changes
are proposed:
Decrease the General Fund reserve minimum to 25% (approximately $16.0M)
Maintain a minimum reserve balance of $2.0M in the Real Estate Transfer Tax
Fund or approximately 25% of annual operating and capital maintenance
expenditures. This fund has an operating costs of and annual capital
maintenance costs of $8.8M
Maintain a reserve minimum of 25% of Capital Projects Fund sales tax revenues
(approximately $4.0M). This fund has annual debt serves costs of $1.1M and
average annual capital maintenance costs of $9.3M
The estimated reserve requirement of $22.0M remains the same but is proposed to be allocated
across the town’s other major funds so that one fund (the General Fund) is not responsible for
maintaining reserve levels for all funds.
IV. BUILDING THE BUDGET
Revenue projections and reserve levels are the foundational information for the budget
process. Reserves have been adjusted to reflect budget appropriations that occurred
mid-year and updated revenue forecasts. Council goals and initiatives and the strategic
plan guide the budget process.
Revenue Projections:
Revenue projections set the stage for the upcoming budget year and are the first step in
determining annual operating expenditures given to the internal departments. In line with the
town’s budget philosophies, staff proposes a conservative approach to revenue projections.
Between 2021 and 2022, the Town experienced significant growth in many of the town’s major
revenue sources, including sales tax, lift tax, construction use tax, and real estate transfer tax.
Contributing to the unprecedented revenue growth were increased guest visitation, low
borrowing rates, inflation, and record-high daily rates within accommodation services. With
higher than expected revenues combined with conservative spending during the pandemic, the
town added a cumulative $22.9M to the General Fund fund balance between 2020 and 2023.
These funds are anticipated to be used with the redevelopment of Dobson and Timber Ridge. In
53
Town of Vail Page 3
2023 revenues remained strong but sales tax, parking, and lift tax revenues began to level off
with visitation slowing from previous record years. Real Estate sales and construction activity
also began to normalize. While revenue growth has continued to flatten into 2024 the town
continues to experience cost increases in both capital and operating expenditures.
When developing revenue projections staff also looks current economic trends. The US and
Colorado economies are slowing. Core CPI of 2.6% is the lowest it has been in over three years
but is still above the Federal Reserve’s 2% target. Wage growth and consumer spending has
also been declining however home prices across the nation continue to rise. Additionally, the
upcoming presidential election, could have other future economic impacts.
Locally, sales tax collections suggest that visitation is decreasing but is partially being offset by
an increase in inflation. Anecdotally staff is hearing that guests are being more thoughtful about
purchases than they have in the past few years. Within the accommodation services, hotels and
lodges have been holding rates high with a slight decrease in occupancy. Staff will continue to
reassess the 2025 projected revenues throughout the budget process.
The town’s 2025 revenue is preliminarily projected at $113.9 million. Excluding one-
time revenues such as federal transit capital grants, American Rescue Plan funds, and
the Vail Reinvestment Authority transfer, the 2025 proposed revenue totals $99.9M,
down 1% from the 2024 forecast and down 5% compared to 2023 actuals. The
majority of the decrease is related to invest earning projections.
Sales tax is the town’s largest generator of revenues. In 2021 and 2022 the Town experienced
unprecedented growth. 2021 sales tax collections reflected an 18% increase over 2019 with
2022 experiencing another 18% growth over 2021. The 2023 early winter season started strong
with a 6% year-over-year increase in sales tax collections. However, going into summer
collections reflected a slowdown in growth and annual sales tax collections ended the year with
2.7% increases compared to prior year. 2024 has continued the trend of a normalization in
visitation. Coming off two record breaking winters, early winter of 2024 was down 1% compared
to the prior year while early summer (May) though June has reflected a modest increase of 1%
compared to prior year. The chart below reflects sales tax collections by season and includes
the 2024 forecast and 2025 projections for the Town’s 4% General Sales Tax.
Between 2019 and 2023 annual Sales tax collections have increased 43%. This is compared to
CPI increase over the same period of 19.36%.) Lodging tax collections alone have increase
51% which is due largely to an increase in ADR.
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Town of Vail Page 4
2024 Forecast:
Through June 2024, collections for the town’s 4% general sales tax totaled $25.7M, down 0.6%.
January through April sales tax collections were down 1% compared to 2023. Summer has
been conservatively projected flat compared to 2023, with a 3% decrease in collections going
into the early winter season to reflect a normalization in visitation. In total, the 2024 forecast
reflects a 1% decrease in collections compared to 2023.
2025 Forecast:
Sales tax collections for 2025 are forecasted at $41.9M, up 1% from the 2024 forecast and
flat with 2023 actuals. January through April of 2025 are projected up 2% from 2024, and flat
with 2023, with both summer and winter projected up 1% from the 2024 forecast.
In the November 2021 election, voters approved a 0.5% sales tax to be used towards
housing initiatives, programs, and projects. Projections for the 2025 Housing tax
collections are consistent with the 4% general sales tax. Housing tax revenues are
proposed at $5.0M, flat with the 2024 forecast.
RETT Tax is proposed at $7.5 million, down 6% from the 2023 actuals and down 2.5 %
from the 2024 forecast. After record RETT collections in 2022 totaling $13.4M, RETT
collections began to slow as interest rates increased. 2022 annual collections totaled
$9.6M in 2022 and $8.0M in 2023. RETT collections year to date total $4.8M, with
collections projected to end the year at $7.7M. Excluding timeshares, the average sale
price has increased by 6%; however, that has been increased due to several very high
dollar residential sales. Without those sales, the average sales price is down 1.2%, while
the number of transactions is up 29%.
Parking sales revenues are proposed at $9.2 million, flat with the 2024 forecast and up 2.7%
from 2023 actual collections. Prior to the 2022/2023 winter season, the town installed a new
parking system, allowing for a more dynamic pricing structure for both daily and pass sales.
Accompanying the new parking system was a new online pass sales software. The pass sales
-
2
4
6
8
10
12
14
16
18
20
22
Jan- April Summer Nov/Dec
Mi
l
l
i
o
n
s
5 YEAR HISTORY: SALES TAX COLLECTIONS BY
SEASON
2020 2021 Actual 2022 Actual 2023 Actual 2024 Forecast 2025 Projection
55
Town of Vail Page 5
software did not provide the community and guests with the high level of community service
expected. While staff looked for a new online parking sales solution during the 2023/2024 winter
season the annual renewal cost for the local passes was waived (approximately $80K). For the
2024/2025 winter season, staff anticipates that this charge will be reinstated. The 2025
projection anticipates a slight decrease in visitation aligning with sales tax projections combined
with an increase in revenue as the local pass charge is put back in place.
Property tax collections are estimated at $8.5 million, flat compared to the prior year. 2025 is
an assessment year. 2024 property tax revenues increased 40% compared to 2023.
Over the past several years, real estate values have skyrocketed. To help reduce the impacts of
increased assessed values for property owners several Senate Bills have been recently
introduced. These bills have decreased property tax valuations by both exempting a portion of
the property value from being taxed and/or by decreasing the assessment multiplier applicable
to the property. The most recent bill was passed in early 2024 and will impact revenue
collections by further reducing residential and commercial assessment rates and also exempting
up to $70K of the value of a residential property beginning in 2025 for the 2026 revenue
collection year. Staff is working to estimate revenue impacts to the Town as a result.
Additionally, two ballot initiatives impacting property taxes are anticipated to be on the
November 2024 ballot. Initiative 50 will limit state-wide property tax revenue growth to 4%.
Initiative 108 will further decrease the assessment rate to 5.7% (down from 6.4% per the most
recent Senate bill). Both bills would be put in place for the 2026 collection year. The town is
researching if, as a home rule municipality, the town would be exempt should they pass.
Construction Use Tax is proposed at $2.4 million for 2025, flat with the 2024 forecast.
Constriction activity is leveling out. The 2025 projection does not currently include
assumptions for any major redevelopment projects; however, staff will continue to review
and reevaluate the potential for any new development projects expected in 2025.
Investment Earnings in 2023 totaled $7.6M due to a high interest rate environment. This
is compared to the five year average prior to the pandemic of $872K annually. 2025
investment earnings are forecasted conservatively at $1.0M. Anticipating potential
decreases in yields as early as 4th quarter of 2024 combined with spending down the fund
balances for Timber Ridge and Dobson projects.
Operating Budget:
The Town’s operations are largely funded by the Town’s General Fund, with some departments
funded by the Real Estate Transfer Tax Fund. For 2024, operating budgets are still expected to
be impacted by rising costs. Staff expects department operating budget increases for supplies,
utilities, and contract services. As departments develop and propose 2025 budget requests,
departments will be asked to be intentional when developing annual operating requests and to
align them with Council’s strategic plan and the action items associated with that plan. New
programs, projects, and initiatives will be evaluated based on the Council strategic plan.
Carried throughout the 2025 budget will be a focus on customer service as well as a continued
focus on employee recruitment and retention.
Reserves
The Town has several significant projects planned to move forward in 2024 and 2025. These
projects could significantly impact the Town’s reserves and, therefore, what will be available to
spend on other Council priorities over the next several years. Council will receive a separate
presentation to kick off the Budget Retreat with several options to either cash fund or finance
the Dobson and Timber Ridge projects.
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Town of Vail Page 6
Within the presentation, staff has recommended that the Vail Reinvestment Authority finance
Dobson. This option utilizes cash reserves while also taking advantage of financing available to
the VRA with a low interest rate cost and without impacting the Town’s debt capacity. This
option will also leave reserve levels at a comfortable level to continue to look at other projects
currently on the unfunded list or identified in the strategic plan. A look at reserves under this
option is below.
Unfunded
Several large capital projects are not currently included in the 5-year plan but have been
identified by Council as a priority. Unfunded projects include:
• West Middle Creek Housing Development
• Redevelopment of 75 S. Frontage Rd (municipal lot)
• Development of CDOT East Vail housing parcel
• CDOT Eagle-Vail parcel (partnership with other municipalities)
• Civic Center and municipal building development
• Children’s Garden of Learning Long-term Permanent Location
• West Vail Master Plan Implementation
• Lionshead and Vail Village parking structure redevelopments
The town’s reserves alone will not be able to fund all of the above projects. The Council will
need to continue to prioritize projects in addition to looking for public-private partnerships, grant
opportunities, utilizing a save and pay approach, and analyzing additional debt capacity. There
may also be a need to explore alternative revenue sources such as summer parking, an
increase in lodging tax for event funding, and new TIF District opportunities.
Capital Plan
The Town’s major capital funds include the Capital Projects Fund, Real Estate Transfer Tax
Fund, and Housing Fund. The Vail Reinvestment Authority is also utilized to fund projects within
the VRA District. Attachment A includes the Town’s current 5-year capital plan. This has
been included for information purposes and to get Council’s initial feedback on current projects
included within the 2025 budget. Reserves within these funds are being impacted by upfront
cash fund Dobson Arena and the Timber Ridge redevelopments, as mentioned above.
139.9M
46.4M
30.1M 37.9M
53.8M 53.2M
0.0M
20.0M
40.0M
60.0M
80.0M
100.0M
120.0M
140.0M
160.0M
2023 2024 2025 2026 2027 2028
Projected Available Reserves (above reserve
minimums)
GF HF CPF RETT
57
Town of Vail Page 7
The attached capital plan has only been updated to reflect 2024 supplemental adjustments,
updated revenue projections, and financing assumptions for Dobson arena. Staff will return on
October 15th with the updated five-year capital plan. To date, notable projects proposed for
2025 include:
Capital Projects Fund
•Geothermal Energy System ($1.5M)
•Town-wide radio replacement ($1.0M)
•Parking structure maintenance ($1.3M)
Real Estate Transfer Tax Fund
•Gore Creek Promenade Rehabilitation: $750K
Housing Fund
Vail voters passed a 0.5% housing tax that became effective January 1st, 2022. The 0.5% tax is
collecting approximately $5.0M annually to go toward housing projects, programs, and
initiatives. During 2025, the Housing Fund is proposed to contribute funds towards the site and
podium costs of the Timber Ridge redevelopment. As these funds are paid back in 2025 and
2026 there are several projects identified on the Unfunded list and prioritized by Council that
could utilize these funds. The Housing Fund is also funded by an annual $2.5M transfer from
the Capital Fund to support the Vail InDeed program. Unspent funds from the transfer remain
with the Housing Fund and are then reappropriated to be used towards the InDeed program or
other capital housing projects.
The Vail Reinvestment Authority
The Vail Reinvestment Authority is another source of available funds, but it can only be used for
projects within the district. The VRA is estimated to have $45.0M of available funds between
now and 2030. All VRA funds MUST be used by June 30, 2030. It is anticipated that all
remaining funds will be used to fund the renovation of the Dobson area.
ACTION REQUESTED
The feedback given during this work session will help establish a foundation from which to build
the 2025 budget and is not considered an “approval” of any particular item within the budget.
Upcoming budget presentations will provide more opportunities for adjustments and Council and
public feedback. However, to give direction to departments in beginning to build their budgets,
staff is requesting feedback on the following:
1.Does Council agree with the standard budget philosophies and
practices?
2.Does Council support the shift in the reserves policy?
3.Does Council have comments on staff’s preliminary revenue
assumptions?
4.Is there anything else you would like staff to be aware of as we build the
budget?
58
2024 2024
2024 Amended Forecast 2025 2026 2027 2028
Revenue
Total Sales Tax Revenue:40,850,000$ 40,850,000$ 41,386,000$ 42,214,000$ 43,058,000$ 43,919,000$ 44,797,000$ 2024: Down 1% from 2023 Forecast (Includes estimates to Residences Inn), 2025/2026: 2% increase, 2027/2028: 3%
Increase
Sales Tax Split between General Fund & Capital Fund 62/38 62/38 62/38 62/38 62/38 62/38 62/38 Sales tax split 62/38
Sales Tax - Capital Projects Fund 15,523,000$ 15,523,000$ 15,726,680$ 16,041,000$ 16,362,000$ 16,689,000$ 17,023,000$ Updated projections based on YTD actuals, with remainder of the year down 8% from PY; 2% down from 2022 in total;
Sales tax split 62/38
Use Tax 2,040,000 2,040,000 2,040,000 2,081,000 2,123,000 2,165,000 2,208,000 Based on 5-year average; 2024 - 2028: 2% Increase
Franchise Fee 205,000 1,126,672 1,126,672 209,000 213,000 217,000 221,000 2024: Utilize 1% Franchise Fee for Holy Cross underground utilities project
Federal Grant Revenue - 3,464,882 3,464,882 - - - - 2024: Re-appropriate Hickenlooper/Bennet Federal grant award for two electric buses ($1.65M); and 5339 (B) Federal
Grant towards two electric buses ($1.8M)
Other State Revenue 750,000 3,600,276 3,600,276 - - - -
2024: MMOF grant towards Mobility Hub Design ($750K); Re-appropriate CDOT grant towards four electric buses
($2.0M), CDOT grant towards four electric bus chargers ($255.7K), remaining MMOF Grant for l&d and
bollards($164.4K), fleet charging station grant ($30K); Colorado Energy Office grant towards the design of Geothermal
Energy project ($250K)
Lease Revenue 172,270 172,270 172,270 172,270 172,270 172,270 180,884 Per Vail Commons commercial (incr. every 5 years)
Project Reimbursement- TR Land Reimbursement - - - 4,399,500 - - 2026: Timber Ridge Land Reimbursement
Project Reimbursement 558,562 774,437 774,437 - - - - 2024: Utilize Holy Cross Enhancement Fund for HCE Underground Utility Project; Total balance $774,437
Timber Ridge Loan repayment 468,933 468,933 462,955 468,977 464,423 3,074,541 - 2026: Payoff of Timber Ridge Loan using proceeds of new Timber Ridge unit sales
Earnings on Investments and Other 289,610 289,610 883,112 341,734 86,306 126,471 139,144 0.7% returns assumed on available fund balance;
Total Revenue 20,007,375 27,460,080 28,251,284 19,313,981 23,820,499 22,444,282 19,772,028
Expenditures
Facilities
Facilities Capital Maintenance 469,500 942,987 942,987 265,000 360,000 370,800 381,924
2024 includes: PW 30% roof replacement ($75K), Buzzard Park repairs ($75K), Buzzard Park roof repairs ($50K),
transit office windows and doors ($25K), PW overhead garage door ($50K), PW carpet replacement ($50K); Additional
funds for Transit Office Air Handler Engineering and Library Air Handler Engineering using 2023 savings from Municipal
Complex Maintenance ($473.5K) 2025 includes: Fire Station II Overhead garage doors ($25K), Library Boiler
Replacement ($25K); 2026 includes: Lionshead Transit Center Repairs ($50K), Buzzard Park washer/dryer replacement
($15K); Transit Office carpet replacement ($15K); 2027 includes: Lionshead transit center exterior stain ($45k),
Lionshead welcome center 1st floor and Grandview flooring replacement ($100k), PW Shop & Bus Barn Roofing 30%
($75K), PW Shop boiler replacement ($35K), ford park lift station pump ($40K); 2028 includes: Fire Station II Sloped
Roof Replacement ($50K), public works administration hot water heater replacement ($40K), vail valley drive lift station
($40k);
Municipal Complex Maintenance 260,000 1,285,000 1,285,000 267,800 275,834 284,109 292,632 2024: Re-appropriate remaining funds for Muni HVAC Replacement ($1.0M); 2025-2028: 3% annual increase
Building Energy Enhancement Projects 25,000 50,000 50,000 25,000 25,000 25,000 25,000 2024: Re-appropriate funds for planned energy enhancements to Town buildings; 2024 - 2028: Placeholder for energy
enhancements specific to Town buildings
Public Works Building Maintenance - 180,000 180,000 - 100,000 - - 2024: Re-appropriate funds towards PW Admin exterior building paint, furnace relocation, and window replacement
($180K) 2026: Roof Replacement ($100K)
Welcome Center/Grandview Capital Maintenance 25,000 121,778 121,778 25,000 25,750 26,523 27,318 2024: Re-appropriate furniture upgrade in Lionshead welcome center ($83.7K); Use savings of $13K from Welcome
Center displays to go towards furniture upgrades; 2024 - 2028: Annual Maintenance ($25k)
Purchase of Employee Rental Units 2,000,000 3,224,136 3,224,136 2,000,000 2,000,000 2,500,000 2,500,000 2024-2028: Placeholder for purchase of TOV employee housing stock; 2024: Re-appropriate funds towards continuing
purchase of TOV employee housing stock ($1.2M)
Timber Ridge units - Purchase TR units
Employee Rental Capital Maintenance 150,000 280,000 280,000 150,000 75,000 75,000 75,000 2024-2028: Capital Maintenance budget for town owned rental units; 2024: Re-appropriate window replacement Buffehr
Creek #6A and #4A ($47.2K) and roof replacement at the Hamlet unit ($72.8K)
Geothermal Energy System - 400,000 400,000 1,500,000 - 3,000,000 -
2024: Utilize placeholder for efficient snowmelt boiler replacements towards the Geothermal Project design, planning,
and construction ($150.0K); $250.0K additional design funds offset by grant from Colorado Energy Office; 2025:
Placeholder for geothermal component of snowmelt boiler replacement ($1.5M); 2027: Placeholder for geothermal
component of snowmelt boiler replacement ($3.0M);
Snowmelt Boilers Replacement 1,000,000 1,961,634 1,961,634 1,000,000 - 500,000 - 2024-2027: Placeholder for replacement of BTU boilers at end of life
Arrabelle Snowmelt Boilers - 190,000 190,000 - - - - 2024: Re-appropriate funds towards Arabelle Boiler Replacement - Shared with Vail Resorts ($190.0K)
Donovan Pavilion Remodel 50,000 50,000 50,000 - 25,000 - - 2024/2026: Capital Maintenance Placeholders
Mountain Plaza Elevator Renovation - - - 100,000 - - - 2025: Mountain plaza elevator renovation (shared cost with Vail Resorts)
Vail Mobility Hub Expansion 1,500,000 1,500,000 1,500,000 - 2,000,000 - - 2024: Design for Vail Mobility Hub (VTRC) Expansion ($750K MMOF match grant); 2026: Placeholder for future grant
match to construction expansion
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
59
2024 2024
2024 Amended Forecast 2025 2026 2027 2028
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
Fire Sprinkler Upgrades at Bus Barn 500,000 600,000 600,000 - - - - 2024: Update Fire Sprinkler system in bus barn to accommodate needs of expanded electric bus fleet ($500k); Re-
appropriate design funds for sprinkler system updates ($100K)
Public Works Shops Expansion - 114,543 114,543 - - - - Re-appropriate funds towards architectural feasibility and planning for identified phase two expansion opportunities
($114.5K)
Total Facilities 5,979,500 10,900,078 10,900,078 5,332,800 4,886,584 6,781,432 3,301,874
Parking
Parking Structures 1,040,000 1,040,000 1,040,000 1,287,000 1,275,000 1,315,000 1,405,000 2024-2028: Various repairs including deck topping replacement, expansion joint repairs, ventilation, HVAC, plumbing
and other structural repairs
Parking Entry System / Equipment - 327,191 327,191 - - - 1,045,500 2024: Re-appropriate $114.8K for remaining parking system replacement costs; 2028: Placeholder for parking system
update
Red Sandstone Parking Structure 70,000 70,000 70,000 - 50,000 - - 2024: $70K structure resealing; 2026: $50K Concrete patch replacement
Total Parking 1,110,000 1,437,191 1,437,191 1,287,000 1,325,000 1,315,000 2,450,500
Transportation
Bus Shelters 30,000 232,583 232,583 30,000 30,000 30,000 30,000 2024 - 2028: Bus shelter annual maintenance ($30K); 2024: Re-appropriate funds for Bus Shelter Additions in East Vail
($202.6K)
Replace Buses - 7,850,000 7,850,000 - - - - 2024: Re-appropriate $7.9M funds for six bus replacements with electric models - Offset by grant funding ($9.6M)
Bus Wash Equipment - 650,000 650,000 - - - - 2024: Re-appropriate Bus Wash Replacement ($300K); Increase in cost for bus wash replacement, offset by 2023
savings in Facility Maintenance and Bus Replacements ($350K)
Bus Transportation Management System - - - - - - 1,000,000 2028: Replacement for Bus Management System ($1.0M)
Bus Sign Replacement - 15,025 15,025 - - - - 2024: Re-appropriate $15.0 remaining funds for electric bus signage replacement project
Traffic Impact Fee and Transportation Master Plan Updates - 33,943 33,943 - - - - 2024: Re-appropriate remaining funds to finalize and adopt Go Vail 2045 ($48.9K); 2024: Utilize savings from
Transportation Master Plan for the Bus Route Optimization plan.
Hybrid / Electric Bus Battery Replacement - 165,000 165,000 - 360,000 - 500,000
2024: Re-appropriate $165K contingency for hybrid bus battery failure; 2026: Scheduled replacement placeholder;
Estimated life of 6 years; While batteries are passed their lifecycle replacement has not been needed as of yet; 2028:
$500,000 Placeholder for Electric Bus Battery Replacement
Bus Camera System - - - - 290,000 - - 2026: Replace current fleet of 33 buses with updated camera surveillance system. In 2026 the camera system will be 11
years old and reaching end of life
Electric bus chargers and electrical service rebuild 600,000 993,783 993,783 - - - - 2024: $600K New charging station placeholders for additional electric buses added to fleet; Re-appropriate $393.8K for
electric bus charging infrastructure project
Total Transportation 630,000 9,940,334 9,940,334 30,000 680,000 30,000 1,530,000
Road and Bridges
Capital Street Maintenance 1,640,000 1,640,000 1,640,000 1,450,000 1,743,000 1,457,000 2,145,000 2024 includes surface seal ($310K); asphalt mill overlay ($550K); Drainage Improvement ($105k)
Street Light Improvements 75,000 440,000 440,000 75,000 80,000 80,000 80,000
2023: Re-appropriate street light replacements, town now has electrical supervisor to complete work $290K; Town-wide
street light replacement; 2024 - 2025: Annual Town-wide street light replacement ($75K); 2026 - 2028: $80K annual
Town-wide street light replacement ($80K); 2024: Re-appropriate street light improvements ($365K)
Slifer Plaza/ Fountain/Storm Sewer - 70,714 70,714 - - - - 2024: Re-appropriate $70.7k towards water quality smell issues not completed in 2023
Vail Health / TOV Frontage Road improvements - 235,317 235,317 - - - - 2024: Re-appropriate funds for the remaining project: widen sidewalk at Vail International ($235.3K)
Neighborhood Bridge Repair - 1,085,599 1,085,599 - 500,000 - -
2024: Re-appropriate funds for complete on going projects at Nugget Ln, Lupine Dr, Bighorn Rd at Pitkin and Bighorn
Creeks, as well as scour mitigation at Main Gore Dr and Chamonix Rd ($1.1M); 2026: Kinnikinnick East Bridge
Rehabilitation
Seibert Fountain Improvements - 27,082 27,082 - 100,000 - - 2024: Re-appropriate funds for fountain upgrades ($27.0K) not complete in 2023; 2026: Placeholder for pump
replacement
Roundabout Lighting Project - 1,236,697 1,236,697 - 2,000,000
- -
2026: New lighting at the West Vail roundabout. Current light poles will be replaced with 30' LED light poles and would
incorporate smart transportation equipment such as traffic cameras ($2M); 2024: Re-appropriate funds to complete
lighting project at Town Center ($1.2M)
Neighborhood Drainage Master Plan Update - - - 350,000 - - - 2025: Develop Town Drainage Master Plan to be consistent with new East Vail Drainage Master Plan & updated rainfall
intensities
Neighborhood Road Reconstruction - 1,588,809 1,588,809 - - 1,000,000 - 2024: Re-appropriate funds for Meadow Dr culvert lining project, culvert replacement on Black Gore Dr, design for
drainage improvements at Meadow Dr/Meadow Ln ($1.6M) 2027: East Vail Road Drainage Improvements
West Lionshead Circle Crosswalk - - - - 100,000 650,000 - 2026/2027: $750K for crosswalk at Lionshead place
60
2024 2024
2024 Amended Forecast 2025 2026 2027 2028
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
East Vail Interchange Underpass Sidewalk - - - - - 750,000 -
2027: Request from the Planning and Environmental Commission to construct a pedestrian sidewalk beneath the East
Vail interchange; pedestrian count study at the underpass is recommended to be completed before the start of this
project. Project deferred from 2020 to 2027; 2027: Request from the Planning and Environmental Commission to
construct a pedestrian sidewalk beneath the East Vail interchange; pedestrian count study at the underpass is
recommended to be completed before the start of this project. Project deferred from 2020 to 2027
Vail Village Streetscape/Snowmelt Repair 1,500,000 2,933,961 2,933,961 - 1,250,000 - - 2024 - 2026: Replacement of 18 yr. old streetscape and snowmelt infrastructure (piping) in Vail Village; Re-appropriate
funds for ongoing Vail Village Streetscape/Snowmelt repair ($1.4M)
Vail Road Sidewalk Construction - - - 100,000 1,000,000 - - 2025: Sidewalk construction on Vail Rd. between Beaver Damn and Forest Rd. ; 2025/2026: Sidewalk construction on
Vail Rd. between Beaver Dam and Forest Rd.
East Mill Creek Culvert Replacement - - - - - 100,000 1,000,000 2025: Replace the metal pipe culvert from Vail Valley drive from Gold Peak to Manor Vail; 2027/2028: Replace the
metal pipe culvert from Vail Valley drive from Gold Peak to Manor Vail
Sandstone Creek Culvert Replacement at Vail View - - - - - 100,000 1,000,000 2025: Replace the metal pipe culvert at Sandstone Creek and Vail View Drive; 2027/2028: Replace the metal pipe
culvert at Sandstone Creek and Vail View Drive
Lionshead Streetscape/Snowmelt Replacement (VRA)- 250,000 250,000 - - - - 2024: Re-appropriate funds for the completion of 18 yr. old streetscape and snowmelt infrastructure replacement
($250k)
Total Road and Bridge 3,215,000 9,508,179 9,508,179 1,975,000 6,773,000 4,137,000 4,225,000
Technology
Town-wide camera system 30,000 30,000 30,000 50,000 50,000 25,000 25,000 $30K Annual maintenance; 2024-2028: Annual maintenance
Audio-Visual capital maintenance 150,000 150,000 150,000 100,000 50,000 50,000 50,000 Annual maintenance / replacement of audio-visual equipment in town buildings such as Donovan, Municipal building,
Grand View, LH Welcome Center; Replacement cycle every 3-5 years
Cybersecurity 125,000 125,000 125,000 125,000 125,000 125,000 125,000
Annual 'Investment in cybersecurity, to keeps up with the ongoing changes that are required to maintain a safe and
secure computing environment (previously budgeted in software licensing); 2023: Includes additional firewall purchase;
Annual 'Investment in cybersecurity, to keep up with the ongoing changes that are required to maintain a safe and
secure computing environment (previously budgeted in software licensing) - $125k
Software Licensing 865,000 865,000 865,000 890,950 917,679 945,209 973,565 Annual software licensing and support for town wide systems (3% Annual Increase)
Hardware Purchases 75,000 75,000 75,000 85,000 85,000 85,000 85,000 2024-2028: Workstation replacements (20-25 per year)
Website and e-commerce 70,000 70,000 70,000 67,500 157,500 67,500 67,500
2024-2028: Annual website maintenance ($60K); 2024: New Website ADA Compliance Tool Implementation ($10K);
2025-2028: Website ADA Compliance Tool Continuation ($7,500); 2026: Placeholder to reevaluate current system and
assess the need to upgrade ($90k)
Fiber Optics / Cabling Systems in Buildings 50,000 795,626 795,626 50,000 50,000 50,000 50,000 2024-2028: Repair, maintain & upgrade cabling/network Infrastructure ($50K); 2024: Re-appropriate funds towards
ongoing construction costs for network upgrade ($595.6K); Increase for higher than expected engineering costs ($150K)
Network upgrades 150,000 150,000 150,000 150,000 125,000 50,000 50,000 Computer network systems - replacement cycle every 3-5 years ($50K); Additional labor costs related to network
replacement ($15K); Annual Computer network systems - replacement cycle every 3-5 years
Data Center (Computer Rooms)150,000 150,000 150,000 150,000 150,000 150,000 150,000 2024-2028: $150K data center maint
Data Center equipment replacement 1,750,000 1,750,000 1,750,000 - - - - 2024: Replacement of data center main stacks ($1.75M)
Broadband (THOR)110,000 110,000 110,000 125,000 125,000 125,000 125,000 2024-2028: Annual Broadband Expenses
Business Systems Replacement - 90,000 90,000 30,000 100,000 30,000 - 2024: Re-appropriate funds for HR performance management system ($17.5K) and budget software ($40K); Budget
software price increase funded with 2023 savings from other business systems ($32.5K) 2025/2027: $30K every other
year for parking system upgrades; 2026: Placeholder for Business System Replacements ($100k)
Total Technology 3,525,000 4,360,626 4,360,626 1,823,450 1,935,179 1,702,709 1,701,065
Public Safety
Public Safety System / Records Mgmt. System (RMS) - - - 660,000 - - - Town's portion of Dispatch Records Management system
Public Safety IT Equipment 40,000 40,000 40,000 35,000 35,000 35,000 35,000
Annual Maint/Replacement of PD IT Equipment including patrol car and fire truck laptops and software used to push
information to TOV and other agencies; TOV portion of annual Intergraph software maintenance; ; Annual
Maintenance/Replacement of PD IT Equipment including patrol car and fire truck laptops and software used to push
information to TOV and other agencies;
Public Safety Equipment 140,600 188,963 188,963 140,600 117,000 117,000 117,000 Axon body camera system ($125K in 2024-2025; $102K in 2026-2028); Flock LPR Cameras ($15K annually); 2024:
Reappropriate Acquisition of two police K9s ($41.0K) and associated vehicle modifications ($7.4k)
Terradyne Public Safety Vehicle 145,000 145,000 145,000 - - - - 2024: $145,000 for the Town of Vail contribution towards the acquisition of a terradyne armored vehicle by the Eagle
County Special Operations Unit (Maintenance cost to be funded by the Town of Avon)
61
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2024 Amended Forecast 2025 2026 2027 2028
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
Fire Safety Equipment - - - 45,000 51,000 368,000 230,000 2025: $45K knox box system replacement/upgrade; 2026: $16K drone expansion; $35K Extrication Equipment; 2027:
Self Contained Breathing Apparatus Replacement ($368k); 2028: Heavy Hydraulic Extrication Equipment Replacement
($130K); Special Rescue Trailer Replacement ($50K); Fire Hose Replacement ($50K)
Thermal Imaging Cameras - - - - 15,000 - 15,860 For the purchase of 3 cameras (2019,2020,2022) which will allow firefighters to see through areas of smoke, darkness,
or heat barriers; 2026/2028: Placeholders for thermal camera replacement ($15K)
Event Equipment - 6,007 6,007 - - - - 2024: Purchase of additional storage container for Santa's Village ($6.0K)
Radio Equipment replacement/expansion 720,000 - - 1,020,000 - - - Replacements of radios for PW, PD and Fire (approximately every 5 years); 2024: Defer fire department radio
replacement to 2025
Fire Truck Replacement - 1,723,309 1,723,309 - - 1,030,000 -
2024: Re-appropriate remaining costs for Type 3 Engine Upfitting ($19.2K), Aerial Apparatus Upfitting ($760.4K); Re-
appropriate Enforcer Aerial Ladder Truck received in 2024 ($936.3K); 2027: E3 Regular Fire Engine Replacement
($1.0M)
Total Public Safety 1,045,600 2,103,279 2,103,279 1,900,600 218,000 1,550,000 397,860
Community and Guest Service
Children's Garden of Learning Temporary Facility Relocation - 32,248 32,248 - - - - 2024: Re-appropriate $32.2K towards ongoing gutter and heat tape repairs and replacements
Loading and Delivery Capital - 126,815 126,815 - - - - 2024 includes 3 club car purchases, in addition to the four purchased in 2023
Energy Enhancements 52,500 114,130 114,130 110,000 138,000 264,000 200,000
2024-2028: Installation of EV stations to meet increased demand. There is potential for grants to offset the initial capital
cost of the equipment and installation; 2024: Re-appropriate funds for Public Works Shop EV Chargers and electrical
service upgrade ($61.6K)
Pedestrian Safety Enhancements - 366,213 366,213 200,000 2,000,000 - - 2024: Re-appropriate $16K for lighting crossing at Safeway; $350K Construction of RRFB Pedestrian Crossing at
Safeway; 2025/2026 Pedestrian Improvements through Main Vail Underpass
Bollard Installation Project - 483,536 483,536 - - -
Installation of retractable and standard bollards throughout the Vail & Lionshead Villages and Ford Park ($650K) offset
by $250K MMOF Grant in 2023; Re-appropriate funds for ongoing bollard installation project less $45K in funds shifted
to loading and delivery project ($483.5K)
Civic Area Redevelopment- Dobson - 3,896,275 3,896,275 50,350,000 - - - 2024: Re-appropriate funds for ongoing Dobson Redevelopment project ($3.9M); 2025: Placeholder for Civic Area
Redevelopment / Dobson
Underground Utility improvements 1,700,000 4,187,838 4,187,838 - - - - 2024: Underground HCE from Main Vail to East Vail in conjunction with fiber conduit ($1.7M) offset by reimbursement
above; Re-appropriate unspent 2023 funds towards project ($2.5M)
Guest Services Enhancements/Wayfinding - 759,416 759,416 - 800,000 1,200,000 1,200,000 2024: Re-appropriate funds to complete wayfinding signs project ($8.1K); Re-appropriate ongoing parking and transit
signage update project ($751.3K); 2026: VMS Replacements; 2027: Updated Wayfinding Signage Program
Electric Vehicle Pilot Program - 78,615 78,615 - - - - 2024: Re-appropriate purchase of Ford F150 lightning for pilot testing.
Vehicle Expansion 133,000 326,815 326,815 - 60,000 - - 2024: 2 PD take-home vehicles, final stage of program implementation ($133k); 2026: Additional Vehicle for Deputy
Chief of Community Risk Reduction Position ($60k)
Total Community and Guest Service 1,885,500 10,371,901 10,371,901 50,660,000 2,998,000 1,464,000 1,400,000
Total Expenditures 17,390,600 48,621,588 48,621,588 63,008,850 18,815,763 16,980,140 15,006,300
Dobson Financing Sources (Uses)
Transfer from VRD - - - - 3,000,000 - - Estimated contribution from VRD for ice system
Transfer from RETT/GF - - - - 1,762,546 - - $1.0M from GF; $762.0K RETT
Transfer from Vail Reinvestment Authority 200,000 4,541,840 4,541,840 4,636,681 - - -
2024: Re-appropriate transfer from VRA for Dobson renovation ($3.8M); Children's Garden of Learning Relocation
($32.2K); Frontage Road Enhancements ($220.1K); Lionshead Streetscape/Snowmelt Repairs ($250.0K); 2025/2026:
Improvements to S. Frontage Rd Medians ($200K); 2025 - 2028: Dobson
Dobson COP Proceeds - - - 24,730,000 - - - Assumption: VRA Dobson financing proceeds
Total Dobson Financing Sources (Uses)200,000 4,541,840 4,541,840 29,366,681 4,762,546 - -
Other Financing Sources (Uses)
Debt Service Payment (1,158,592) (1,158,592) (1,158,592) (1,070,650) (1,529,500) (1,153,620) (1,200,000) Annual Debt Payment for PW Shops; Debt Payment for PW Shops
Transfer to Housing Fund (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) 2024-2028: $2.5M Transfer to Housing Fund for Vail InDeed program
Transfer from Marketing Fund - 6,007 6,007 - - - - 2024: Re-appropriate transfer from the Marketing Fund for Kringle Krossing Storage Container
Transfer from General Fund - 48,363 48,363 - - - 2024: Re-appropriate Transfer from Police Seizure Funds to cover K-9 acquisitions ($41K) and K9 Vehicle mods (7K);
2025: Transfer from General Fund towards Dobson
Total Financing Sources and Uses (3,458,592) 937,618 937,618 25,796,031 733,046 (3,653,620) (3,700,000)
62
2024 2024
2024 Amended Forecast 2025 2026 2027 2028
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
Revenue Over (Under) Expenditures (841,817) (20,223,890) (19,432,686) (17,898,838) 5,737,783 1,810,521 1,065,728
Beginning Fund Balance 49,660,965 49,660,965 49,660,965 30,228,279 12,329,441 18,067,224 19,877,745
Ending Fund Balance 48,819,148 29,437,075 30,228,279 12,329,441 18,067,224 19,877,745 20,943,473
63
2024 2024
Amended Forecast 2025 2026 2027 2028
Revenue
Real Estate Transfer Tax 7,000,000$ 7,700,000$ 7,500,000$ 7,575,000$ 7,651,000$ 7,728,000$ 2025 flat; 2026-2028 2.0% annual increase
Golf Course Lease 175,151 175,151 176,903 178,672 180,458 182,263
Annual lease payment from Vail Recreation District; Rent income funds the "Recreation Enhancement Account" below; Annual
lease payment from Vail Recreation District; annual increase will be based on CPI; New rate effective 2020 with lease signed in
2019; Rent income funds the "Recreation Enhancement Account" below
Intergovernmental Revenue 850,960 850,960 30,000 30,000 30,000 30,000
2024-2028: $30K lottery proceeds used annual for park projects; 2024: $240K CDPHE Grant for water quality projects; 2024: Re-
appropriate Eco Trails Reimbursement for Dowd Junction ($150.0K) and remaining ERWSD Reimbursement for Dowd Junction
($312.2K); Re-appropriate remaining CDPHE Water Quality Grant ($22.9K); Re-appropriate unused potion of CPW Bear Education
Grant ($10.8K); Eagle County reimbursement for wildfire risk reduction ($55.0K); Reimbursement from the Vail Recreation District
for the Golf Course Stormwater Study ($30.0K)
Project Reimbursements 75,000 75,000 - - - - 2024: Evergreen Redevelopment Project Reimbursement for Middle Creek Restoration Fund ($75K)
Donations 30,000 30,000 - - - - 2024: Logan donation towards Artist in Residency sculpture acquisition
Recreation Amenity Fees 10,000 10,000 10,000 10,000 10,000 10,000 $10K annually
Bag Fees 97,800 97,800 50,000 50,000 50,000 50,000 2024: Re-appropriate utilization of bag fee towards recycling center catwalk replacement ($9.0K); Utilize bag fees for Zero Hero
Waste Program ($38.8K)
Earnings on Investments and Other 68,667 68,667 211,375 45,219 30,783 28,970 2024-2028: 0.7% return assumed
Total Revenue 8,307,578 9,007,578 7,978,278 7,888,891 7,952,242 8,029,233
Expenditures
Management Fee to General Fund (5%)350,000 350,000 375,000 378,750 382,550 386,400 5% of RETT Collections - fee remitted to the General Fund for administration; Increase based on YTD collections ($30K); 5% of
RETT Collections - fee remitted to the General Fund for administration
Wildland
Forest Health Management 725,415 725,415 730,186 766,695 805,030 845,281 Wildland Operations; 2024: Personnel and supply costs reimbursed by Eagle County for wildfire risk reduction ($30.0K)
Wildland Fire Equipment - - - - 13,000 53,800 2027: Wildland hose ($13.0K); 2028: VHF radio replacement ($53.8K)
Wildfire Mitigation 35,000 35,000 10,000 10,000 10,000 10,000 2024-2028: $10K annually to support wildfire mitigation projects as identified in the 2020 Vail Community Wildfire Protection Plan;
Burn prep and fuels reduction on Bald Mountain Road funded by Eagle County($25.0K)
Fire Free Five - Rebate Program 173,189 173,189 100,000 - - -
2024-2025: $100K annually for the Fire Free Five Community Assistance Program provides funding to community members for the
implementation of defensible space within the first five feet of the building; 2024: Re-appropriate remaining funds towards ongoing
Fire Free Five rebate program ($73.2K)
Wildland Fire Shelter - - - 17,500 - - 2024: Wildland shelter safety device; Deferred to 2026; 2026: Placeholder for wildland shelter safety
Fire Free Five - TOV Implementation 80,000 80,000 - - - - 2024: $50K Continuation of Fire Free Five at TOV facilities; Re-appropriate $30K towards ongoing Fire Free Five projects
Total Wildland 1,013,604 1,013,604 840,186 794,195 828,030 909,081
Parks
Annual Park and Landscape Maintenance 2,377,001 2,377,001 2,402,635 2,448,311 2,474,714 2,521,760 Annual: Ongoing path, park and open space maintenance, project mgmt. Includes trail host program ($20K)
Park / Playground Capital Maintenance 219,000 219,000 186,500 169,000 170,000 169,000 2024: Re-appropriate funds towards improvements of deteriorating wooden structures at Sunbird Park ($40.0K)
Tree Maintenance 125,000 125,000 85,000 85,000 85,000 85,000 Annual on going pest control, tree removal and replacements in stream tract, open space, and park areas
Street Furniture Replacement 107,000 107,000 35,000 35,000 35,000 35,000 2024: $72K to replace blue Covid picnic tables with a more aesthetically pleasing option
Village Art Landscape Enhancements 25,000 25,000 - - - - 2024: Re-appropriate funds for the planting bed at Squash Blossom on Bridge Street ($25K)
Stephens Park Safety Improvements 19,904 19,904 - - - - 2024: Re-appropriate funds for remaining equipment cost ($4.9K); Installation of a split-rail fence between park and frontage road
($15.0K)
Ford Park- Betty Ford Way Pavers 50,000 50,000 - - - -
2023: $116K for remaining project costs under contract; Construction of new concrete unit paver roadway, new steel guardrail,
stream walk intersection improvement, and landscaping improvements. This project would be coordinated with BFAG; 2024: Re-
appropriate funds towards grading and landscape final touch up at streamwalk entrance and guardrail ($50.0K)
Ford Park Enhancement: Priority 3 Landscape area 5,946 5,946 - - - - 2024: Re-appropriate $5.9K towards on-going landscape repairs and plant material replacement
Ford Park Lower Bench Turf/Irrigation - - 300,000 - - - 2025: $300K Replacement of worn turf grass area and inefficient irrigation system
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
64
2024 2024
Amended Forecast 2025 2026 2027 2028
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
Ford Park Playground Improvements 497,804 497,804 - 300,000 - - 2024: Completion of safety improvements to the Ford Park play area; Re-appropriate $229.8K to go towards safety improvements
at Ford Park playground
Ford Park Picnic Shelter - - - 350,000 - - 2026: Replace Ford Park picnic shelter
Ford Park Master Plan Capital Design 200,000 200,000 - - - - 2024: Design for ADA compliant routes and Tennis Center renovation
Turf Grass Reduction 150,000 150,000 - - - - 2024: Continuation of Turf Grass Reduction projects at Main Vail and West Vail Roundabouts and Municipal Building
Playground Restroom Replacements - - - - 400,000 - 2027: Replace modular restroom building at Bighorn Park
Donovan Park Improvements 20,000 20,000 - - - 2024: Re-appropriate funds to complete rock garden renovations ($20.0K)
Willow Park Drainage Improvements - - - 125,000 - - 2026: Improvements to drainage and inefficient irrigation system
Pirateship Park Improvements 300,000 300,000 - - - - 2024: Safety improvements: replace wood siding and add climber
Donovan Park Playground Safety Improvements - - - 275,000 - - 2026: Replace decks, worn equipment , etc.
Gore Creek Promenade Rehabilitation 368,897 368,897 750,000 - - -
2025: Planning, design, and rehabilitation of the Gore Creek Promenade caused by excessive guest visitation. Project would
include expansion of heated paver walkways, ground-level wood picnic deck, artificial lawn area, landscape enhancements, and a
stream walk connection to the Covered Bridge Pocket Park (Deferred from 2023); 2024: Re-appropriate funds for ongoing project;
design work for this project to take place in 2024 ($409K); Shift funds to clean steps between Children's Fountain and Gore Creek
Promenade ($40.0K)
Steps between Gore Creek Promenade and Children's
Fountain 40,000 40,000 - - - - 2024: Tree removal and landscaping on steps from Children's Fountain to Gore Creek Promenade ($40.0K)
Lionshead Skate Park Capital Maintenance - - 50,000 - - 2025: Replacement of Lionshead skate park fencing ($50K) reimbursed by the Vail Reinvestment Authority
Slifer Fountain Feature Four Repair 75,000 75,000 - - - - 2024: Repair plumbing leak in feature supply line in Slifer Plaza ($75k)
Buffehr Creek Park Safety Improvements - - - - - 400,000 2028: Replacement 20-yr old playground equipment with custom build deferred from 2025 to 2028
Ellefson Park Safety Improvements - - - - 350,000 - 2027: Replacement 15-yr old playground equipment with custom build (deferred from 2025 to 2027)
Total Parks 4,580,552 4,580,552 3,809,135 3,787,311 3,514,714 3,210,760
Rec Paths and Trails
Rec. Path Capital Maintenance 175,000 175,000 85,000 85,000 85,000 85,000 Annual Capital maintenance of the town's recreation path system ($85k); 2024: Recreation path improvements ($65k); 2024: Re-
appropriate funds towards shouldering improvements ($25K)
Recreation Path Safety Improvements 75,000 75,000 - - - - 2024: Design of recreation path safety improvements ($75K)
Bike Safety 10,000 10,000 10,000 10,000 10,000 10,000 $10K annual cost for bike safety programs
Bike Path Signage 46,081 46,081 - - - - 2024: Re-appropriate funds towards replacement of bike wayfinding signage, striping, and etiquette signage town-wide
Pedestrian Bridge Projects 882,988 882,988 - - - 400,000 2024: $550K for pedestrian overpass; Re-appropriate $333.0K for pedestrian overpass rehab
Gore Valley Trail Reconstruction - - 80,000 - 80,000 - 2025/2027: Placeholders for Gore Valley Trail Maintenance
East Vail Interchange Improvements 204,543 204,543 - - - - 2024: Re-appropriate funds for development of a landscape improvement plan due to landscaping and drainage issues ($204.6K)
Dowd Junction repairs and improvements 817,663 817,663 - - - - 2024: Re-appropriate funds for ongoing restabilitzation of Dowd Junction retaining wall ($817.7K)
Portalet Enclosures 53,130 53,130 - - - - Re-appropriate funds for installation of screens received in 2023 ($8.1K)
Booth Lake Trailhead Parking Restroom 2,500 2,500 - - - - 2024: Re-appropriate funds for final landscaping costs ($2.5K)
Total Rec Paths and Trails 2,266,905 2,266,905 175,000 95,000 175,000 745,000
Recreational Facilities
Golden Peak Pickleball Sound Barriers 1,498 1,498 - - - - 2024: Re-appropriate funds for purchase of remaining panels ($1.5K)
Nature Center Operations 112,654 112,654 116,033 119,514 121,905 124,343 Nature Center operating costs(Contract with Walking Mountains)
Nature Center Capital Maintenance 8,064 8,064 26,291 4,990 14,098 - 2024: path and walkway repairs ($8.1K); 2025: signage ($16.6K); regravel access road ($9.8K); 2026: benches and tables; 2027:
Slope roofing ($14.1K);
Nature Center Redevelopment 383,522 383,522 - - - - 2024: Re-appropriate $383.5K for further planning and design for a nature center remodel; Nature Center Construction is currently
unfunded
Total Recreational Facilities 505,738 505,738 142,324 124,504 136,003 124,343
65
2024 2024
Amended Forecast 2025 2026 2027 2028
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
Environmental
Environmental Sustainability 814,006 814,006 865,857 909,150 975,608 1,002,338
2024: Annual operating expenditures for Environmental department (4.25 FTEs); includes $50K for hard-to=recycle events,
professional dues to organizations such as CC4CA, Climate Action Collaborative, etc.; $14k sustainability intern, $14K Waste
Education intern; $14K Water Quality Intern; 2024: Eliminate one intern position and use savings towards a transfer to General
Fund to increase budget and scope of Destination Stewardship Management Plan ($13.5K reduction); Clean-up day volunteer
incentives ($2.9K)
Recycling and Waste Reduction Programs 200,400 200,400 100,275 105,289 110,553 116,081
2024: Continue Compost Residential Expansion ($15k); Love Vail Website ($8k); Recycling and Composting Hauls to Eagle County
($25k); Recycling Compliance and Education ($7.5k); Actively Green ($40k); Re-appropriate funds towards business compost
program funds ($24.0K), residential compost program funds ($24.0K), and ball cup program funds ($12.1K); $6.0K in additional
funding for ball cup order of 12oz cups; Continuation of Zero Hero Waste program ($38.8K) - Funded through bag fees
Recycling Center Catwalk Replacement 16,500 16,500 - - - - 2024: Re-appropriate catwalk replacement at recycling center ($16.5K) - Funded with $9K of bag fees
Ecosystem Health 609,017 609,017 235,218 246,979 259,328 272,294
2024: CC4CA Retreat Host Community ($18k); Open Lands Plan Implementation ($32k); Strategic Plan Rollout / Completion
($10k); Sustainable Destination Recertification & Fees ($20k); Sustainable Destination Reporting, Travel, Program ($25k); USFS
Front Ranger Program ($29k); Wildlife Habitat Improvements, Wildlife Forum ($100k); Re-appropriate funds towards Dowd Junction
Safe Passage Study partnership with CDOT ($175.0K), wildlife habitat improvements ($100.0K), biodiversity study ($50.0K), and
ongoing Protect Wildlife bear campaign ($36.8K); additional funds for ongoing Protect Wildlife bear campaign ($13.2K)
Energy & Transportation 137,500 137,500 102,375 107,494 112,868 118,512 2024-2028: Energy Smarts ($40K); Sole Power ($5K); Sole Power App ($50K); Greenhouse Gas Inventory ($25K); Energy-related
education and outreach ($2.5K); 2024: Car share feasibility study ($15.0K)
E-Bike Programs 243,000 243,000 255,150 267,908 281,303 295,368 E-Bike Share$225K; E-Bike Ownership program ($18K); $15K for E-Bike Rebate program
E-Bike Share Infrastructure 14,711 14,711 - - - - E-Bike Share Infrastructure- Gravel pads and bike racks; 2024: Re-appropriate funds for additional gravel pads and bike racks
($14.7K)
Streamtract Education/Mitigation 30,000 30,000 30,000 30,000 30,000 30,000 2024 - 2028: Annual streamtract education programming such as "Lunch with Locals" landscape workshops ($50k), City Nature
Challenge and storm drain art
Water Quality Infrastructure 195,007 195,007 - - - - 2024: Re-appropriate funds for ongoing water quality infrastructure project ($195.0K)
Water Quality Maintenance 350,000 350,000 216,300 222,789 229,473 236,357
2024-2028: Annual cleaning and draining of frog gutter bins ($150k) and water quality vaults ($60k); 2024: Placeholder for updated
water quality study ($75K); 2024: Increase in cost of cleaning of frog gutter bins and water quality vaults based on higher-than-
expected spring-time cleaning costs ($35K); Increase in cost for golf course water quality study, offset by reimbursement from VRD
($30.0K)
Streambank Mitigation 35,000 35,000 - - - - 2024: Re-appropriate funds for streambank planting project ($35K)
Middle Creek Restoration Fund 75,000 75,000 - - - - 2024: The Evergreen redevelopment project is required to provide a restoration plan for Middle Creek. The property is owned by
the Town of Vail. The Town will fund the restoration plan and be reimbursed by the developer (reimbursement included above)
Private Streambank Mitigation Program 80,000 80,000 50,000 50,000 50,000 50,000 2024 - 2028: Private Streambank Mitigation Program
Booth Heights Open Space 18,778,754 18,778,754 - - - - 2024: Re-appropriate acquisition of Booth Heights parcel for open space ($17.6M); Increase acquisition cost for additional legal
fees ($1.1M)
Gore Creek Interpretive Signage 222,165 222,165 - - - - 2024: Re-appropriate funds towards ongoing project ($190.5K); New request of $32K for Gore Creek signage using savings from
the 2023 streambank restoration project for increased costs
Energy Efficiency Performance Contract 150,000 150,000 - - - - 2024: Placeholder for an energy audit to facilitate an Energy Efficiency Performance Contract.
Welcome Center Educational Displays - - - 150,000 - - 2026: Placeholder to update Welcome Center displays ($150k)
Total Environmental 21,951,060 21,951,060 1,855,175 2,089,608 2,049,133 2,120,950
Art
Public Art - Operating 188,525 188,525 197,951 207,849 218,241 229,153 2024 - 2028: Art in Public Places programming and operations
Public Art - General program / art 173,167 173,167 60,000 60,000 60,000 60,000
2024: Re-appropriate funds to purchase sculptures, artwork, art programs and events ($423.2K); Utilize funds for Art Space Studio
construction ($360K); Logan donation towards Broel sculpture acquisition- see corresponding revenue above; 2024-2028: Annual
funds purchase sculptures, artwork, art programs and events; remainder is re-appropriated each year to accumulate enough funds.
($60k)
Public Art - Winterfest 79,383 79,383 30,000 30,000 30,000 30,000 2024: Re-appropriate donated funds towards 2024 Winterfest program; 2024-2028: $30K Winterfest budget.
66
2024 2024
Amended Forecast 2025 2026 2027 2028
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
Seibert Memorial Statue- Maintenance 11,692 11,692 - - - - 2024: Re-appropriate donated funds towards upkeep of sculpture ($11.7K)
Art Space 1,420,375 1,420,375 - - - - 2024: Re-appropriate funds towards construction of Art Space Studio in Ford Park ($760.4K); $660K cost increase funded by
$360K of General Program Art Funds and $300K of 2023 RETT savings
Artist In Residency - Operating 30,000 30,000 62,500 62,500 62,500 62,500 2024 - 2028: Operating costs for artist in residency program utilizing the new Art Space
Artist In Residency - Capital Art Acquisitions 20,000 20,000 37,500 37,500 37,500 37,500 2024 - 2028: Capital art acquisition costs associated with artist in residency program.
Total Art 1,923,142 1,923,142 387,951 397,849 408,241 419,153
Community
Council Contribution: Betty Ford Alpine Garden Support 79,195 79,195 76,142 76,142 76,142 77,665 Annual operating support of the Betty Ford Alpine Gardens; annual increase to follow town's general operating annual increase
Council Contribution: Eagle River Watershed Support 42,000 42,000 42,840 42,840 42,840 43,697 Annual support of the Eagle River Watershed Council programs
Council Contribution: Trail Alliance 17,500 17,500 - - - - 2024: Adopt A Trail Council Contribution for trails in or bordering the Town
Total Contributions 138,695 138,695 118,982 118,982 118,982 121,362
VRD-Managed Facilities & Maintenance
Recreation Enhancement Account 539,321 539,321 176,903 178,672 180,458 182,263 Annual rent paid by Vail Recreation District; to be re-invested in asset maintenance; 2024: Re-appropriate funds to be re-invested
in maintenance ($354.9K); Additional $9.3K for lease payment collected over budget
Recreation Facility Maintenance 22,000 22,000 22,000 22,000 22,000 22,000
2023: Reappropriate $22K for contingency; Annual $22K for general RETT facility maintenance; ; Annual $22K for general RETT
facility maintenance
Synthetic Turf Replacement 472,000 472,000 - - - - 2024: Re-appropriate funds towards synthetic turf replacement ($472K)
Golf Clubhouse 12,484 12,484 131,323 64,060 - 58,319
2024: Heat tape replacement ($13.7K); 2025: circulation pumps ($98.0K), clubhouse parking lot mill & overlay ($23.9K), clubhouse
signage ($9.4K); 2026: Stucco/stone ($37.3K), wood trim ($26.8K); 2028: Clubhouse exterior door replacement ($32.2K),
Clubhouse parking lot mill & overlay ($26.2K)
Athletic Field Restroom/Storage Building 1,000,000 1,000,000 - - - - 2024: Re-appropriate $1.0M for the replacement of existing restroom/concession with new 2000 sq. ft. restroom/storage building.
Golf Course - Other 432,069 432,069 3,954 237,660 169,325 33,359
2024: Maintenance building Gas Fired Heater ($6.5k); Maintenance building overhead radiant heating ($12.9k); Maintenance
building wood privacy fencing ($2.7k); 2024: Re-appropriate $410K for completion of golf course projects; 2025: Maintenance
building asphalt driving and parking area; 2026: Maintenance building streambank restoration ($234.1K) exterior doors ($3.5K);
2027: Split costs: 1st hole path planking ($77.6K); 1st hole bridge planking and stone veneer ($53.4K); 2nd hole bridge planking
($14.2K), 11th hole ped bridges ($18.9K); 2028: Maintenance building stucco ($25.2K), Maintenance building asphalt ($4.7K),
Maintenance building wood privacy fencing ($3.4K)
Drainage Improvements & Fence near Golf Maintenance
Building 295,410 295,410 - - - - 2024: Drainage and grading improvements and fence repair near golf maintenance building ($295K)
Dobson Ice Arena 643,731 643,731 118,815 - - - 2024: Wood trim repairs ($11.3), chemical feed system repairs ($6.0K); 2025: Boiler and circulation system ($77.2K), Water
filtration issues ($27.6K); Exhaust Stacks ($3.7K); 2024: Re-appropriate funds towards repairs not completed in 2023 ($626.4K)
Ford Park / Tennis Center Improvements 150,854 150,854 54,166 1,462,552 - - 2024: Furnace, hot water tank, baseboards replacement ($13.3K); Re-appropriate funds towards incomplete projects ($137.6K)
2025: Wood siding and windows ($54.2K); 2026 includes a rebuild of tennis courts, retaining walls, and court fencing
Athletic Fields 116,547 116,547 99,319 - 26,704 - 2024: Asphalt parking lot repairs ($9.3K); Re-appropriate grading and drainage repairs ($108.2K); 2025: Asphalt parking lot
($99.3K); 2027: Asphalt parking lot repairs ($11.1K), wood structure paint ($9.3K), wood trim, post, & beam repair ($6.2k)
Gymnastics Center 219,399 219,399 59,041 - - - 2024: Re-appropriate ongoing repairs from 2023 ($354.9K); 2025: Furnace ($27.6K), Elevator ($27.6K); concrete stairs and
walkways (3.0K);
Total VRD-Managed Facilities & Maintenance 3,903,815 3,903,815 665,520 1,964,944 398,487 295,941
Total Expenditures 36,633,511 36,633,511 8,369,273 9,751,143 8,011,139 8,332,990
67
2024 2024
Amended Forecast 2025 2026 2027 2028
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
Other Financing Sources (Uses)
Transfer to CPF - - (762,546) - - - Transfer to CPF for Dobson
Transfer from/(to) General Fund for Booth Heights 3,562,500 3,562,500 (200,056) (200,056) (200,056) (200,056) Payback of funds for Booth Heights acquisition costs over 20 years, 2024-2043 - $5.64M; 2024: Re-appropriate transfer of a loan
from the General Fund for the acquisition of the Booth Heights Parcel ($5.6M)
Transfer from/(to) General Fund - Other (10,620) (10,620) - - - - 2024: Transfer to General Fund for increase in budget and scope of Destination Stewardship Management Plan; Transfer from
General Fund for Clean-Up Day volunteer incentives
Revenue Over (Under) Expenditures (24,774,053) (24,074,053) (1,353,598) (2,062,308) (258,954) (503,813)
Beginning Fund Balance 31,887,550 31,887,550 7,813,497 6,459,899 4,397,591 4,138,637
Ending Fund Balance 7,113,497$ 7,813,497$ 6,459,899$ 4,397,591$ 4,138,637$ 3,634,825$
68
TOWN OF VAIL 5-YEAR PLAN
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
HOUSING FUND
2024 2024 2024
Budget Amended Forecast 2025 2026 2027 2028
Revenue
Housing Sales Tax 4,950,000$ 4,950,000$ 4,950,000$ 4,949,999$ 5,049,000$ 5,150,000$ 5,253,000$
Reimbursement from CPF for North Trail
Townhome Unit D (TOV unit)308,799
Transfer in from Capital Projects Fund 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Workforce Housing Sales 1,100,000 1,100,000
Lionsridge purchase 5,000,000
Total Revenue 7,450,000 8,550,000 8,858,799 12,449,999 7,549,000 7,650,000 7,753,000
Expenditures
Housing Programs
InDeed Program 2,500,000 3,019,645 3,019,645 1,500,000 2,500,000 2,500,000 2,500,000
Buy Down Housing 106,891 106,891
Timber Ridge Unit Purchase 25,449,948
Brown Residence 2,275,000
Future Purchases 1,500,000 1,500,000
Pitkin Creek Unit #14A 4,000 4,000
Pitkin Creek Unit #3B 785,444 785,444
Construction Housing Projects
Timber Ridge Redevelopment 80,920 80,920
Timber Ridge Habitat Contribution 2,000,000
W. Middle Creek Development 3,892,046 3,892,046
W. Middle Creek Development Legal Fees 50,000 50,000
Residences at Main Vail Opportunity Fee 50,000 50,000
Land Purchases for future Housing
CDOT Parcel Acquisition Placeholder 5,920,000 5,920,000
Eagle-Vail Parcel Placeholder 50,000 50,000
Total Expenditures 2,500,000 15,458,946 15,458,946 5,775,000 27,949,948 2,500,000 2,500,000
Operating Income 4,950,000 (6,908,946) (6,600,147) 6,674,999 (20,400,948) 5,150,000 5,253,000
Other Finance Sources (Uses
Loan from GF for TR units 13,721,299 (13,721,299)
Transfer to Timber Ridge- Site and Podium (9,000,000) (9,093,105) (10,464,365) 11,647,849
Transfer to Timber Ridge- CDOT Land
Acquisition (1,715,000) (1,715,000) 1,715,000
Total Other Finance Sources (Uses)(9,000,000) (10,808,105) (12,179,365) - 13,721,299 (358,450) -
Surplus (Deficit) Net of Transfers and One-Time Items(4,050,000) (17,717,051) (18,779,512) 6,674,999 (6,679,649) 4,791,550 5,253,000
Beginning Fund Balance 18,784,163 18,784,163 18,784,163 4,650 6,679,649 - 4,791,550
Ending Fund Balance 14,734,163$ 1,067,111$ 4,650$ 6,679,649$ -$ 4,791,550$ 10,044,550$
69
AGENDA ITEM NO. 5.1
Item Cover Page
DATE:August 6, 2024
TIME:15 min.
SUBMITTED BY:Kristen Bertuglia, Environmental Sustainability
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion (3:30pm)
SUBJECT:Energy Performance Contract - Investment Grade Audit (3:30pm)
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):Kristen Bertuglia, Environmental Sustainability Director and Cameron
Millard, Clean Energy Specialist
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
(V2) EPC Memo 8-06-2024
EPC Presentation
Town of Vail Energy Performance Contracting Services - McKinstry Response
70
To: Town Council
From: Environmental Sustainability Department
Date: August 6, 2024
Subject: Energy Performance Contract-Investment Grade Audit
I. PURPOSE:
The purpose of this memorandum is to provide background information and present for
approval the contract for the Energy Performance Contract (EPC) for the completion of the
Investment Grade Audit for town and Vail Recreation District facilities.
II. BACKGROUND:
Energy Performance Contracting
The Town of Vail has adopted strategic climate action goals including a 50% reduction in
greenhouse gas emissions by 2030 and an 100% reduction by 2050. These goals can be
supported through upgrades to town facilities which reduce energy consumption and save
significant cost on energy bills. An Energy Performance Contracting process is a mechanism
to identify, fund, and implement energy saving measures for municipal governments and is a
critical tool for achieving carbon reductions in a wholistic, enterprise-wide manner.
In 2010-2012 the town engaged its first Energy Services Company (ESCO) to complete a
facility-wide audit, make recommendations and complete recommendations including building
envelope improvements, facility lighting including both parking structures (T-12 to LED),
heating and cooling mechanical systems, renewable energy and more. This process has
saved the town roughly $250,000/year since implementation. Enough time has passed that
another EPC will prove beneficial to updating systems, HVAC, solar and storage, electric
vehicle projects, and other newer technologies such as smart building automation. Additional
co-benefits of an EPC include increased comfort and air quality in municipal buildings,
resiliency for power outages through solar and storage, cost savings on utility bills, and
potential revenue streams from electric vehicle charging and dispatchable energy storage.
Funding
The 2024 municipal budget includes funding ($150,000) for the Investment Grade Audit (IGA)
phase of an Energy Performance Contract. As the IGA is completed, staff will also seek grant
support as projects develop.
71
Town of Vail Page 2
Colorado Energy Office
The Colorado Energy Office offers significant, free, technical guidance for municipal
participants in their EPC program, including a pre-approved list of Energy Services
Companies (ESCOs) and technical assistance to municipal governments. The Town entered
into a Memorandum of Understanding (MOU) with the Colorado Energy Office in spring, 2024,
to participate in the state program.
CEO on EPCs:
“Energy Performance Contracting (EPC) is a creative model for funding and implementing
capital improvement upgrades, which allows entities to use future cost savings to fund
projects.
Prior to entering an EPC, an Energy Service Company (ESCO) conducts an Investment
Grade Audit (IGA) of your facilities and delivers a project proposal that includes: energy &
water efficiency measures, renewable energy systems, electric vehicle technology, operations
& maintenance and/or metering infrastructure improvements. Using the stream of income from
cost savings or renewable energy produced, the project repays itself over the contract term.”
ESCO Selection
The town received nine responses by Colorado Energy Office pre-approved Energy Services
Companies (ESCOs). Of those, five were short-listed and interviewed. The interview
committee included members of the Environmental Sustainability department and the Public
Works and Facilities team to ensure the project meets Vail-specific demands and provides
competitive pricing and value to the Town.
McKinstry, an ESCO based in Golden, Colorado with extensive mountain-town experience
was determined best able to meet the goals set forth by the town. McKinstry demonstrated
exceptional capability, experience, and value through their written response and interview.
III. STAFF RECOMMENDATION
Authorize the Town Manager to enter into an agreement, in a form approved by the Town
Attorney, with McKinstry, for an Investment Grade Audit of town facilities in an amount not to
exceed $150,000 (budgeted in 2024 for this purpose).
IV. NEXT STEPS
Staff will work with the ESCO to conduct the IGA portion of the EPC over the next 8-12
months and return with a proposed package of efficiency measures for Council to consider.
V. ATTACHMENTS:
A. McKinstry EPC Proposal
72
Vail Energy
Performance
Contract Update
August 6th, 2024
73
What is Energy Performance Contracting (EPC)?
25yrs.
292M
$52M
Colorado’s EPC program began in
1997
Public buildings have achieved 292
million energy (kWh) savings
Communities have realized over
$52 million in annual cost savings
A financing &
contracting tool that
allows Public entities to
use future savings from
energy improvements
to fund capital
projects
$846M $846 million invested into facility
improvements
74
Why Energy Performance Contracting?
Town of Vail |TR vailgov.com
Town of Vail Strategic Plan - Climate Action Goals: 50% reduction in GHG by 2030,
100% by 2050
✅ EPC guarantees utility cost savings
✅ Cash flow positive
✅ Three years of Measurement and Verification
✅ Project produces savings greater than the term ($$ for town)
✅ Significant progress towards climate goals
✅ Improved quality of town facilities and other co-benefits
75
How Energy Performance Contracting Works
Town of Vail |TR vailgov.com 76
5 Step Process
Town of Vail |TR vailgov.com 77
Leveraging Funding Opportunities in the EPC
Town of Vail |TR vailgov.com 78
Town RFP Process
Town of Vail |TR vailgov.com
•9 Responses Received
•5 ESCOs interviewed
•Standout Response by McKinstry
•Deep experience with EPC and carbon reduction
• Tailored approach to Vail and previous experience
• Best Value
• Ability to successfully implement
•$100 million in successful grant awards to CO munis
• Highly recommended by mountain communities
79
Staff Recommendation and Next Steps
Town of Vail |TR vailgov.com
•Contract with McKinstry for an Investment Grade Audit of town facilities (150K)
•The IGA phase complete in 8-12 months
•Final report - bundled improvements/project recommendations to Town Council 2025
•Project Implementation 2025-2026
80
together, building a thriving planet
Town of Vail
Energy Performance Contracting
Services
Vail, CO
June 21, 2024
81
June 21, 2024
Attn: Cameron Millard
Town of Vail
Environmental Sustainability Department
75 S. Frontage Road W Vail, CO 81657
Re: Request for Proposals, Energy Performance Contracting Services
Dear Mr. Millard and Selection Committee,
McKinstry Essention, LLC (McKinstry) is pleased to present our response to the Town of Vail’s (the Town) for its Request for
Proposals for Energy Performance Contracting Services (EPC). McKinstry is a pre-qualified Energy Service Company (ESCO)
through the State of Colorado’s Energy Office. Based on McKinstry’s experience working with many municipalities throughout
Colorado, we know that Energy Performance Contracting can help to further the Town’s vision to be a “recognized global leader in
sustainability”.
We recognize the importance of the Town’s drive to focus on addressing the global climate emergency, reducing greenhouse gas
emissions, improving local resiliency, and being a climate leader in the Colorado mountain communities. This project can help to
further the Town’s carbon emissions goals of 50% reduction by 2030 and 80% reduction by 2050. We are confident that we have
the experience, expertise, and resources to help you meet and exceed these goals through a comprehensive and collaborative
energy performance contracting (EPC) process.
Based on nearly 60 years of experience that includes working with 252+ municipalities nationwide in addition to several mountain
towns across Colorado such as the Town of Frisco, Town of Granby, City of Gunnison, City of Aspen, City of Steamboat, Town of
Basalt and Routt County, we are confident that we can deliver the highest quality Energy Performance Contracting project for the
lowest cost for the Town of Vail.
WHY MCKINSTRY?
Throughout our enclosed qualifications, you will notice why McKinstry is the best partner for the Town of Vail’s Energy
Performance Contracting project based on the following key proven differentiators:
Focus on Collaboration and True Partnerships. To drive the highest value project for your team and community, McKinstry’s team
believes in collaboration, consistent and frequent communication, and forming long-term partnerships throughout our projects.
With multiple stakeholders involved in this process, all of these components will be a key strategy in creating a project that best
meets the Town’s specific project goals and delivers the highest quality results.
McKinstry has the Largest Energy Performance Contracting ESCO Team Based in Colorado – 150+ Energy Professionals in
Golden, Colorado backed by more than 2,500 Energy Experts Nationwide. We design and manage all our Colorado projects with
local staff and subcontractors, leveraging specialized design, energy, commissioning, and construction expertise from our Golden,
CO office. Locally owned and operated, our Colorado office has been dedicated to keeping dollars and resources within the state
since 2007. Our committed local team, as outlined in the organizational chart, has the bandwidth and expertise to focus on your
project throughout the proposed timeline, offering significant cost-efficiencies compared to other ESCOs that subcontract or rely
on out-of-state resources. We will collaborate closely with the Town to prioritize Energy, Equity, and the Environment in our work
together.
6025 TABLE MOUNTAIN PARKWAY #100 • GOLDEN, CO 80403 • 303.215.4040 • MCKINSTRY.COM
82
Jordan Worthington – Account Executive
303-656-6152 – jordanw@McKinstry.com
Extensive Energy and Decarbonization Experience in High-Altitude Environments. With extensive Colorado and local government
experience, McKinstry has provided over $254 million worth of energy services to the municipal market sector in the last five years,
spanning 252+ cities, counties, and government agencies nationwide. Our team has partnered on local energy projects near Vail,
including collaborations with the City of Aspen, Town of Basalt, and City of Steamboat, bringing valuable background knowledge and
direct experience with Holy Cross in the region. Our experience in high-altitude environments is demonstrated through our work
with Vail and similar mountain towns such as the Town of Frisco, City of Durango, City of Gunnison, and Town of Granby, highlighting
our understanding of the unique energy challenges faced by these communities. This extensive experience enables us to tailor
innovative solutions specifically addressing Vail's needs, ensuring lasting benefits for residents and visitors alike. Decarbonization
lies at the heart of our expertise, and our proven track record in this domain, exemplified by our work in Steamboat, positions us
as leaders in the journey toward a greener future. We recognize the importance of decarbonizing the snowmelt system and have
designed our proposed solutions to align seamlessly with Vail's long-term vision for sustainability.
Long Term Planning. We understand that this project may present challenges in securing funding solely through energy savings.
However, we firmly believe that McKinstry is the right partner to identify alternative funding streams and help create a long-term
plan for decarbonization. McKinstry has consistently demonstrated an unparalleled success rate in securing grants, particularly in
rural Colorado. Our team's expertise in financial modeling and access to a diverse range of funding sources uniquely positions us to
navigate these complexities and ensure the success of this project.
Vision Alignment At McKinstry, our commitment to combating climate change mirrors Vail's steadfast dedication to environmental
stewardship. Our shared values, coupled with our technical prowess and passion for innovation, make us the ideal partner to embark
on this transformative journey together.
We thank you for the opportunity to submit our written qualifications to the Town team. We strongly encourage interviews to
address specific questions or concerns and to meet our team. We greatly appreciate the opportunity to partner with the Town on an
Energy Performance Contract and feel free to reach out to me with any additional questions throughout the evaluation process.
Sincerely,
Stephan Rank – Project Director
720-409-1925 – stephanr@McKinstry.com
6025 TABLE MOUNTAIN PARKWAY #100 • GOLDEN, CO 80403 • 303.215.4040 • MCKINSTRY.COM 83
Please note that this response provides the basic economic terms on which McKinstry would be willing to perform the scope of services outlined here. This
response does not cover all of the terms and conditions relevant to a definitive agreement about these services. Nothing in this response approves legal terms
such as warranties, indemnification, insurance requirements, and limitations of liability, even if those terms were included in the request for proposal. The details
of those terms must be negotiated by the parties and set forth in a definitive agreement with respect to McKinstry’s services.
SECTION 1 .........................................................5
MANAGEMENT APPROACH ....................................... 6
SECTION 2 .........................................................18
PROJECT APPROACH ............................................... 19
SECTION 3 .........................................................48
COST AND PRICING ................................................... 49
SECTION 4 .........................................................53
BEST VALUE ............................................................. 54
APPENDIX
RESUMES
Contents
84
1
Management
Approach
85
THE TOWN OF VAIL | ENERGY PERFORMANCE CONTRACT SERVICES | MCKINSTRY RESPONSE | 6
1. Management Approach
1.1 Project Management and Coordination
Provide ESCO’s organization chart (by name as available) for implementing and managing the proposed project, including the title of each individual
shown and the lines of authority within the overall organization. Identify portions of the effort, if any, that are proposed to be subcontracted and
provide the same information for subcontractor organization and personnel.
DEDICATED, LOCAL COLORADO TEAM
We are committed to assigning a dedicated team of local Golden, CO-based energy professionals who understand
Vail's needs. They will assess facilities for lighting, energy, and water efficiency upgrades, renewable energy
systems, MEP, and electric vehicle upgrades to develop and implement a successful investment grade audit and
energy performance contract with ongoing support. Our experienced project directors, construction managers,
and engineers foster a collaborative atmosphere, working closely with Vail personnel, facilities managers, the
Colorado Energy Office, utilities, and subcontractors to exceed Vail's goals and maintain high-level operations
post-construction. Typically, we do not use subcontractors for our audits, but when necessary, we prioritize local
Vail subcontractors to support the local economy. Our client-centric focus ensures Vail receives expertise at every
step without multiple points of contact. Please see our organization chart on the next page.
It is always a pleasure to visit Vail, whether
skiing in the winter or hiking the area in the
summer. The opportunity to give back
through an energy & sustainability project
would be a career highlight!
-Stephan Rank, Project Director
Stephan Rank, Our Project Director with over 29 years of energy
experience, Stephan Rank, is the Town’s continuous point of contact
throughout the entire project, including both the Development and
Construction phases and will quarterback the team ensuring overall
success and the Town’s satisfaction.
I have spent many years visiting in Town of
Vail and have always enjoyed the local
restaurants. They are some of my favorites
in Colorado.”
- Crystal Davis, Construction Services Manager
Crystal Davis, our Construction Services Manager with more than 20
years of experience, has led over $18M of energy project
construction work in the Denver area this year. Crystal’s direct
construction experience, communication, process knowledge, and
familiarity with local government facilities will provide Vail with a
first-class pre-construction and construction experience for this
Energy Performance Contract.
It was my pleasure to work with Vail’s Fleet
and Facilities Management in 2020-2021 on
the city-wide facilities assessment and select
energy audits. It would be fantastic to re-
establish partnership with Vail’s current
leadership, transfer knowledge from those
valuable insights gathered, and support
Vail’s next set of performance goals.”
-Sarah Parsons, Post-Construction Manager
Sarah Parsons, our Post-Construction Manager with 20 years of industry
experience, will lead operations and optimization services for Vail. Sarah
leads the development and delivery of O&M, savings verifications, and
ongoing building performance improvement programs that will exceed
Vail’s expectations in post-construction services.
It was great to work with Vail’s
Environmental Sustainability team on the
recent Solar & Storage Feasibility Study.
Through that project, our team learned a lot
about the Vail’s sustainability goals and how
we might best meet them.”
-Martin Beggs, Renewables Project Director
Martin Beggs, our Renewables Project Director Manager with 16
years of industry experience, will pick up where he left off leading
renewable development services for Vail. Martin Beggs is a NABCEP
Certified PV Installation Professional who had direct involvement in
the development of the Northwest Region Solar PV project that
resulted in 16 solar projects being delivered by McKinstry to 8
different public sector customers across Routt and Moffat Counties.
86
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1.Management Approach
ORGANIZATION CHART
McKinstry does a good job of hiring good, strong people to
deliver a great service.”
— Stu Reeves, City of Fort Collins
DEVELOPMENT
AARON SKROCH,
CEM, LEED® AP
Program Manager –
Energy Engineering
BRIAN GAMET, CEM
Director of Project
Development
JOHN DOYLE, CSLT
Project Director,
Lighting Solutions
MARTIN BEGGS, PVIP
NABCEP
Project Director,
Renewables
DESIGN
CLAY HERRIN, PE, CEM,
CMVP, CBCP, CDSM, LEED® AP
Mechanical Engineer
MAYA KADI
Design Project
Engineer
JARRED COULTER,
PE, CEM
Electrical Engineer
CONSTRUCTION
CRYSTAL DAVIS, CEM
Construction Services
Manager
ALEXA VINCI
Sr. Construction Project
Engineer
TOM ALVAREZ
Senior Safety Program
Manager
BRENDAN O’DONNELL
Director, Electric Vehicle
Charging
POST‐CONSTRUCTION
SERVICES
JAMES JOHNSON, CCP
Lead Commissioning
Engineer
JAYMES MCMULLIN,
CMVP, CEM, LEED® GA
Principal Engineer,
Ongoing Monitoring and
Compliance
LEANNE MATTHEWS,
CMVP‐IT, EIT
Program Manager
Measurement & Verification
JORDAN WORTHINGTON
Account Executive
STEPHAN RANK
Project Director
SARAH PARSONS, LEED®
AP BD+C
Post‐Construction Manager
SARA BERRY MARAIST, PE
Program Manager
Federal/State Funding
JOHN MUSSO, LEED® AP,
CEM
Site Superintendent
DAN GACNIK
Business Manager
ASHLEY BRASONVAN
Funding Specialist
BRAD LILJEQUIST
Director of Zero Carbon
Innovation & Leadership
87
THE TOWN OF VAIL | ENERGY PERFORMANCE CONTRACT SERVICES| MCKINSTRY RESPONSE | 8
1.Management Approach
1.2 Appropriate Market Sector Experience/Expertise
Provide information that emphasizes ESCO’s experience and expertise in our specific market sector.
MCKINSTRY’S MUNICIPAL EXPERTISE
McKinstry has partnered with and provided innovative solutions for many facility and energy projects supporting
ambitious goals including local partners, such as City of Louisville, City of Durango, Town of Frisco, Town of
Grandby, Denver International Airport, Jefferson County, City of Gunnison, City and County of Denver, our first
phase of work with Vail, as well as larger national municipalities such as the City of Austin, Phoenix, and
Portland. Like Vail, all these local governments are leading the charge on facility management and energy
practices and have pursued EPC. We are committed to working with Vail, not only to strengthen and support both
your strategic goals such as repairing and maintaining existing infrastructure, promoting public safety,
environmental health, and sustainability in a tiered approach supporting your Sustainability Action Plan, but also
to support your specific sustainability goals to be environmentally sustainable by reducing carbon emissions by
50% by 2030 and 80% by 2050. We also always strive to develop a project to serve as a model for the at‐large Vail
community.
As a company, McKinstry has a rich history of helping make positive changes within facilities. Across all markets,
McKinstry has performed over $800M nationally in energy services over the past five years. We have many clients
that have come back for multiple phases – Foothills Park & Recreational District (2), Denver Public Schools (2),
City of Boulder (4), Jefferson County (2), City and County of Denver (2), and Routt County (2) – and are proud
that our legacy clients value our relationship in terms of savings and integrity so much that they return to us year
after year to complete additional phases of ESPC work. We would love to add Vail to our list of legacy clients. As
we have mentioned previously, we are familiar with Vail’s buildings from our Solar Feasibility Study that we will
leverage for your energy performance project.
The map below includes our 250+ municipal partners nationwide and highlights our Colorado municipal
experience with similar, relevant facilities to Vail. We can provide contact information for any project listed
below. Our team prides itself on our long‐term relationships and client references.
88
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1.Management Approach
List in one table the Energy Performance Contracting projects developed and implemented by your firm in our specific market sector within the past
five years. Only include projects where work was directly conducted by your company.
PROJECT NAME
FACILITY
TYPE/
PROJECT TYPE
CITY AND STATE PROJECT SIZE ($) SQUARE
FEET
YEAR
COMPLETED
City and County of Denver, Ph. 2 Government Denver, CO Audit in Progress 4,000,000 Ongoing
Town of Bayfield Government Bayfield, CO Audit in Progress 51,477 Ongoing
Town of Bennett Government Bennett, CO Audit in Progress 125,886 Ongoing
Town of Frisco Government Frisco, CO Audit in Progress 71,177 Ongoing
City of Henderson Government Henderson, NV $5,100,000 N/A (parks
& trails) Ongoing
City of Ogden Government Ogden, UT Audit in Progress 1,000,000 Ongoing
Huerfano County, Ph. 2 Resiliency
Remodel Government Walsenburg,
CO $2,200,000 20,000 In Final Design
City of Boulder, Phases 1‐4 Government Boulder, CO $17,000,000 1,500,000 In Construction
City and County of Denver EPC
and Community Solar Government Denver, CO $42,000,000 1,800,000 In Construction
Denver International Airport Government Denver, CO $83,000,000 8,000,000 In Construction
City of Gunnison Government Gunnison, CO $4,000,000 211,000 In Construction
City of Phoenix Government Phoenix, AZ $7,000,000 1,600,000 In Construction
City and County of Denver Government Denver, CO $16,000,000 1,800,000 In Closeout
Foothills Park & Rec. District, Ph. 2 Government Littleton, CO $8,000,000 401,256 In Closeout
Huerfano County Government Walsenburg, CO $2,400,000 157,313 In Closeout
City of Durango Government Durango, CO $5,500,000 298,200 2024
Fremont RE‐2 School Dist., Ph. 2 Government Florence, CO $7,100,000 400,000 2023
City of Louisville Government Louisville, CO $265,000 300,000 2023
Town of Vail Solar Audit Government Vail, CO $35,000 N/A 2023
City of Craig Government Craig, CO $1,100,000 100,000 2022
Town of Hayden Government Hayden, CO $1,100,000 150,000 2022
Moffat County Government Craig, CO $490,000 50,000 2022
Moffat County School District Government Craig, CO $560,000 150,000 2022
Town of Oak Creek Government Oak Creek, CO $75,000 8,000 2022
Routt County, Ph. 2 Government Hayden, CO $1,300,000 200,000 2022
City of Steamboat Springs, Ph. 2 Government Steamboat
Springs, CO $989,000 100,000 2022
Town of Yampa Government Yampa, CO $68,000 8,000 2022
City of Clearfield Government Clearfield, UT $2,000,000 153,000 2019
Jefferson County, Ph. 2 Government Golden, CO $1,600,000 533,100 2019
City of Lakewood Government Lakewood, CO $2,400,000 254,631 2019
The following pages of project profiles provide recent and relevant examples of McKinstry's work with other
similar local municipalities.
89
Project Overview
in May 2019, City of Durango contracted with McKinstry to perform an
investment Grade Audit (iGA) of 16 city facilities and 13 parks throughout
Durango. The goal of the iGA was to investigate opportunities that led to an
energy savings performance contract whereby measures would be constructed
to accomplish the following:
•improve City facilities
•Reduce maintenance challenges
•Reduce utility costs,
•implement capital improvement measures
•Progress the City ’s sustainability goals
Through our iGA efforts and partnership with the City of Durango,
McKinstry developed an ESPC project
to achieve the City's goals of reducing
energy use by 25% and interior water
use by 18% by 2025, and generating
50% renewable energy by 2030.
This includes an HVAC renovation at
Carnegie Hall. The project delivers
$335,224 in annual energy savings,
$11,483 in operational savings, and
$101,114 in utility incentives, with a
total cost of $6,466,881. A $1,000,000
grant from the Colorado Department
of Local Affairs offsets upfront costs,
with the remainder financed by the
City of Durango. The financial term is
16.2 years.
CITY OF DURANGO ENERGY SAVINGS PERFORMANCE CONTRACT
delivery method
Design/Build Energy Performance
project size
18 Buildings
13 Parks
project dates
2019-2025
Contact
Marty Pool
Sustainability Manager
970.375.5061
marty.pool@durangogov.org
1.Management Approach
RELEVANCE TO VAIL
Municipality that had renewable energy
and sustainability goals to accomplish and
were developed through a planning process
focused on asset remaining life, energy
efficiency, electrification and renewable
energy measures. Many of the facilities were
similar to Steamboat Springs such as the
airport, municipal ski hill, city hall, ice rink,
and community center.
THE TOWN OF VAIL | ENERGY PERFORMANCE CONTRACT SERVICES| MCKINSTRY RESPONSE | 10 90
Project Overview
in light of the Marshall Fire's devastating impact on Louisville, which destroyed
550 homes and businesses on December 30, 2021, the City accelerated its
commitment to combat climate change. Having previously adopted Resolution
25-2019 and a Sustainability Action Plan, the City, shaken by the fire attributed
to climate change, intensified its efforts to achieve decarbonization targets.
Responding to this urgency, the City contracted McKinstry in 2022 to create a
comprehensive roadmap for the electrification and decarbonization of 100% of
City buildings, fleet, equipment, and operations by 2030. The roadmap, finalized
in 2023, was subsequently adopted by the City Council on October 10, 2023.
Scope included:
•ASHRAE Level 2 Audits
•Electrification studies for 10
buildings and all City fleet
•Assessment of 2.5MW of
renewable energy across 10 sites
•Financial and grant analysis
•Load reduction measure
development across all 10 sites
•Xcel territory program evaluation
•$51M in scope identified
CITY OF LOUISVILLE DECARBONIZATION ROADMAP
delivery method
Design/Build Energy Performance
project size
10 Buildings
project dates
12/2021 - 10/2023
Contact
Kevin Frey
Facilities Superintendent
Public Works
303.335-4766
KFrey@LouisvilleCO.gov
RELEVANCE TO VAIL
Developed an actionable roadmap
for the City's 2030 sustainability and
decarbonization goals, including
benchmarking, renewable energy and
electrification feasibility, fleet electrification,
EV charging roadmap, energy efficiency
measures, resiliency, and identifying over
$10M in funding and grant opportunities, with
$4.7M secured.
1.Management Approach
THE TOWN OF VAIL | ENERGY PERFORMANCE CONTRACT SERVICES| MCKINSTRY RESPONSE | 11 91
Project Overview
in March 2020, the northwest (nW) Colorado Regional partners contracted with
McKinstry to perform a feasibility study for solar and resiliency opportunities
across 15 different sites throughout the Routt County and Moffat County region.
Partners within this scope included City of Steamboat, City of Craig, Moffat
County, yampa Valley Regional Airport, Town of yampa, Town of Oak Creek,
Moffat County School District, Mount Werner Water, and Town of Hayden. The
goal of the feasibility study was to investigate opportunities to deploy ground
and roof-mounted solar arrays and investigate the potential for resiliency across
several different sites whereby the final scope would be ready to move into a
construction phase and would accomplish the following:
•Reduce energy and utility costs
•improve energy reliability
•increase resiliency across sites
•Offset grid energy usage at each site
•Progress renewable energy goals of
state
As a result of the feasibility study efforts,
the partnership formed with the nW
Colorado Regional partners with focused
consideration of all of the stakeholder’s
priorities. McKinstry engineered a series
of arrays and resiliency solutions which
were designed to meet the goals above
and assembled these into a project that
was constructed through an Energy
Performance Contract (EPC) approach with
each regional partner.
ROUTT AND MOFFAT COUNTY REGIONAL PROJECT
delivery method
Design/Build Energy Performance
project size
13 Sites
project dates
03/2016 - 03/2017
Contact
Winnie DelliQuadri
Special Projects &
intergovernmental Services
Manager
970.871.8257
wdelliquadri@steamboatsprings.
net
RELEVANCE TO VAIL
Community partnership
including municipalities to
improve regional resiliency
and alternative energy through
shared solar sites.
1.Management Approach
THE TOWN OF VAIL | ENERGY PERFORMANCE CONTRACT SERVICES| MCKINSTRY RESPONSE | 12 92
Project Overview
Driven by a shared commitment to sustainability, Alterra and McKinstry have
extended their partnership to create a healthier planet. Alterra, part of the
Climate Collaborative Charter, is dedicated to waste reduction, renewable
solutions, and impactful public policies. McKinstry's energy audit work led to an
expanded collaboration, implementing Smart Thermostats and Existing Building
Commissioning across Alterra's 15 resorts in north America, with an estimated
$500k in annual energy savings. The initiative also involves developing Green
Building Design Standards to help Alterra reduce its carbon footprint by 50%
and achieve 100% renewable energy use by 2030. The ongoing project, covering
104 buildings and 4 million sq. ft., aims to reduce GHG emissions, enhance
operational efficiency, pursue carbon neutrality, and set new industry standards.
Scope includes:
•Greenhouse Gas inventory
•Energy Audits
•Commissioning
•Active Energy Management
•Solar Feasibility Studies
•Asset Management Platform
ALTERRA MOUNTAIN COMPANY
delivery method
Design/Build Energy Performance
project size
15 resorts across north America
104 buildings
4M sq. ft
project dates
01/2022 - current
continuing services
Active Energy Management
Ongoing Commissioning
Green Building Standards Design
Development
RELEVANCE TO VAIL
McKinstry teamed up with a ski
industry leader to conduct energy
audits across their portfolio, a
solar study at Steamboat, and a
Greenhouse Gas (GHG) Emissions
Inventory. They are also guiding
Alterra on green building design
standards that support their goal to
cut carbon emissions by 50% and
achieve 100% renewable energy by
2030.
1.Management Approach
THE TOWN OF VAIL | ENERGY PERFORMANCE CONTRACT SERVICES| MCKINSTRY RESPONSE | 13 93
Project Overview
With a rich history of ranching, agriculture, mining and outdoor recreation,
the City of Gunnison is an exemplar of the Colorado spirit. As with many small
communities, the City was challenged with significantly older buildings with
operational inefficiencies. Their goals included reducing operating expenses,
revitalizing aging facilities, enabling staff training, and developing a plan for
future growth in clean energy.
Partnering with McKinstry on an innovative financing approach, the City of
Gunnison was able to combine electric vehicle charging station grants, and the
EiAF grant to implement 150 kW of solar PV systems, comprehensive LED lighting
upgrades at local recreational fields, installation of electric vehicle chargers at the
community center and improve occupant wellness through HVAC replacement
and mechanical retrofits at city-owned facilities. The results reduced project
paybacks from 42 to 13 years and have decreased the overall GHG emissions
by 19.2%.
Project Highlights:
•increased resiliency and electrification
at Community Center Designated
Emergency Shelter
•Reallocates utility spend to fund
upgrades
•Progresses Governors 100% Renewable
Energy Goal
•Reduced City’s CO2 emissions by
21%
•Increased City ’s EV charging
capacity
CITY OF GUNNISON ENERGY SAVINGS PERFORMANCE CONTRACT
delivery method
Design/Build Energy Performance
project size
19 Buildings
211,000 SF
project dates
03/2016 - 03/2017
Contact
Ben Cowan
Finance Director
970.641.8162
BCowan@gunnisonco.gov
RELEVANCE TO VAIL
Similar building profile focused
on goals to reduce expenses,
upgrade facilities, and future
growth resiliency within an EPC
model.
1.Management Approach
THE TOWN OF VAIL | ENERGY PERFORMANCE CONTRACT SERVICES| MCKINSTRY RESPONSE | 14 94
THE TOWN OF VAIL | ENERGY PERFORMANCE CONTRACT SERVICES | MCKINSTRY RESPONSE | 15
1.Management Approach
1.3 Project Personnel and Staffing
Identify each individual(s) who will have primary responsibility for the following tasks: technical analyses, engineering design, construction management, construction, training, post‐construction measurement and verification, and other services. Include a table to identify and describe the individual(s) who will have primary
responsibility for each task. Also include any added expertise and capability of staff available through other branch offices, subcontracts, etc., that you can provide.
The table on the pages below provides all necessary required information of the project team with a sampling of project experience. Percentage of time on projects will vary based on phase of project and measures that are being
investigated/implemented.
NAME & TITLE
STAFF OR SUBCONTRACTOR
BASE LOCATION
INTENDED ROLE ON THE TOWN OF VAIL PROJECT
PROJECT RESPONSIBILITY % OF
TIME ON
PROJECT
LEVEL OF
EXPERTISE RELEVANT PROJECTS IN SIMILAR ROLE* Technical
Analyses
Engineering
Design
Construction
& Training
Measurement
& Verification
Post-Const.
Support
Stephan Rank
Project Director
Staff | Golden, CO
As Project Director, Stephan is the continuous point of
contact throughout the life of the project and will oversee
team leads on development, construction, M&V and on‐
going services. Stephan is responsible for overall client
satisfaction and project success.
80% 27 years of
industry
experience
•City and County of Denver Phase 1 EPC $16M
•University of Colorado, Boulder EPC $5M
•Foothills Park and Recreation EPC $8M
•Aurora Public Schools EPC $7M
•Adams 12 Five Star Schools EPC $2M
Jordan Worthington
Account Manager
Staff | Golden, CO
Works collectively with Stephan to ensure communication,
client relationship/satisfaction, and coordination is optimized
to ensure maximum understanding between Vail and
McKinstry. Jordan will also work to ensure funding,
contracting and technical scope is aligned for successful
project completion.
10‐30% 9 years of
industry
experience
•Town of Frisco EPC - in audit , $71K
•City of Boulder EPC, $1.8M
•Adams 12 Five Star School District EPC, $2.1M
•Aurora Public Schools EPC, $7M
•North Park School District EPC, $1.2M
Brian Gamet, CEM
Director of Project
Development
Staff | Golden, CO
Brian’s primary responsibilities are to lead the regional
development organization in the development of Energy
Performance Contracts. He supports the analysis, energy
auditing, engineering, project scoping, financial feasibility
analysis as well as technical documentation for driving best
value in self‐funding facility improvement and energy
conservation measures.
10% 31 years of
industry
experience
•Foothills Park & Recreation Phase 2 EPC, $8M
•Adams 12 Five Star School District EPC, $2M
•City and County of Denver Phase 1 EPC, $16M
•Huerfano County EPC, $2.2M
•City of Louisville Decarbonization EPC
•Denver International Airport EPC, $83M
Aaron Skroch, CEM, LEED AP
Program Manager – Energy
Engineering
Staff | Golden, CO
Leads teams that deliver complex scopes for government
customers. He brings significant knowledge of auditing,
energy modeling and HVAC systems as well as a
heartwarming knack for communicating with customers to
deliver a successful performance contract project throughout
the development phase.
70‐80% 20 years of
industry
experience
•City and County of Denver Phase 1 EPC, $16M
•City and County of Broomfield EPC, $4M
•City of Lakewood EPC, $2.4M
•Huerfano County EPC, $2.2M
•City of Louisville Decarbonization EPC
Martin Beggs,
PVIP, NABCEP
Project Director, Renewables
Staff | Golden, CO
Martin manages solar development and design to involve
internal and external engineers and subcontractors early and
fully. He prepares competitive RFPs, project budgets, cost and
constructability risk reviews, preliminary construction
schedules, and final, guaranteed maximum (GMAX) pricing for
McKinstry's solar customers. Martin handles all critical project
items during implementation, commissioning, and closeout.
He engages on all critical project items that come up.
25% 16 years of
industry
experience
•Foothills Park & Recreation Phase 2 EPC, $8M
•Adams 12 Five Star School District EPC, $2M
•City and County of Denver Phase 1 EPC, $16M
•City and County of Denver Community Solar, $40M
•Huerfano County EPC, $2.2M
•Town of Basalt EPC, $1.2M
•Denver International Airport EPC, $83M
John Doyle, CSLT
Project Director, Lighting
Solutions
Staff | Phoenix, AZ
John will work with the internal lighting team to ensure the
scope and design standards are followed during the audit and
design phase. He will review the designs and drawings to
ensure that the final design is buildable and optimized for
quick and efficient installation for all lighting scopes over
work during both the development and construction phases
of the project.
50% 32 years of
industry
experience
•City of Phoenix Convention Center EPC, $6M
•City of Glendale Investment Grade Audit
•Tucson Unified School District EPC, $2.5M
•Colorado State University Pueblo LED Retrofit, $2.3M*
*Denotes project completed with another firm
95
THE TOWN OF VAIL | ENERGY PERFORMANCE CONTRACT SERVICES | MCKINSTRY RESPONSE | 16
1.Management Approach
NAME & TITLE
STAFF OR SUBCONTRACTOR
BASE LOCATION
INTENDED ROLE ON THE TOWN OF VAIL PROJECT
PROJECT RESPONSIBILITY % OF
TIME ON
PROJECT
LEVEL OF
EXPERTISE RELEVANT PROJECTS IN SIMILAR ROLE* Technical
Analyses
Engineering
Design
Construction
& Training
Measurement
& Verification
Post-Const.
Support
Brad Liljequist
Director, EV Charging
Staff | Seattle, WA
Brad is a nationally respected leader in decarbonization, well
known for both thought leadership and achieving actual
results. A serial climate solutions innovator, he is now
dedicated to accelerating decarbonization via EPC..
20% 30 years of
industry
experience
•City and County of Denver Phase 1 EPC $16M
•City of Louisville Decarbonization Plan $250K
•Salt Lake City School District EPC $29.3M
•City of Tacoma Biogas Treatment Facility $12.4 M
Brendan O’Donnell
Director, EV Charging
Staff | Seattle, WA
Brendan leads McKinstry’s centralized team focused on EV
charging planning, design, installation and operation. He will
oversee the comprehensive development of vehicle
electrification and infrastructure solutions.
20% 15 years of
industry
experience
•Seattle City Light Fast Charging Network, Seattle, WA*
•Burlington Northern Santa Fe (BNSF) Intermodal
Charging Yard City, Seattle, WA*
•Amazon Fleet Charging, Multiple Countries*
*Denotes project completed with another firm
Sara Berry-Maraist, PE
Program Manager,
Federal/State Funding
Staff | Golden, CO
As Market Development Program Manager, Sara drives the
Inflation Reduction Act (IRA) strategy and is responsible for
staying abreast across all federal funding guidance,
compliance, and any new funding announcements. She
provides hands on support to clients and community
organizations helping to best understand the variety of
federal tax incentives, grants, and other programs they can
utilize.
10% 6 years of
industry
experience
•Town of Basalt ‐ Anticipated 30% IRA Funding in 2024‐
2025
•City and County of Denver ‐ Anticipated 25.5% IRA
Funding in 2024
•Huerfano County ‐ Anticipated 25.5% IRA Funding in
2024
•Moffat County ‐ Anticipated 30% IRA Funding in 2024‐
2025
Clay Herrin, PE, CEM, CMVP,
CBCP, CDSM, LEED AP
Mechanical Engineer
Staff | Golden, CO
As our Mechanical Engineer, Clay serves as the engineer of
record for projects and manages scoping, fees, as well as
provides engineering insight into projects. He assists in
communication and coordination efforts and also provides
quality control and assurance by monitoring the design and
reviewing deliverables throughout the life of a project.
25‐50% 27 years of
industry
experience
•Huerfano County EPC, $2.2M
•City of Gunnison EPC, $4M
•City of Boulder, Open Space and Mountain Parks A/C
Design
•Denver International Airport EPC, $83M
Maya Kadi
Design Project Engineer
Staff | Golden, CO
As a Design Project Engineer, Maya is responsible for
reviewing designs for functionality, designing HVAC and
plumbing systems for new and existing buildings, reviewing
engineering design and energy model outputs, and assisting
project teams with the implementation of project designs.
25‐50% 7 years of
industry
experience
•Huerfano County EPC, $2.2M
•City and County of Denver Phase 1 EPC, $16M
•City of Gunnison EPC, $4M
•Fremont RE‐2 School District, Phase 1‐2, $10.3M
•Salt Lake City School District EPC, $29.3M
Jarred Coulter,
PE, CEM
Electrical Engineer
Staff | Seattle, WA
Jarred is responsible for electrical calculations, selecting and
sizing electrical systems, selecting and laying out lighting
fixtures, ensuring all applicable codes are met in design, and
adhering to the project’s design budget and schedule. He also
works collaboratively with Martin/solar team to complete any
electrical components for solar PV scopes of work.
25% 26 years of
industry
experience
•Huerfano County EPC, $2.2M
•City and County of Denver Phase 1 EPC, $16M
•City and County of Broomfield EPC, $4M
•Denver International Airport EPC, $83M
•Salt Lake City School District EPC, $29.3M
Crystal Davis, CEM
Construction Services
Manager
Staff | Golden, CO
As Construction Services Manager, Crystal is responsible for
managing the MTN region construction team and all
construction management related functions including hiring
and managing subcontractors, managing project budget and
critical path schedule, all project‐related contractual
documents, and site supervision management support.
50% 21 years of
industry
experience
•Denver Community Solar Gardens, $40M
•Denver International Airport EPC, $83M
•Origis, SkyHaw 100MW Solar Farm, $75M*
•Next Era, Elora 150 MW Solar Farm, $68M*
*Denotes project completed with another firm
Alexa Vinci
Sr. Construction Project
Engineer
Staff | Golden, CO
As project engineer, Alexa will be responsible for supporting
the design process, executing systems design, optimizing
design, and providing constructability reviews. She will
organize subcontractors and ensure all activities go smoothly
throughout the construction phase.
90% 5 years of
industry
experience
•Foothills Park & Recreation Phase 2 EPC, $8M
•City and County of Denver Phase 1 EPC, $16M
•Denver Community Solar Gardens, $40M
•NW Colorado Regional Solar PV, $6.3M
•Colorado School of Mines EPC, $4.8M
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1.Management Approach
NAME & TITLE
STAFF OR SUBCONTRACTOR
BASE LOCATION
INTENDED ROLE ON THE TOWN OF VAIL PROJECT
PROJECT RESPONSIBILITY % OF
TIME ON
PROJECT
LEVEL OF
EXPERTISE RELEVANT PROJECTS IN SIMILAR ROLE* Technical
Analyses
Engineering
Design
Construction
& Training
Measurement
& Verification
Post-Const.
Support
John Musso,
LEED AP, CEM
Site Superintendent
Staff | Golden, CO
As Site Superintendent, John is responsible for on‐site
supervision and coordination of all trades and subcontractors’
field activities. He also is responsible for preparing and
completing all daily project documentation, overseeing
compliance with on‐site safety and environment issues, and
overseeing all post‐construction services.
100% 46 years of
industry
experience
•Foothills Park & Recreation Phase 2 EPC, $8M
•City and County of Denver Phase 1 EPC, $16M
•City of Lakewood EPC, $2.4M
•Denver International Airport EPC, $83M
•Denver Public Schools EPC, $8.5M
Tom Alvarez
Sr. Safety Program Manager
Staff | Golden, CO
Tom delivers construction safety experience for the project and
is responsible for McKinstry’s safety planning, training,
compliance, and overall coordination. His expertise includes
safety leadership, safe‐work planning, safety training,
construction safety and health, behavior‐based safety,
incident/injury‐free environment, project safety audits and job‐
hazard analysis.
10% 20 years of
industry
experience
•Foothills Park & Recreation Phase 2 EPC, $8M
•City and County of Denver Phase 1 EPC, $16M
•Denver International Airport EPC, $83M
•Denver Public Schools EPC, $8.5M
•Colorado School of Mines EPC, $4.8M
James Johnson, CCP
Lead Commissioning
Engineer
Staff | Golden, CO
James’ responsibilities include implementing commissioning,
project closeout activities and training for Vail on new and
existing equipment and systems as part of the project.
10‐20% 10 years of
industry
experience
•Commerce City Civic Center Retro‐Commissioning
•Foothills Park & Recreation Phase 2 EPC, $8M
•City and County of Denver Phase 1 EPC $16M
•City of Lakewood EPC, $2.4M
•Denver International Airport EPC, $83M
Sarah Parsons,
LEED AP BD+C
Post-Construction Manager
Staff | Golden, CO
Sarah is responsible for working with clients on all post‐
construction services as the primary project manager. This
includes all ongoing O&M, M&V and behavioral engagement
programs that may continue for 1‐3 years (or more) after
construction has been completed.
25‐50% 19 years of
industry
experience
•Commerce City Facilities Condition Assessment
•City and County of Denver Phase 1 EPC, $16M
•Denver International Airport EPC, $83M
•Salt Lake City School District EPC, $29.3M
•Colorado School of Mines EPC, $4.8M
Jaymes McMullin, CMVP, CEM,
LEED GA
Principal Engineer, Ongoing
Monitoring and Compliance
Staff | Golden, CO
Jaymes is focused on identifying and quantifying energy
conservation measures and monitoring performance over
time through McKinstry’s behavioral engagement program.
Jaymes will work with all key stakeholders after construction
has been completed to collaboratively roll out the powerED
program.
25% 18 years of
industry
experience
•City and County of Denver Phase 1 EPC, $16M
•Denver International Airport EPC, $83M
•Denver Public Schools EPC, $8.5M
•University of Colorado Boulder Coors Event Center EPC,
$2.4M
•University of Colorado Boulder Wilderness Place EPC,
$6.3M
Leanne Matthews, CMVP IT,
EIT
Program Manager, M&V
Staff | Golden, CO
As Measurement & Verification (M&V) Program Manager,
Leanne is responsible for providing direction and oversight of
post‐construction activities including performance assurance
and M&V programs, sustainability services, ongoing
commissioning, and monitoring to ensure client goals are
met. She will lead and engineer all M&V activities for up to 3
years following construction completion.
20% 3 years of
industry
experience
•City and County of Denver Phase 1 EPC, $16M
•City of Lakewood EPC, $2.4M
•City of Gunnison EPC, $4M
•NW Colorado Regional Solar PV, $6.3M
•Denver International Airport EPC, $83M
•Salt Lake City School District EPC, $29.3M
*RESUMES
Include resumes/historical information for each member of the proposal project team. Include a list of their relevant projects during the last five years including role, type of project, project cost, and any other information to support their skills/knowledge.
Please see one‐page resumes provided in Appendix A that reflect relevant project experience to Vail. Full resumes for our project team are available upon request.
97
2
Project
Approach
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2.Project Approach
Project Approach
The expectation is that there will be schematic and design development phases where client input and approvals will be required prior to construction
document development. Additionally, the client will provide design build design intent specifications for the major mechanical, electrical, plumbing and
technology improvements that may be looked at for energy savings. The requirements of these specifications will need to be incorporated into the
design documents and final construction.
PRELIMINARY ANALYSIS
McKinstry understands the Town of Vail’s need to partner with an ESCO to better understand the larger opportunity
at the proposed 24+ facilities prior to engaging in an Investment Grade Audit (IGA). McKinstry is very familiar and
accustomed to providing preliminary analysis of facilities to make sure a targeted audit scope is agreed upon in
advance and meets the priorities and goals of the Town of Vail before getting started on any IGA. Our process is as
follows:
•Gather Initial Information:
We start by collecting basic information about the Town’s facilities.
This may include building size, age, usage patterns, occupancy
schedules, and historical energy consumption data.
Next, we obtain any existing documentation related to energy
systems, such as utility bills, maintenance records, and equipment
specifications.
•Site Visit and Visual Inspection:
Our team conducts a brief walkthrough of key facilities to visually
assess the building envelope, lighting systems, HVAC (heating,
ventilation, and air conditioning) systems, controls, and other energy-
related equipment.
Then we look for signs of inefficiencies, such as air leaks, outdated
equipment, inefficient lighting, or poor insulation.
•Benchmarking and Comparison:
McKinstry engineers will utility benchmark the Town’s facilities against
similar buildings to assess their energy performance relative to peers.
After benchmarking the Town’s facilities, we can then identify outliers
or deviations from expected energy consumption patterns that may
indicate opportunities for improvement.
•Prioritization of Potential Measures:
McKinstry evaluates the feasibility, cost-effectiveness, and potential
risks associated with implementing different energy efficiency
measures.
We then prioritize recommendations based on factors such as
payback period, facility and equipment conditions, and impact on
overall energy consumption.
•Town Consultation and Review:
We present the preliminary analysis findings to the Town and solicit
your feedback and input.
We address any questions or concerns raised by the Town and adjust
the proposed approach as necessary based on the input.
Then, we agree on final scope of the IGA.
GATHER INITIAL
INFORMATION
TOWN
CONSULTATION AND
REVIEW
BENCHMARKING
AND COMPARISON
SITE VISIT AND
VISUAL INSPECTION
PRIORITIZATION
OF POTENTIAL
MEASURES
PRELIMINARY
ANALYSIS PROCESS
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2.Project Approach
By following this structured approach for a preliminary analysis of Town facilities, we can effectively identify and prioritize opportunities
for energy savings and tailor your energy audit to target specific scopes at specific facilities, ultimately helping the Town of Vail achieve
your energy efficiency goals while being efficient with the audit scope and associated fee.
We performed an effort similar to this at the University of Colorado Boulder with the intent of focusing the IGA effort that moved
forward to contract. For this specific customer, we focused on building energy utilization indexes (EUIs), comparing actual values with
expected values based on facility type benchmarks. In addition, we included existing facility condition data the customer provided as well
as our field observations to arrive at a recommended list of facilities to move forward with into a full IGA.
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2.Project Approach
Investment Grade Audit
McKinstry’s project approach to the investment grade audit and performance
contracting can be summarized in three words: collaboration, flexibility, and
transparency. We believe first and foremost that successful energy performance
contracting relationships hinge on a high degree of collaboration and
communication with our clients, as shown in the graphic to the left. As we
mentioned previously, we will leverage our past experiences with these buildings
as a starting point to ensure that we do not do double work.
We are your long-term energy, sustainability, funding and
facility partner and are not here as just a vendor. For us to
provide value, we must understand your vision, your goals,
your preferences, and your expectations from Day 1.
Throughout the investment grade audit phase, we work
closely with you to gather all the necessary information and
develop a holistic program that meets everyone’s needs,
alleviates any concerns of decision-makers and implements
the desired improvements. Our municipal clients typically
define a partner with the following examples:
•An ESCO familiar with auditing high-elevation
municipalities. McKinstry has partnered with over
30 local governments in Colorado on EPCs in the
past decade, with many being similarly located
high-elevation mountain towns. Our team will
bring the experience – and lessons learned – in
auditing these unique areas to the Vail audit.
•An ESCO who understands your needs and helps
you solve your toughest problems – being
recognized as a global leader in sustainability,
demonstrating aggressive action on global climate
change, resource efficiency, ecosystem protection
and community awareness and education. We
understand that your larger climate action goals to
reduce carbon emissions by 50% by 2030 and 80%
by 2050 need to be overlayed with these themes.
Our team has experience working with
municipalities to address decarbonization goals
through the development of comprehensive
energy performance contracts that align with
overarching climate action objectives.
PROJECT
APPROACH
PRELIMINARY DEVELOPMENT
Utility data analysis
Develop preliminary ECM/FIM list
Design Team reviews work
ROUGH ORDER OF MAGNITUDE
(ROM) DEVELOPMENT
Finalize ECM/FIM list for client
Design Team reviews & comments
30% PRELIMINARY FINDINGS
MEETING
60% ROM PRESENTATION
90% PRE-FINAL MEETING
Complete cost and
constructability reviews
Design Team informs GMAX pricing
GUARANTEED PRICING AND
SAVINGS DEVELOPMENT
CONTRACTING, CONSTRUCTION
AND COMMISSIONING (Cx)
Development Team works with
Construction Manager
POST-CONSTRUCTION SERVICES/
MEASUREMENT & VERIFICATION
Warranty Services | Customer
Training | M&V Reports
PROJECT KICK-OFF
Vail helps
prioritize
opportunities and
remove those not
feasible or desired
Vail makes final
selection of
measures for
project inclusion
Vail selects
individual
measures to
move forward to
pre-final
development
Collaboration Throughout
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2.Project Approach
By partnering with an ESCO deeply committed to understanding your needs and addressing your toughest
challenges, you're not just investing in energy solutions — you're investing in a strategic ally dedicated to
advancing your position as a global leader in sustainability. Our track record speaks volumes: from
spearheading aggressive action on global climate change to championing resource efficiency, ecosystem
protection, and community awareness and education
initiatives, we have consistently demonstrated our
unwavering commitment to driving meaningful change
on a global scale.
•As you embark on the journey to reduce carbon
emissions by 50% by 2030 and 80% by 2050, we
recognize the imperative of integrating these themes
into every facet of our partnership. Our team brings
extensive experience collaborating with municipalities
to develop holistic decarbonization strategies that not
only meet, but exceed, ambitious emission reduction
targets. By overlaying your larger climate action goals
with our expertise in sustainability planning and
execution, we will co-create innovative solutions that
not only mitigate environmental impact, but also foster
economic resilience, social equity, and environmental
stewardship.
•A partner that understands the need for critical
meetings with key decision-makers – Town Council,
Public Works, Town Manager’s Office, Community
Development, Parks, Recreation and Golf, Town Staff,
various utilities, and the community, to provide
guidance and other essential facility operations decisions over the course of the project. We genuinely
want to build your trust in McKinstry and work as an extension of your staff by providing guidance for these
critical stakeholder meetings. Additionally, we are the kind of partner that your operations team can call up
when there is a question with the building systems – anytime – and we can help to provide an answer. We
are eager to assist your team whenever a question arises and seek to be a supportive partner to Vail and
provide you with flexibility and options throughout the life of the project.
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2.Project Approach
2.1 Design
Discuss your firm’s design approach.
McKinstry’s Energy Performance Contracting design-build approach has been
developed for optimal flexibility and value, allowing for continuously updated
life-cycle costs, construction budgets, and design decisions. We routinely
perform design-build services as part of an integrated team approach, and we
achieve success by engaging all team members from the very beginning of the
project. We focus strongly on planning and idea-generating in early project
phases.
Prior to beginning any design-related work, McKinstry will review Vail’s internal
Design Standards and/or meet with your design team to ensure that our design
process and proposed Energy Conservation Measures (ECMs) align with your
internal standards. Any proposed deviations will be submitted to Vail for
consideration early in the design process.
We will draw from our specialized design expertise from across our 650+
energy, design, and engineering professionals at McKinstry to form sub-teams
to identify and refine strategies.
OUR PERSPECTIVE ON PERFORMANCE-BASED DESIGN-BUILD
Performance-based design-build describes a project that has clear project and
facility performance benchmarks, including a way to quantify, measure, verify,
and guarantee project performance. Projects must include comprehensive life-
cycle performance or Total Cost of Ownership (TCO) analysis that substantiates
the value of specific equipment, design, system, etc. for lower total operational
costs over time. TCO ensures the best life-cycle performance.
Performance-based design-build mandates a vendor, equipment, design, and/or
a fuel-neutral process. Final designs and equipment selection will be determined
solely on their own merit and life-cycle performance. Decisions are made in an
integrated design and delivery process with the design-selected contractors,
integrated McKinstry design team, and owner examining the modeling analysis
to determine the best solution.
SCHEMATIC DESIGN PROCESS DURING OUR ENERGY PROJECTS
McKinstry will schedule a design kickoff meeting – separate from the project
kick-off – to reiterate the vision, goals, and results of the 30% audit
development phase, and to present the design plan, key milestones, schedule,
and project deliverables. The roles and responsibilities for each team member
are reviewed and the framework for project communication is established. As
the design team works to produce schematic design documents, the
Construction Manager and Project Engineer will begin to create budgetary
project costs for a base design and each of the design options—keeping careful
watch for potential constructability barriers.
McKinstry has
employees that know
the business well and
are highly qualified. I
was able to understand
and be easily guided
through the EPC
process.”
—Brenda Krage, (Former) Superintendent
Platte Canyon School District, Colorado
McKinstry personnel use Building
Information Modeling (BIM) to check
for equipment conflicts before projects
come under construction. This helps
minimize costly field changes and
keeps the project on schedule.
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2.Project Approach
The information put together by the project team will be combined with the
results of the building energy models performed by McKinstry’s energy
engineers to build a Total Cost of Ownership (TCO) model. This model will look
at all long- and short-term facility costs and will assess the impact of each
design option as it relates to the life-cycle cost of the specific design options.
McKinstry can even work with Vail to quantify metrics such as GHG emissions
and occupant productivity and incorporate these variables into the TCO model.
The Schematic Design (SD) documents and the TCO model will be presented to
Vail at the 60% ROM (Rough Order of Magnitude) meeting. This meeting will
serve as a decision-making point, where design options are prioritized and
evaluated based on the project vision and goals. Some design elements might
be assigned to future phases depending on the project costs and budget.
Once the basic model is set up and assumptions validated, we evaluate and
compare different project scenarios. This can be done for both high-level, global
analyses and detailed subcomponent design. Finally, after design is complete,
the TCO tool can be used as the basis for developing an operating plan that
optimizes operational choices for the selected design. The operating plan also
serves as a benchmark for future measurement and facility management.
DESIGN DEVELOPMENT PHASE
The Design Development (DD) Phase further cultivates the ideas and decisions
made in the SD phase and produces the appropriate design collateral for
review and discussion. The project team functions in much the same way that it
did in the SD phase, with an increased focus on accuracy and improved
resolution. Further refinements are made to the project budget, cost estimates,
energy model, and TCO model while our Program Manager continues to
evaluate the project’s triple-bottom-line. The updated design documents and
TCO model will be presented to Vail after the DD phase. Further decisions will
be made about phasing and alternates, using an up-to-date customer budget
and the project goals as a guide. The Investment Grade Audit (IGA) will have
developed an initial plan and at this stage it is further refined and tested.
CONSTRUCTION DOCUMENTS/PRE-CONSTRUCTION PLANNING
During the Construction Document (CD) Phase, we further develop the design
documents while simultaneously beginning pre-construction activities. Once
the 60% CDs have been completed, McKinstry and Vail can evaluate and
competitively select (if desired) the major subcontractors and material suppliers
for the specific project scope and integrate them with the project team. As
mentioned previously, we endeavor to keep work in local contractor
communities and will focus on engaging local subcontractors. Once they are in
place, we will begin planning construction activities and develop a preliminary
schedule and an onsite staging and sequencing plan.
•Engineering
•Energy retrofits
•Energy and environmental
planning
•Innovative value engineering
solutions
•Financial modeling
•Drawing permitting and
stamping
•Operational modeling
•Commissioning
•Building Information Modeling
(BIM), CAD, CAD 3D, super
plot drafting and detailing
•Renewable energy (biomass,
solar, geothermal)
•Total Cost of Ownership (TCO)
analysis
•Mechanical, electrical,
telecommunications, fire
protection, architectural
metals design
•Design process guidance
•Critical decisions guidance
•Code compliance
•Integrated delivery
•System selection
•Sustainable planning and
design
•LEED® certification
•Geothermal design and
modeling
MCKINSTRY
CAPABILITIES
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2.Project Approach
We will conduct the final pre-construction update of the TCO model and project
budget, and the project team will solidify any phasing plans. The design team
will use this information to finish the construction documents and issue permit
documents to the local authority.
Material procurement is always one of our highest priorities. We build material
procurement logs and expediting logs to assure that all steps in the process are
completed in a timely manner that fully supports the project schedule. This
includes identification of long lead-time equipment and specialty subcontractors
that may need to be released sooner than normal to maintain the schedule,
save costs and increase coordination.
COLORADO DESIGN & PROFESSIONAL ENGINEERING RESOURCES
McKinstry has significant engineering knowledge related to designing utility and
energy conservation measures to meet short and long-term goals. We employ a
highly skilled engineering staff and have a unique position in the ESCO industry
as a 64-year-old full-service design, build, operate, and maintain company that
has substantially increased our engineering knowledge capital. Our engineers
have access to trades people and construction professionals, a blend of strong
engineering with real world construction, which allows for constructability
consideration in the design phase and overall project seamlessness. Our in-
house design engineering professionals include:
Clay Herrin, PE
Mechanical Engineer
Jarred Coulter, PE
Electrical Engineer
Maya Kadi
Design Project Engineer
Emily Wong, PE
Mechanical Engineer
Liesbet Hess, PE
Mechanical Engineer
David Zilis, PE
Mechanical Engineer
Derek Larson, PE
Mechanical Engineer
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2.Project Approach
Example of Town of Vail Project Measures for Design/Engineering
A typical investment grade audit effort for a project of this size, including Vail and CEO reviews, takes 6-10 months
to complete depending on final included IGA building list, as well as the complexity of the measures.
If grants are used for funding, this timeframe may extend depending on grant application cycles. McKinstry is well
equipped to execute this audit in a timely manner and we carefully decide how to split scopes between energy
engineers in an efficient manner either by building or by system, whichever makes the most sense after our initial
assessments. An example list of measures is shown below in addition to the measures that we would focus on
specifically called out in the RFP.
MEASURE DESCRIPTION UTILITY
SAVINGS
CONSTRUCTION
COST
TYPICAL SIMPLE
PAYBACK (YEARS)
LED Lighting Upgrades (interior, exterior) $$$ $$ 5 – 20
Domestic Water Conservation $ $ <10
Electric Vehicle Chargers $ $ 10 – 15
Solar Photovoltaic – on-site $$$ $$ 10 – 30
HVAC Replacements and Renovations $ $$$ 10 – 50
Building Envelope Upgrades $ $$ 15 – 50
Window Replacements/Repairs $ $$$ Capital
Roof Repairs/Replacements $ $$$ Capital
Controls and Retro-Commissioning $$$ $ 5 – 10
Behavior Engagement Program (sustainability,
community) $ $ <5
$ = Low energy savings or cost | $$ = Medium savings or cost | $$$ = High savings or cost
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2.Project Approach
POTENTIAL TOWN OF VAIL MEASURES FOR OUR DESIGN AND ENGINEERING PROCESS
Snowmelt System Optimization
A focus for this effort will be to provide solutions that address the significant
cost and emissions challenges of operating a significant snow melt system.
While electrification using standard electric boilers (coefficient of
performance also known as COP = 1) could be relatively straightforward
(already being tested by the Town), it will have significant cost impacts as
electricity is more expensive on a btu basis than natural gas. A more
efficient electric approach would involve utilizing heat pumps to increase
the COP’s. Air source heat pumps would be ideal, except that cold
temperatures limit their performance (both output and COPs). Ground
source would be a nice option if space is available for the bore field
(potentially challenging) which would keep COPs elevated, but at a
significant increase in capital cost. Possibly a hybrid system that used
multiple technologies would be the best combination in terms of upfront
capital cost vs. ongoing operational costs.
Another consideration for biomass boilers is their use of carbon-neutral fuel to power the snowmelt system, with
careful evaluation needed for concerns about reliability, maintenance, and fuel costs.
LED LIGHTING UPGRADES – INTERIOR AND EXTERIOR
An effective lighting retrofit program will begin with a detailed audit that collects over 28 attributes per space to
determine the right upgrade solution for each facility. McKinstry’s internal lighting system experts will evaluate all
the interior and exterior light fixtures (that haven’t already been upgraded) to determine the most cost-effective
LED retrofit/replacement solution. We are vendor neutral and will provide comparative analysis on all key
performance indicators for various Tier 1 manufacturers, including photometrics for Vail’s review and approval. One
goal we have with material selection is to reduce the number of different types of fixtures and lamp types for ease
of future maintenance. McKinstry is excited to partner with Vail to create customized lighting solutions for these
facilities.
Our lighting analysis will include a
detailed audit of offices, meeting
rooms, pools, gymnasiums, golf
courses, maintenance areas, and
exterior lighting common areas
across Vail’s facilities. Our goal is to
optimize the performance of the
lighting system to improve comfort
and maximize energy and
operational savings. In summary, an
effective lighting design will not
only save energy, but also create an
improved working environment for
your staff. The graphic on the right
shows McKinstry’s lighting design
and development approach.
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2.Project Approach
WATER CONSERVATION
Within Vail, possible interior low-flow water conservation measures include
toilet and urinal replacement or retro-commissioning, flush valve tuning, low-
flow faucet aerators, and low-flow showerheads. For all shower retrofits, we will
work with Vail to conduct pilots of any potential showerhead flow reductions to
ensure all patrons and/or staff are happy with any flow adjustments. We often
partner with HydraMetrics for this type of work – they have been lowering
indoor water costs by 25% - 40% over the last 15 years and to date have saved
15 billion gallons of water and approximately $90 million of utility costs for their
customers. However, we have also worked with different water partners and
will work with Vail to find the best partner.
McKinstry will also evaluate exterior opportunities for additional water savings
such as evapotranspiration-based smart controller, fixing irrigation system leaks,
and investigating weather-based water strategies where it makes sense. We
often partner with Envocore and use WeatherTRAK equipment for this type of
work, although similar to the interior water scope we have used other partners
and will work with Vail to continue to use Watertronics and/or find the best
partner.
Please see this link for the work we did with Envocore for Denver Public Schools:
https://envocore.com/case-studies/water-efficiency/denver-public-schools/
HVAC CONTROLS OPTIMIZATION
Control systems allow for precise control of building systems and can empower building owners with the ability to
maintain occupant comfort while minimizing energy consumption. Building automation and control systems come in
many varieties, types, and ages. We are very familiar with Distech controls and will continue to work with Vail’s
preferred vendor or recommend alternative Distech control vendors if the Town anticipates making a change.
McKinstry will assess the condition and capabilities of the control systems in your buildings and will make
recommendations on replacement, expansion, or modification based on the specific needs of each building. We have
staff that are adept in the many different control systems, automation training, and trim and respond optimization
strategies.
BAS trends will be deployed to identify areas of inefficiency and McKinstry will
recommend setpoint, schedule, variable frequency drive (VFD) operation on
fans and pumps, and sequence of operation changes such as optimizing
economizer operation, ensuring units are running only when the building is
occupied, and demand-controlled ventilation to reduce the energy use while
still meeting the ventilation requirements.
McKinstry will identify and make recommendations to replace/upgrade the
faulty components, restore the functionality of the system and use the energy
savings achieved by optimizing the control of the system (retro-commissioning)
to offset the cost of the controls work. The energy savings achieved through
control optimization strategies are typically low in cost and the magnitude of
savings generated results in a low payback measure that generates the excess
energy savings needed to fund capital intensive measures within an EPC like
HVAC system replacements.
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2.Project Approach
EV CHARGING STATION INSTALLATION
McKinstry recognizes and commends Vail on their goal to have electric vehicles
(EVs) making up 30% of the vehicles on the road by 2030 and 100% of the
vehicles on the road by 2050. Adding chargers to facilities will help Vail reach
this goal.
In addition, McKinstry understands the goal of adding EV chargers at
Community Development, Donovan Pavilion, and other facilities.
McKinstry can expand EV charging infrastructure under an EPC agreement.
McKinstry is a national leader in planning, designing, and installing EV
infrastructure. Our projects include some of the largest, most complicated fleet
and EV charging projects in the country. This includes local projects for the
Town of Frisco, City and County of Denver, City of Louisville, City of
Broomfield, City of Gunnison – in addition to national projects including
Seattle’s transit agency, Amazon logistics depots and a 97-site portfolio for
Washington State Parks. Through this experience, we’ve learned how to help
customers electrify based on the unique characteristics of their operations and
facilities – driving cost and risk out of EV infrastructure deployment.
Building EV charging infrastructure is about more than just setting equipment
and running conduit. In many cases, we are dealing with complex supply chain
issues, utility involvement, and complex design considerations. We will work
closely with Vail to choose the right number and type of chargers to deploy at
the remaining facilities without EV chargers. We can also begin exploring fleet
electrification with Vail when appropriate. We will leverage local and national
grants to help with Vail’s EV pursuit.
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2.Project Approach
SOLAR PHOTOVOLTAIC – OWNER DIRECT
McKInstry recently completed a Solar PV and Battery Energy Storage System
(BESS) Feasibility study, that evaluated owner-direct solar and BESS options for
the Town of Vail. We found two sites to be financially and logistically feasible;
Solar PV at the Vail Public Library, and Solar PV and BESS at the Donovan
Pavilion Events Center. An installation of a solar photovoltaic system at these
sites will produce renewable electricity and provide Vail with a highly visible
representation of Vail’s commitment to sustainability.
We have ample experience installing multiple megawatts of solar PV right here
in Colorado within energy performance contracts and currently have multiple
project portfolios in development, design and construction. . Below are some of
the viable options that we will continue to investigate for Vail’s ESPC project.
ON-SITE SOLAR
Use the energy you produce locally
Include other energy/capital improvements
Visible commitment to renewable energy
Retain ownership of Renewable Energy Credits (RECs)
Reduce grid reliance
Demand savings potential
Owner-Direct Solar
On-site solar, also known as behind-the-meter solar, is constructed on the
building or property where the building is located. The solar system connects to
the building’s electric service, reducing the facility’s energy consumption from
the utility grid, thereby reducing utility costs. This reduced grid energy usage and
utility cost savings can pay for the solar system over time, generating savings
each month. On-site solar is deployed through rooftop, ground mount, and solar
canopy installations and is viable for a few of the facilities listed in the RFP. As
per our feasibility study, Vail has called out installing solar arrays at Vail Public
Library and Donovan Pavilion Events Center. Please see the following page for
preliminary potential solar placement at these sites.
MCKINSTRY’S RENEWABLE
ENERGY TEAM HAS DEPLOYED:
250
of solar
across
200+ sites
in
15+ states
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2.Project Approach
The table below shows some of the many benefits of installing on-site solar.
System Type Roof
System Size (kWDC) 20.4
Year 1 Production (MWh) 22.5
GHG Reduction (MTCO2) 15.9
System Type Roof
System Size (kWDC) 24.8
Year 1 Production (MWh) 25.8
GHG Reduction (MTCO2) 18.3
The experience,
professionalism and technical
expertise McKinstry has
displayed are among the highest
in the industry. McKinstry has
built a strong partnership with
our city and has developed
relationships with our staff
members. These efforts have
facilitated effective
collaboration and
communication throughout the
development, implementation
and commissioning efforts.”
—Joe Castro,
(Former) Facilities and Fleet Manager,
City of Boulder, Colorado
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2.Project Approach
BATTERY ENERGY STORAGE SYSTEMS (BESS)
McKinstry can also help Vail explore implementing battery energy storage systems
(stand alone or in conjunction with solar PV). We have a world class team with
extensive experience in developing, financing, designing, constructing, permitting,
commissioning, and interconnecting these types of projects. McKinstry was recently
awarded a combined solar PV and battery storage system for Green Valley Ranch
Library with the City and County of Denver. We are also currently working on a
utility scale BESS project for Holy Cross Energy and have completed BESS projects at
multiple locations for Kaiser Permanente in California, as well as for a few Fortune
50 technology companies for their data centers. We would love to discuss BESS
further with Vail.
HVAC EQUIPMENT REPLACEMENT
McKinstry’s energy engineers will closely coordinate with our design team and the
Town to make sure that the replacement systems are the right system for the
application based on facility operation, energy use, electrification potential, the
owner’s maintenance capabilities and the capabilities of nearby service providers,
and finally, the first cost and total cost of ownership. McKinstry will assess if it
makes sense to replace the faulty HVAC component or if a total system
replacement, which may cost more but yield higher long-term energy savings, is the
better solution. Our engineers can also help map out a long-term electrification plan
for equipment if current replacement is not feasible due to equipment lifespan,
budgetary restraints, or current building conditions.
BUILDING ENVELOPE ASSESSMENT, REPAIR AND IMPROVEMENTS
Improving building envelope performance can have a significant effect on a
building’s total energy consumption needs. We will examine each Vail building
within the ESPC project scope, looking for improvements such as: improved
insulation, highly insulated windows, advanced thin insulation, lower cost
dynamic shading and glazing, reflective roof materials and air-sealing. The most
critical and essential function of the building envelope system is the building
diagnostics and assessment performed by our engineers. They will complete a
detailed and thorough visual inspection and use an infrared Thermal Imaging
camera to identify both heating and cooling concerns in the structure. This will
assess the building envelope to identify air leakage, poor thermal performance and
energy losses.
This will guide the assessment and evaluation of potential measures including, but
not limited to:
•Building weatherization and sealing
•HVAC airside weather-stripping
•Thermal load reducing roof systems
•High energy efficient window replacement
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2.Project Approach
EXAMPLE CASH FLOW FOR TOWN OF VAIL EPC PROJECT WITH MEASURES ABOVE
With all the measures above, we have created a customized example cash flow for Vail. A draft cash flow based on findings will be
generated and presented to Vail after the 60% audit meeting.
Ogden City is now realizing over $450,000 in annual savings from our project and will continue
our journey to a sustainable community of which this EPC project with McKinstry is an
important part.
—Justin Anderson, PE, Office of City Engineer, Ogden City,
Department of Public Services
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2.Project Approach
2.2 Product Selection
Discuss your firm’s product specification procedures.
McKinstry does not represent any products or manufacturers and is completely vendor neutral. As a design-
build professional services and construction company, we endeavor to use products and materials that our
customers request/prefer or are simply the most competitive in value and price. For this project, McKinstry will
rely on a combination of Vail preferences and our engineers’ expertise in determining needs such as capacity,
redundancy, physical size of equipment, weight of equipment, vendor product support, efficiency, available
utilities on site, system conditions, and other factors depending on your situation. We will own the full process
and review the option matrix with your team in order to select the equipment and products most desired by
Vail.
2.3 Construction
Discuss your firm’s construction approach, including Work plan development and coordination of identified client work requirements,
Communication with users and facilities personnel throughout process, Methods of procedures submittals and approvals, Support for client calendar
and events, Safety practices and procedures
CONSTRUCTION WORK PLAN DEVELOPMENT AND COORDINATION
McKinstry has developed construction management tools over the course of many years based on our own
experiences as well as feedback from clients and teammates. Since our construction managers are involved
beginning at the schematic design phase, they will be well versed in the goals, scope of work for the project, and
preliminary project constraints. The first step, once the project moves into construction, is a kickoff meeting
with the Town to further solidify the items above and introduce our full construction team (site superintendent,
project engineer, and safety program manager).
Collaboration,
Innovation and
Teamwork
CONSTRUCTION
CRYSTAL DAVIS, CEM
Construction Services Manager
ALEXA VINCI
Sr. Construction Project
Engineer
TOM ALVAREZ Senior Safety Program
Manager
JAMES JOHNSON, CCP Lead Commissioning Engineer
JOHN MUSSO, LEED® AP,
CEM
Site Superintendent
The safety
represented by the
team has been
outstanding,
I’d even call it
extra cautious.”
—Brett Collins,
South Suburban Parks and Recreation
District, Colorado
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2.Project Approach
Among our key tools are:
•Microsoft Project or Similar Scheduling Software – McKinstry
construction managers use industry-standard tools such as Microsoft
Project to formulate schedules. We update and report the schedule
status to you each week. This keeps you informed about where
construction will be occurring so that McKinstry and Vail can plan
work, keep stakeholders informed and schedule shutdowns in a way
that minimizes disruption.
•Procore – A leading Construction Management platform, Procore
lowers project risk, allows for visibility every step of the way, assists
in delivering projects on time and on budget, and optimizes
collaboration with all teams from the office to the field in real time
management. Procore is currently our primary software tool, but we
are flexible to use any tool Vail prefers.
•Aggressive Goal Setting – At the start of construction, we meet with
all foremen to set aggressive but obtainable labor goals; then,
throughout the project, we track field performance against the goals.
•Scope Coordination Matrix – This matrix lists all involved parties and
assigns the numerous scope issues between them. The team decides
the right allocation of responsibilities and includes all detail
necessary to avoid gaps or duplicative work.
•Budget Control Log – We track all cost issues in this log and report
the budget status to you and the team each week. This helps ensure
that budget and scope issues are identified and addressed early,
based on informed decisions.
Detailed Scheduling Approach
After the kickoff meeting, we will work diligently with Vail to create a
project schedule that works for all parties. As mentioned above, we usually
maintain the schedule in Microsoft Project and provide weekly updates. If
Vail has a preference for scheduling software and how frequently updates
are provided, our team can certainly tailor their efforts to accommodate
Vail’s needs. Our updates to the schedule keep you informed about where
construction will be occurring so McKinstry and Vail can plan work, keep
stakeholders informed, and schedule shutdowns in a way that minimizes
disruption (example Microsoft Project schedule is provided on page 36).
McKinstry performed
facility assessments for
over 12 locations,
including Buffalo Run Golf
Course, Pioneer Park,
Community Centers and
Civic Center. We
catalogued over 1600
assets in +320k-sqft of
city facilities, and
supported Priority 1, 2,
and 3 project planning
for 2021-2023 based on
data-informed metrics
from condition of assets,
energy use intensity,
occupant impact, and
operational impacts.
David Bebak
(Former) Fleet and Facilities Manager
City of Commerce City, CO
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2.Project Approach
There are five key components that influence the project schedule:
Daily Operation Interference – We understand that we will be working in occupied buildings or during
recreational center’s annual shut down week(s) and we will need to carefully coordinate activities to
accommodate. Our goal is to provide limited interruptions as much as possible. We can perform swing shift and
night shift work as needed, especially with lighting upgrades.
Seasonal Limitations – We generally aim to complete projects on the cooling system in the winter and the
heating system in the summer to maximize occupant comfort.
Subcontractor Input – We work closely with our subcontractors to develop our schedules. We have our
subcontractors participate in Pull Planning sessions to ensure we have a realistic schedule that adheres to all
schedule constraints.
Equipment Accessibility – We work closely with our subcontractors and vendors to understand our equipment
lead times early. We focus on our long lead time items and ensure our schedules account for this time.
Shutdown Coordination Constraints – We are well-versed in properly coordinating all shut-down work inside a
building including early notifications to all building occupants and utility company coordination. Often these
shutdowns need to be performed after hours.
Daily
Operation
Interference
Seasonal
Limitations
Subcontractor
Input
Equipment
Accessibility
Shutdown
Coordination
Constraints
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2.Project Approach
EXAMPLE Construction Schedule
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2.Project Approach
COMMUNICATION THROUGHOUT THE PROJECT
McKinstry understands that communication is key to the success of the project. Key elements to project success
are through continuous and collaborative communication.
COMMUNITY OUTREACH THROUGHOUT THE PROCESS
Examples of various communication strategies McKinstry can implement or
support and has previously deployed on our projects include public relations
activities, lunch and learns, community workshops, media/press releases,
marketing flyers, brochures, banners or posters, on-site information kiosks,
groundbreaking, ribbon-cutting, and/or open house celebrations for media,
public, officials, and legislator outreach. These are included in our EPCs during
the audit, construction and post-construction phases and we are happy to
work collaboratively with Vail’s internal communications team to co-develop
resources and outreach throughout the entirety of the project. Additionally,
our behavioral program, powerED, utilizes several of these tools as well
should Vail choose to pursue that program (more fully described in Section
2.6, Other, of this Project Approach Section).
The McKinstry Team, Routt County and
the City of Steamboat hosted a ribbon
cutting ceremony for the community in
2021 to celebrate the completion of
multiple solar arrays throughout the
NW Colorado region.
MEETING CADENCE
Construction kickoff
meeting establishes our
meeting schedule. We
recommend bi-weekly pre-
construction and weekly
after mobilization.
DAILY CONTACT
Establish continuous
communication, including
daily reports and a primary
contact for site access.
Daily satisfaction of on-site
personnel with whom we
interact is an indicator of
the success of a project.
OCCUPANT IMPACT
Assist occupants in
preparing for upcoming
work by communicating in
writing how scopes will
affect them directly.
PROTOCOL ADHERENCE
McKinstry’s team will work
closely with you to adhere
to all proper state and local
protocols throughout the
project.
STAKEHOLDER ENGAGEMENT
Collaboration with all
required stakeholders to
identify targeted
messaging groups, desired
outcomes, and best
strategies for
communicating with
constituent groups about
the energy project.
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2.Project Approach
METHODS OF PROCEDURE, SUBMITTALS, AND APPROVALS
We will work in conjunction with our subcontractors to create methods of procedure for all high-risk scopes such
as solar interconnections, crane picks, breaker change outs, and scopes with tight timelines. McKinstry will gladly
produce methods of procedures for any other scope of work Vail desires.
McKinstry reviews all submittals throughout the entire EPC process in full detail, keeping the overall facility
operations, facility functions, applicable Town standards and contract documents in mind. The McKinstry
construction team will review all submittals received from our subcontractors for completeness, create a
submittal cover sheet, and forward to the development team, design engineers and commissioning engineers for
review. Our project development team continues to be a strong part of the quality control effort throughout this
phase of construction. Because the submittal review process is the last chance to ensure that the correct
equipment, materials, and control strategies are provided and implemented, the McKinstry team uses a review
strategy that encompasses building systems integration as a whole in the submittal review. After our design and
development teams have reviewed and approve the submittals, they are provided to Vail for review. After Vail’s
review is completed and the comments are returned to McKinstry, the Construction Project Engineer will forward
the document(s) to the subcontractor and ensure all comments are addressed. If needed, a revised submittal is
then drafted and received.
SUPPORT FOR CLIENT CALENDAR AND EVENTS
McKinstry fully understands that Town operations take precedent. We will work closely with Vail to ensure we
have the most-up-to-date event calendar and ensure that we know how to continue to receive updates as the
calendar changes.
As mentioned earlier, we are familiar with working in occupied buildings and buildings with tight shut-down
schedules. We understand the importance of extensive pre-planning with all stakeholders to work around, and
capitalize on, occupant schedules. With our extensive work in the local government setting, we are very familiar
with ensuring the major scopes are implemented with heavy collaboration from Vail.
EXAMPLE:
Project signage
(large banner/vestibule poster)
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2.Project Approach
SAFETY PRACTICES AND PROCEDURES
McKinstry focuses on jobsite and company safety and has enjoyed excellent
safety ratings for over 17 years in Colorado. As a people-first company, we will
never compromise safety for the sake of efficiency. McKinstry has a full-time
safety program manager in our Golden office supported by a corporate safety
team dedicated to preventing loss and maintaining a safe and healthy work
environment. Our safety policies are tested and evaluated by each of our
departments, and we expect full implementation of our safety program by all
employees at all levels.
Our corporate and local safety teams ensure that all field projects have
McKinstry safety manuals, material safety data sheets, federal and state
standards, documentation support (accident/injury/near miss report forms,
etc.) and training to properly fill out the necessary documentation. Prior to job
start-up, a site-specific Safety Training Program will be prepared with
mandatory training provided to all jobsite supervision.
The project Safety team will provide training for all project personnel in the
numerous aspects of construction safety, including specific guidelines in areas
of personal protective equipment (PPE), fall protection, lock-out/tag-out
procedures, hazardous communications, waste disposal, assured grounding,
and other identified risk areas. We will conduct frequent, ongoing toolbox
safety training to maintain the highest safety standards.
For every project, we develop a site-specific safety plan that factors in specific
project risk areas and focuses on preventative safety measures to assure safe
working conditions for our crews and all occupants. This very-detailed safety
plan will be presented to building management staff prior to the start of work.
Safety credentials of subcontractors and their assigned employees will be
required and kept on file with us. Everyone on site will be qualified to safely
perform required tasks—verified by documentation evidencing appropriate
safety training.
•Construction Manager Safety Responsibilities – Our Construction
Services Manager, Crystal Davis, has the ultimate responsibility for
safety on this project. Responsibility and leadership in establishing and
maintaining a safe working environment starts at the top.
•Site Superintendent Safety Responsibilities – Our Site Superintendent,
John Musso, has the front- line responsibility for safety in the field and
has experience working with clients as large and complex as Denver
International Airport. The Site Superintendent will hold weekly toolbox
safety meetings where topics range from safety planning for up-coming
tasks to site observations or lessons learned. Foremen are charged
with making sure field employees know how to work safely, have the
proper tools and equipment to do so, and that they follow the safety
regulations set forth by McKinstry’s Corporate Safety team.
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2.Project Approach
•Safety Program Manager Responsibilities – Our Safety Program
Manager, Tom Alvarez, is responsible for safety leadership, safe work
planning, safety training, construction safety and health, behavior-
based safety, incident/injury-free environment, project safety audits,
job hazard analysis, and overall safety coordination. He will work
closely with advisory groups to ensure safe work planning is being used
on-site to reduce the risk of incident and injury. This practice of
planning safety into each task will ensure that the Vail customized
safety program is proactive, identifying potential risks before they have
the chance to occur—reinforcing the safety culture and preventing
incidents on your project.
2.4 Closeout
Discuss your firm’s approach to the following critical closeout activities: Systems Commissioning,
Owner Training, Post-Implementation Report, which is a reconciliation of the EPC savings guarantee
with any modifications during project implementation and Provision of Record Documents – i.e. As-
Builts /Operation & Maintenance manuals.
IN-HOUSE COMMISSIONING APPROACH
At McKinstry, commissioning (Cx) is an essential part of our integrated project
delivery, with expertise derived from extensive experience, a sizable certified
in-house team, and dedicated testing, adjusting, and balancing (TAB) staff
with experience in a wide variety of environments and systems. McKinstry’s
commissioning engineers review and help optimize every aspect of design and
integrated delivery. They are involved early in the project, identifying what
will be commissioned and how the commissioning phase will be carried out.
The Cx team reviews designs and all submittals as well. Cx is a quality
assurance process that ensures proper construction. Our years of Cx
experience have taught us that operational issues uncovered and corrected
during overall Cx are about 50% design and 50% construction.
Additionally, McKinstry uses advanced technologies to improve collaboration
throughout commissioning and achieve substantial time savings in addressing
these issues throughout the design/build process. CxAlloy is one such
technology, selected by our Cx professionals for multiple reasons:
•Mobility—CxAlloy allows our commissioning team to complete test
documents in the field, via an iPad application, and create the
commissioning report while the Cx work is being completed. This also
allows us to readily update documents and changes due to varying field
conditions.
•Issue Management— As issues are identified in the field they are
logged and assigned to the appropriate party in real time. This
significantly speeds up the resolution process since issues do not have
to be transferred to a master issue log (typically in Excel) and
distributed to the team when the Cx engineer returns to the office.
BEST-IN-CLASS
COMMISSIONING
1000+
Facilities Commissioned
150M+
Total sq ft Commissioned
30+
Years of Cx Experience
90+
Cx Professionals on Staff
200+
LEED Certified Projects
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2.Project Approach
Project partners such as contractors, subs, and the owner are able to
access the issue log via a web browser at any time to either update
information or check project status.
•Communication—All information is hosted on a cloud server that can
be accessed by anyone who is given a username/password. This
improves transparency and communication throughout the
commissioning process and provides a more efficient method of
tracking Cx status.
•Data Output—The data captured throughout the commissioning
process (equipment, make, model, serial number, location, etc.) can
easily be exported from CxAlloy to most systems.
As the phases of construction near completion, McKinstry’s commissioning
engineers will begin testing mechanical, electrical, and control systems for
proper functionality. They will work closely with our construction manager to
enable timely testing. This is of critical importance in occupied critical spaces
as un-commissioned systems are not acceptable. The goal of the
commissioning process is to deliver a final product with 100% confidence in
the performance of the building and its ability to meet Vail’s goals and the
performance that McKinstry has provided.
OWNER TRAINING
Facilities staff have a direct impact on annual-savings achievements,
maintenance of occupant comfort, and extension of equipment life; thus, staff
training is a critical component of all McKinstry projects, large or small. We
will host an on-site training session and record this to post on Vail’s
SharePoint site (or multiple sessions, if needed) for all pertaining elements of
the Vail projects. The McKinstry Site Superintendent and/or Project Engineer
will facilitate the training, an engineer will review the entire system, and the
appropriate vendor will address equipment specifics.
McKinstry will first develop a training agenda and schedule, working with Vail
to incorporate any specific topics you wish to address. Typically, trainees
include building operators, maintenance personnel, utility staff, sustainability
specialists, and others identified by Vail. We can provide initial on-site training
by equipment vendors and, in some cases, by a factory-certified instructor. As
part of the training program, McKinstry provides instruction on planning and
strategies for building maintenance – crucial for long-term savings, occupant
comfort, and sustainability.
TRAINING GOAL
Extend new and existing
equipment life
Ensure proper operation
and maintenance
procedures are
adequately performed
Empower Vail facility
staff for the long term
TRAINING KEY POINTS
Comprehensive
Tailored to Vail
Transfers all design and
construction information
Empowers facility staff to
operate, maintain, and
lead emergency
shutdown procedures
TRAINING
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2.Project Approach
TRAINING PROPOSED
QUANTITY DURATION TOPICS
Traditional
Energy Measures Multiple 1-6 hours
•Proper maintenance and
operation, warranty
procedures
Solar PV As needed 1 hour
•Maintenance of solar
•Cleaning of panels
•Warranty – labor and parts
MCKINSTRY WARRANTEES/GUARANTEES: MINIMUM OF 1 YEAR INCLUDED
We commission projects to ensure all equipment and systems installed will
meet or exceed performance standards. We guarantee installation and labor for
at least one year on the entire project against defects. For individual
equipment, we carry the standard manufacturer’s warranties, yet based on our
relationship with local vendors, we will extend warranties at no or low cost and
transition these over to your team after the full project one year warranty is
completed. Your warranty time-period starts at date of substantial project
completion or occupancy. If equipment is used for temporary service, its
warranty date typically will start when it is put into service. If Vail desires, we
can upload warranty information and expiration dates into any CMMS so that if
a work order is generated for an asset under warranty, the maintenance staff
will know and be able to have the problem resolved at low or no cost. Similarly,
we can create work orders for preventative maintenance that will ensure that
warrantees will be honored, and we can also extend the full project 1-year
warranty if Vail desires.
McKinstry offers more options due to our network of buying power – we are
able to reduce the initial cost of equipment, in addition to being able to
arrange for extensions to the warranty period of the equipment. This
combination of strong buying power and extended warranties gives us a
value-added advantage we will pass on to you.
POST-INSTALLATION REPORT
The results of the Measurement and Verification activities conducted
immediately following project installation are documented in a Post-
Installation Report. Although this report is not mandated by the State of
Colorado’s master EPC contract, its use is strongly recommended and
something that our team performs for every EPC project. The Post-
Installation Report is completed within 90 days of construction close-out and
documents the results of M&V activities conducted after project
implementation. Additionally, this report will document any potential changes
in the contracted project scope and the expected energy savings based on the
actual installed conditions, confirming, or updating estimated values regarding
the performance of the new equipment. The Post-Installation Report provides
an important piece of project documentation as it accounts for any project
changes that may otherwise be unclear in retrospect. This will ease any
concern that Vail may have at this point regarding savings.
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2.Project Approach
PROVISION OF RECORD DOCUMENTS
We develop detailed as-built drawings for the project and combine these into
a comprehensive set of record drawings that depict the actual work
completed. Since we often work off as-builts for our retrofit projects, we truly
understand the importance of accurate and comprehensive as-builts and use
this as a guiding principle as we assemble our closeout packets.
We will first listen to what is of value to the building owner and operator and
meet their needs with what, and how, we turn over documents. That spirit
applies to record documents, historical information, owner training, attic
stock, trending data, go-forward building optimization plans, preventive
maintenance plans, etc.
As it relates specifically to record documents, possible formats include:
•Hardcopies, if desired
•PDF library on flash drives, if desired
•CAD and/or PDF library posted on Vail’s preferred file sharing site
2.5 Measurement and Verification
Discuss your firm’s approach to measurement and verification. Describe how your team works with
clients to identify and report on energy savings and/or potential energy savings shortfalls.
Measurement and Verification (M&V) is a very important part of the EPC
process, and our team wants to ensure that Vail has a full understanding of
how its energy savings will be proven, measured, and verified on an annual
basis. We will host two separate M&V workshops for Vail – a 101 session early
in the project and a more detailed selection session after the 60% audit
meeting. This latter meeting is designed to explain how Vail’s specific EPC
project performance will be measured and verified by using the protocols
outlined in the International Performance Measurement and Verification
Protocol (IPMVP).
During this second meeting, we develop the preliminary M&V plan for the
measures under development and begin discussions on what key
performance indicators (KPIs) will need to be measured to verify
performance. If select KPIs require additional equipment to be installed during
construction, we will work with our subcontractors to get accurate prices to
include such equipment in our guaranteed maximum price. We discuss the
cost to measure and verify versus the risks taken by McKinstry or the
customer. We recommend that our customers have their third-party
representative from the Colorado Energy Office attend this meeting to help
make decisions on how M&V is done for each scope item.
This is your project and M&V requires collaborating with Town stakeholders
to ensure that we select a plan that meets Vail’s expectations and needs
during of the M&V period. We want facilities and finance involved in the initial
conversations to ensure that everyone is on the same page.
MCKINSTRY
M&V STEPS
DETERMINE
M&V OBJECTIVES
SELECT M&V
PROTOCOL
DEVELOP
M&V PLAN
MEASURE BASELINE
CONDITIONS
MEASURE POST -
RETROFIT CONDITIONS
PERFORM PREVENTATIVE
AND CORRECTIVE ACTIONS
VERIFY PROJECT
PERFORMANCE
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2.Project Approach
WHY MEASURE AND VERIFY?
With ever-increasing utility rates, shrinking operating budgets, and increasingly complex operating systems,
owners are faced with numerous challenges in delivering high performance operations in a demanding market.
Increasing compliance requirements from governments and awareness of economic, environmental, health and
social costs of greenhouse gas emissions are additional compelling incentives on both public and private sector
owners to increase the rigor and transparency of energy performance of their facilities.
Determination of energy savings is a challenge, and requires both accurate measurement and repeatable
methodology, which we achieve through M&V.
BEST PRACTICES FOR M&V
M&V for energy projects assists in accurately determining the success of energy efficiency efforts by:
•Increasing the reliability and level of savings
•Reducing transaction costs by providing agreed upon M&V methodologies for the national industry
•Lowering the financing costs and risks by providing standardization of M&V for specific projects
INDUSTRY PROTOCOLS
The Efficiency Valuation Organization (EVO) is a non-profit organization dedicated to creating M&V tools to
promote building efficiency. EVO publishes the International Performance Measurement & Verification Protocol
(IPMVP) Volume 1, “Concepts and Options for Determining Energy and Water Savings”, which provides the
guidelines and protocols for M&V. In addition, federal projects follow a similar protocol under the Federal Energy
Management Plan (FEMP) guidelines. These guidelines provide four options for M&V including Option A: Retrofit
Isolation with Key Parameters; Option B: Retrofit Isolation with All Parameters; Option C: Whole-Building Data
Analysis; and Option D: Whole-Building Calibrated Simulation.
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2.Project Approach
ABOVE AND BEYOND M&V: REAL TIME MONITORING OF SAVINGS
We will propose that Vail leverages McKinstry’s real-time monitoring of energy systems which can identify
problems that might otherwise have gone unnoticed. These systems also have the opportunity for greater
efficiency even when systems are being operated as intended. Monitoring allows for relatively easy reductions in
energy use, and it allows those reductions to be more consistent and persistent. Commissioning can identify if a
boiler was installed according to the manufacturer’s recommendations, but it cannot determine whether that
boiler is running longer than originally intended or how a simple adjustment of the temperature may impact the
efficiency of the entire building. McKinstry will combine remote data analytics and human- based on-site
engineering analysis. Real time monitoring engages the building operators to identify previously unrecognized
inefficiencies in energy system operations, facilitates the application of diagnostic protocols, documents energy
savings from operational improvements, and ensures persistence of savings through ongoing commissioning (Cx).
This will be of value to Vail and help all teams ensure persistent savings for years post- construction.
Other benefits include:
•Continuous retro-commissioning of systems
•Quick detection of outliers and underperforming equipment
•Ability to scale across building automation systems
•Persistence of Energy Savings and Performance Testing
•Potential to identify and facilitate additional energy savings throughout Vail from real-time data
2.6 Other
Discuss your firm’s experience in other, supporting areas, such as Staff Engagement and Behavior Modification.
OUR STAFF ENGAGEMENT AND BEHAVIOR MODIFICATION PROGRAM
As part of our energy performance contract, we have the ability to co-develop a behavioral engagement platform
with Vail through our powerED program. Given the long-term goals of the Town of Vail regarding carbon emissions
reductions and the desire by Vail residents for energy and renewable energy education, this may be of interest to
Vail and Town stakeholders as it will help to provide training opportunities, education around installed measures,
and communication/PR for staff and the community – all bringing positive media to Vail.
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2.Project Approach
powerED is a behavior-focused energy awareness and operational efficiency program designed to reduce costs,
increase efficiency, and promote environmentally conscious operations within facilities across Vail to facilitate
further GHG emissions reductions and cost savings after the EPC has been constructed driving additional cost and
energy savings for years to come. Our program promotes active participation from Town employees and residents
with careful tracking of resources, a targeted campaign, and competitions with rewards and prizes to encourage
participation. Additionally, powerED contains an interactive, online dashboard that can be accessed and displayed
across multiple Town facilities as a highly effective communication tool to emphasize the staff’s role in achieving
measurable results and improving transparency. We also have a phone application that the community can log
into to follow along on sustainability progress!
McKinstry has seen success through powerED with other Colorado EPC clients such as the City of Boulder, City and
County of Denver, City of Lakewood, Colorado School of Mines (video here!) , and South Suburban Parks and
Recreation – all of whom would be more than happy to speak with you about our current engagement projects
with their team. We believe that by adopting a strategic cultural and an operational approach throughout the
Town, Vail can increase efficiency and achieve substantial, quantifiable financial results through the powerED
program. We do guarantee savings through this program and have quantified these – through a rigorous M&V
process – for many of our clients across the nation exceeding over $23M in utility savings since 2010 through this
program alone.
Utility Meter Savings – Reveal
Energy Benchmarking – Reveal
Program Statistics – Reveal
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3
Cost and
Pricing
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3.Cost and Pricing
3.1 IGA Pricing
The CEO has standard pricing for IGAs, based on the location and square footage of the public sector commercial building to be audited. (See
following table.)
McKinstry acknowledges and accepts the CEO standard IGA pricing shown in the table below and will use this
pricing structure in our project with Vail.
STANDARD IGA PRICING TABLE
Tiered Pricing
($/sq ft)
Total Facility Square Footage
Under 250K 250K – 500K 500K +
Distance from CEO
1580 Logan, Denver
Under 75 miles $0.250 $0.225 $0.200
75 – 150 miles $0.275 $0.250 $0.225
Over 150 miles $0.300 $0.275 $0.250
Based on the table above and square footage listed in the RFP of 293,489 square feet, the total audit cost will be
$73,372 (293,489* $.25/SF). This audit pricing will be finalized during the contract negotiation period with Vail.
The facility square footage only accounts for the occupied spaces and we would discuss how to price the audits
for the parking garages and snowmelt systems separately. The audit cost of the IGA will be fully funded from
savings and rolled into the final EPC project cost.
3.2 Project Pricing
Please use Attachment B Cost and Pricing Tool to identify the percentages proposed for this specific project that are equal to or less than the
maximum rates stated in your Base Contract with CEO, based on the size, scope and location of the specific project.
COLORADO ENERGY OFFICE COST AND PRICING WORKSHEET
As requested, McKinstry has included the completed CEO Cost Estimate
Tool shown below and included in Excel format along with this proposal
submission. Based on our previous experience working with clients such
as Vail, we feel it is important to understand how the project costs
might be applied to a very large, straightforward project greater than
$5 million (lower percentages within the table below) or a small,
complex project of $1 million (higher percentages
within the table below). Therefore, we have
included a range of percentages that can apply
to projects of a variety of sizes and
complexity. Additionally, if it is decided that
some buildings be removed from the scope
throughout the audit, the pricing ranges
below include flexibility to reflect those
decisions upon award.
In addition, we will work with you to arrive
at a reasonable cost to audit (if even
necessary) the parking garages.
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3.Cost and Pricing
A B C D E F G H I
Project Costing Categories
IGA Contract
Maximum % of
Total Project Cost
Actual Final IGA
Calculated % of
Total Project Cost
Actual
Final IGA Cost Sub-Totals Totals Notes
1 Investment Grade Audit (IGA)
2 Total Facility Area 293,489 $293,489.00 Unique for each project
3 $ / Sq Ft 0.25$ $0.25 See Standard IGA Pricing Table tab.
4 73,372$ G4 = F2*F3
5
6 Implementation Costs
7 Pre-Construction Costs*
8 Design and Other Engineering 5% - 8%0.00%-$ % in column E is calculated from estimated project amount
9 Pre-Construction Services 3% - 5%0.00%-$ % in column E is calculated from estimated project amount
10 Other Pre-Construction Costs 2.5% - 4%0.00%-$ % in column E is calculated from estimated project amount
11 Pre-Construction Cost Subtotal 0.00%-$ G11 = sum (F8:F10)
12 Construction Costs*
13 Trade Subcontracts 0.00%-$ % in column E is calculated from estimated project amount
14 Design/Build Subcontracts 0.00%% in column E is calculated from estimated project amount
15 Direct Purchase Equipment 0.00%% in column E is calculated from estimated project amount
16 Construction Management 6% - 8%0.00%-$ % in column E is calculated from estimated project amount
17 Project Engineering 3% - 4%0.00%-$ % in column E is calculated from estimated project amount
18 General Conditions 1% - 2%0.00%-$ % in column E is calculated from estimated project amount
19 Construction Completion 3% - 6%0.00%-$ % in column E is calculated from estimated project amount
20 Other Construction Costs 3% - 6%0.00%-$ % in column E is calculated from estimated project amount
21 Construction Cost Subtotal 0.00%-$ G21 = SUM(F13:F20)
22 Implementation Costs Subtotal*-$ H22 = SUM(G11+G21)
23
24 Profit*9%9%-$ Value in column H is calculated from estimated project amount
25
26 Estimated Project Amount*-$ H26 = SUM(H22 + H24)
27
28 Contingency*3-5%0%-$ Value in column H is calculated from estimated project amount
29
30 Total Funded Amount*73,372$ H30 = SUM(G4+H26+H28)
Investment Grade Audit Total Cost
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3.Cost and Pricing
FINANCIAL STABILITY AND BONDING CAPACITY
We are locally operated, financially strong, and can fully bond any project desired by the team. We work
diligently to maintain an extensive bonding capacity. Over our 60+ year history, McKinstry has been profitable
every year except one, which speaks to our ability to guarantee project costs and savings over the long term.
McKinstry can provide a performance bond for the construction phase with our total bonding capacity as a
company being $600,000,000 and a per-project total of $250,000,000. We are here to stay. We have been a
successful company for over half a century and will truly be here for the life of your building.
DRIVING BASE COSTS DOWN
As you can see from the graphic below, driving waste out of the supply chain and procurement/management
process keeps the base costs of an ESCO project as low as possible, reducing the overall cost to Vail. Most ESCOs
will push the design engineering, commissioning, and equipment procurement down to their subcontractors and
still charge fees for these services and mark-ups. Thus, lower fee percentages applied to higher project base
costs can lead to higher overall project costs for Vail as demonstrated below.
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3.Cost and Pricing
3.3 Annual Costing
Provide estimated anticipated costs for Warranty, Measurement and Verification, and other pertinent categories below and how they are
determined and applied to a project. Costs for the project shall not exceed the maximums established in the table below.
Determination of annual costs may be challenging without knowing project scope; therefore, elaborate on how annual pricing is determined.
McKinstry is providing further explanation for each annual cost category as described below.
CATEGORY OF
ANNUAL COST TOTAL ANNUAL COST HOW PRICE IS DETERMINED YEARS APPLIED
(ONE-TIME, ANNUAL, ETC.)
Warranty
Warranty is typically
0.5-1% of total project
cost but will be
determined based on
finalized measures
installed.
Actual cost percentage and/or
price is highly dependent upon the
measures installed as part of the
final project.
One year on the entire project will
be automatically included with the
option to extend beyond that
period, if desired. All
manufacturer’s equipment
warranties will be transferred to
Vail after the parts and labor
project warranty has terminated.
Measurement
and Verification
Typically, 0.5-1% of
total project cost,
dependent on final
scope and M&V
strategy selected.
Actual cost percentage and/or
price is a collaborative process with
Vail and is determined based on
the final measures installed,
recommendations from the
Colorado Energy Office, and
determination of the highest value
approach for Vail.
The first three (3) years are
required under the Colorado
Energy Office program and State
legislation with the option to
extend at the request of Vail upon
completion of Year 3.
Other
Costs will be
determined if other
annual services are
needed or desired.
Actual cost percentage and/or
price is dependent upon the final
measures included for
implementation and which
services are selected by Vail.
Vail will have the option to
determine years of service and
scope of any post-construction
services such as behavior
engagement, on-going retro-
commissioning, etc.
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4
Best Value
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4.Best Value
Briefly describe how the company’s approach to performance contracting delivers best value for the investment. The responding company shall also
describe any utility rebates or other financial incentives or grants it can potentially provide and/or facilitate.
McKinstry’s Best Value Approach to Energy Performance Contracting
McKinstry has four key principles that we will focus on during the energy audit phase to provide the best value
to Vail. These principles have been developed based on our previous experience with local governments like Vail
and our past Energy Performance Contracting projects. The following list contains our unique approach for this
project:
Be fiscally responsible of taxpayer dollars and avoid replacing equipment before end-of-life. Completely
tearing out and replacing systems has higher embodied carbon, is usually more costly and always more
disruptive to teams. During the investment grade audit, we will look only at projects that reduce energy load
through efficiency AND replace equipment that is nearing the end of life to be a good steward of taxpayer
dollars. This will typically save 25-50% of the capital cost versus replacing equipment that is not at end of life.
We will also work within the context of existing equipment and reuse existing systems wherever possible. We
will ensure all proposed measures align with Vail’s goals and show the community options that are fiscally
responsible.
WHAT SETS MCKINSTRY APART?
Attention to
Detail and
Feedback
Experience
Working in
Municipal
Facilities
Collaboration
with Public
and Private
Stakeholders
Minimal
Disruption to
Operations and
Occupants
Energy Savings
Driven
Outcomes
Previous
Experience
with Vail’s
Buildings
Enhancing
Occupant
Comfort and
Reliability
of Systems
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4.Best Value
Use tried and true solutions for energy reduction. Energy and EUI reduction can be achieved via current
technologies – even when all the low hanging fruit has been implemented. There are plenty of technologies on
the market today that have been well-established and researched that can both lower energy usage and have
worked in many past projects. By leveraging equipment that has been widely adopted and tested, we will
reduce the overall project risk, reduce the potential for equipment failure early, reduce O&M expenses, and
ensure the smoothest transition to operational teams. This will save Vail up-front dollars and life-cycle dollars
for recommended measures. We will work to quantify all these project co-benefits and list on-going operations
within the post-construction plans to ensure all questions and concerned are answered prior to installation.
Efficient but effective process. As we work through
the steps of the audit, there will be full transparency
within each measure in regard to how it builds off our
previous work – including the Solar PV feasibility
study, cost effectiveness as it relates to EUI reduction,
return on investment and simple payback. EUI
reduction – sometimes but not always – can be costly,
and thus finding additional benefits beyond cost is
critical when looking at the full picture. Considerable
financial incentives are available from various sources
at the state, utility, and local level to offset the cost
gap between energy efficient options and business as
usual scenarios. Many sustainability measures, if done
strategically, can provide other benefits such as
resiliency, improved comfort, productivity increases,
and better air quality – opening value streams that
offset additional costs. The graphic to the right
expands upon the concepts that we will deploy
throughout the audit phase.
Cost-effective innovation in action. Finally, our team has the tools and skills to vet and quantify innovative ideas
for Vail during the energy audit phase. This allows McKinstry to push the envelope with confidence in a
guaranteed cost and savings environment and provide the best solutions for our client’s facilities while
integrating the three principles above. We encourage our engineering and design team to help our clients
experience new levels of pride in their facility stewardship through innovative, budget-beneficial design. With
facility and sustainability goals in mind such as having electrification adopted by 15% of all buildings by 2030 and
60% by 2050, our team will work throughout the audit to define four (4) separate categories of measures:
•Energy Efficiency
•HVAC Electrification, Efficiency, and Optimization
(We have a dedicated team for electrification and decarbonization standing by to help meet your
electrification goals. See our Catalyst Building at https://www.mckinstry.com/all-features/zero-carbon-
catalyst-building/)
•On-Site Renewable Energy
•Grid-Purchased Renewable Energy
From here we will collectively work with Vail on creating the highest value project while minimizing cost to
achieve goals.
EUI
Reductions
for Vail
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4.Best Value
McKinstry has built a strong partnership with our city and has developed relationships with our
staff members. These efforts have facilitated effective collaboration and communication
throughout the development, implementation and commissioning efforts .
-Joe Castro, PE, (Former) Facilities and Fleet Manager
City of Boulder
OUR GOLDEN, COLORADO CAPABILITIES FOR LIGHTING
Interior and exterior lighting upgrades are our specialty and is a key opportunity for Vail – it will be important to
have a robust lighting team on this project. McKinstry’s in-house lighting team will develop real-world lighting
solutions that significantly lowers energy expenditures while supporting system integrity and enhancing
aesthetic appeal. Our engineering and design team has helped to provide design-build lighting services for over
75 million square feet of facilities including sports facilities and complexes, commercial office buildings,
corporate headquarters, data centers, museums, hotels, K-12 facilities, and warehouse facilities. Our
commitment is to provide our clients with the highest level of service possible while delivering cost-effective,
innovative solutions.
McKinstry Lighting Solutions Team will deliver best value based on the following:
•All key functions of our Lighting Solutions team reside
within McKinstry. This includes lighting project
audit and estimation, electrical engineering
design, energy engineering, construction
management and commissioning. Our internal
procurement team can purchase materials
direct from manufacturers or manage an RFP
process through distributors which guarantees
the most competitive pricing available. Our
internal procurement team eliminates all
subcontractor markups on materials thereby
maximizing the project value for Vail.
•Our lighting team has key personnel based in our Golden, CO office.
Members of this local lighting team have decades of experience in the
lighting industry along with decision-making authority to provide timely
deliverables while delivering the correct solution for Vail. Because our
team is in-house and local, we can be more flexible and agile during the
design and implementation phase, which allows our team to deliver a
superior project at a lower price point than our competitors.
Since 2009, our Lighting Solutions Team of 15 dedicated experts, has implemented over $1.5 billion in energy efficiency
projects. Most recently this team has completed the audit and design of some of the most complicated lighting and
lighting controls projects in the country, including the Phoenix Convention Center, Denver International Airport and Salt
Lake City School District.
McKinstry Lighting Solutions Team
Phoenix Convention Center Project
Phoenix Convention Center
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4.Best Value
DEDICATED FUNDING AND INFLATION REDUCTION ACT (IRA) RESOURCE FOR VAIL
The selected McKinstry team has vast experience
working on the funding and financing of EPC
projects throughout Colorado and we plan to
include the following strategies through a
dedicated Project Funding and IRA Resource for
Vail, Sara Berry-Maraist.
IRA FUNDING
There are some very impactful incentives built into the Inflation Reduction Act. Most notably, non-taxable entities
are now eligible to take advantage of the Investment Tax Credit (ITC) in the form of "direct pay”. Many of the IRA
programs guidance is still being issued and finalized by Treasury, but McKinstry has a dedicated team monitoring
the changes daily for all our clients. We want our clients to know firsthand of all funding opportunities.
IRA Eligible Technologies
Now is the time to think big and act boldly to accelerate energy resiliency planning, clean energy deployment
and high-performing building retrofits. The IRA presents opportunities to meet Vail’s energy needs sooner while
readying your operations for long-term resiliency, decarbonization and equitable outcomes for generations to
come.
Utility Funding and Rebates
Seeking and securing utility-based incentives for a customer is a critical part of
the funding strategy an ESCO brings to a performance contract, and McKinstry
has the expertise and resources to secure these funds. Our local team in the
Rocky Mountain Region has significant experience working with Vail’s utilities,
including Holy Cross, through our work with other clients like City of Aspen,
Aspen School District, and others.
Sara will serve as Vail's Federal and State Funding
Resource. Sara stays current with federal/state
funding guidelines, compliance requirements, and
new funding announcements. She will help Vail
understand their eligibility for federal/state tax
incentives, grants, and other programs.
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4.Best Value
Grant Opportunities
Check out some of our recent grant-funded projects in Colorado!
Before seeking financing, McKinstry will diligently explore all opportunities
to bring additional funding to your program through grants and rebates.
We are the local experts when it comes to leveraging state and federal grant and stimulus funding for energy
efficiency projects and can write and/or support all grant requests on Vail’s behalf. We have helped to secure
over $30 million in outside grant/rebate funding for our Colorado clients’ energy projects. Based on our
knowledge and experience, the following are current opportunities for funding Vail’s project:
Colorado Public Building Electrification Grant
Colorado Department of Local Affairs Grants (used in community solar projects)
Resiliency Challenge
Renewable Energy Grant
Energy and Mineral Impact Grant
State of Colorado Geothermal Grant
Congressionally Directed Spending
FEMA Building Resilient Infrastructure and Communities (BRIC) Grant
Inflation Reduction Act
Investment Tax Credit – Direct Pay for renewable energy systems, battery storage,
EV charging Tax Credit – Direct Pay for installation of chargers in low-income/rural areas
US Department of Energy Grants
Utility rebates
And many more that will be investigated throughout the audit process!
Grants and Stimulus Funding
Reallocated like-for-like capital replacement budget
Utility and energy savings internal borrowing from enterprise funds with additional capital availability
Sustainability or climate tax
More options investigated during financial process and finance team interviews
Capital and Internal Funding
Equipment Lease Purchase
Bonds
Certificates of Participation
Energy-as-a-service
Infrastructure-as-a-service
Power-purchase-agreements
More options investigated during financial process and finance team interviews
Financing Options
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4.Best Value
LOCAL SUB-CONTRACTOR EXPERTISE
If subcontractors are needed, McKinstry is committed to engaging the local
subcontractor community in Vail to help promote and enhance the local
economy. Our team has experience working with minority and women-
owned businesses (MWBE) and has exceeded other Town’s MWBE goals on
projects. Leveraging our current contractor relationships in Colorado, we
will drive a seamless process during construction free of any overlap of
duties and ensure that Vail receives the best pricing, subcontractors, and
performance while also meeting all stated project goals.
WE ARE A PRIVATELY OWNED COMPANY
McKinstry remains a privately held company, meaning that we answer only
to our clients and ourselves. We are curious engineers, highly capable
development and construction professionals, and nimble problem solvers.
Innovating with clients is in our DNA. While there are specific nuances with
every project, success still comes down to having people on staff who
understand technology, development, and construction, and McKinstry has
over 60 years of proven experience doing this with the client in mind.
WE ARE ALIGNED WITH THE VAIL’S GOALS AND IMPLEMENTING SIMILAR
PROJECTS AT MCKINSTRY!
McKinstry believes in making a positive difference for both people and the
planet. So much so that these are guiding pillars in our legal operating
agreements. Headquartered in Washington, McKinstry supports the WA
State Legislature’s work in 2012 to create a Social Purpose Corporation
statue, Washington’s version of B-corps. As a result, McKinstry updated our
own operating agreements to become the largest social purpose business
and first social purpose LLC in Washington state in alignment with this
statue. In doing this, McKinstry has committed that the purpose of our
business is not necessarily to maximize investment returns for our owners,
but rather to balance profit with the interests of our employees and our
environment.
WE ARE COMMITTED TO VAIL’S SUCCESS!
McKinstry is the ideal partner for the Town of Vail's EPC project because we
prioritize collaboration, deliver exceptional value, and possess unmatched
expertise in high-altitude, municipal energy efficiency, electrification, solar
and energy storage projects. Our commitment goes beyond just words; we
have the proven processes and local experience to ensure a successful
project that aligns with Vail's unique needs and long-term vision.
The McKinstry ScaleUp
program reflects the
values, goals and
teamwork that McKinstry
provides to their
subcontractors. Providing
mentorship to protégé
organizations like us, to
help us grow and to learn
how businesses at a larger
scale operate.”
-Michelle Chavez
Midnight Metals | MWDBE Partner
McKinstry was the
#10 signatory of
The Climate Pledge,
and we are now actively
pursuing our path to
Zero Carbon.
SCALEUP WITH
MCKINSTRY
TOGETHER, BUILDING
A THRIVING PLANET
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4.Best Value
McKinstry’s Golden Office
IN SUMMARY, MCKINSTRY DELIVERS BEST VALUE BY:
Collaborative Approach: We believe in frequent communication and building strong partnerships. Our team
will work closely with Vail throughout the entire project lifecycle, ensuring alignment with your goals and
addressing any concerns promptly.
Local Expertise: McKinstry boasts the largest ESCO team in Colorado, based right here in Golden. This local
team, backed by a national network of 2,500+ energy experts, offers unparalleled knowledge of the Colorado
market and the specific challenges of high-altitude environments.
Proven Track Record: McKinstry has a demonstrably successful history in Colorado's municipal sector,
delivering over $254 million in energy services across 252+ cities and counties. Locally, we've partnered with
Aspen, Basalt, and Steamboat Springs, bringing valuable experience to the Vail project.
Decarbonization Leadership: We are experts in developing innovative solutions to achieve decarbonization
goals. Our experience in Steamboat Springs and other mountain communities exemplifies our ability to tailor
solutions for high-alpine settings, and we are committed to aligning our approach with Vail's long-term
sustainability vision.
Long-Term Planning: We understand that funding can be a challenge. McKinstry has a proven track record
of securing grants, particularly in rural Colorado. Our financial modeling expertise and access to diverse
funding sources will be instrumental in navigating this aspect of the project.
Shared Vision: McKinstry's unwavering commitment to combating climate change aligns perfectly with Vail's
environmental stewardship values. This shared vision, coupled with our technical expertise, makes us the ideal
partner for this transformative journey.
Optimized Approach: Leveraging experience from over 30 Colorado municipal EPCs, McKinstry will
implement proven strategies to ensure project success and deliver superior value. These strategies include:
Expansive communication
with Vail through weekly
check-ins, office hours,
and detailed meeting
minutes.
Comprehensive analysis
of existing conditions and
systems to ensure a
smooth implementation
process.
Stakeholder alignment
on project scope,
expectations, and goals,
including facility,
financial, social, and
sustainability objectives.
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4.Best Value
Finally, Our extensive Colorado EPC experience is unmatched by our competition. McKinstry has consistently
managed over 50% of total energy projects under the Colorado Energy Office's EPC program for the past two
years, showcasing our proficiency in assembling collaborative teams to benefit our clients. Furthermore, we
continuously enhance our EPC process by drawing insights from previous projects. Regardless of size, we
approach each project with equal dedication—ranging from a $200 retro-commissioning of a single equipment
piece to an $83M performance contract, all executed with minimal disruption to our clients' facilities and
operations. We know Vail and your buildings through our previous Solar PV feasibility study. We are excited to
continue our partnership with Vail on this project to help achieve your sustainability goals and support your
vision to be a recognized global leader in sustainability, demonstrate aggressive action on global climate
change, resource efficiency, ecosystem protection and community awareness and education.
Let’s build a thriving planet together!
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Appendix
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Appendix A: Key Personnel Resumes
Stephan Rank, PE, CEM | PROJECT DIRECTOR
WHY STEPHAN?
Stephan brings extensive experience in energy audits, energy conservation
measure development, cost estimating, utility rate analysis and
optimization, heating and cooling load calculations, and life cycle cost
analysis.
STEPHAN’S ROLE
As Project Director, Stephan is the single point of contact throughout the life of
the project and will oversee team leads on development, construction, M&V,
and on-going services. Stephan is responsible for overall client satisfaction and
project success.
PROJECT EXPERIENCE
City and County of Denver; CO
Project Director for Investment Grade Audit and $16.9M Energy Performance
Contract.
Foothills Park and Recreation; Littleton, CO
Project Director for development of $8M Energy Performance Contract.
Adams 12 Five Star School District; Thornton, CO
Project Director for development of $2M Energy Performance Contract.
Aurora Public Schools; Aurora, CO
Project Director for development of $7M Energy Performance Contract.
Salt Lake City School District; UT
Project Director for $29.3M Comprehensive Zero-Over-Time roadmap for the
District to achieve full zero carbon performance in their facilities by 2040,
including facility electrification over five phases.
City of Arvada; Arvada, CO*
Energy Performance Contract
Arapahoe County, Phase 2; Various Cities, CO*
Energy Performance Contract; $7.9M
Persigo Wastewater Treatment Plant; Grand Junction, CO*
Energy Performance Contract
Colorado Department of Transportation; Various Cities, CO*
Statewide Energy Performance Contract; $9.5M
Boulder Community Hospital Complex; Boulder, CO*
Sustainable Interior Deconstruction
*Denotes project completed with another firm
EDUCATION
California State Polytechnic
University, San Luis Obispo,
B.S., Mechanical Engineering
ACCREDITATIONS
Professional Engineer (P.E.) in:
CO, CA, AZ, UT, WY, NV
Certified Energy Manager
(CEM)
TENURE
In the industry since 1998 and
with McKinstry since 2019.
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Appendix A: Key Personnel Resumes
Dan Gacnik, CEM | BUSINESS DEVELOPMENT MANAGER
WHY DAN?
Dan’s diversified experience in energy supply-side, energy services, and
maintenance-related projects provides clients with specialized expertise in
utility and operational savings, rebates, and creative funding opportunities,
resulting in a comprehensive project approach.
DAN’S ROLE
Dan oversees client relationship and account management throughout projects.
He assists with funding and financing strategy including the investigation of any
available grants, rebates or other project funding sources; and ongoing client
engagement and contracts.
PROJECT EXPERIENCE
City of Lakewood; CO
Business Development Manager for development of $2.4M Energy Performance
Contract.
City and County of Broomfield; CO
Business Development Manager for $96K Investment Grade Audit and Energy
Performance Contract.
Fremont RE-2 School District, CO; Florence, CO
Business Development Manager for $3.2M Investment Grade Audit and Energy
Performance Contract.
Adams 12 Five Star School District; Thornton, CO
Business Development Manager for development of $2M Energy Performance
Contract.
Aspen School District; Aspen, CO
Business Development Manager for $2.0M Energy Savings Performance Contract.
Aurora Public Schools; Aurora, CO
Business Development Manager for development of $7M Energy Performance
Contract.
Denver Public Schools; Denver, CO
Business Development Manager for $31M Energy Performance Contract.
Colorado School of Mines; Golden, CO
Business Development Manager for development of $4.8M PV Energy
Performance Contract.
University of Colorado; CO
Business Development Manager for Investment Grade Audit and $5M Energy
Performance Contract.
EDUCATION
University of Colorado at
Boulder, B.S., Business
Administration
ACCREDITATIONS
Certified Energy Manager
(CEM)
AFFILIATIONS
Business Partner
Representative for Rocky
Mountain APPA
Founding Member of
Colorado APPA
Energy Services Coalition–
Colorado Chapter Affiliate
Member
Representative for Colorado
School Plant Managers
Association (CSPMA)
TENURE
In the industry since 1992 and
with McKinstry since 2010.
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Appendix A: Key Personnel Resumes
Jordan Worthington, EIT | ACCOUNT EXECUTIVE
WHY JORDAN?
Jordan will leverage his technical background and expertise to ensure
excellence throughout the entire project lifecycle.
He is motivated to create long-term relationships with clients and to provide
custom services that benefit both the client and surrounding community.
JORDAN’S ROLE
Jordan provides account management to ensure client objectives and goals are
met, any issues are addressed, and schedule/deliverables are met in a
coordinated and timely manner.
PROJECT EXPERIENCE
Town of Frisco; CO
Account Executive for development of $71K Energy Performance Contract.
City of Boulder; CO
Account Executive for development of $1.8M Energy Performance Contract.
Adams 12 Five Star School District; Thornton, CO
Account Executive for development of $2M Energy Performance Contract.
Aurora Public Schools; Aurora, CO
Account Executive for development of $7M Energy Performance Contract.
North Park School District; Walden, CO
Account Executive for Investment Grade Audit and $1.2M Energy Performance
Contract.
JeffCo Public Schools, Phase 1; Lakewood, CO
Account Executive for $1.5M Design-Build LED lighting retrofit project.
JeffCo Public Schools, Phase 2; Lakewood, CO
Account Executive for $2.7M Design-Build LED lighting retrofit project.
Atlanta Neighborhood Charter School Elementary Campus*
Energy and water assessment including implementation support for web-based
HVAC controls, LED lighting and controls, window film, high-performance
plumbing fixtures, and solar electricity. Projected $28,000 annual utility savings.
Chatsworth Boys and Girls Club*
Nearly net-zero energy project and energy and water assessment including
implementation support for web-based HVAC controls, high-performance HVAC,
insulation upgrades, LED lighting and controls, high-performance plumbing
fixtures, and solar electricity. Projected $6,000 annual utility savings.
*Denotes project completed with another firm.
EDUCATION
The University of Georgia,
Athens, B.S., Environmental
Engineering
ACCREDITATIONS
Engineer in Training (E.I.T.)
TENURE
In the industry since 2015 and
with McKinstry since 2019.
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Appendix A: Key Personnel Resumes
Ashley Brasovan | PROGRAM AND FUNDING MANAGER
WHY ASHLEY?
Ashley has successfully secured $100M+ financial packages for public
sector efficiency projects within Colorado – giving her a hands on
understanding of how a a roadmap and facilities assessment project
can be implemented.
ASHLEY’S ROLE
As Program and Funding Manager, Ashley will ensure Vail’s objectives and
goals are met, any issues are addressed, and schedule/ deliverables are
achieved in a coordinated and timely manner. She will also support financial
strategies, grant funding, and delivery of the benefit/ drawback analysis.
PROJECT EXPERIENCE
City of Louisville, CO
Study Director for the development of a comprehensive city-wide internal
decarbonization action plan to achieve cost- effective decarbonization by 2030.
Huerfano County, CO
Program Manager for 33 building decarbonization and energy efficiency project.
$2-$3 million construction contract pending.
Denver International Airport, CO
Project Executive for 8.5 million sq. ft. decarbonization and energy efficiency
project. $82 million project.
City of Lakewood, CO
Program Manager for energy efficiency program and Solar Feasibility Study and
asset management dashboard.
Northwest CO Regional Solar Resiliency Project, CO
Project Director for 15 sites in Hayden, Yampa, Craig, Steamboat Springs, and Oak
Creek; Groundmount, roof-mount and battery storage.
City of Golden, CO
Program manager for asset management dashboarding services and
decarbonization pilot project.
City and County of Denver, CO
Program manager for energy benchmarking project, energy efficiency audit of 4M
square feet, asset management dashboard, and solar feasibility and
implementation work of over 15MW.
EDUCATION
Duke University- M.A. Energy
Management
Duke University – B.A., Earth
and Ocean Science
TENURE
In the industry since 2014 and
with McKinstry since 2016.
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Appendix A: Key Personnel Resumes
Brian Gamet, CEM | DIRECTOR OF PROJECT DEVELOPMENT
WHY BRIAN?
Brian has led teams that have implemented and developed $500+ million in
construction, energy performance contracting, and design-build projects..
He has experience in federal, regional state and local government facilities,
as well as schools, hospitals, and universities.
BRIAN’S ROLE
Brian’s primary responsibilities are to lead the regional development
organization in the development of Energy Performance Contracts. He
supports the analysis, energy auditing, engineering, project scoping, financial
feasibility analysis as well as technical documentation for driving best value in
self-funding facility improvement and energy conservation measures.
PROJECT EXPERIENCE
Huerfano County; Walsenburg, CO
Director of Project Development for development of $2.2M Energy Performance
Contract.
City and County of Denver; CO
Director of Project Development for development of $16.9M Energy Performance
Contract.
City of Louisville; CO
Director of Project Development for the development of a comprehensive city-
wide internal decarbonization action plan to achieve cost-effective
decarbonization by 2030.
Foothills Park and Recreation, Phase 2; Littleton, CO
Director of Project Development for Investment Grade Audit and $8M Energy
Performance Contract.
City and County of Broomfield; CO
Director of Project Development for $96K Investment Grade Audit and Energy
Performance Contract.
Denver International Airport; CO
Director of Project Development for development of $83M Energy Performance
Contract.
Fremont RE-2 School District, CO; Florence, CO
Business Development Manager for $3.2M Investment Grade Audit and Energy
Performance Contract.
Denver Public Schools; Denver, CO
Director of Project Development for $8.5M Energy Performance Contract.
EDUCATION
South Dakota, School of
Mines, B.S., Mechanical
Engineering
University of Wisconsin,
Electrical Systems Design
University of Wisconsin,
Piping Systems Design
ACCREDITATIONS
Certified Energy Manager
(CEM)
AFFILIATIONS
Association of Energy
Engineers
TENURE
In the industry since 1993 and
with McKinstry since 2020.
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Appendix A: Key Personnel Resumes
Aaron Skroch, LEED® AP, CEM | PROGRAM MANAGER
WHY AARON?
Aaron is responsible for developing comprehensive and innovative energy-
saving, facility solutions.
He brings a diverse background of energy engineering, design engineering,
project development, retro-commissioning, and project management.
AARON’S ROLE
As Program Manager, Aaron is responsible for oversight calculations,
development measures and overall design team coordination and schedule.
PROJECT EXPERIENCE
Huerfano County; Walsenburg, CO
Program Manager for development of $2.2M Energy Performance Contract.
City and County of Denver; CO
Program Manager for development of $16.9M Energy Performance Contract.
City and County of Broomfield; CO
Program Manager for $96K Investment Grade Audit and Energy Performance
Contract.
City of Lakewood; CO
Program Manager for development of $2.4M Energy Performance Contract.
City of Louisville; CO
Program Manager for the development of a comprehensive city-wide internal
decarbonization action plan to achieve cost-effective decarbonization by 2030.
Foothills Park and Recreation, Phase 2; Littleton, CO
Program Manager for Investment Grade Audit and $8M Energy Performance
Contract.
Northwest Colorado Regional Solar and Resiliency Project; Craig,
Steamboat, Yampa, Hayden, and Oak Creek, CO
Program Manager for $6M Solar and Resiliency Project across 15 different sites.
Denver International Airport; CO
Program Manager for development of $83M Energy Performance Contract.
University of Colorado Boulder, MacAllister Building; CO
Senior Energy Engineer for $10.7M Energy Performance Contract.
University of Colorado Boulder, Wilderness Place; CO
Senior Energy Engineer for $6.3M Energy Performance Contract.
University of Colorado Boulder, Coors Event Center; CO
Senior Energy Engineer for $2.4M Energy Performance Contract.
EDUCATION
Colorado State University, CO,
B.S., Mechanical Engineering
ACCREDITATIONS
LEED Accredited Professional
(LEED AP)
Certified Energy Manager
(CEM)
AFFILIATIONS
American Society of Heating,
Refrigerating and Air-
Conditioning Engineers
(ASHRAE)
TENURE
In the industry since 2004 and
with McKinstry since 2014.
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Appendix A: Key Personnel Resumes
Brian Boughton, CEM | SENIOR ENERGY ENGINEER
WHY BRIAN?
Brian’s collaborative, organized, and detailed-oriented skills align well with
his responsibilities for gathering and documenting project information,
including utility data, facility profiles, system operating characteristics, and
site drawings.
He draws from his technical and business experience in performing energy
and operational savings calculations, using engineering theory and practical
application to accurately define utility savings for clients.
BRIAN’S ROLE
As Senior Energy Engineer, Brian will perform technical analysis of utility data,
auditing, and assists with field data gathering. He performs detailed
engineering assessments, including baseline profiles, end-use and retrofit
analysis as well as identifying opportunities for conservation and/or efficiency.
He also works closely with the design team to develop scopes of work and
guaranteed energy savings calculations.
PROJECT EXPERIENCE
City and County of Denver; CO
Senior Energy Engineer for development of $16.9M Energy Performance Contract
and $40M Community Solar project.
Foothills Park and Recreation; Littleton, CO
Senior Energy Engineer for development of $8M Energy Performance Contract.
City and County of Broomfield; CO
Senior Energy Engineer for $96K Investment Grade Audit and Energy Performance
Contract.
Denver International Airport; CO
Senior Energy Engineer for development of $83M Energy Performance Contract.
Aurora Public Schools; Aurora, CO
Senior Energy Engineer for development of $7M Energy Performance Contract.
Denver Public Schools; Denver, CO
Senior Energy Engineer for $31M Energy Performance Contract.
Salt Lake City School District; UT
Senior Energy Engineer for $29.3M Comprehensive Zero-Over-Time roadmap for
the District to achieve full zero carbon performance in their facilities by 2040,
including facility electrification over five phases.
EDUCATION
The Ohio State University,
Masters in Business
Administration
The Ohio State University,
B.S., Industrial Engineering
ACCREDITATIONS
Certified Energy Manager
(CEM)
AFFILIATIONS
American Society of Heating,
Refrigerating and Air-
Conditioning Engineers
(ASHRAE)
Association of Energy
Engineers (AEE)
TENURE
In the industry since 2010 and
with McKinstry since 2020.
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Appendix A: Key Personnel Resumes
Clay Herrin, PE, CEM, CMVP, CBCP, CDSM, LEED AP |
MECHANICAL ENGINEER
WHY CLAY?
Clay has more than 26 years of experience in energy efficiency and
construction creating comprehensive building projects for a wide range of
clients.
He has a dedicated focus on maximizing performance and efficiency and is
appreciated by customers and teammates alike for his leadership, strategic
thinking, and straight-forward communication.
CLAY’S ROLE
As the Mechancial Engineer, Clay serves as the engineer of record for projects
and manages scoping, fees, as well as provides engineering insight into
projects. He assists in communication and coordination efforts and also
provides quality control and assurance by monitoring the design and reviewing
deliverables throughout the life of a project.
PROJECT EXPERIENCE
Huerfano County; Walsenburg, CO
Mechanical Engineer for development of $2.2M Energy Performance Contract.
City of Durango; CO
Mechanical Engineer for development of $5.5M Energy Performance Contract.
City of Gunnison; CO
Mechanical Engineer for development of $4M Energy Performance Contract.
City of Boulder; CO
Mechanical Engineer for Open Space and Mountain Parks A/C design.
Denver International Airport; CO
Mechanical Engineer for development of $83M Energy Performance Contract.
Mount Carmel City Government; IL*
Mechanical Engineer for development of $2M Energy Efficiency Project.
City of Evansville; IN*
Mechanical Engineer for development of $3M Energy Efficiency Project.
McCracken County; KY*
Mechanical Engineer for development of $2.5M Energy Efficiency Project.
Boone County Fiscal Court; KY*
Mechanical Engineer for development of $1.5M Energy Efficiency Project.
City of Oak Ridge; TN*
Mechanical Engineer for development of $4M Energy Efficiency Project.
*Denotes project completed with another firm
EDUCATION
University of Southern
Indiana, Masters, Business
Administration
Purdue University, B.S.,
Mechanical Engineering
ACCREDITATIONS
Professional Engineer (PE)
Colorado #PE.0056641
Certified Energy Manager
(CEM)
Measurement & Verification
Professional (CMVP)
Building Commissioning
Professional (CBCP)
Demand Side Management
Professional (CDSM)
LEED Accredited Professional
(LEED AP)
TENURE
In the industry since 1997 and
with McKinstry since 2022.
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Appendix A: Key Personnel Resumes
Jarred Coulter, PE, CEM | ELECTRICAL ENGINEER
WHY JARRED?
With nearly three decades of experience in electrical design, construction,
and project management, Jarred specializes in commercial and light
industrial projects, renewable energy design-build, and energy
management.
Jarred's ability to organize and his attention to detail results in projects
being finished within schedule and budget.
JARRED’S ROLE
As Electrical Engineer, Jarred will be responsible for electrical calculations,
selecting, and sizing electrical systems, ensuring all applicable codes are met in
the design, and adhering to the project’s design budget and schedule.
PROJECT EXPERIENCE
Huerfano County; Walsenburg, CO
Electrical Engineer for development of $2.2M Energy Performance Contract.
City and County of Denver; CO
Electrical Engineer for development of $16.9M Energy Performance Contract and
$40M Community Solar project.
City and County of Broomfield; CO
Electrical Engineer for $96K Investment Grade Audit and Energy Performance
Contract.
Denver International Airport; CO
Electrical Engineer for development of $83M Energy Performance Contract.
Salt Lake City School District; UT
Electrical Engineer for $29.3M Comprehensive Zero-Over-Time roadmap for the
District to achieve full zero carbon performance in their facilities by 2040,
including facility electrification over five phases.
Aurora Public Schools; Aurora, CO
Electrical Engineer for Investment Grade Audit.
Colorado School of Mines; Golden, CO
Electrical Engineer for development of $4.8M Energy Performance Contract.
University of Colorado Anschutz; Aurora, CO
Electrical Engineer for CU Anschutz campus-wide Solar Feasibility Study.
EDUCATION
University of Idaho, B.S.,
Electrical Engineering
North Idaho College A.S.,
Electrical Engineering and
Mathematics
ACCREDITATIONS
Professional Engineer (PE),
WA
Electrical Administrator, WA
Certified Energy Manager
(CEM)
TENURE
In the industry since 1998 and
with McKinstry since 2021.
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Appendix A: Key Personnel Resumes
Maya Kadi | DESIGN PROJECT ENGINEER
WHY MAYA?
Maya is enthusiastic in offering contributions for project ideas and solutions
– she recently became actively engaged in the design of the mechanical
systems for the Salt Lake City School District electrification heat pump
project.
She brings strong knowledge of radiant hydronics, ground source heat pump
systems, and energy modeling among other things. She can proudly claim to
be the first female in the U.S. to be certified as an ANSI-accredited ASSE
19210 radiant installer instructor.
MAYA’S ROLE
Maya oversees the comprehensive development of HVAC electrification and
infrastructure solutions which includes reviewing designs for functionality,
designing HVAC and plumbing systems for new and existing buildings,
reviewing engineering design and energy model outputs, and assisting project
teams with the implementation of project designs.
PROJECT EXPERIENCE
Huerfano County; Walsenburg, CO
Design Project Engineer for development of $2.2M Energy Performance Contract.
City and County of Denver; CO
Design Project Engineer for development of $16.9M Energy Performance Contract
and $40M Community Solar project.
City of Gunnison; CO
Design Project Engineer for development of $4M Energy Performance Contract.
Fremont RE-2 School District; Florence, CO
Design Project Engineer for $7M Energy Performance Contract.
Salt Lake City School District; UT
Design Project Engineer for $29.3M Comprehensive Zero-Over-Time roadmap for
the District to achieve full zero carbon performance in their facilities by 2040,
including facility electrification over five phases.
Poudre School District; Fort Collins, CO
Design Project Engineer for condition assessments and asset tagging of 56 district
buildings as part of a high-performance bond planning project.
Aurora Public Schools; Aurora, CO
Design Project Engineer for development of $7M Energy Performance Contract.
EDUCATION
Notre Dame University –
Louaize, B.S., Mechanical
Engineering
ACCREDITATIONS
ANSI-accredited ASSE 19210
TENURE
In the industry since 2017 and
with McKinstry since 2022.
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Appendix A: Key Personnel Resumes
Crystal Davis, CEM | CONSTRUCTION SERVICES MANAGER
WHY CRYSTAL?
Crystal’s leadership, problem-solving, and effective communication, secured
accolades as the 2021 Construction Manager of the Year for a $170 million
revenue company and clinched the prestigious Project of the Year for
orchestrating a groundbreaking 150 MW Solar Farm construction.
Crystal is driven by a passion for mentoring, cultivating a vibrant workplace
culture, and embracing challenges with unwavering dedication to
excellence.
CRYSTAL’S ROLE
Crystal is responsible for managing the MTN region construction team and all
construction management related functions including hiring and managing
subcontractors, managing project budget and critical path schedule, all project-
related contractual documents, and site supervision management support.
PROJECT EXPERIENCE
City and County of Denver; CO
Construction Services Manager for development of $16.9M Energy Performance
Contract and $40M Community Solar project.
Denver International Airport; CO
Construction Services Manager for development of $83M Energy Performance
Contract.
Origis, SkyHaw*
100 MW Solar Farm, $75M.
Next Era; Elora, CO*
150 MW Solar Farm, $68M.
*Denotes project completed with another firm
EDUCATION
San Joaquin Valley College,
A.S., Construction
Management
ACCREDITATIONS
Certified Energy Manager
(CEM)
TENURE
In the industry since 2003 and
with McKinstry since 2023.
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Appendix A: Key Personnel Resumes
Alexa Vinci | SENIOR CONSTRUCTION PROJECT ENGINEER
WHY ALEXA?
Alexa is skilled in fast-track scheduling in projects with a quick turnaround.
Her time management, problem solving, and organization makes her an
ideal project team partner.
Her past experience in managing and leading Army Corps of Engineers jobs
give her tremendous experience in complex projects.
ALEXA’S ROLE
As Senior Construction Project Engineer, Alexa will be responsible for
supporting the design process, executing systems design, optimizing design,
and providing constructability reviews. She will organize subcontractors and
ensure all activities go smoothly throughout the construction phase.
PROJECT EXPERIENCE
City and County of Denver; CO
Senior Construction Project Engineer for development of $16.9M Energy
Performance Contract and $40M Community Solar project.
Northwest Colorado Regional Solar and Resiliency Project; Craig,
Steamboat, Yampa, Hayden, and Oak Creek, CO
Senior Construction Project Engineer for $6M Solar and Resiliency Project across
15 different sites.
Foothills Park and Recreation, Phase 2; Littleton, CO
Senior Construction Project Engineer for Investment Grade Audit and $8M Energy
Performance Contract.
Fremont RE-2 School District, CO; Florence, CO
Senior Construction Project Engineer for $3.2M Investment Grade Audit and
Energy Performance Contract.
Aurora Public Schools; Aurora, CO
Senior Construction Project Engineer for development of $7M Energy
Performance Contract.
Coolidge Unified School District; Coolidge, AZ
Senior Construction Project Engineer for development of $2.6M Alternative
Program building renovation project.
Colorado School of Mines; Golden, CO
Senior Construction Project Engineer for development of $4.8M Energy
Performance Contract.
EDUCATION
James Madison University,
B.S., Chemistry
ACCREDITATIONS
OSHA 30
USACE Construction Quality
Management Training
TENURE
In the industry since 2019 and
with McKinstry since 2021.
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Appendix A: Key Personnel Resumes
John Musso, CEM, LEED AP BD+C, GPRO | SITE
SUPERINTENDENT
WHY JOHN?
Hands-on field experience with HVAC, lighting, and other building retrofits
gives John a unique perspective and skill set for managing projects and
supervising subcontractors.
Ability to recruit, lead and mentor a team of subcontractors to perform their
duties at the highest level of quality and performance.
JOHN’S ROLE
As Site Superintendent, John is responsible for on-site supervision and
coordination of all trades and subcontractors’ field activities. He also is
responsible for preparing and completing all daily project documentation,
overseeing compliance with on-site safety and environment issues, and
overseeing all post-construction services.
PROJECT EXPERIENCE
City and County of Denver; CO
Site Superintendent for Investment Grade Audit and $16.9M Energy Performance
Contract.
City of Lakewood; CO
Site Superintendent for development of $2.4M Energy Performance Contract.
Foothills Park and Recreation, Phase 2; Littleton, CO
Site Superintendent for Investment Grade Audit and $8M Energy Performance
Contract.
Denver International Airport; CO
Site Superintendent for development of $83M Energy Performance Contract.
Denver Public Schools; Denver, CO
Site Superintendent for Montbello High School $8.5M Energy Performance
Contract.
North Park School District; Walden, CO
Site Superintendent for Investment Grade Audit and $1.2M Energy Performance
Contract.
Colorado School of Mines; Golden, CO
Site Superintendent for development of $4.8M Energy Performance Contract.
Colorado School of Mines; Golden, CO
Site Superintendent for $8.5M Design-Build chiller plant.
ACCREDITATIONS
LEED Accredited Professional
(LEED AP) BD+C (Building
Design and Construction)
Green Building Certificate
Green Pro
Sustainable Building
Certificate
Qualified Construction
Supervisor in Colorado
Qualified General Contractor's
License in New Mexico,
Arizona, and Nevada
TENURE
In the industry since 1978 and
with McKinstry since 2011.
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Appendix A: Key Personnel Resumes
Tom Alvarez | SENIOR SAFETY PROGRAM MANAGER
WHY TOM?
Tom’s 20+ years of experience in health and safety allows him to create,
monitor, and maintain safe projects. He works closely with advisory groups
to ensure safe work planning is being used on-site to reduce the risk of
incident and injury.
TOM’S ROLE
Tom delivers construction safety experience for the project and is responsible
for McKinstry’s safety planning, training, compliance, and overall coordination.
His expertise includes safety leadership, safe-work planning, safety training,
construction safety and health, behavior-based safety, incident/injury-free
environment, project safety audits and job-hazard analysis. Tom will help the
team maintain our zero recordables record.
PROJECT EXPERIENCE
City and County of Denver; CO
Senior Safety Program Manager for Investment Grade Audit and $16.9M Energy
Performance Contract.
Foothills Park and Recreation, Phase 2; Littleton, CO
Senior Safety Program Manager for Investment Grade Audit and $8M Energy
Performance Contract.
Denver International Airport; CO
Senior Safety Program Manager for development of $83M Energy Performance
Contract.
Colorado School of Mines; Golden, CO
Site Superintendent for development of $4.8M Energy Performance Contract.
Colorado School of Mines; Golden, CO
Senior Safety Program Manager for $8.5M Design-Build chiller plant.
Denver Public Schools; Denver, CO
Senior Safety Program Manager for $8.5M Energy Performance Contract.
Salt Lake City School District; UT
Senior Safety Program Manager for $29.3M Comprehensive Zero-Over-Time
roadmap for the District to achieve full zero carbon performance in their facilities
by 2040, including facility electrification over five phases.
Coolidge Unified School District; Coolidge, AZ
Senior Safety Program Manager for development of $2.6M Alternative Program
building renovation project.
EDUCATION
Trinidad State Junior College,
A.A.S., Occupational Safety
and Health
ACCREDITATIONS
NFPA 70E Standards
OSHA 500 Course Instructor
Confined Space Trainer
Confined Space Air Monitor
Technician
Fall Protection Competent
Inspector
TENURE
In the industry since 2002 and
with McKinstry since 2022.
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Appendix A: Key Personnel Resumes
James Johnson, CCP | LEAD COMMISSIONING ENGINEER
WHY JAMES?
James has supported a variety of complex building projects including data
centers and critical spaces. James brings extensive knowledge of HVAC
systems and the commissioning process.
JAMES’ ROLE
James’ experience in new construction commissioning and existing building
commissioning allows him to verify that systems function as intended and to
identify potential areas of improvement for facility operations. His expertise
has supported many municipal buildings, schools, colleges, universities, data
centers, and commercial customers by utilizing his extensive knowledge of
HVAC systems and the commissioning process.
PROJECT EXPERIENCE
City and County of Denver; CO
Lead Commissioning Engineer for Investment Grade Audit and $16.9M Energy
Performance Contract.
City of Commerce City; CO
Lead Commissioning Engineer for RCx services for the 90K sq. ft. Civic Center, a
LEED® Silver certified facility.
City of Lakewood; CO
Lead Commissioning Engineer for development of $2.4M Energy Performance
Contract.
Foothills Park and Recreation, Phase 2; Littleton, CO
Lead Commissioning Engineer for Investment Grade Audit and $8M Energy
Performance Contract.
City of Fort Collins; CO
Lead Commissioning Engineer for RCx services through the Efficiency Works
rebate program.
City of Boulder; CO
Lead Commissioning Engineer for RCx services for 14 City-owned facilities totaling
474,766 sq. ft.
Denver International Airport; CO
Lead Commissioning Engineer for development of $83M Energy Performance
Contract.
EDUCATION
Colorado State University,
B.S., Mechanical Engineering
ACCREDITATIONS
Certified Commissioning
Professional (CCP)
AWARDS
Building Commissioning
Association – 20 under 40
Award Program, 2022
Recipient
TENURE
In the industry since 2014 and
with McKinstry since 2014.
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Appendix A: Key Personnel Resumes
Sarah Parsons, LEED AP BD+C | POST-CONSTRUCTION
MANAGER
WHY SARAH?
Sarah brings nearly two decades of experience providing collaborative
design and implementation of technical services and solutions.
Sarah is motivated to create long-term relationships with public sector
clients that serve their unique needs, while also promoting community
benefits.
SARAH’S ROLE
Sarah is responsible for working with clients on all post-construction services as
the primary project manager. This includes all ongoing O&M, M&V and
behavioral engagement programs that may continue for 1-3 years (or more)
after construction has been completed.
PROJECT EXPERIENCE
City and County of Denver; CO
Post-Construction Manager for Investment Grade Audit and $16.9M Energy
Performance Contract.
City of Commerce City; CO
Account Executive for city-wide Facilities Condition Assessment.
Denver International Airport; CO
Post-Construction Manager for development of $83M Energy Performance
Contract.
Salt Lake City School District; UT
Post-Construction Manager for $29.3M Comprehensive Zero Over Time roadmap
for the District to achieve full Zero Carbon performance in their facilities by 2040,
including facility electrification over five phases.
Colorado School of Mines; Golden, CO
Post-Construction Manager for $8.5M Design-Build chiller plant.
Colorado State University; Fort Collins, CO
Account Executive commissioning consulting service for the University’s Anatomy-
Zoology addition.
University of Colorado, Anschutz; Aurora, CO
Account Executive for campus-wide Facility Condition Assessment of 32 buildings
totaling over 3.2M square feet.
EDUCATION
University of Maryland, B.S.,
Electrical Engineering
ACCREDITATIONS
LEED Accredited Professional
(LEED AP) BD+C (Building
Design and Construction)
TENURE
In the industry since 2005 and
with McKinstry since 2017.
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Appendix A: Key Personnel Resumes
Jaymes McMullin, CMVP, CEM, LEED AP | PRINCIPAL
ENGINEER ONGOING MONITORING AND COMPLIANCE
WHY JAYMES?
Jaymes brings a thorough understanding of building systems, integration of
mechanical and electrical systems, and optimizing controls strategies for
energy conservation.
JAYMES’ ROLE
Jaymes is focused on identifying and quantifying energy conservation measures
and monitoring performance over time through McKinstry’s behavioral
engagement program. Jaymes will work with all key stakeholders after
construction completion to collaboratively roll out the powerED program.
PROJECT EXPERIENCE
City and County of Denver; CO
Principal Engineer Ongoing Monitoring and Compliance for Investment Grade
Audit and $16.9M Energy Performance Contract.
City of Durango; CO
Principal Engineer Ongoing Monitoring and Compliance for development of
$5.5M Energy Performance Contract.
Jefferson County; CO
Principal Engineer Ongoing Monitoring and Compliance for $5.4M Phase I Energy
Performance Contract and $1.7M Phase II Energy Performance Contract.
Denver International Airport; CO
Principal Engineer Ongoing Monitoring and Compliance for development of $83M
Energy Performance Contract.
Denver Public Schools; Denver, CO
Principal Engineer Ongoing Monitoring and Compliance for $8.5M Energy
Performance Contract.
Colorado School of Mines; Golden, CO
Principal Engineer Ongoing Monitoring and Compliance for development of
$4.8M Energy Performance Contract.
University of Colorado Boulder, MacAllister Building; CO
Principal Engineer Ongoing Monitoring and Compliance for $10.7M Energy
Performance Contract.
University of Colorado Boulder, Wilderness Place; CO
Principal Engineer Ongoing Monitoring and Compliance for $6.3M Energy
Performance Contract.
EDUCATION
Colorado State University B.S.,
Mechanical Engineering
ACCREDITATIONS
Certified Measurement and
Verification Professional
(CMVP)
Certified Energy Manager
(CEM)
LEED Accredited Professional
(LEED AP)
TENURE
In the industry since 2006 and
with McKinstry since 2010.
159
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Appendix A: Key Personnel Resumes
Leanne Matthews, CMVP, EIT | PROGRAM MANAGER, M&V
WHY LEANNE?
Leanne brings seven years of leadership experience to McKinstry from her
prior work as a U.S. Navy nuclear officer. Her ability to collaborate
effectively with a diverse group of people offers a fresh perspective.
She is passionate about educating clients on M&V, the energy performance
contracting process and how McKinstry verifies energy savings.
LEANNE’S ROLE
As Measurement & Verification (M&V) Program Manager, Leanne is
responsible for providing direction and oversight of post-construction activities
including performance assurance and M&V programs, sustainability services,
ongoing commissioning, and monitoring to ensure client goals are met.
PROJECT EXPERIENCE
City and County of Denver; CO
M&V Program Manager for Investment Grade Audit and $16.9M Energy
Performance Contract.
City of Lakewood; CO
M&V Program Manager for development of $2.4M Energy Performance Contract.
City of Gunnison; CO
M&V Program Manager for development of $4M Energy Performance Contract.
Northwest Colorado Regional Solar and Resiliency Project; Craig,
Steamboat, Yampa, Hayden, and Oak Creek, CO
M&V Program Manager for $6M Solar and Resiliency Project across 15 different
sites.
Denver International Airport; CO
M&V Program Manager for development of $83M Energy Performance Contract.
Fremont RE-2 School District, CO; Florence, CO
M&V Program Manager for $3.2M Investment Grade Audit and Energy
Performance Contract.
Denver Public Schools; Denver, CO
M&V Program Manager for $8.5M Energy Performance Contract.
Salt Lake City School District; UT
M&V Program Manager for $29.3M Comprehensive Zero Over Time roadmap for
the District to achieve full Zero Carbon performance in their facilities by 2040,
including facility electrification over five phases.
Colorado School of Mines; Golden, CO
M&V Program Manager for development of $4.8M Energy Performance Contract.
EDUCATION
University of Minnesota,
Doctorate, Mechanical
Engineering
University of Minnesota, M.S.,
Mechanical Engineering
Valparaiso University, B.S.,
Mechanical Engineering
ACCREDITATIONS
Certified Measurement and
Verification Professional
(CMVP)
Engineer in Training (EIT)
TENURE
In the industry since 2021 and
with McKinstry since 2022.
160
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Appendix A: Key Personnel Resumes
Martin Beggs, PVIP | PROJECT DIRECTOR, RENEWABLES
WHY MARTIN?
Martin has over a decade of work experience in the solar industry, installing,
managing, designing and developing solar PV and energy storage projects,
primarily ranging from 5kW to 5MW.
MARTIN’S ROLE
As Renewables Project Director, Martin takes the lead on technical
development, design and modeling of solar PV and energy storage solutions.
He coordinates and collaborates with project teams, utilities, jurisdictions,
technical consultants and product vendors to identify renewable energy
applications that are best suited to each project site.
PROJECT EXPERIENCE
Huerfano County; Walsenburg, CO
Renewables Project Director for development of $2.2M Energy Performance
Contract.
City and County of Denver; CO
Renewables Project Director for development of $16.9M Energy Performance
Contract and $40M Community Solar project.
City of Lakewood; CO
Renewables Project Director for development of $2.4M Energy Performance
Contract.
Town of Basalt; CO
Renewables Project Director for development of $1.2M Energy Performance
Contract.
Northwest Colorado Regional Solar and Resiliency Project; Craig,
Steamboat, Yampa, Hayden, and Oak Creek, CO
Renewables Project Director for $6M Solar and Resiliency Project across 15
different sites.
Foothills Park and Recreation, Phase 2; Littleton, CO
Renewables Project Director for Investment Grade Audit and $8M Energy
Performance Contract.
Denver International Airport; CO
Renewables Project Director for development of $83M Energy Performance
Contract.
Adams 12 Five Star School District; Thornton, CO
Renewables Project Director for development of $2M Energy Performance
Contract.
EDUCATION
University of California, Davis,
B.S., Environmental Biology
and Management
Solar Energy International –
National Electric Code and PV
Systems
Heatspring – Comprehensive
Solar Plus Storage
ACCREDITATIONS
NABCEP Certified PV
Installation Professional (PVIP)
(#091209-10)
AFFILIATIONS
Illuminating Engineering
Society (IES) Member
TENURE
In the industry since 2008 and
with McKinstry since 2019.
161
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Appendix A: Key Personnel Resumes
John Doyle, CSLT | PROJECT DIRECTOR LIGHTING
SOLUTIONS
WHY JOHN?
John's 15+ years of industry experience in lighting design, energy analysis,
and project management allows him to deliver lighting projects with
unrivaled excellence. He has worked on dozens of lighting projects with our
proposed team.
John’s untiring motivation to stay at the forefront of lighting technologies
and deliver with excellence will add value to the City of Pueblo by ensuring
project specifications meet the City's goals.
JOHN’S ROLE
As Lighting Solutions Engineering Director, John will develop ROI-driven lighting
solutions, provide lighting design consultation, support measurement and
verification efforts to assess pre and post-results, and coordinate utility
provided rebates to improve total out of pocket costs.
PROJECT EXPERIENCE
City of Phoenix Convention Center; AZ
Lighting Solutions Project Director for $6M lighting retrofit project.
City of Glendale; AZ
Lighting Solutions Project Director for Investment Grade Audit.
Adams 12 Five Star School District; Thornton, CO
Lighting Solutions Project Director for development of $2M Energy Performance
Contract.
Tucson Unified School District; Tucson, AZ
Lighting Solutions Project Director for $2.5M lighting retrofit project.
Colorado State University Pueblo LED Retrofit; Pueblo, CO*
Regional Manager, Lighting Development and Engineering for $2.3M lighting
retrofit project.
Modesto City Schools, Phase II LED Retrofit; Modesto, CA*
Regional Manager, Lighting Development and Engineering for $8.5M lighting
retrofit project.
Marysville Joint Unified School District, Phase I LED Retrofit; Marysville, CA*
Regional Manager, Lighting Development and Engineering for $1.7M lighting
retrofit project.
South Conway County School District LED Retrofit; Morrilton, AR*
Regional Manager, Lighting Development and Engineering for $1.8M lighting
retrofit project.
*Denotes project completed with another firm
EDUCATION
University of Phoenix, M.B.A..,
Business Administration
Arizona State University, B.A.,
Business Administration
ACCREDITATIONS
NALMCO Certified Senior
Lighting Technical (CSLT)
TENURE
In the industry since 2008 and
with McKinstry since 2019.
162
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Appendix A: Key Personnel Resumes
Brad Liljequist, LFA | DIRECTOR OF ZERO CARBON
WHY BRAD?
Brad’s 30+ years of creating Earth-positive buildings and communities give
Brad a pragmatic, yet creative approach to delivering deeply sustainable and
functional buildings as he contributes key insights and improvements to
projects.
Brad excels at providing zero energy design leadership and process
management, nature-based systems and services design, user load
reduction, and zero energy specific integrated design..
BRAD’S ROLE
Brad is a nationally respected leader in decarbonization, well known for both
thought leadership and achieving actual results. A serial climate solutions
innovator, he is now dedicated to accelerating decarbonization with public and
private sector clients.
PROJECT EXPERIENCE
Seattle City Light Fast Charging Network; Seattle, WA*
Public, utility-owned, fast charging network over 10 sites. Project included market
analysis, customer research and program design.
Burlington Northern Santa Fe (BNSF) Intermodal Charging Yard City;
Seattle, WA*
Construction of 12 DC fast chargers. Project supported electric yard tractors
needed to move trailers and containers.
Amazon Fleet Charging, Multiple Countries*
Led transportation electrification initiatives. Focused on scaling charging and
infrastructure solutions in company’s transportation businesses including
deploying 5,000+ charging stations across five countries.
Safelite Auto Glass; Multiple Locations, CA*
Retail installation of EV charging at numerous Safelite Auto Glass locations across
California, providing turnkey delivery that included all planning, design,
construction and charging hardware. This project was unique due to mixed fleet
and public use case for charging stations.
*Denotes project completed with another firm
EDUCATION
University of Washington,
Evans School of Public Policy
and Governance,
Master's, Master of Public
Administration,
Environmental Policy, 1993
Georgetown University,
Bachelor's, History, 1988B.S.
ACCREDITATIONS/AWARD
Western USGBC LEED
Accredited Professional (LEED
AP)
Living Future Accredited
TENURE
In the industry since 1989 and
with McKinstry since 2019.
163
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Appendix A: Key Personnel Resumes
Brendan O’Donnell | DIRECTOR, EV CHARGING
WHY BRENDAN?
Brendan has spent the last decade implementing electrification at leading
organizations such as Rivian, Amazon and Seattle City Light.
Brendan brings leadership and proven experience deploying EV charging
projects at scale with both public and private sector partners.
BRENDAN’S ROLE
Brendan leads McKinstry’s centralized team focused on EV charging planning,
design, installation and operation. He will oversee the comprehensive
development of vehicle electrification and infrastructure solutions.
PROJECT EXPERIENCE
Seattle City Light Fast Charging Network; Seattle, WA*
Public, utility-owned, fast charging network over 10 sites. Project included market
analysis, customer research and program design.
Burlington Northern Santa Fe (BNSF) Intermodal Charging Yard City;
Seattle, WA*
Construction of 12 DC fast chargers. Project supported electric yard tractors
needed to move trailers and containers.
Amazon Fleet Charging, Multiple Countries*
Led transportation electrification initiatives. Focused on scaling charging and
infrastructure solutions in company’s transportation businesses including
deploying 5,000+ charging stations across five countries.
Safelite Auto Glass; Multiple Locations, CA*
Retail installation of EV charging at numerous Safelite Auto Glass locations across
California, providing turnkey delivery that included all planning, design,
construction and charging hardware. This project was unique due to mixed fleet
and public use case for charging stations.
*Denotes project completed with another firm
EDUCATION
University of Washington,
M.S., Civil & Environmental
Engineering
University of Michigan, B.S.,
Environmental Science
ACCREDITATIONS/AWARD
Western Energy Institute,
Business Acumen for
Emerging Leaders Award
TENURE
In the industry since 2009 and
with McKinstry since 2023.
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Appendix A: Key Personnel Resumes
Sara Berry-Maraist, PE | PROGRAM MANAGER, FEDERAL
FUNDING
WHY SARA?
Sara is a Professional Engineer who is McKinstry's in-house IRA expert. She
provides our teams with guidance and information on tax regulations,
contributing insights and collaboration with tax professionals for project
success.
Sara's team engages early in the process to advise design decisions, identify
funding opportunities, and deliver comprehensive support, targeting
maximum tax credits and compliance; they anticipate assisting clients in
obtaining $19M in ITC credits for FY-2023.
SARA’S ROLE
As Federal Funding Program Manager, Sara drives the Inflation Reduction Act
(IRA) strategy and is responsible for staying abreast across all federal funding
guidance, compliance, and any new funding announcements. She provides
hands-on support to clients and community organizations, helping them to
best understand the variety of federal tax incentives, grants, and other
programs they can utilize.
PROJECT EXPERIENCE
Huerfano County; Walsenburg, CO
Federal Funding Program Manager for development of $2.2M Energy
Performance Contract with anticipated 25.5% IRA Funding.
City and County of Denver; CO
Federal Funding Program Manager for development of $16.9M Energy
Performance Contract and $40M Community Solar project with anticipated 25.5%
IRA Funding.
Town of Basalt; CO
Federal Funding Program Manager for development of $1.2M Energy
Performance Contract with anticipated 30% IRA Funding.
Moffat County; Craig, CO
Federal Funding Program Manager for development of $490K Energy
Performance Contract with anticipated 25.5% IRA Funding.
Aurora Public Schools; Aurora, CO
Federal Funding Program Manager for development of $7M Energy Performance
Contract with anticipated 30-40% ITC funding.
Salt Lake City School District; UT
Federal Funding Program Manager for $29.3M Comprehensive Zero Over Time
roadmap for the District to achieve full Zero Carbon performance in their facilities
by 2040, including facility electrification over five phases; anticipated 25.5% ITC
funding for Phase 1 with Phase 2 assistance underway.
EDUCATION
Gonzaga University, B.S.
Mechanical Engineering
ACCREDITATIONS
Professional Engineer (PE)
TENURE
In the industry since 2018 and
with McKinstry since 2018.
165
AGENDA ITEM NO. 5.2
Item Cover Page
DATE:August 6, 2024
TIME:25 min.
SUBMITTED BY:Gregg Barrie, Public Works
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion (3:30pm)
SUBJECT:Gore Creek Promenade Update (3:45pm)
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):Gregg Barrie, Senior Landscape Architect
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Gore Creek Promenade Renewal TC Memo 8-6-24
Gore Creek Promenade PP 8-6-24
166
To: Vail Town Council
From: Department of Public Works
Date: August 6, 2024
Subject: Gore Creek Promenade Renewal Update
I. ITEM PURPOSE
The Gore Creek Promenade park, located along Gore Creek in Vail Village, has been in
need of repairs and improvements for several years. Some features, including the turf
area are showing significant wear. The purpose of this agenda item is to discuss a
design development process for a Gore Creek Promenade Renewal project.
II. BACKGROUND
In January of 2023, staff presented information to the Town Council regarding a project to
repair, enhance, and update the Gore Creek Promenade. The information presented at
that time described the ongoing deficiencies in the park, provided public input received
from over 180 Engage Vail responses, and outlined Project Objectives, which were
informally adopted by that Town Council. The project was temporarily postposed due to
competing priorities; however, the park is still in need of improvements. The 2024 RETT
budget includes $408,000 for this project.
With that in mind, a Request for Proposals (RFP) was issued in June of 2024 seeking a
landscape architectural firm to assist with developing a Comprehensive Site Plan for the
park. The town received four proposals, conducted two consultant interviews, and has
selected a recommended firm, which will be described in more detail below.
Because 18 months has passed since the last Promenade discussion with a previous
town council, this presentation will review ongoing park deficiencies, and discuss a plan
for addressing those issues, including the development of a Comprehensive Site Plan.
III. PARK DESCRIPTION
The Gore Creek Promenade is a popular amenity in the heart of Vail Village. Residents
and guests alike frequent the busy shops, galleries, and restaurants. Families enjoy the
turf area and easy access to Gore Creek. Weekly whitewater events are held each
spring, Winterfest ice sculptures during the ski season, the annual GoPro Mountain
Games and a busy summer season all contribute to making the Promenade one of the
most regularly visited parks in Vail.
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Town of Vail Page 2
The park is generally comprised of the area located between the International Bridge and
Up the Creek restaurant along the south bank of Gore Creek. A heated paver sidewalk
provides access to four retail shops, two art galleries, a hotel/lodge and three restaurants.
Three additional restaurants and several residential units overlook the park, with access
from Gore Creek Drive or from the Children’s Fountain plaza.
The primary features of the park area include a roughly 3,000 square foot turf area that
serves as the main gathering space, stone steps that provide access to a small “beach”
and Gore Creek, a natural gas fire pit that operates during winter, and several large
planting areas with mature spruce, fir, aspen and native shrubs. There are benches
along the paver walkway and a few overlooking the creek.
Approximately half of the streambank through the Promenade is vegetated with native
willows/shrubs growing among the boulders. The unvegetated sections of the bank
provide informal access to the creek and places for park users to sit and enjoy the space.
The town’s whitewater park, well-used during the GoPro Games and the Vail Recreation
District Whitewater Series, is situated between the International Bridge and the
pedestrian bridge located just upstream. A terraced viewing area on the north bank
provides natural seating and access to the creek.
IV. CURRENT DEFICIENCIES
The last major renovation to this park occurred over thirty years ago. Since then, Vail
has seen increases in summer visitation, in the local population, and in year-round
special events. As previously stated, some features of the Promenade are showing
significant wear that has become more and more difficult to maintain at a high level.
The most significant issue with the Promenade currently is the quality of the core turf
area located at the east end of the park. Town maintenance crews have difficulty
sustaining the grass, and a key component of any work on the Promenade should be to
resolve that issue.
Other issues include streambank erosion, limited options for seating and gathering, a lack
of access for those with limited mobility (ADA), a decline in the health of some trees, and
the narrow width of the heated paver walkway during periods of high use.
V. POTENTIAL PROJECT SCOPE
The most basic level of addressing issues at the park is to rebuild the turf area to improve
drainage, soil structure and irrigation. However, one of the elements that contributes to
heavy turf wear are the concentrated access points into the park. This heavy traffic leads
to soil compaction and decline of the turf. Simply replacing the grass will likely result in
the same poor-quality turf condition.
A more comprehensive solution is to explore ways to spread out the concentrated use
and access points, to consider alternative ground surface materials for some areas, and
to improve user experience throughout the space with improved seating, accessibility,
public art, landscaping, bike/ski racks, and other site amenities.
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Town of Vail Page 3
VI. DEVELOPING A PLAN FOR ADDRESSING PARK ISSUES
In order to explore these opportunities, staff proposes to hire a landscape architectural
firm to assist with the development of a Comprehensive Site Plan. The selected firm will
perform the following tasks:
• Review previously gathered public input from 2022/23
• Manage an in-person public engagement process that builds on existing public
input, perhaps hosted in the vicinity of the Promenade.
• Adjust the 2022/23 Project Goals and Objectives as needed based on the new
engagement efforts, and present to the Town Council for approval.
• Develop three conceptual plans of varying complexity with accompanying cost
estimates and present those to the Town Council.
• The Council will be asked to select a desired plan or combination of elements
which will be further developed to proceed through the design review process.
• Develop a Turf Management Plan for the park that will detail reconstruction
methods (drainage/soil structure) and provide management requirements for town
maintenance crews to ensure the turf is properly maintained on a seasonal basis.
The final project scope will be determined by the design process, public engagement,
Town Council input, and construction cost/schedule. The design work for this project
should aim to address park deficiencies, look at opportunities to improve circulation,
provide ADA access, improve interaction with Gore Creek, and address turf issues.
VII. STREAM BANK EROSION AND GORE CREEK INTERFACE
An important part of repairing and improving the Promenade includes taking a close look
at the existing boulder bank, creek access, and ways to improve river health. To do so,
staff recommends hiring the firm River Restoration as an additional, complementary
consultant. This company has performed numerous design and analysis projects for the
town over the past 17 years including much of the design work for Restore the Gore as
well as multiple Gore Creek access projects. The cost for this is estimated in the $10,000
to $15,000 range and they would work on an “as-needed” basis.
VIII. PHASED CONSTRUCTION
A Comprehensive Site Plan looks at the park in its entirety. It addresses current needs
and looks for opportunities to improve this important public place. However, the
construction process does not necessarily need to occur all at once. Depending on the
concept plan ultimately selected by the Town Council, the project can be phased to
reduce impacts to guests, businesses, and special events. This phased approach also
allows the budget impacts to be spread out over multiple seasons, if desired.
IX. BUDGET INFORMATION
The existing 2024 budget for this project is $408,000. Staff proposes to use a portion of
this budget to fund the design process to develop a Comprehensive Site Plan. The 2024
Five-Year RETT Budget currently includes an additional $750,000 in 2025 for this project.
This will be further discussed during the upcoming 2025 budget process, and pending
completion of the Comprehensive Site Plan and phasing plan.
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Town of Vail Page 4
X. RECOMMENDED LANDSCAPE ARCHITECTURE CONSULTANT
As previously stated, staff received four proposals in response to the RFP. Two were
selected as finalists:
• EDSA, Inc. $ 46,600
• Kimley-Horn $ 74,691
Both firms were interviewed and while both are highly qualified, town staff recommends
hiring EDSA for the Promenade design process for a fee of $46,600.
XI. PROJECT SCHEDULE
Staff proposes the following project design schedule:
• Hire LA Consultant August 6, 2024
• Public Engagement process August/September
• Council update October
• Council selects a design October/November
• Design Review process November
• Comprehensive Plan completion December/January
After completing the Comprehensive Plan, the next phases of the project include
determining and approving appropriate budgets, completion of construction documents
and drawings, the bid process, and construction. The schedule and cost for these items
will be determined at a later date.
XII. STAFF RECOMMENDATION
Staff recommends that the Council provide feedback and suggestions on the information
provided in this memo and the presentation for the Gore Creek Promenade Renewal
process. Staff recommends hiring the landscape architectural firm and the stream health
expert to assist with the development of a Comprehensive Site Plan and Turf
Management Plan to start moving the project forward.
XIII. ACTION REQUESTED BY COUNCIL
Staff requests that the Council provide feedback on the recommendations provided in this
memo and direct staff to proceed with the project.
Attachments:
1. Aerial Vicinity Map of Gore Creek Promenade
2. Photos of the existing Promenade
170
Town of Vail Page 5
171
Town of Vail Page 6
Above: Gore Creek viewed from the pedestrian bridge
Below: Degraded turf area at the east end of the park
172
Town of Vail Page 7
Above: A busy Monday in July
Below: Inner Tube take out point
173
Town of Vail Page 8
Above: Flagstone walkway towards the creek
Below: Flagstone along the creek bank
174
Town of Vail Page 9
Above: Busy paver walkway
Below: Seeking seating and shade
175
Town of Vail Page 10
Above: Bikes on the paver walkway of Gore Creek Promenade
Below: Degraded flagstone walks installed in high traffic areas
176
Town of Vail Page 11
Above: Vail Whitewater Park - GoPro
Below: GoPro Games staging area
177
Town of Vail Page 12
Above: Vail Winterfest 2023
Below: Vail Winterfest 2024
178
August 6, 2024
Gore Creek Promenade
Renewal Project
179
The Gore Creek Promenade Renewal
2August 6, 2024
PROJECT DISCUSSION
•Project Background
•Outline Current Park Deficiencies
•Discuss Recommended Design Approach
•Town Council Feedback
180
The Gore Creek Promenade Renewal
3August 6, 2024 181
The Gore Creek Promenade Renewal
4August 6, 2024
Features of the Promenade
•Shops, restaurants, galleries and a hotel/lodge
•Open turf area
•Access to Gore Creek – both physical and visual
•Heated paver walkway
182
The Gore Creek Promenade Renewal
5August 6, 2024
Features of the Promenade
•Fire pit w/ seating
•Mature vegetation
•Benches/seating
•Flagstone walkways
183
The Gore Creek Promenade Renewal
6August 6, 2024
Current Park Deficiencies
•Turfgrass health/maintenance
•Concentrated access and use areas
•Limited seating options
•Uneven flagstone walks
•Streambank erosion
•Lack of access for those with limited
mobility or a disability
•Narrow width of the heated paver
walkway during periods of high use
184
The Gore Creek Promenade Renewal
7August 6, 2024
Project Background
•Last major renovation in 1993
•Turf deterioration for many years
•Rebuilt 1993, 1999, 2005
•Full resod 2014, 2021
•Multiple partial resods
•2022/23 Public Engagement Survey
•180 responses
•Council presentation – Feb 2023
•Project Objectives
•Project postponed
•Currently $408,000 budgeted in RETT
1993 Improvements
185
The Gore Creek Promenade Renewal
8August 6, 2024
Opportunities for Improvements
•Turf – improve drainage, soil structure,
irrigation and maintenance practices
•Spread out concentrated use and
access points
•Alternative ground surface materials
•Interaction with Gore Creek
•Improve user experience
•Seating, accessibility, public art,
landscaping, bike/ski racks
Rendering – 1993 Improvements
186
The Gore Creek Promenade Renewal
9August 6, 2024
Approach for The Promenade Renewal
Comprehensive Site Plan
•Evaluate needs and opportunities
•Improve overall site function
•Strong public engagement process
•Phased implementation, if needed
Turf Management Plan
•Physical improvements (drainage, soil
structure, irrigation)
•Maintenance routines and equipment
•Management to allow for recovery
187
The Gore Creek Promenade Renewal
10August 6, 2024
Approach for The Promenade Renewal
Hire a landscape architecture consultant
for Comprehensive Site Plan and Turf
Management Plan
Strong public engagement process
Develop three alternative designs and
cost estimates
Present to Town Council
Council chooses an alternative or mix of
elements to proceed through the design
review process
Develop a phasing plan as needed
188
The Gore Creek Promenade Renewal
11August 6, 2024
Landscape Architectural Consultant
•Staff published an RFP in June
•Received four Proposals
•Interviewed two firms
•EDSA, Inc $ 46,600
•Kimley-Horn $ 74,691
•Recommendation to hire EDSA, Inc.
Water Quality/Streambank Consultant
•Recommendation to hire River Restoration
•Over 15 years working w/ Gore Creek
•“As needed” basis
•$ 10,000-15,000
•Assist with conceptual-level planning,
streambank assessment, floodplain
189
The Gore Creek Promenade Renewal
12August 6, 2024
Comprehensive Site Plan Schedule
•Hire LA Consultant August 2024
•Public Engagement process Aug/Sept
•Council update October
•Council selects a design Oct/Nov
•Design Review process November
•Comprehensive Plan completion December/January
Next Steps
•Phasing Plan
•Budget needs
•Construction Drawings
and Documents
190
AGENDA ITEM NO. 6.1
Item Cover Page
DATE:August 6, 2024
SUBMITTED BY:Greg Roy, Community Development
ITEM TYPE:DRB/PEC Update
AGENDA SECTION:DRB/PEC (4:10pm)
SUBJECT:DRB/PEC Update (5 min.)
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
DRB Results 7-17-24
PEC Results 7-22-24
191
Design Review Board Minutes
Wednesday, July 17, 2024
2:00 PM
Vail Town Council Chambers
Present: Roland J Kjesbo
Kit Austin
Mary Egan
Rys Olsen
Herbert Roth
1. Virtual Meeting Link
Register to attend Design Review Board Meetings. Once registered, you will receive
a confirmation email containing information about joining this webinar.
2. Call to Order
3. Main Agenda
3.1 DRB24-0225 - Brombert Residence
Final review of an exterior alteration (windows/doors/AC/water heater/furnace)
Address/ Legal Description: 5030 Prima Court West/Parcel 4, Sundial Phase 1
Planner: Jamie Leaman-Miller
Applicant Name: Marc Brombert
DRB24-0225 Photos.pdf
DRB24-0225 Documents.pdf
DRB24-0225 Plans.pdf
Herbert Roth made a motion to Approve with Conditions that prior to building permit approval the plans
shall show the picture window aligns with the double casement below on the south elevation; Roland
J Kjesbo seconded the motion Passed (5 - 0).
3.2 DRB22 -0212.002 - Baker/Rocky Mtn Juniper/Russell
Final review of a change to approved plans (windows)
Address/ Legal Description: 1101 Vail View Drive A,B, and C/Lot 11, Casolar Vail II
Planner: Jonathan Spence
Applicant Name: Michael Baker, Brendan McCarthy & William Russell, represented by Pierce
Austin Architects
DRB22-0212 Plan Set.pdf
Rys Olsen made a motion to Approve with the findings the application meets 14-10-6; Roland J
Kjesbo seconded the motion Passed (4 - 0) Austin Recused.
3.3 DRB24-0180 - Dobrin Residence
Final review of an exterior alteration (decks/shed)
Address/ Legal Description: 1359 Greenhill Court West/Lot 18, Glen Lyon Subdivision
Planner: Greg Roy
Design Review Board Meeting Minutes of July 17, 2024
1
192
Applicant Name: Amy & Jonathan Dobrin, represented by LKSM Design
DRB24-0180 Docs.pdf
DRB24-0180 Plans.pdf
Rys Olsen made a motion to Approve with Conditions that the new stone on the retaining wall is replaced
with wood siding to match the siding on the house; Roland J Kjesbo seconded the motion Passed (5 - 0).
3.4 DRB24-0241 - Stevinson Residence
Final review of an exterior alteration (deck/windows)
Address/ Legal Description: 4253 Spruce Way B/Lot 15, Block 9, Bighorn Subdivision 3rd Addition
Planner: Greg Roy
Applicant Name: Bryan Stevinson, represented by S3 Architectural
Group DRB24-0241 Plans.pdf
Rys Olsen made a motion to Table to a date uncertain; Herbert Roth seconded the motion Passed
(5 - 0).
4. Staff Approvals
4.1 DRB23-0063.001 - Cahalin Residence
Final review of a change to approved plans (deck)
Address/ Legal Description: 1816 Sunburst Drive/Lot 1, Vail Valley Filing 3
Planner: Heather Knight
Applicant Name: John & Helen Jo Cahalin, represented by TAB Associates
4.2 DRB23-0426.001 - 782 Potato Patch LLC
Final review of a change to approved plans (landscape/interior)
Address/ Legal Description: 782 Potato Patch Drive/Lot 16, Block 1, Vail Potato Patch Filing 1
Planner: Heather Knight
Applicant Name: 782 Potato Patch, represented by KH Webb
4.3 DRB24-0050.001 - Avanti
Final review of a change to approved plans (fire table)
Address/ Legal Description: 458 Vail Valley Drive C5/Golden Peak Ski Base and Recreation
District Parcel
Planner: Jonathan Spence
Applicant Name: Avanti, represented by OZ Architecture
4.4 DRB24-0164 - 9 Vail Road 24 LLC
Final review of a sign application
Address/ Legal Description: 9 Vail Road 2E/Lot B, Vail Village Filing 2
Planner: Heather Knight
Applicant Name: 9 Vail Road 24 LLC, represented by Zehren and Associates
4.5 DRB24-0172 - MCB Vail LLC
Final review of an exterior alteration (air conditioner)
Address/ Legal Description: 684 West Lionshead Circle 205/Lot 8, Block 1, Vail Lionshead FiIiing 3
Planner: Heather Knight
Applicant Name: MCB Vail LLC, represented by R and H Mechanical
Design Review Board Meeting Minutes of July 17, 2024
2
193
4.6 DRB24-0186 - Collier Residence
Final review of an exterior alteration (sliding door)
Address/ Legal Description: 1557 Golf Terrace M45/Lot 1, Sunburst Filing 3
Planner: Jamie Leaman-Miller
Applicant Name: Richard & Sandra Collier
4.7 DRB24-0202 - 1764 Val LLC
Final review of an exterior alteration (deck)
Address/ Legal Description: 1764 Alpine Drive 3/Lot 6, Vail Village West Filing 1
Planner: Greg Roy
Applicant Name: 1764 Vail LLC, represented by 2139 Vail LLC
4.8 DRB24-0209 - Vail International
Final review of an addition (mechanical room)
Address/ Legal Description: 300 East Lionshead Circle/Lot 4, Block 1, Vail Lionshead Filing 2
Planner: Heather Knight
Applicant Name: Vail International, represented by Backcountry Builders and Construction
4.9 DRB24-0223 - Poch Residence
Final review of an exterior alteration (re-roof)
Address/ Legal Description: 390 Beaver Dam Circle East/Lot 4, Block 3, Vail Village Filing 3
Planner: Heather Knight
Applicant Name: David & Michael Poch, represented by Turner Morris Roofing
4.10 DRB24-0227 - Thomas Residence
Final review of an exterior alteration (deck/greenhouse/pergola)
Address/ Legal Description: 4027 Lupine Drive/Lot 6, Bighorn Subdivision
Planner: Jonathan Spence
Applicant Name: Trudy Thomas
4.11 DRB24-0232 - Kiss Residence
Final review of an exterior alteration (door)
Address/ Legal Description: 2615 Davos Trail/Lot 21, Block B, Vail Ridge Subdivision
Planner: Heather Knight
Applicant Name: Adam & Diana Kiss, represented by Renewal by Andersen
4.12 DRB24-0239 BCKL LLC
Final review of a tree removal
Address/ Legal Description: 1259 Westhaven Circle North/Lot 34, Glen Lyon Subdivision
Planner: Jamie Leaman-Miller
Applicant Name: BCKL LLC, represented by Old Growth Tree Service
4.13 DRB24-0243 - Saalfeld Residence
Final review of an exterior alteration (driveway)
Address/ Legal Description: 2478 Garmisch Drive/Lot 27, Block A, Vail Das Schone Filing 1
Planner: Jonathan Spence
Design Review Board Meeting Minutes of July 17, 2024
3
194
Applicant Name: Thomas & Kimberly Saalfeld
4.14 DRB24-0252 - Kind Bikes and Skis
Final review of a sign application
Address/ Legal Description: 2271 N Frontage Road West/Lot 1, Vail Das Schone Filing 1
Planner: Jamie Leaman-Miller
Applicant Name: Kind Bikes and Skis, represented by Eclipse Sign Co
4.15 DRB24-0253 - Delponte Residence
Final review of an exterior alteration (addition/roof)
Address/ Legal Description: 3070 Booth Creek Drive/Lot 7, Block 3, Vail Village Filing 11
Planner: Jonathan Spence
Applicant Name: Reggie Delponte, represented by SRI Architects
5. Staff Denials
6. Adjournment
Roland J Kjesbo made a motion to Adjourn ; Herbert Roth seconded the motion Passed (5 - 0).
Design Review Board Meeting Minutes of July 17, 2024
4
195
Present:
Absent:
David N Tucker
William Jensen
Robert Lipnick
John Rediker
Brad Hagedorn
Robyn Smith
Scott McBride
1. Virtual Link
Register to attend the Planning and Environmental Commission meeting. Once registered,
you will receive a confirmation email containing information about joining this webinar.
2. Call to Order
3. Site Visits (75 minutes)
3.1 Cornerstone Site Visit
1276 Westhaven Dr, Vail, CO 81657
Site visit to take place at Dormitory Employee Housing Unit -
1310 Westhaven Dr, Vail, CO 81657
4. Main Agenda
4.1
A request for a recommendation to the Vail Town Council for a major amendment to
Special Development District No. 4 (Cascade Village), pursuant to Section 12-9(A), Special
Development Districts, Vail Town Code, to allow for the redevelopment of the covered
parking, the construction of five new free-market condominiums, one new employee
housing unit, and associated site improvements at Coldstream Condos, located at 1476
Westhaven Drive, Lot 53, Glen Lyon Subdivision and setting forth details in regard
thereto. (PEC24-0017)
The applicant requests that this item be tabled to the August 26, 2024 PEC meeting.
Planner: Heather Knight
Applicant Name: Coldstream Ltd., represented by High Summit
4.2
A request for review of an environmental impact report pursuant to Chapter 12-10,
Planning and Environmental Commission Minutes
Monday, July 22, 2024
1:00 PM
Vail Town Council Chambers
Robyn Smith made a motion to Table to the August 26, 2024 meeting; Robert N Lipnick seconded the
motion Passed (6 - 0).
1
Planning and Environmental Commission Meeting Minutes of July 22, 2024 196
Environmental Impact Report, Vail Town Code to allow for a development of the West
Middle Creek Village Apartments, located at 351 North Frontage Road West/Lot 4, Middle
Creek Subdivision a Resubdivision of Tract A (PEC24-0025)
The applicant has requested that this item be tabled to the August 12th, 2024 PEC
meeting.
Planner: Greg Roy
Applicant Name: Town of Vail and Corum Real Estate Group
4.3
A request for review of a mobility plan pursuant to Section 12-6N-13, Mobility, Vail Town
Code, to provide less than the prescribed number of parking spaces, located at 351 North
Frontage Road West/Lot 4, Middle Creek Subdivision a Resubdivision of Tract A (PEC24-
0026)
The applicant has requested that this item be tabled to the August 12th, 2024 PEC
meeting.
Planner: Greg Roy
Applicant Name: Town of Vail and Corum Real Estate Group
4.4
A request for review of a variance from Section 12-6N-5 Setbacks, Vail Town Code,
pursuant to Title 12 Chapter 17, Variances, Vail Town Code, to allow for a building located
within the required twenty-foot (20’) front setback, located at 351 North Frontage Road
West/Lot 4, Middle Creek Subdivision a Resubdivision of Tract A (PEC24-0027)
The applicant has requested that this item be tabled to the August 12th, 2024 PEC
meeting.
Planner: Greg Roy
Applicant Name: Town of Vail and Corum Real Estate Group
4.5
A request for review of a variance from Section 12-21-17 Gore Creek Setbacks, Vail Town
Code, pursuant to Title 12 Chapter 17, Variances, Vail Town Code, to allow for a structure
(access road and retaining walls) within the required twenty-five (25) foot setback, located
at 351 North Frontage Road West/Lot 4, Middle Creek Subdivision a Resubdivision of Tract
Robert N Lipnick made a motion to Table to the August 12, 2024 meeting; Robyn Smith seconded the
motion Passed (6 - 0).
Robyn Smith made a motion to Table to the August 12, 2024 meeting; Robert N Lipnick seconded the
motion Passed (6 - 0).
Robyn Smith made a motion to Table to the August 12, 2024 meeting; Robert N Lipnick seconded the
motion Passed (6 - 0).
2
Planning and Environmental Commission Meeting Minutes of July 22, 2024 197
A (PEC24-0028)
The applicant has requested that this item be tabled to the August 12th, 2024 PEC
meeting.
Planner: Greg Roy
Applicant Name: Town of Vail and Corum Real Estate Group
5.Approval of Minutes
5.1 PEC Results 7-8-24
6.Information Update
7.Adjournment
Robyn Smith made a motion to Table to the August 12, 2024 meeting; Robert N Lipnick seconded the
motion Passed (6 - 0).
PEC Results 7-8-24.pdf
Robyn Smith made a motion to Approve ; Robert N Lipnick seconded the motion Passed (6 - 0).
Robyn Smith made a motion to Adjourn ; Robert N Lipnick seconded the motion Passed (6 - 0).
3
Planning and Environmental Commission Meeting Minutes of July 22, 2024 198
AGENDA ITEM NO. 7.1
Item Cover Page
DATE:August 6, 2024
SUBMITTED BY:Jake Shipe
ITEM TYPE:Information Update
AGENDA SECTION:Information Update (4:15pm)
SUBJECT:July 2024 Revenue Update
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
08-06-2024 Revenue Update
199
1
TOWN OF VAIL
REVENUE UPDATE
August 6, 2024
4.0% General Sales Tax
Upon receipt of all sales tax returns, June 2024 collections are estimated to be
$2,325,594, up 2.3% from 2023 and up 2.7% from the budget.
2024 YTD collections of $23,526,473 are down (0.6)% from 2023 and up 0.7%
from the budget. Inflation as measured by the consumer price index was up 3.0%
for the 12-months ending June 2024. The annual budget totals $40.85 million.
0.5% Housing Fund Sales Tax
Upon receipt of all sales tax returns, June 2024 collections of the 0.5% housing
sales tax are estimated to be $280,598 up 2.0% from 2023 and up 2.3% from the
budget. 2024 YTD collections of $2,577,182 are down (0.9)% from 2023 and up
0.8% from the budget. The 2024 budget for the housing fund sales tax totals $4.95
million.
Real Estate Transfer Tax (RETT)
RETT collections through July 30 total $4,773,554, up 44.3% from 2023. The
variance compared to prior year is due in-part to an increase in the number of
residential property sales which is tracking up 23%. Additionally, there have been
several high dollar residential property sales. The 2024 RETT budget totals
$7,000,000.
Construction Use Tax
Use Tax collections through July 30 total $1,778,969 compared to $1,773,592 in
2023. The 2024 budget totals $2,040,000.
Lift Tax
Year to date lift tax collections through June 30 total $5,003,900, up 6.1% or
$287,639 from 2023. The 2024 budget totals $6,675,000. The 2023/2024 season
Epic Pass and Epic Pass Local both were priced with an 8% increase compared
to the prior season.
Summary
Across all funds, year-to-date total revenue of $60.2 million is up 9.7% from the
amended budget and up 6.8% from prior year.
The majority of the positive variance compared to the amended budget is due to
higher-than-expected real estate transfer tax collections and interest earnings.
The majority of the positive variance compared to the prior year is due to higher-
than-expected real estate transfer tax collections, property tax collections, and ski
lift tax collections.
200
2024 Budget % change % change
2019 2020 2021 Budget Variance from 2023 from Budget
January 4,079,994$ 4,076,145$ 3,422,209$ 5,217,125$ 5,911,572$ 5,787,370$ 5,791,011$ 3,641$ -2.04%0.06%
February 4,137,087 4,285,633 3,691,850 5,686,585 6,041,108 5,914,315 6,065,694 151,379 0.41%2.56%
March 4,237,933 2,243,518 4,364,797 5,912,059 6,055,992 6,035,677 6,365,024 329,347 5.10%5.46%
April 1,445,071 427,518 1,751,528 2,234,296 2,264,892 2,258,798 1,820,747 (438,051) -19.61%-19.39%
May 763,756 503,828 1,061,516 1,227,974 1,118,011 1,111,919 1,158,403 46,484 3.61%4.18%
June 1,606,748 1,023,517 2,149,312 2,317,931 2,272,457 2,265,104 2,325,594 60,490 2.34%2.67%
Total 16,270,588$ 12,560,159$ 16,441,212$ 22,595,970$ 23,664,032$ 23,373,183$ 23,526,473$ 153,290$ -0.58%0.66%
July 2,480,292 2,084,644 3,491,668 3,507,973 3,412,277 3,399,024 -
August 2,237,050 2,138,838 2,877,550 2,997,389 2,932,111 2,920,600 -
September 1,600,100 1,767,393 2,359,528 2,441,331 2,508,064 2,495,143 -
October 1,165,176 1,371,727 1,734,964 1,729,558 1,773,358 1,652,467 -
November 1,260,314 1,425,461 1,880,397 1,902,643 1,901,141 1,779,167 -
December 4,237,178 3,625,189 5,749,365 5,602,018 5,691,428 5,230,416 -
Total 29,250,698$ 24,973,411$ 34,534,683$ 40,776,882$ 41,882,411$ 40,850,000$ 23,526,473$ 153,290$ -0.58%0.66%
2022 2023 2024 Budget % change % change
Collections Collections Budget Variance from 2023 from Budget
January 645,487$ 720,906$ 700,920$ 703,394$ 2,474$ -2.43%0.35%
February 702,730 736,788 716,760 739,823 23,063 0.41%3.22%
March 719,717 738,244 731,610 777,185 45,575 5.27%6.23%
April 269,018 271,930 273,735 219,264 (54,471) -19.37%-19.90%
May 146,657 132,333 134,640 137,515 2,875 3.92%2.14%
June 280,460 275,113 274,230 280,598 6,368 1.99%2.32%
Total 2,483,609$ 2,600,201$ 2,557,665$ 2,577,182$ 19,517$ -0.89%0.76%
July 424,602 412,849 411,840 -
August 361,165 352,887 353,925 -
September 294,861 304,068 302,445 -
October 207,397 213,568 200,475 -
November 230,383 229,092 215,820 -
December 671,982 687,985 633,600 -
Total 4,954,459$ 5,075,763$ 4,950,000$ 2,577,182$ 19,517$ -0.89%0.76%
Town of Vail Revenue Update
August 6, 2024
4.0% GENERAL SALES TAX2024 Budget Comparison
0.5% Collected
Sales Tax
0.5% HOUSING SALES TAX
2024 Budget Comparison
Actual 4.0% Collections 4.0% Collected
Sales Tax20222023
201
Town of Vail Revenue Update
YTD 4% General Sales Tax Collections By Year
August 6, 2024
Through June 30
June 4% General Sales Tax Collections By Year
Through June 30
•June collections of $2,325,594 are up 2.3% from prior year and are up 2.7% from the budget.
$1,023,517
$2,149,312
$2,317,931
$2,272,457
$2,325,594
$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000
2020
2021
2022
2023
2024
$12,560,159
$16,441,212
$22,595,970
$23,664,032
$23,526,473
$0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000
2020
2021
2022
2023
2024
•YTD collections of $23,526,473 are down (0.6)% from prior year and are up 0.7% from the budget.
•Inflation as measured by the consumer price index was up 3.0% in June.
202
Town of Vail Revenue Update
August 6, 2024
June 0.5% Housing Fund Sales Tax Collections By Year
Real Estate Transfer Tax by Year
YTD Through July 2024
June Collections YTD Collections
•This chart shows YTD collections of 1% RETT, segmented by real property values. 2024
collections are up 44.3% from the prior year.
$3,170,265
$6,373,698
$5,442,865
$3,307,320
$4,773,554
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2020 2021 2022 2023 2024
Sales Less Than $2.5 Million Sales $2.5 to $5 Million Sales $5 to $10 Million Sales Over $10 Million
•June collections of $280,598 are up 2.0% from prior year and are up 2.3% from the budget.
YTD collections of $2,577,182 are down (0.9)% from this time last year and are up 0.8% from
the budget.
$280,460 $275,113 $280,598
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
2022 2023 2024
$2,483,609 $2,600,201 $2,577,182
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2022 2023 2024
203
Town of Vail Revenue Update
August 6, 2024
Construction Use Tax by Year
YTD Through July 2024
YTD Lift Tax Collections
YTD Through June 2024
•Use Tax collections through July 30 total $1,778,969, compared to $1,773,592 from this time
last year. This is an increase of 0.3%.
$839,478
$2,659,062
$1,227,733
$1,773,592 $1,778,969
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2020 2021 2022 2023 2024
•2024 YTD lift tax collections of $5,003,900 are up 6.1% or $287,639 from the same time last
year.
$2,918,791
$3,981,861
$4,798,965
$4,716,261
$5,003,900
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000
2020
2021
2022
2023
2024
204
Vail Business Review
June 2024 and 2024 2nd Quarter
August 6, 2024
The Vail Business Review breaks down the 4.5% sales tax collected for the month of
June 2024. The 4.5% sales tax includes the town’s general 4% sales tax and the 0.5%
housing sales tax supported by Town of Vail voters during the November 2021 election,
effective January 1, 2022. The housing sales tax sunsets on December 31, 2051.
Overall, June 4.5% sales tax was up from the prior year 2.3%. Retail decreased (9.3%),
lodging decreased (1.0)%, food and beverage increased 13.3%, and utilities/other
decreased (9.3)%. Excluding the out-of-town category, sales tax for the month of June
was up 3.5% compared to prior year.
The second quarter of 2024 resulted in an overall (6.0)% decrease from the prior year.
Retail decreased (9.1)%, lodging decreased (9.4)%, food and beverage increased
2.6%, and utilities/other decreased (3.1)%. Excluding the out-of-town category, sales
tax collections for second quarter of 2024 decreased (5.4)%. In 2024, the Easter holiday
weekend fell on March 30th through 31st. Historically, years in which the holiday falls
during March see increased collections during the month of March, and decreased
collections during the month of April.
Town of Vail sales tax forms, the Vail Business Review, and sales tax worksheets are
available on the internet at www.vail.gov. You can subscribe to have the Vail Business
Review and the sales tax worksheet emailed to you automatically from www.vail.gov.
Please remember when reading the Vail Business Review that it is produced from sales
tax collections as opposed to actual gross sales.
If you have any questions or comments, please feel free to call me at (970) 479-2113 or
Carlie Smith, Finance Director, at (970) 479-2119.
Sincerely,
Jake Shipe
Budget Analyst
205
June 2023
Sales Tax Collections by Business Type
June 2024
Town of Vail Business Review
June Sales Tax Collections by Year
June 2024 Sales Tax
Retail
967,109
Lodging
752,950 Food &
Beverage
726,505
Utilities &
Other
159,489
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
U$0$100,000$200,000$300,000$400,000$500,000$600,000$700,000
1,021,229
2,150,733
2,599,169
2,547,565
2,606,053
$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000
2020
2021
2022
2023
2024
General Sales Tax
Housing Sales Tax
•June 2024 retail sales decreased (0.3)%, lodging decreased (1.0)%, food and beverage increased
13.3%, and utilities and other decreased (9.3%).
•The figures above reflect 4.5% sales tax.
Retail
970,359
Lodging
760,610 Food &
Beverage
640,804
Utilities &
Other
175,792$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
(0.3)%
•This report represents collections of Town of Vail sales tax, as opposed to actual gross sales.
•On January 1st, 2022, Town of Vail sales tax increased from 4.0% to 4.5% on all items except food for
home consumption. 2022, 2023, and 2024 above include the 0.5% increase to sales tax, depicted in
light blue. Prior years show 4.0% sales tax collections.
•Total June 2023 collections were $2,547,565; June 2024 collections were $2,606,053 up 2.3% from the
prior year.
(1.0)%13.3%(9.3)%
206
June 2024 Sales Tax
Town of Vail Business Review
June 2023June 2024
Geographic Area Trends by Year
June Sales Tax
Sales Tax by Location
Other Areas
16%
Lionshead
12%
Out of
Town
30%
Vail Village
42%
•Vail Village sales tax decreased (3.7)%, Lionshead increased 25.8%, Other Areas increased 6.3%, and Out
of Town decreased (0.6%). Excluding Out of Town collections, all areas were up 3.5%.
•The figures above reflect 4.5% sales tax.
194,492
336,430
149,733
250,115
262,950
665,641
414,053
898,548
$0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000
2020
2021
2022
2023
2024
Vail Village
Out of Town
Lionshead
Other Areas
1,104,107771,944325,717
325,717
•This chart shows June sales tax collections by geographic area over time.
•2022, 2023, and 2024 include the 0.5% increase for housing sales tax, depicted in lighter shades.
General 4.0% sales tax collections are shown in darker shades.
376,505299,358 755,542 1,076,273
1,035,989
376,505 751,115
442,444
Other Areas
17%
Lionshead
14%
Out of
Town
29%
Vail Village
40%
207
Accommodation Services Sales Tax by Year
Retail Business 4.5% Sales Tax Detail
June 2024 Sales Tax
Town of Vail Business Review
Apparel
$194,898
Grocery
$172,890
Gallery
$6,671
Gifts
$4,428
Jewelry
$30,566Retail Liquor
$43,381
Retail Other
$339,911
Sporting Goods
$78,994
Online Retailers
$95,173
Retail Home
Occupation
$197
•June 2024 accommodations services decreased (1.0)% from the prior year. Short-term rentals decreased (8.6)%
and hotels and lodges increased 2.2%.
•The figures above reflect 4.5% sales tax.
•Short-term rental sales tax collection numbers include online marketplace facilitators like Airbnb and VRBO.
Revenue collections from facilitators may include some hotels and lodges.
582,046
208,516
535,308
225,301
547,061
205,889
$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000
Hotel and Lodges
Short-Term Rentals
2024 2023 2022
208
Cascade Village / East Vail / Sandstone / West Vail
Retail 185,137 173,310 6.82%
Lodging 125,061 127,689 -2.06%
F & B 129,090 105,620 22.22%
Other 3,156 9,773 -67.71%
Total 442,444 416,391 6.26%
Lionshead
Retail 55,868 54,633 2.26%
Lodging 162,174 126,034 28.68%
F & B 154,206 112,467 37.11%
Other 4,256 6,224 -31.62%
Total 376,505 299,358 25.77%
Out of Town
Retail 385,349 388,140 -0.72%
Lodging 221,304 215,146 2.86%
F & B 615 1,376 -55.33%
Other 143,848 150,879 -4.66%
Total 751,115 755,542 -0.59%
Vail Village
Retail 340,755 354,277 -3.82%
Lodging 244,411 291,741 -16.22%
F & B 442,594 421,340 5.04%
Other 8,229 8,915 -7.69%
Total 1,035,989 1,076,273 -3.74%
Total - All Areas
Retail 967,109 970,359 -0.33%
Lodging 752,950 760,610 -1.01%
F & B 726,505 640,804 13.37%
Other 159,489 175,792 -9.27%
Total 2,606,053 2,547,565 2.30%
Retail Summary
Retail Apparel 194,898 196,987 -1.06%
Retail Food 172,890 156,402 10.54%
Retail Gallery 6,671 9,534 -30.03%
Retail Gift 4,428 4,962 -10.75%
Retail Home Occupation 197 43 362.14%
Retail Jewelry 30,566 38,358 -20.31%
Retail Liquor 43,381 44,777 -3.12%
Retail Other 339,911 360,894 -5.81%
Retail Sport 78,994 80,551 -1.93%
Retail Online Retailer 95,173 77,852 22.25%
Total 967,109 970,359 -0.33%
Town of Vail Business Review
June 4.5% Sales Tax
2024 Collections 2023 Collections YoY % Change
209
Town of Vail Business Review
Q2 Sales Tax Collections by Year
Q2 2024 Sales Tax
Q2 2023
Sales Tax Collections by Business Type
Q2 2024
2,381,814
Lodging
1,544,652 Food &
Beverage
1,460,372 Utilities &
Other
568,613
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
(9.1)%2.6%(3.1%)
Retail
1,955,976
5,000,620
6,472,100
6,335,048
5,955,450
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000
2020
2021
2022
2023
2024
General Sales Tax
Housing Sales Tax
•Q2 2024 retail sales decreasd (9.1)%, lodging decreased (9.4)%, food and beverage increased
2.6%, and utilities and other decreased (3.1%).
•The figures above reflect 4.5% sales tax.
Retail
2,619,504
Lodging
1,704,518 Food &
Beverage
1,424,034 Utilities &
Other
586,991
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
(9.4)%
•This report represents collections of Town of Vail sales tax, as opposed to actual gross sales.
•On January 1st, 2022, Town of Vail sales tax increased from 4.0% to 4.5% on all items except food for
home consumption. 2022, 2023, and 2024 above include the 0.5% increase to sales tax, depicted in
light blue. Prior years show 4.0% sales tax collections.
•Total Q2 2023 collections were $6,335,048; Q2 2024 collections were $5,955,450, down from the prior
year (6.0)%.
210
Town of Vail Business Review
Q2 2023Q2 2024
Geographic Area Trends by Year
Q2 Sales Tax
Sales Tax by Location
Q2 2024 Sales Tax
Other Areas
14%
Lionshead
19%
Out of
Town
22%
Vail Village
45%
•Vail Village sales tax decreased (13.3)%, Lionshead increased 8.6%, Other Areas increased 4.4%, and Out
of Town decreased (7.2%). Excluding Out of Town collections, all areas were down (5.4)%.
•The figures above reflect 4.5% sales tax.
469,456
784,188
177,356
550,443
775,927
1,745,053
533,236
1,920,936
$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000
2020
2021
2022
2023
2024
Vail Village
Out of Town
Lionshead
Other Areas
2,553,238
2,171,580814,887932,416
•This chart shows Q2 sales tax collections by geographic area over time.
•2022, 2023, and 2024 include the 0.5% increase for housing sales tax, depicted in lighter shades.
General 4.0% sales tax collections are shown in darker shades.
933,091756,406 2,185,932 2,459,620
2,130,972
821,724 2,028,587
974,167
Other Areas
15%
Lionshead
19%
Out of
Town
20%
Vail Village
46%
211
Accommodation Services Sales Tax by Year
Retail Business 4.5% Sales Tax Detail
Q2 2024 Sales Tax
Town of Vail Business Review
Apparel
$405,035
Grocery
$404,730
Gallery
$13,365
Gifts
$8,525
Jewelry
$74,487
Retail Liquor
$101,770
Retail Other
$873,413
Sporting Goods
$257,841
Online Retailers
$245,761
Retail Home
Occupation
$591
•Q2 2024 accommodations services decreased 9.4% from the prior year. Short-term rentals decreased (20.1)%
and hotels and lodges decreased (4.1)%.
•The figures above reflect 4.5% sales tax.
•Short-term rental sales tax collection numbers include online marketplace facilitators like Airbnb and VRBO.
Revenue collections from facilitators may include some hotels and lodges.
1,297,894
496,756
1,143,834
560,685
1,096,464
448,188
$0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000
Hotel and Lodges
Short-Term Rentals
2024 2023 2022
212
Retail 449,552 460,680 -2.42%
Lodging 257,172 248,922 3.31%
F & B 258,707 203,720 26.99%
Other 8,736 19,768 -55.81%
Total 974,167 933,091 4.40%
Retail 138,785 174,823 -20.61%
Lodging 343,761 300,501 14.40%
F & B 325,269 264,913 22.78%
Other 13,909 16,169 -13.97%
Total 821,724 756,406 8.64%
Retail 1,012,057 1,113,359 -9.10%
Lodging 488,699 537,299 -9.05%
F & B 1,400 3,361 -58.36%
Other 526,432 531,913 -1.03%
Total 2,028,587 2,185,932 -7.20%
Retail 781,420 870,642 -10.25%
Lodging 455,020 617,796 -26.35%
F & B 874,996 952,041 -8.09%
Other 19,536 19,142 2.06%
Total 2,130,972 2,459,620 -13.36%
Retail 2,381,814 2,619,504 -9.07%
Lodging 1,544,652 1,704,518 -9.38%
F & B 1,460,372 1,424,034 2.55%
Other 568,613 586,991 -3.13%
Total 5,955,450 6,335,048 -5.99%
Retail Apparel 405,035 447,459 -9.48%
Retail Food 404,730 408,622 -0.95%
Retail Gallery 13,365 64,247 -79.20%
Retail Gift 8,525 9,497 -10.23%
Retail Home Occupation 591 143 312.88%
Retail Jewelry 74,487 97,697 -23.76%
Retail Liquor 101,770 109,998 -7.48%
Retail Other 873,413 949,095 -7.97%
Retail Sport 257,841 323,779 -20.37%
Retail Online Retailer 245,761 213,469 15.13%
Total 2,385,518 2,624,005 -9.09%
Cascade Village / East Vail / Sandstone / West Vail
Town of Vail Business Review
Q2 4.5% Sales Tax
2024 Collections 2023 Collections YoY % Change
Total - All Areas
Lionshead
Out of Town
Vail Village
Retail Summary
213
AGENDA ITEM NO. 8.1
Item Cover Page
DATE:August 6, 2024
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Matters from Mayor, Council, Town Manager and Committee Reports
AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee
Reports (4:15pm)
SUBJECT:Matters from Mayor, Council and Committee Reports (15 min.)
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
214
AGENDA ITEM NO. 8.2
Item Cover Page
DATE:August 6, 2024
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Matters from Mayor, Council, Town Manager and Committee Reports
AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee
Reports (4:15pm)
SUBJECT:Town Manager Report (5 min.)
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
TM Update 08-06-24
215
Town Managers Update
August 6, 2024
1. Civic Area Planning/75 South Frontage Road-August 7
th at the Grand View Room
At Council’s direction the primary focus of civic area plan has shifted to 75 South Frontage road and
Town Hall. A public meeting is scheduled for Wednesday, August 7
th from 3:00 to 5:00 at the Grand
View Room.
2. Timber Ridge
Triumph has met the presales threshold set by both the Town of Vail and 1st Bank. A closing on the
loan is scheduled on Friday, August 9
th and demolition and asbestos abatement is scheduled to
begin the week of August 12th.
3. Other
There may be other topics the Town Manager needs to share with the Town Council.
216
AGENDA ITEM NO. 8.3
Item Cover Page
DATE:August 6, 2024
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Matters from Mayor, Council, Town Manager and Committee Reports
AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee
Reports (4:15pm)
SUBJECT:Council Matters and Status Update
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
2024-08-06 Council Matters
217
COUNCIL MATTERS
Status Report
Report for August 6,2024
Town Council gave a huge THANK YOU to staff for a fantastic 4th of July:they
mentioned the event having a lot more energy and excitement, Dr. Jack Eck and ski
patrol following him as Parade Marshall and the streets and trash cleaned up so
quickly after the parade had come to an end.
Big Thank You for the incredible summer season of music, from Ziggy Marley
to La bohèm !
Social Media Listening
https://share.sproutsocial.com/view/ca447d84-769e-48ba-847d-84769e78bae5
While influencer tourism posts were topping the engagement metrics, it was great to
see great content and interaction around events like Vail Dance, Bravo!, fly fishing and
soccer tournaments also in the top posts. Another highly engaged post was Colorado
Governor Jared Polis sharing the Vail Daily article about his visit to Vail:
https://www.facebook.com/100044275877199/posts/1032653784887141/
In the News______________________________________________________
July 11
Kroger -Albertsons Merger
https://www.vaildaily.com/news/kroger-albertsons-merger-west-vail-safeway/
July 12
Community Work Days
https://www.vaildaily.com/news/vail-fire-community-work-days-wildfire-risk/
July 13
Cougar Ridge Classic
https://www.vaildaily.com/news/registration-is-open-for-vail-recreation-districts-new-26k-trail-
race/
I-70 Closure -letter
https://www.vaildaily.com/opinion/letter-thoughts-on-fridays-closure/
218
July 14
Breck Loading and Delivery Pilot
https://www.summitdaily.com/news/breckenridge-delivery-center-moved/
July 15
Internal Housing Program
https://www.vaildaily.com/news/vail-employee-housing-rental-policy/
July 16
GoVail 2045 Plan
https://www.vaildaily.com/news/vail-transportation-mobility-govail2045/
Drugs on Greyhound Bus
https://www.vaildaily.com/news/vail-police-narcotics-greyhound-bus/
July 18
Artist in Residency Studio
https://www.vaildaily.com/news/vail-wants-a-competitive-process-for-artist-in-residency-studio-
as-costs-rise/
July 19
CloudStrike Issue
https://www.vaildaily.com/news/emergency-services-failure-eagle-county/
July 24
Timber Ridge Development Agreement
https://www.vaildaily.com/news/vail-timber-ridge-development-agreements/
Ruther Retirement
https://www.vaildaily.com/news/vail-housing-george-ruther/
July 25
Gov Polis Visit
https://www.vaildaily.com/news/colorado-governor-polis-vail-geothermal/
https://www.realvail.com/polis-kicks-off-heat-beneath-our-feet-geothermal-push-with-project-in-
vail/a19661/
https://www.colorado.gov/governor/news/heat-beneath-our-feet-governor-polis-visits-
geothermal-energy-grant-recipient-eagle-county
Noise Pollution - letter
https://www.vaildaily.com/opinion/letter-when-will-we-take-on-noise-pollution/
July 27
Gov Polis Visit
https://coloradotimesrecorder.com/2024/07/in-vail-polis-blasts-worrisome-project-2025-scotus-
enviro-record/63352/
219
https://www.realvail.com/at-geothermal-launch-in-vail-polis-talks-project-2025-scotus-uinta-
basin-oil-trains/a19676/
Upcoming Dates
August 13 Community Picnic: Donovan
September 10 Vail Social
220