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HomeMy WebLinkAbout2024-11-19 Agenda and Supporting Documentation Town Council Afternoon Meeting1.Call to Order (1:30pm) 2.Presentation/Discussion (1:30pm) 2.1 Gore Creek Promenade Design Concepts (1:30pm)60 min. Listen to presentation and provide feedback. Presenter(s): Gregg Barrie, Town Landscape Architect Background: The purpose of this item is to present conceptual design options for the Gore Creek Promenade Renewal Project to the Town Council. 2.2 Use of Town Property Policy (2:30pm)10 min. Listen to presentation and provide feedback. Presenter(s): Tom Kassmel, Town Engineer Background: Town Staff recommends implementing an administrative policy on public use of Town property based on current practice and input from Town Council. 2.3 West Lionshead Project Discussion (2:45pm)15 min. Listen to presentation and provide feedback. Presenter(s): Matt Gennett, Community Development Director Background: The purpose of this item is to provide an update to the Town Council regarding process on moving forward with the West Lionshead Master Plan and to provide direction on next steps for selecting a design/planning firm to support the master plan. 2.4 Draft Ordinance Discussion (3:00pm)15 min. Listen to presentation and provide feedback. Presenter(s): Lauren Noll, Revenue Manager VAIL TOWN COUNCIL MEETING Afternoon Session Agenda Town Council Chambers and virtually by Zoom. Zoom meeting link: https://vail.zoom.us/webinar/register/WN_msinNDM7S4OuVLsU08Q-aw 1:30 PM, November 19, 2024 Notes: Times of items are approximate, subject to change, and cannot be relied upon to determine what time Council will consider an item. Gore Creek Promenade Renewal TC Memo 11-19-24 Gore Creek Promenade TC 11-19-24 Presentation Council Memo 11-19-24 - Town Property Policy Town of Vail DRAFT Property Policy 11-19-24 West Lionshead Master Plan Memo Final Attachment A. HH Proposal 24-561 West Lionshead 2024-10-29 FINAL Attachment B. Gensler East West Partners W Lionshead Master Plan 11.12.2024 1 Background: The purpose of the proposed Ordinances 20, 21, and 22, Series of 2024 that will be presented later in the evening meeting, is to amend or update certain sections of the town code, including construction use tax, business licensing and sales tax. 2.5 Update on Gore Creek Macroinvertebrate Scores and Recent Stormwater Spills (3:15pm) 30 min. Listen and provide feedback. Presenter(s): Pete Wadden, Watershed Health Specialist Background: Gore Creek has been a 303(d) listed impaired waterway since 2012 due to aquatic invertebrate populations not meeting state standards. Pete Wadden, Watershed Health Specialist, will present the most recent (2023) aquatic insect population analysis performed by Eagle River Water & Sanitation District. 2.6 Application for Grant for Gutter Bin Stormwater Treatment Devices (3:45pm) 10 min. Staff seeks approval from Council to apply for a grant from the Colorado Department of Public Health and Environment (CDPHE) Non-Point Source (NPS) grant program. Presenter(s): Pete Wadden, Watershed Health Specialist Background: In 2022, CDPHE awarded Town of Vail $250,000 for the installation of 277 stormwater filtration devices. Since they were installed in 2023, these devices have captured more than 26,000 pounds of sediment and pollution. Staff requests approval to apply for a similar grant in 2024. 3.DRB/PEC (3:55pm) 3.1 DRB/PEC Update (5 min.) 4.Information Update (4:00pm) 4.1 September 19, 2024 VLMDAC Meeting Minutes 4.2 October 7, 2024 AIPP Meeting Minutes 4.3 October 14, 2024 AIPP Special Meeting Minutes 4.4 October 22, 2024 VLHA Meeting Minutes 5.Matters from Mayor, Council, Town Manager and Committee Reports (4:00pm) No. 20, 21, and 22, Series 2024 Memo - Code Updates 2023 Gore Creek Bug Numbers CDPHE NPS Grant TC Memo DRB Results 11-13-24 PEC Results 11-11-24 VLMDAC Meeting Minutes September 19, 2024 October 7, 2024 Minutes October 14, 2024 Minutes 2024-10-22 VLHA Minutes 2 5.1 Matters from Mayor, Town Council, and Committees (15 min.) 5.2 Town Manager Report (5 min.) 5.3 Council Matters and Status Update 6.Executive Session (4:20pm) (30 min.) Executive Session pursuant to: 1. C.R.S. §24-6-402(4)(b) - to hold a conference with the Town Attorney, to receive legal advice on specific legal questions and C.R.S. §24-6-402(4)(e) to determine positions relative to matters that may be subject to negotiations, develop a strategy for negotiations and instruct negotiators and on the topics of Town of: 1. Town of Vail v. Earthscape Play Inc. Citation No: 2024 FC 1659; and 2. C.R. S. §24-6-402(4)(a) - to consider the purchase, acquisition, lease, transfer or sale of any real, personal or other property interest, §24-6-402(4)(e) to determine positions relative to matters that may be subject to negotiations, develop a strategy for negotiations and instruct negotiators and on the topics of: 1. Potential Real Property Acquisitions by the Town. 7.Recess 4:50pm (estimate) TM Update 11-19-24 00 - Cover Letter 01 - Report 2024-11-19 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 970-479-2460 for additional information. Sign language interpretation is available upon request with 48 hour notification dial 711. 3 AGENDA ITEM NO. 2.1 Item Cover Page DATE:November 19, 2024 TIME:60 min. SUBMITTED BY:Gregg Barrie, Public Works ITEM TYPE:Presentation/Discussion AGENDA SECTION:Presentation/Discussion (1:30pm) SUBJECT:Gore Creek Promenade Design Concepts (1:30pm) SUGGESTED ACTION:Listen to presentation and provide feedback. PRESENTER(S):Gregg Barrie, Town Landscape Architect VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Gore Creek Promenade Renewal TC Memo 11-19-24 Gore Creek Promenade TC 11-19-24 Presentation 4 To: Vail Town Council From: Department of Public Works Date: November 5, 2024 Subject: Gore Creek Promenade Renewal – Design Concepts I. ITEM PURPOSE The purpose of this agenda item is to present conceptual design options for the Gore Creek Promenade Renewal project to the Town Council. Staff is requesting comments and feedback on the concepts and updated Project Objectives. II. BACKGROUND In August of 2024, the Town of Vail hired the landscape architectural firm of EDSA, Inc. to assist with developing a plan to renovate the popular Gore Creek Promenade Park, located along Gore Creek in the heart of Vail Village. This important public space is showing significant wear and tear, and the renovation is intended to better-handle heavy use and improve maintenance effectiveness. III. PUBLIC INPUT Work on this project began in December of 2022 when town staff developed a survey that could be accessed on the town’s EngageVail platform. The 180 survey responses helped to shape a list of Project Objectives, which were informally adopted by the Town Council in February of 2023. In September of 2024, EDSA, Inc assisted with hosting an on-site Open House, which was attended by approximately 30-35 people over a five-hour period. The on-site format allowed attendees to walk through the park and get a feel for the various spaces, park features, Promenade businesses, and their relationship to Gore Creek. Attendees viewed conceptual site plans and engaged in conversations with EDSA representatives and town staff, providing additional feedback on design needs. Some of the key takeaways from the Open House include: • Improve/enlarge the gathering spaces at the west end of the park • Look for opportunities to remove or replace some of the overgrown stream bank vegetation to improve visibility and access to the creek. (This does not necessarily require a reduction in vegetation, just different species/locations.) • A reduction in turf area was acceptable 5 Town of Vail Page 2 IV. PROJECT GOAL AND REVISED OBJECTIVES The Project Goal and Objectives help to guide the design process and project considerations. The Project Goal, as adopted by the Town Council in February 2023 is: To preserve the established character of the Gore Creek Promenade while addressing design and maintenance deficiencies. Staff suggests that the adopted Goal is still appropriate. However, based on feedback from the Open House and internal discussions on how to best accommodate year-round use and improve maintenance, staff recommends several changes to the Objectives. The suggested updates are shown below. A version with “tracked changes” is provided as an Attachment. Most of the suggested changes are minor wordsmithing. Objective 2 has changed to consider removal of some vegetation and Objective 4 provides more information on specific site amenities. Updated Project Objectives: 1. Establish a turf management program to promote high-quality turf areas. This includes hiring a turf management consultant, improving soil structure and drainage, establishing/improving regular maintenance protocols, evaluating seasonal short-term closures, and/or the addition of non-turf gathering spaces. 2. Evaluate existing healthy mature trees and established stream bank vegetation and identify trees/vegetation that should be protected. Consider opportunities to remove some existing vegetation as a way to create additional gathering space and improve site views. Add new trees as appropriate. Consider replacement of some mature stream bank vegetation with lower-growing species, shade trees, and a relocation of some vegetation areas. 3. Reduce congestion on the east end of the park by improving gathering spaces, circulation, and opportunities to interact with Gore Creek on the west end of the park. 4. Improve the “linger time” within the park and overall promenade area. Increase formal and informal seating opportunities and improve “shopper seating”. Take advantage of existing shade and consider the addition of small tables, Adirondack chairs and other new seating options. Create appropriate places for bicycle/ski racks and trash/recycle bins. Consider installation of a water bottle filler/drinking fountain. 5. Improve park access/egress points and provide better access throughout the park for those with a disability or limited mobility. 6. Consider how special events impact park features. Evaluate design options, special event management procedures and types of activities to better accommodate those events with a goal of reducing impacts to the park’s features. 7. Coordinate with the Art in Public Place Board for opportunities that align with the goals of the AIPP Strategic Plan. 8. Evaluate the use and/or desire for a fire pit(s). Consider changes to location, appliance type, operation schedule and overall need. 9. Consider future opportunities to work with private property owners for a pedestrian connection between the Promenade and the Covered Bridge along Gore Creek. 10. Evaluate the existing boulder streambank to determine where erosion is occurring and how it should best be repaired. 6 Town of Vail Page 3 Staff is requesting that the Town Council provide feedback on the suggested changes. If the Council finds them to be appropriate, staff requests that they are informally adopted by a show of hands. V. DESIGN CONCEPTS Three Design Concepts are attached to this memo. They will be presented at the Town Council meeting. The concepts are intended to show various ideas that could be incorporated in the final park design, and these ideas can be mixed from one concept to another. For example, an idea on the west end of Concept 1 could be matched with an idea on the east end of Concept 2. Staff will request feedback from the Council on the various ideas. The over-arching themes within the concepts are: 1. Improved gathering areas on the west end of the park 2. An overall reduction in turf area in exchange for more durable surfaces 3. Accessible routes for those with a limited mobility 4. Improved access to Gore Creek (physical and visual) 5. Addition of shade, seating, and site furniture 6. The inclusion of potential public art installations VI. NEXT STEPS Using feedback from the Town Council and the public through EngageVail, and visits with business owners, the design team will develop a single Comprehensive Site Plan, a cost estimate, and a recommended construction phasing plan. Those items will be presented to Council and, pending general approval, staff will begin the town’s review process with the Design Review Board. Once approved, work will begin to create Construction Documents for the bidding process. At this time, it is anticipated that construction could begin in the fall of 2025. VII. STAFF RECOMMENDATION Staff recommends that the Council provide feedback and suggestions on the updated Project Objectives and Design Concepts for the Gore Creek Promenade Renewal. The feedback will be used to develop a single Comprehensive Site Plan for approval. VIII. ACTION REQUESTED BY COUNCIL Staff requests that the Council adopt or provide feedback and suggested changes on the updated Project Goal and Objectives. Staff also requests feedback on the Design Concepts to use towards a single Comprehensive Site Plan for future approval. Attachments: 1. “Tracked changes” of Project Objectives 2. Design Concepts for the Gore Creek Promenade Renewal 7 Town of Vail Page 4 Project Objectives – proposed updates Suggested changes are shown in blue. Project Objectives: 1. Establish a turf management program to promote high-quality turf areas. This may includes hiring a turf management consultant, improving soil structure and drainage, establishing/improving regular maintenance protocols, evaluating seasonal short-term closures, and/or the addition of several non-turf gathering spaces. 2. Protect Evaluate existing healthy mature trees and established stream bank vegetation and identify trees/vegetation that should be protected. Consider opportunities to remove some existing vegetation as a way to create additional gathering space and improve site views. Add new trees as appropriate. Consider replacement of some mature stream bank vegetation with lower-growing species, shade trees, and a relocation of some vegetation areas. Evaluate opportunities to add/enhance useable shade and the vegetated riparian buffer in conjunction with other project objectives. 3. Reduce congestion on the east end of the park by improving gathering spaces, circulation, and opportunities to interact with Gore Creek on the west end in other areas of the park. 4. Improve the “linger time” within the park and overall promenade area. Increase formal and informal seating opportunities and improve Improve “shopper seating”.within the park and along the paver walkway. Take advantage of existing shade and consider the addition of small tables, Adirondack chairs and other new seating options. Create appropriate places for bicycle/ski racks and trash/recycle bins. Consider installation of a water bottle filler/drinking fountain. 5. Improve park access/egress points and provide better access throughout the park for those with a disability or limited mobility. 6. Consider how special events impact park features. Evaluate design options, special event management procedures and types of activities to better accommodate those events with a goal of reducing impacts to the park’s features. 7. Coordinate with the Art in Public Place Board for opportunities that align with the goals of the new AIPP Strategic Plan Update, to be adopted in the coming months. 8. Evaluate the use and/or desire for a existing fire pit(s). Consider changes to location, appliance type, operation schedule and overall need. 9. Look for Consider future opportunities to work with private property owners to create a pedestrian connection between the Promenade and the Covered Bridge along Gore Creek. 10. Evaluate the existing boulder streambank to determine where erosion is occurring and how it should best be repaired. 8 NOVEMBER 19, 2024 Gore Creek Promenade Renewal Project 9 The Gore Creek Promenade Renewal 2November 19, 2024 PROJECT DISCUSSION •Recap Project Background/Park Deficiencies •Discuss updates to Project Objectives •Present Conceptual Site Plans •Town Council Feedback 10 The Gore Creek Promenade Renewal 3November 19, 2024 Current Park Deficiencies •Turfgrass health/maintenance •Concentrated access and use areas •Limited seating options •Uneven flagstone walks •Streambank erosion in some areas •Lack of access for those with limited mobility •Narrow width of the heated paver walkway during periods of high use 11 The Gore Creek Promenade Renewal 4November 19, 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 •Adopted Project Goal and Project Objectives •August 2024 – Hired EDSA, Inc for landscape architectural services 1993 Improvements 12 The Gore Creek Promenade Renewal 5November 19, 2024 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 13 The Gore Creek Promenade Renewal 6November 19, 2024 On-Site Open House - September 5, 2024 Approximately 30-35 attendees including business owners, residents, and visitors. November Door-to-door visit with business owners to share design concepts. Common Themes •Additional gathering space is important •Creek access (visual and physical) •Hard surface pathways/accessibility •Fire pit is a positive amenity •Vegetation is important but open to change •Importance of turf area is variable PUBLIC ENGAGEMENT 14 The Gore Creek Promenade Renewal 7November 19, 2024 Design concepts shared with Public Works maintenance, Special Events, AIPP, Economic Development and Environmental Sustainability STAFF ENGAGEMENT Key Comments •Improve the “linger time” in the park •Turf area is important, consider seasonal closures •Consider special events management guidelines •Opportunities for pervious vs impervious surfaces •Increase shade, protect bank vegetation •Differing views on fire pits. Research alternative technology •Proper placement of site amenities (bike/ski racks, trash, seating) •Opportunities for temporary or permanent art installations •Opportunity for Gore Creek Interpretive Exhibit 15 The Gore Creek Promenade Renewal 8November 19, 2024 Project Goal: To preserve the established character of the Gore Creek Promenade while addressing design and maintenance deficiencies Potential Updates to Objectives: 2.Protect existing healthy mature trees and established stream bank vegetation. Evaluate opportunities to add/enhance useable shade and the vegetated riparian buffer in conjunction with other project objectives. Evaluate existing healthy mature trees and established stream bank vegetation and identify trees/vegetation that should be protected. Consider opportunities to remove some existing vegetation to create additional gathering spaces and improve site views. Add new trees as appropriate. Consider replacement of some mature stream bank vegetation with shorter- growing species, new shade trees, and a relocation of some vegetation areas. February of 2023 – adopted a Project Goal and Ten Project Objectives 4.Increase formal and informal seating opportunities within the park and along the paver walkway. Improve “shopper seating”, take advantage of existing shade and consider the addition small tables, Adirondack chairs or other new seating options. Improve the “linger time” within the park and overall promenade area. Increase formal and informal seating opportunities and improve “shopper seating”. Take advantage of existing shade and consider the addition of small tables, Adirondack chairs and other new seating options. Create appropriate places for bicycle/ski racks and trash/recycle bins. Consider installation of a water bottle filler/drinking fountain. 16 The Gore Creek Promenade Renewal 9November 19, 2024 Project Goal: To preserve the established character of the Gore Creek Promenade while addressing design and maintenance deficiencies Project Objectives: 1.Establish a turf management program to promote high-quality turf areas. This includes hiring a turf management consultant, improving soil structure and drainage, establishing/improving regular maintenance protocols, evaluating seasonal short-term closures, and/or the addition of non-turf gathering spaces. 2.Evaluate existing healthy mature trees and established stream bank vegetation and identify trees/vegetation that should be protected. Consider opportunities to remove some existing vegetation to create additional gathering space and improve site views. Add new trees as appropriate. Consider replacement of some mature stream bank vegetation with lower-growing species, shade trees, and a relocation of some vegetation areas. 3.Reduce congestion on the east end of the park by improving gathering spaces, circulation, and opportunities to interact with Gore Creek on the west end of the park. 4.Improve the “linger time” within the park and overall promenade area. Increase formal and informal seating opportunities and improve “shopper seating”. Take advantage of existing shade and consider the addition of small tables, Adirondack chairs and other new seating options. Create appropriate places for bicycle/ski racks and trash/recycle bins. Consider installation of a water bottle filler/drinking fountain. 5.Improve park access/egress points and provide better access throughout the park for those with a disability or limited mobility. Project Goal and Ten Project Objectives 17 The Gore Creek Promenade Renewal 10November 19, 2024 Project Objectives (continued): 6.Consider how special events impact park features. Evaluate design options, special event management procedures and types of activities to better accommodate those events with a goal of reducing impacts to the park’s features. 7.Coordinate with the Art in Public Place Board for opportunities that align with the goals of the AIPP Strategic Plan. 8.Evaluate the use and/or desire for a fire pit(s). Consider changes to location, appliance type, operation schedule and overall need. 9.Consider future opportunities to work with private property owners for a pedestrian connection between the Promenade and the Covered Bridge along Gore Creek. 10.Evaluate the existing boulder streambank to determine where erosion is occurring and how it should best be repaired. Project Goal and Ten Project Objectives 18 The Gore Creek Promenade Renewal 11November 19, 2024 REVITALIZE LAWN DESIGN CONSIDERATIONS •Enhance Durability •Diversify Gathering Places •Versatility •Grading/Drainage/Soil Structure •Improved Visibility •Accessibility •Shade •Family-Friendly Activities •Seasonal Programming •Public Art PROGRAMMING & EVENTS •Improved Pathways •Access Points •Environmental Education •Accessibility Features •Encourage Engagement GORE CREEK ACCESS RIPARIAN CORRIDOR •Vegetation Replanting •Stream Bank Stabilization •Habitat Creation 19 The Gore Creek Promenade Renewal 12November 19, 2024 CONCEPT OPTION 1 1 LAWN BEACH EAST TERRACE TERRACED CREEK ACCESS LOWER PLAZA CENTRAL PLAZA WEST PLAZA PROMENADE OVERLOOK ACCESSIBLE ROUTE PUBLIC ART OPPORTUNITY 12 3 4 5 6 7 8 9 10 11 KEY 20 The Gore Creek Promenade Renewal 13November 19, 2024 CONCEPT OPTION 2 1 LAWN BEACH TERRACED CREEK ACCESS EAST PLAZA EAST TERRACE LOWER PLAZA PROMENADE WEST PLAZA OVERLOOK ACCESSIBLE ROUTE PUBLIC ART OPPORTUNITY 12 3 4 5 6 7 8 9 10 11 KEY 21 The Gore Creek Promenade Renewal 14November 19, 2024 CONCEPT OPTION 3 1 LAWN BEACH TERRACED CREEK ACCESS EAST PLAZA EAST TERRACE CENTRAL PLAZA PROMENADE WEST PLAZA OVERLOOK ACCESSIBLE ROUTE PUBLIC ART OPPORTUNITY 12 3 4 5 6 7 8 9 10 11 KEY 22 The Gore Creek Promenade Renewal 15November 19, 2024 ONGOING DESIGN CONSIDERATIONS FIRE PITS AND POTENTIAL ALTERNATIVES LAWN AREA, CREEK ACCESS, AND RIPARIAN RESTORATIONWATER QUALITY, BIOFILTRATION, AND PERMEABLE SURFACES 23 The Gore Creek Promenade Renewal 16November 19, 2024 OPTION 1- EXISTING & PROPOSED CANOPY OVERLAY EXISITING TREES TO REMAIN PROPOSED TREES EXISTING TREES TO REMOVE KEY 24 The Gore Creek Promenade Renewal 17November 19, 2024 OPTION 2- EXISTING & PROPOSED CANOPY OVERLAY EXISITING TREES TO REMAIN PROPOSED TREES EXISTING TREES TO REMOVE KEY 25 The Gore Creek Promenade Renewal 18November 19, 2024 OPTION 3- EXISTING & PROPOSED CANOPY OVERLAY EXISITING TREES TO REMAIN PROPOSED TREES EXISTING TREES TO REMOVE KEY 26 The Gore Creek Promenade Renewal 19November 19, 2024 PROCESS TIMELINE 27 AGENDA ITEM NO. 2.2 Item Cover Page DATE:November 19, 2024 TIME:10 min. SUBMITTED BY:Tom Kassmel, Public Works ITEM TYPE:Presentation/Discussion AGENDA SECTION:Presentation/Discussion (1:30pm) SUBJECT:Use of Town Property Policy (2:30pm) SUGGESTED ACTION:Listen to presentation and provide feedback. PRESENTER(S):Tom Kassmel, Town Engineer VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Council Memo 11-19-24 - Town Property Policy Town of Vail DRAFT Property Policy 11-19-24 28 To:Vail Town Council From:Public Works Department Date:November 19,2024 Subject:Use of Town Property I.SUMMARY The Town staff receives hundreds of requests each year from the public to use Town owned land. Most of these requests are for use of the public road Right of Way for utility work, construction access/staging, driveway access, and landscaping. However, there are often several requests to use other town owed property such as undeveloped property like open space and stream tract and/or developed property like areas of the Lionshead Mall or Golf Course. When it involves use of the public Right of Way (ROW) or developed property staff typically issues a Public Way Permit. If it involves undeveloped property, the request is typically denied and/or the request is referred to the Town Manager’s office and/or Town Council via a Permission to Proceed request. Currently the Town has no formal policy with regards to use of town property other than ROW. Staff believes it would be appropriate to develop a formal policy on the use of town property with regards to access, construction, and improvements. II.DISCUSSION The types of requests the Town receives can be divided into three main categories: Temporary Access & Staging Utility & Temporary Construction Permanent Improvements Temporary Access & Staging generally includes access across town property or staging on town property both of which may require temporary grading, damage to existing landscape or hardscape improvements, and require restoration back to original condition by the user. Utility & Temporary Construction generally includes the necessary installation and/or repair of utilities (i.e. Water, sewer, electric, gas, phone, cable, storm sewer, etc…) for private developments or utility providers. It may also include temporary grading or reinforcement (i.e. soil nails) on town property in order to complete improvements on private property. All of which require restoration back to original condition by the user. 29 Permanent Improvements generally includes the installation of private permanent improvements on town property, which typically include driveways and pedestrian accesses, landscape, retaining walls, signs, lighting, etc… as specifically permitted in the Town Code and approved in accordance with Town Code. At times other types of permanent improvements are requested on town property that are not specifically permitted by the Town Code, these types of requests are initially denied and/or directed to be presented to the Town Council through the Permission to Proceed process. These above types of uses are generally requested on four types of town property: Road Right of Way (ROW) Stream Tract Undeveloped Property (i.e. open space) Developed Property (i.e. Lionshead mall areas) III.RECOMMENDATION Town Staff recommends that the Town Council provide feedback on the proposed attached administrative policy. 30 Town of Vail Use of Town Property Policy The Town of Vail receives hundreds of requests each year to u?lize Town Property for construc?on, access,staging, parking, u?lity infrastructure, and private improvements/enhancements. To help facilitate construc?on while maintaining the condi?on and character of Town Property the Town has developed the following policy to iden?fy where it is permissible for these types of uses. Prior to use of any Town Property for any of the above-men?oned uses or related uses the user must receive Town approval. Failure to do so shall be considered trespassing and subject to Colorado State Law and/or penal?es in accordance with the Town Code. Most permissible uses will be governed by Vail Town Code Title 8 Public Ways and Property. h?ps://codelibrary.amlegal.com/codes/vailco/latest/vail_co/0-0-0-5540 . The following table more specifically iden?fies the type of approval required when reques?ng use of various types of Town Property. Please contact the Town of Vail Public Works Department to apply for specific permits that are listed for allowable uses. Uses listed as Not Permi?ed, are not allowed, and will be considered trespass, unless specifically iden?fied as a Town Project and/or maintenance authorized by Town Staff, or otherwise approved by Town Council. Use Type/Description Town Property Type Right of Way Developed Property Undeveloped Property Stream Tract Utility Construction Requires Public Way Permit Requires Council Approved Easement Requires Council Approved Easement Requires Council Approved Easement Temporary Soil Nails Requires Soil Nail License Agreement Requires Council Approval Requires Council Approval NOT permitted Temporary Construction Access Requires Public Way Permit Requires Public Way Permit NOT permitted NOT permitted Temporary Construction Staging Requires Public Way Permit Requires Public Way Permit NOT permitted NOT permitted Temporary Construction Requires Public Way Permit Requires Public Way Permit NOT permitted NOT permitted Permanent Improvements per Code (Driveway, Ped Access, Landscape,...) Requires Revocable ROW permit NOT permitted NOT permitted NOT permitted Other Improvements NOT permitted NOT permitted NOT permitted NOT permitted 31 AGENDA ITEM NO. 2.3 Item Cover Page DATE:November 19, 2024 TIME:15 min. SUBMITTED BY:Greg Roy, Community Development ITEM TYPE:Action Items AGENDA SECTION:Presentation/Discussion (1:30pm) SUBJECT:West Lionshead Project Discussion (2:45pm) SUGGESTED ACTION:Listen to presentation and provide feedback. PRESENTER(S):Matt Gennett, Community Development Director VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: West Lionshead Master Plan Memo Final Attachment A. HH Proposal 24-561 West Lionshead 2024-10-29 FINAL Attachment B. Gensler East West Partners W Lionshead Master Plan 11.12.2024 32 To:Vail Town Council From:Russell Forrest, Town Manager Date:November 19, 2024 Subject:West Lionshead Master Planning Process ____________________________________________________________________________ 1. PURPOSE The purpose of this item is to provide an update to the Town Council regarding progress on moving forward with the West Lionshead Master Plan and to provide direction on next steps for selecting a design/planning firm to support the master plan. A partnership has been developed as the result of the settlement agreement with Vail Resorts. This partnership includes Vail Resorts, East West Partners, and the Town of Vail. The next steps in this process include listening sessions scheduled for November 20th from 3:00-5:00pm and November 21st from 2:00-4:00pm set to occur in the Grand View Room. The community is invited to drop by and share their ideas for the future of West Lionshead. These are active listening sessions and no plans have been developed yet. The other next step is selecting a planning/design team for the master planning process. The partnership issued a Request for Qualifications and received qualifications from four design firms. The partnership is recommending negotiating a scope of work and contract with Hart Howerton. Their proposal is included as an attachment. 2. BACKGROUND At the October 15 th Vail Town Council meeting, a partnership between the Town of Vail, Vail Resorts, and East West Partners was announced. The three parties (i.e. the partnership) agreed that a public Request for Qualifications process would be commenced to identify a land planning firm to assist in creating the vision and master plan for the West Lionshead parcels. This RFQ was published in the October 18th version of the Vail Daily where the following groups responded with interest in the project: Vita Norris Design Design Workshop/Gensler Hart Howerton DPZ Co Design (who later declined due to existing workload) 33 Town of Vail Page 2 Between October 18th and October 31st East West Partners and Vail Resorts fielded several questions regarding the opportunity which culminated in the following firms submitting formal RFQ packages: Vita Norris Design/Olson Kundig (Partnership) Gensler Hart Howerton After an initial vetting of these four firms, two firms were selected to be interviewed by the partnership on November 13 th and included: Gensler Hart Howerton After a thorough review and discussion, the working team determined that Hart Howerton was the best group to lead the master planning efforts at West Lionshead. The working team of the partnership have asked Hart Howerton to develop a proposal for their fees to develop a conceptual master plan . The combination of Hart Howerton's extraordinary track record of delivering exceptional master plans in similar mountain environments, East West Partners' direct experience with their firm in several other projects and markets, and the impressive design team that has been assembled all led Town of Vail staff, Vail Resorts, and East West Partners to this conclusion and overall excitement surrounding Hart Howerton's involvement in the West Lionshead project. In addition, to looking for a proven track record of success in mountain communities, the partnership also emphasized the need for creativity and innovation in the master planning process. 3. PROPOSED NEXT STEPS The proposed next steps include: A. The partnership team will negotiate a scope of work and contract with Hart Howerton. East West Partners will be the lead in these negotiations, but the Town and Vail Resorts will participate and collaborate on creating a scope of work and budget for the project. East West Partners will hold the contract with the design firm, and they will coordinate the master planning process with the Town and Vail Resorts. B. The Town will develop a draft funding agreement with East West Partners and bring that agreement back to the Vail Town Council for their approval. This is anticipated to occur at the December 3rd Council meeting. Vail Resorts will have a separate agreement with East West Partners. 34 Town of Vail Page 3 4. ACTION REQUESTED OF COUNCIL Council is requested to direct staff to work with Vail Resorts and East West Partners to negotiate a scope of work and budget with Hart Howerton and a funding agreement with East West Partners. The Town Council would then be requested to approve of the funding agreement for this project. Attachment 1: Qualification submittal from Hart Howerton Attachment 2: Qualification submittal from Gensler 35 West Lionshead Vail, Colorado Proposal Prepared for East West Partners and Vail Resorts OCTOBER 31, 2024 36 Via Email: jtelling@ewpartners.com October 29, 2024 Mr. Jim Telling East West Partners 126 Riverfront Lane Avon, CO 81620 Re: Request for Qualifications/Proposal West Lionshead Area Redevelopment Dear Jim: We have enjoyed learning about East West Partners and Vail Resorts’ plan to create the next iconic base village at West Lionshead. We are impressed by your vision to enhance the visitor experience with connectivity and a high quality public realm and complete a master plan together with the Town of Vail. In response to your Request for Qualifications/Proposal, we are pleased to describe how we would work closely with you and your team as planners, architects and landscape architects to explore how to establish an authentic, ‘connected with the mountain’ experience, a thoughtful market positioning, and a continued legacy of Vail as a complete, one-of-a-kind destination. We believe that our experience as designers of premier hotels, residential, and mixed-use buildings and districts – both in the mountains and in major city centers – enables our firm to craft more intelligent, successful master plans. Thank you again for giving us the opportunity to submit this proposal to work with you and your team on this exciting project. Please do not hesitate to reach out if you have any questions about this proposal or if you wish to discuss any aspects in more detail. Best regards, David P. Howerton, FASLA, AICP Chairman Hart Howerton, Ltd. 2 SPANISH PEAKS, BIG SKY, MONTANA 37 54 Table of Contents 7 | About Hart Howerton Capability Statement 13 | Project Team Org Chart Team Resumes Project Team 25 | Relevant Project Experience Project Experience Client References 57 | Project Approach & Schedule The Assignment Scope of Work Schedule & Labor Estimate THE ARRABELLE AT VAIL SQUARE, VAIL, COLORADO 38 6 BACHELOR GULCH, VAIL VALLEY, COLORADO 7 About Hart Howerton 39 OUR WORK WITH FELLOW B CORP, TAOS SKI VALLEY IN NEW MEXICO, EMBODIES OUR DEDICATION TO SUSTAINABLE DEVELOPMENT, HEALTHIER ENVIRONMENTS AND THE PROTECTION OF ECOLOGICAL SYSTEMS. 8 9 About Hart Howerton: Capability Statement Founded in 1967, Hart Howerton is a global team of professionals with headquarters at 10 East 40th Street, New York, NY and One Union Street, San Francisco, CA. The firm was originally formed as a C-Corp and converted to a Benefit Corporation in 2022. Our architects, landscape architects, interior designers, planners and strategists have brought an interdisciplinary perspective to some of the world’s most sensitive environments, creating sustainable places that become successful hospitality ventures for their investors and lasting legacies as resorts and resort communities. Designing Complete Environments We work in the finest settings in the world for the most discriminating clientele, including hotel owners and operators, private land owners and developers. From residences and private communities and clubs, to hotels and resorts, we create places of uncompromising detail that reflect a deep understanding of the lifestyle and expectations of the high net worth individual. Designing complete environments that honor the unique cultural and environmental integrity of their settings, we have the privilege of working with visionary industry leaders who are setting today’s trends and creating the enduring places of the future. Impact and Purpose As a certified B Corporation, our firm’s long-held values of inclusion, sustainability, and respect for the land are recognized. By designing complete environments, we create benefits not just for our shareholders, but for all stakeholders: our staff, our clients, their communities, and the environment. Sustainable Environments Our dedication to the successful, sustainable development of real estate assets – from new cities, towns, neighborhoods and urban mixed-use districts, to hospitality settings, clubs, conservation lands, and individual residences – has made positive contributions to some of the most sensitive natural settings and dynamic urban environments in the world. Our interdisciplinary team advocates for environmentally responsible solutions that result in healthier built environments, the protection and enhancement of ecological systems, conservation of water, energy and resources, the enhancement of rich cultural legacies, and improved experiences for the users of the places we create. 40 10 111110 Our Holistic Approach Our Philosophy Our philosophy, which we believe distinguishes our firm from others in this field, is a combination of characteristics: • Our outlook is long term. We help our clients manage land as an asset that increases in value over many years. • Our plans are market-driven. We utilize the professions of architecture, interior design, planning and landscape architecture to create a competitive edge in the marketplace. • Our practice is inter-disciplinary, combining architecture, interior design, planning and landscape architecture into a single profession - designing complete environments. • We have been among the leaders in environmentally responsive development. • We have had the opportunity to plan world-class places that have become a significant legacy in their communities. We bring to each project the background of a large international practice, but we are organized to provide the enthusiasm, fast response, and attention to detail that results from the personal attention of our principals. Landmark Places That Work Hart Howerton’s whole-systems approach includes a spectrum of strategies and services to assist our clients — from conceptualization of a project through to completion of construction. We have helped to create successful, workable places that have proven to be cost effective to build and operate — and that become landmark places. Managing Land as an Asset We have worked with landowners to help them evaluate the real estate potential of their land holdings, and to utilize the planning and design professions as part of a disciplined business strategy – managing the property as an asset that increases in value year after year. The firm’s dedication to the successful development of land assets has led to major assignments from leading developers, financial partners, and government agencies. TAOS SKI VALLEY, TAOS, NEW MEXICO 41 TOWER CLUB, EMPIRE PASS, DEER VALLEY 12 13 Project Team 42 1514 TOWER CLUB, EMPIRE PASS, DEER VALLEY Project Organizational Chart Interdisciplinary Design Team: Planners, Architects, & Landscape Architects David P. Howerton Chairman Eron Ashley Partner, Managing Principal East West Partners Client Vail Resorts Client Xiao Wu Project Manager Jennifer Smith Partner John M. Burkholder Principal 43 16 17 Eron Ashley AIA Partner, Managing Principal As Managing Principal of Hart Howerton’s San Francisco office, Eron collaborates with clients from their initial strategic vision for a property through master planning, design and construction. Eron leads a variety of assignments for the firm, including the master plan and visioning for Summit Powder Mountain in Utah; the development strategy for the town and mountain of Mammoth in California and Main Lodge Base area; an expanded Base Area at Revelstoke Mountain in British Columbia, including the new Cabot Revelstoke Luxury Golf Community; numerous assignments in Big Sky, Montana; and a transformation of the Village at Sun Valley; and the master plan for Meta's Willow Campus in Menlo Park, California, the company's new mixed-use headquarters as well as their Fremont campus, which transformed a 1980's assembly of buildings and parking lots into a dynamic campus setting. Eron's hospitality work spans throughout the US, Central America and the Middle East, The Island House in the Bahamas; the new master plan for Canyon Ranch, the premiere wellness provider in Tucson, Arizona; and the master plan and design efforts in Pearl Island, Panama and Costa Elena in Costa Rica. Eron's work in the mountains includes ski villages, resort communities and club environments throughout the Mountain West, including Spanish Peaks in Big Sky, Montana; Alta in Slat Lake City, Utah; Deer Valley in Park City, Utah and several private residences. Education • Master of Architecture Yale University, School of Architecture • Bachelor of Science in Architectural Engineering University of Colorado, Boulder Associations • American Institute of Architects • Urban Land Institute • Registered Architect 17 David P. Howerton FASLA, AICP Chairman Dave leads the firm as Chairman. In that role he provides high-level strategy as an active member of all planning/design teams and international projects in our San Francisco and New York offices. As a result of his ground breaking work on many environmentally sound, conservation based and highly marketable new communities and resorts, including the nationally acclaimed Santa Lucia Preserve in California, Palmetto Bluff in South Carolina, Empire Pass at Deer Valley and Bachelor Gulch in Colorado, Dave is consistently relied upon to provide business planning and strategy recommendations to his clients. Dave has led major assignments in all regions of the United States, Europe, Africa, the Caribbean and around the Pacific Rim. This includes planning and design assignments for large landowners such as Pebble Beach and the Parker Ranch; for some of the country’s leading developers such as Vail Resorts and Hines; and for real estate investors, Colony Capital and Westbrook Partners. Dave is widely recognized as one of the leading talents in the profession, both in the business and academic fields. He has taken active roles in The Urban Land Institute, and is a regular guest lecturer at the University of California, Berkeley and at Harvard University. He also serves as a Trustee of the Architecture School Foundation at the University of Virginia and a Governor of The Urban Land Institute Foundation. Associations • American Society of Landscape Architects, Fellow • American Institute of Certified Planners • Urban Land Institute, Executive Council • Urban Land Institute Foundation, Governor • NCLARB Certified Education • Master of Landscape Architecture, University of California, Berkeley, College of Environmental Design • Bachelor of City Planning, University of Virginia School of Architecture • ASLA Certificate of Honor for Excellence in the Study of Landscape Architecture 44 John M. Burkholder ASLA Principal With over 40 years of experience, John is one of the industry leaders in mountain-based planning and design. Developers seek him out as an integral early member of their strategic teams. His comprehensive planning and design assignments in North America’s premier mountain resort communities have included Vail, Breckenridge, Keystone and the Roaring Fork Valley in Colorado, Park City in Utah, Flathead Lake and Big Sky in Montana, Fernie British Columbia, Banff Springs Alberta, Mammoth Lakes and Lake Tahoe in California, and Jackson Hole in Wyoming. John has spearheaded numerous highly successful ventures including the Arrabelle at Vail; Bachelor Gulch and Arrowhead Village at Beaver Creek Resort; Red Sky Ranch and Golf Club; Vail’s Front Door; Peak 7 and 8 at Breckenridge Mountain Resort; and Empire Pass at Deer Valley in Park City and CrossHarbor's transformation of the Yellowstone Club, Spanish Peaks and Moonlight Basin in Big Sky, Montana. Recent assignments include revitalization of the Taos Ski Valley, Powder Mountain in Utah and several premiere resort communities in Cabo for Ohana and Discovery Land Company. Education • Master of Landscape Architecture Syracuse University • State University of New York College of Environmental Sciences and Forestry Associations • American Society of Landscape Architects • Urban Land Institute • Registered Landscape Architect in Utah 18 19 Jennifer Smith AIA Partner Jennifer is a Partner at Hart Howerton who has built strong relationships with clients, consultants and other partners. She has a long-standing interest in the public realm and strives to create authentic places with great attention to human scale and enhancing the experience of our built environment. With over twenty years of experience in retail, hospitality, institutional, and resi- dential projects, she balances a passion for creating social places that stand the test of time with the proven ability to get things done. Her accessible leadership style is driven by the collaborative and interdisciplinary nature of Hart Howerton’s practice and the belief that great ideas come from anyone, regardless of experience. Jennifer has always balanced a wide portfolio of projects including retail and entertainment districts, clubs, luxury spas, wineries, and private homes. Her recent projects include redevelopment strategy for the town and mountain of Mammoth; master plan and design of an exclusive Spa in Costa Rica, and several luxury homes in Kukio on the big island of Hawaii. Some of Jennifer's past experience includes significant retail and entertainment planning and design efforts at Hollywood Park (‘Sofi Stadium’) in Inglewood, California, the Central Shops District at Sacramento Railyards in California, and Treasure Island in San Francisco, California; a re-envisioned retail and entertainment district at Zephyr Walk along San Francisco’s vibrant waterfront; Market Square’s (The Twitter Building) Ground Floor Market Hall in San Francisco, California; a new welcome and tasting facility at Cakebread Winery in Ruth- erford, California; and the renovation and expansion of Harvard Law School in Cambridge, Massachusetts. Education • Bachelor of Arts in Architecture University of California, Berkeley Associations • American Institute of Architects • Urban Land Institute • Registered Architect 45 20 Xiao Wu AIA, AICP Senior Associate Xiao has been a lead designer for many of Hart Howerton’s newest and largest urban planning endeavors. His ability to design places and experiences for people continues to put him at the forefront in special projects where thoughtful and innovative solutions are needed. As the Job Captain, Xiao was integral to the master plan for Willow Campus – Meta's two-million-square-foot, next-generation headquarters in Menlo Park, California, as well as a 10-million-sf master plan to transform a suburban neighborhood into a vibrant, mixed-use urban community in Downtown Summerlin, Las Vegas. Xiao played a central role in the planning and design of Hollywood Park, a new mixed-use sports and entertainment district in Inglewood, California, and new home to the Los Angeles Rams and the Chargers. Xiao has a wide array of experience in architecture and urban planning across different parts of US and internationally. Recent work includes a Concept Design for Deer Valley's Snow Park and multiple assignments around Big Sky, Montana. He holds an MBA degree from Yale and has taught there as a teaching fellow in urban planning. Education • Master of Architecture, Yale School of Architecture • Master of Business Administration, Yale University • Bachelor of Science in Architecture, University of Virginia Associations • American Institute of Architects • American Institute of Certified Planners • Urban Land Institute • Registered Architect 21 CANYONS, PARK CITY, UTAH 46 23 The Team We propose to work with you as part of a team organized as follows: • East West Partners (“Client”), represented by you, would take the lead in organizing and directing the overall planning effort, and would provide the programming and operational expertise, along with site and building information, engineering and legal inputs, and financial analysis, in-house or through consultants. >Site, building and infrastructure plans and topographic surveys would be provided by you. We anticipate using as-built drawings and existing surveys you have available. • Vail Resorts (“Owner”), directly and through you, would provide direction on programming of skier and employee facilities, parking, and overall project direction. • Hart Howerton (“HH”) would take the lead on land planning and community design, and work with you to establish a comprehensive Vision and Master Plan for the site. We would assemble a team with specific expertise in mountain settings that would contribute to a collective understanding of the factors influencing development, operations, and long-term value. • Dominic F. Mauriello and Allison Ochs Kent of Mauriello Planning Group would be part of our team, advising on local entitlement and approval issues and augmenting our HH team’s effort with Community Engagement. • A Land Use Attorney, under contract to you, would advise on processes for necessary entitlements, environmental issues and permits from the Town of Vail, County, state and federal agencies and/or other jurisdictions and authorities. • A Civil Engineer, under contract to you, would be responsible for all civil engineering, including detailed grading and drainage based on HH concept, as well as layout of roads and driveways, wet and dry utilities and stormwater management systems and calculations. They would be responsible for surveying, civil engineering, traffic and off-site plans, and site accessibility plans related to entitlements. They would also furnish us with a new topographic aerial survey for the site, existing structures, utilities, easements, and other infrastructure, in AutoCAD format. We would expect them to advise on strategies for infrastructure development, entitlements, and other approvals. 22 The Team • A Transportation Engineer would advise site access, egress, off-site improvements, circulation, traffic, transit, and related cost estimates, with a mind towards “right-sizing” roads to improve pedestrian experiences and connectivity. • A Market Analyst would provide input with regards to the product types, pricing and absorption that would influence the phasing and positioning of the project and affect the character of community design elements and architectural expression of the community. • A Marketing and Branding Specialist would be an integral member of the project team to communicate a vision and lifestyle that best positions The Village to buyers and visitors. • A Professional Renderer would be retained by HH to provide rendering services to illustrate key views of the proposed master plan which are essential for the design, stakeholder engagement, and public processes. • Other Consultants may be required for the master plan process. If, together with you, we find a need for additional consultants, we would consult with you on the necessary work scope and fees to incorporate into the master plan process. These may include: >Retail >Sustainability > Hotel Operator >Parking >MEP/Central Plant >Ski Operations / Gondola Manufacturer >Cost Estimator / General Contractor 47 24 25 Relevant Project Experience MASTER PLAN VISION FOR MAMMOTH MAIN LODGE BASE AREA, MAMMOTH LAKES, CALIFORNIA 48 26 THE TOWER CLUB AT EMPIRE PASS, DEER VALLEY VILLAGE CORE - PHASE 1 AT YELLOWSTONE CLUB THE NEW MONTAGE BIG SKY AT SPANISH PEAKS A RETAIL STREET CONNECTING THE SKIER DROP-OFF TO THE VILLAGE AT TAOS SKI VALLEY A VIBRANT COMMUNITY AT MOONLIGHT BASIN THE INTERIM RESORT CORE AT CANYONS A REVITALIZED DOWNTOWN DISTRICT AT MAMMOTH 27 Working in Mountain Environments Each mountain community is a unique place, the combination of a particular setting, dramatic scenery, a distinctive history, and the people that choose to live in and visit that community. For over two decades, Hart Howerton has maintained an office in the Rocky Mountains, beginning with our work with Vail Resorts in the 1990's. We have dedicated a significant part of our practice to understanding the world’s great mountain resorts and communities along with their visitors. We have had the opportunity to analyze how successful owners, developers and operators, and the host communities create the kind of experiences that bring guests back year after year: We are currently working with Cross Harbor Partners, master planning their entire 32,000 acre landholding in Big Sky, Montana, including Moonlight Basin, Big Sky Resort, Spanish Peaks, and Yellowstone Club, as well as an expanded Town Center at the heart of Big Sky. • At the base of the Spanish Peaks ski mountain, we designed the highly anticipated, 515,000 sqft Montage Big Sky hotel, which opened in 2021. • At Yellowstone Club, the 540,000 square foot (44,000 sm) Village Core project expands and redefines the heart of the Club. A collection of interconnected buildings create a pedestrian oriented village core of shared amenities including restaurants, bars, specialty retail, ski lockers, and full-service spa and fitness facilities. Upper levels consist of 48 residential condominiums, and parking for 375 cars is provided in two levels of below-grade garage. Phase 1 wrapped up construction in 2019 while Phase 2 is currently under construction with completion scheduled 2025. • We have worked extensively in The Park City area, including Deer Valley, where we master planned Empire Pass and designed iconic landscape elements — like signage and skier bridges — along with the on-mountain amenity. We worked with the city for two years to secure entitlements. • At Canyons, we have been responsible for the creation of “life” in the resort core, establishing the patterns and activities that will be echoed in the ultimate Resort Village configuration. This “life” has come from the face-lift of existing retail, a new performance stage and temporary pavilions for dining, drinking, tickets, guest and skier services, and more recent Ski Beach improvements for TCFC and Vail. • We are designing the redevelopment of the Core Village Zone at Taos Ski Valley, including a new luxury hotel and two mixed‐use buildings with main- level retail and residential units above, overlooking the adjacent conservation land and Lake Fork stream corridor at the heart of the resort. Between the two buildings, a Retail Street will connect the skier drop-off area to the Village Core. • At Mammoth, we are leading the planning of the mountain’s Main Lodge Base, an approximately 1.5m square- foot mixed use village. This builds on earlier planning of Mammoth's four primary portals and creating a new vision for revitalizing the Town’s downtown district, all with the intent of transforming Mammoth into a four- season destination resort. 49 28 Connecting the Vail Valley Vail, Colorado Our firm's relationship with Vail Resorts’ strategic planning and development team extends over 25 years and two business cycles. Our major projects included on-mountain development and base village redevelopment in the cyclical growth patterns of the Vail Valley resort region. • “Village-to-Village skiing” – Master plans linking Beaver Creek, Bachelor Gulch and Arrowhead. • Bachelor Gulch – Design of a distinctive, indigenous Rocky Mountain village – one of the great mountain real estate successes in Colorado. • Arrowhead – Master planning and community design of a high-density ski community. The results were all-season villages and on- mountain destinations that capitalize on high-end markets and reinforce the Vail Valley as North America’s most prestigious mountain resort experience and the standard for mountain resort communities worldwide. • Vail Village – Master planning and ongoing redevelopment for the Arrabelle and the Vail “Front Door” projects. • Breckenridge – Master planning, entitlement support and community vision for the Peak 7 and Peak 8 neighborhoods and terrain expansion. • Keystone – Planning and architecture for upgrading Vail’s Summit region properties. • Red Sky Ranch – Master planning and clubhouse designs for a premiere mountain golf community. 29 50 30 Vail Lionshead Portal & The Arabelle at Vail Square Vail, Colorado Our team worked with Vail Resorts and the local community to create a successful, high-density mixed-use core by creating an efficient and strategically balanced plan taking full advantage of the prime location, and the traffic to and from the mountain, to create a landmark address. The redevelopment project, now known as Arrabelle at Vail, consists of a 5-star Rock Resorts hotel, 140,000 sf (13,000 sm) of branded luxury condominium residences, over 50,000 sf (4,645 sm) of retail, restaurants and skier services, an underground parking garage, new transit terminal, public plazas, ice-rink, amphitheater, event lawn and extensive underground support facilities for mountain operations. Arrabelle at Vail has served as the catalyst to revitalize this area of Vail. We developed master plans and conceptual design for multiple parcels at Lionshead, including a transit center, corporate offices and employee housing at the North Day Lot, a mix of multi-family products at the West Day Lot and a mountain-side cluster of single family homes on Forest Road. pedestrian bridge crossings. 31 51 LONE PEAKLONE PEAK 11,166’11,166’ LAWNLAWN 7,190’7,190’ Version 06/23/2023 Village Core Phase II | View from Eglise Gondola over the Lawn WARREN WARREN MILLER LODGEMILLER LODGE SPA SPA BUILDINGBUILDING WATERFALLWATERFALL VILLAGE CONDOSVILLAGE CONDOS CORE BUILDINGCORE BUILDING L O D G E L I F T L O D G E L I F T SKI BEACHSKI BEACH BUILDING ABUILDING A BUILDING BBUILDING B BUILDING CBUILDING C BUILDING BBUILDING B Phased Developments: Completing the Village - Phase II C H A L E T R O A D SKI BEACHSKI BEACH 6&7 ARRIVAL 6&7 ARRIVAL COURTCOURT W A R R E N S W A Y SEVEN BE A R S T R A I L HILLSIDE E G L I S E R D . CROSSROADSCROSSROADS LO D G E L I F T LO D G E L I F T EGLIS E EGLIS E GOND O L A GOND O L A BLDG 8BLDG 8 BLDG 5BLDG 5 BLDG 6BLDG 6 WARREN MILLER LODGE DPS LAKESIDE BLDG 7BLDG 7 SKATING SKATING LAGOONLAGOON Creating a New Village Experience A L P I N E P A R K A L P I N E P A R K N Version 06/23/2023 SKI-WAYSKI-WAY 32 Yellowstone Club Big Sky, Montana We have been the master planner for the transformation of Yellowstone Club since Cross Harbor's acquisition of the Club. Situated at the base of the private ski mountain, the new 475,000 square foot Village Core project expands and redefines the heart of Yellowstone Club. A collection of interconnected buildings create a pedestrian oriented village core of shared amenities including restaurants, bars, specialty retail, ski lockers, and full-service spa and fitness facilities. Upper levels consist of 48 residential condominiums, and parking for 375 cars is provided in two levels of below-grade garage. Hart Howerton’s services include master planning, architectural design and landscape architecture. Phase 1 wrapped up construction in 2019 while Phase 2 is currently under construction with completion scheduled 2025. 33 52 0 10 50 100 150' BLAKE RESIDENCES NEW VILLAGE ARRIVAL ALPINE SUITES EDELWEISS LODGE & SPA CHILDREN’S CENTER THE BLAKE RIVER WALK ACTIVITIES RESORT CENTER SNAKEDANCE CONDOMINIUMS MOGUL MEDICAL • URGENT CARE WEST BURROUGHS RESIDENCES HOTEL ST. BERNARD RIO H O N D O P • TREKKING TOWER • ADVENTURE ROPES COURSE • MOUNTAIN BIKING TRAILS • NEW ENTRY ROAD & TURN AROUND • DROP-OFF ZONE • RECONFIGURED PARKING • OUTDOOR DINING • NEW HIGHSPEED QUAD LIFT #1 • AMPHITHEATRE • FIRE PIT • TICKETING • SEASON PASS • RETAIL • DINING • MARKET • PARKING • PREVIEW CENTER • RETAIL • DAY LOCKERS • RHODA’S RESTAURANT • MARTINI TREE BAR • TENDERFOOT KATIE’S DINING COURT • BLACK DIAMOND ESPRESSO • OUTDOOR RECREATION OUTPOST • CONDOS & TOWNHOMES • 192 AT THE BLAKE • BLAKE PENTHOUSE RESIDENCES • SPA & WELLNESS CENTER • SKIER SERVICES • TAOS SPORTS • ROOMS & SUITES • CONCIERGE SERVICES • POOL & HOT TUBS • FLY FISHING • STREAM RESTORATION • RIVERWALK EXPERIENCE • MEETING SPACE • FITNESS AMENITY • POOL • ERNIE BLAKE SNOWSPORTS SCHOOL FOR KIDS • TAOS BOUND EXPERIENCE • PROGRESSIVE LEARNING TERRAIN • NEW DROPOFF ZONE • CONFERENCE FACILITIES LAKE FORK STREAM RESORT CORE S T R A W B E R R Y H I L L R U E G L L I L I F T NE W H I G H S P E E D Q U A D L I F T 1 P I O N E E R L I F T G O N D O L I T A MOUNTAIN PLAZA Thunderbird S u t t o n P l a c e New Entry Road West Burroughs S t r a w b e r r y C r o s s i n g ADVENTURE AREA S T R E A M T R A I L STRAWBERRY HILL RESIDENCES D R O P O F F A R E A Ern i e B l a k e R d N 34 Taos Ski Valley Taos, New Mexico We are currently designing the redevelopment of the Core Village Zone at Taos Ski Valley, including two mixed‐ use buildings with main-level retail and residential units above, overlooking the adjacent conservation land and Lake Fork stream corridor at the heart of the resort. Between the two buildings, a Retail Street will connect the skier drop-off area to the Village Core. The new buildings will consist of underground parking and condominium units which will overlook the conservation land adjacent to the stream. Above the parking garage podium level, the Main Level will form a Retail Street between the two buildings to allow level access from the skier drop-off into the village core via the Retail Street and a bridge connection to the ski yard. In addition to the retail components which make up over 66% of the Main Level square-footage, there are also condominium units and related amenities. 35 53 Montage Big Sky Big Sky, Montana Situated at the base of the ski mountain and the finishing hole of the golf course, the new 500,000 sf Montage Big Sky includes a 100-key hotel, 140,000 sf of whole ownership residential condominiums, shared amenities including lobby lounge, restaurant and bar, full service spa and fitness, ballroom and meeting rooms, skier services, and kids’ club, outdoor pools, and below-grade parking for 200 cars. Hart Howerton’s integrated services include master planning, architectural design, and landscape design. 36 37 54 2525 R A M P C O N N E C T I O N Optimizing Access & Efficiency: A "Deer Valley" Parking Garage • High quality day skier parking (700 cars) on interconnected levels P2 and P3 – flat garage floors with 12' floor-to-floor dimension –Exclusive club parking zone within P3 level • Dedicated hotel and residential parking on level P4 • Dedicated wellness, event, and residential parking on P1 • Efficient access, receiving & servicing SERVICE ACCESS FROM DEER VALLEY DR. S. SERVICE ACCESS FROM DOE PASS RD. DAY SKIER ACCESS FROM TRANSIT HUB DEDICATED CLUB & SKI SCHOOL ELEVATORS 1717 SNOW PARK LODGE RENOVATION & ADDITION (B1)SNOW PARK LODGE RENOVATION & ADDITION (B1) • • SKI SCHOOL & CHILD CARE (31,000 SF)SKI SCHOOL & CHILD CARE (31,000 SF) • • SKI CLUB (12,000 ~ 20,000 SF)SKI CLUB (12,000 ~ 20,000 SF) • • F&B/RETAIL (15,500 SF)F&B/RETAIL (15,500 SF) • • EMPLOYEE LOCKERS, ADMIN, BOH. (66,000 SF)EMPLOYEE LOCKERS, ADMIN, BOH. (66,000 SF) • • 16 RESI. UNITS (42,000 SF)16 RESI. UNITS (42,000 SF) HOTEL (B2; 141,000 SF)HOTEL (B2; 141,000 SF) • • 100 KEYS100 KEYS • • HOTEL AMENITIES HOTEL AMENITIES (INCLU. 9,000 F&B)(INCLU. 9,000 F&B) RESIDENTIAL (B3)RESIDENTIAL (B3) • • 13 RESI. UNITS (33,500 SF)13 RESI. UNITS (33,500 SF) • • F&B/RETAIL (14,000 SF)F&B/RETAIL (14,000 SF) WELLNESS & EVENT (B4)WELLNESS & EVENT (B4) • • EVENT CENTER (6000 SF +)EVENT CENTER (6000 SF +) • • WELLNESS (24,500 SF)WELLNESS (24,500 SF)TRANSIT HUBTRANSIT HUB NEW SKIER DROP-OFFNEW SKIER DROP-OFF RESIDENTIAL (B5)RESIDENTIAL (B5) • • 37 RESI. UNITS (82,500 SF)37 RESI. UNITS (82,500 SF) • • F&B/RETAIL (10,500 SF)F&B/RETAIL (10,500 SF) VILLAGE (B6) VILLAGE (B6) • • SKI SERVICES (14,500 SF)SKI SERVICES (14,500 SF) • • F&B/RETAIL (15,500 SF) F&B/RETAIL (15,500 SF) NEW SILVERLAKE GONDOLANEW SILVERLAKE GONDOLA RELOCATED CARPENTER LIFTRELOCATED CARPENTER LIFT RELOCATED SNOWFLAKE LIFTRELOCATED SNOWFLAKE LIFT Note: Note: 1. The square footages are selected highlights and not a comprehensive summary of 1. The square footages are selected highlights and not a comprehensive summary of the entire project. See other lists later in this document for more detailed breakdowns. the entire project. See other lists later in this document for more detailed breakdowns. 2. Residential square footages shown here are platted.2. Residential square footages shown here are platted. From Snow Park Lodge to Snow Park Village 38 Snow Park Deer Valley, Utah In partnership with Alterra and Athens, Hart Howerton led the Master Planning and Concept Design for a new base village at Deer Valley’s Snow Park portal, transforming 13 acres of surface parking lots into a vibrant mountain destination. The plan features a 150-key luxury hotel, 50 branded residences, and a mix of retail, dining, entertainment, and ski and wellness clubs. While reimagining the cherished skier drop-off and day lodge experience, the design ensures a seamless and familiar arrival sequence for guests. The new village sits above approximately 1,500 day- skier parking spaces, along with dedicated parking for the hotel and residences, supported by an integrated servicing and MEP infrastructure. 39 55 Mammoth Main Lodge Mammoth Lakes, California In collaboration with Alterra and Mammoth Mountain’s senior leadership, Hart Howerton is spearheading the master planning and entitlement process for a new 17.8 acre base village at Mammoth’s Main Lodge. Our involvement began with a community visioning initiative in 2016, preceding the formation of Alterra, and has now advanced to the Specific Plan phase. Envisioned as a “base camp” for exploring the Eastern Sierra, the village will feature two hotels, residential accommodations, and a vibrant mix of services and experiences. The plan also includes the relocation and replacement of the gondola and skier services building, ensuring improved access and convenience for visitors. Figure 12 - Parcel A Main Base State Route 203 40 41 56 Page Title | Description NEW HOTEL & AMENITIESNEW HOTEL & AMENITIES CABOT REVELSTOKE CHALETSCABOT REVELSTOKE CHALETS NEW HOTELNEW HOTEL SUTTON HOTEL SUTTON HOTEL & PLAZA& PLAZA SKI BEACH & SKI BEACH & PLAZAPLAZA FUTURE FUTURE DEVELOPMENTDEVELOPMENT PARKINGPARKING SKI CLUBSKI CLUB 42 43 Revelstoke Revelstoke, British Columbia At Revelstoke Mountain Resort, Hart Howerton has partnered with Northland, the resort’s owner, to develop a comprehensive master plan and building designs for the 32-acre base area. The plan encompasses a new hotel, residential units, skier services, as well as retail, dining, and entertainment offerings. Integrated into this dynamic guest experience, we also led the architecture and landscape design of Cabot Revelstoke, a luxury residential neighborhood and golf clubhouse situated within the base village. 57 Illustrative Master Plan C1 K D1 D2 B1 E C2 D3 B3 A B2 ARTWALK FLATS WILSON ANNEX BOUTIQUE HOTEL TRANSIT FLATS FULL SERVICE HOTEL UPLANDS C3 AMPHITHEATER RESORT HOTEL BIG SKY MEDICAL CENTER UPLANDS VIEW FIRE PIT PARK ASPEN LE A F D R I V E SI M K I N S D R I V E OU S E L F A L L S R O A D HU N T L E Y D R I V E LONE MOUNTAIN TRAIL/ ROUTE 64 WE S T G A L L A T I N R I V E R TOWN CE N T E R A V E H G TOWN CENTER PLAZA PON D E R O S A D R I V E D O U G L A S F I R D R I V E HE M L O C K D R I V E Residential Program Parcel Acres Units H - Wilson Annex -- A - Full Service Hotel 14 G - Resort Hotel 7.7 20 K - Transit Center Resid. 5.4 111 K - Building 5 Residential 4 A - Art Walk Residential 3.7 71 H - North Mobility Hub 0.3 20 B1 2.6 32 B2 2.0 27 B3 2.6 12 C1 2.1 22 C2 3.9 37 C3 2.6 40 D1 3.1 16 D3 4.5 30 Uplands 50.0 10 Total 90.5 466 Proposed Hotels Keys Wilson Annex 22 Boutique Hotel 67 Full Service Hotel 150 Resort Hotel 150 Total 389 Possible Parking Structures Parking Spaces Parcel K 300-550 Parcel A 300-500 Parcel H TBD Proposed Additional Commercial Program SF Retail 51,000 Food & Beverage 22,500 Personal Services 7,500 Professional Services 7,500 Total (Up To)88,500 Program Notes: 1. Transit Hub facilities are planned for Parcel K and Parcel H. 2. Parcel G uses may include a) a Hotel, Restaurant, Arts/Cultural Center, Library, and Event Barn; or b) Rodeo/Outdoor Event Center and Event Barn. 3. The Full Service and Resort hotels may have basement parking. 4. Multiple development program scenarios are being considered. Public / Quasi-Public SF Aquatics Facility 27,000 Library 10,000 Event Barn 22,000 Arts / Cultural Center 14,000 Transit Center 7,000 Amphitheater 15,000 Total (Up To)95,000 Town Center | Aerial View LONE MOUNTA I N T R A I L / R O U T E 6 4 ASPEN L E A F D R I V E SOUT H P L A Z A A V E SIMK I N S D R I V E OUSE L F A L L S R O A D HUNT L E Y D R I V E TOWN CENTER PLAZA ARTWALK RESIDENTIAL TRANSIT FLATS BASE THE WILSON FULL SERVICE HOTEL RESORT HOTEL BOUTIQUE HOTEL ARTS & CULTURE CENTER/ LIBRARY EVENT BARN BLUFF EDGE PARK AMPHITHEATER UPLANDS RESIDENTIAL B1 C1 C2C3 B2 B3 D1D2 44 45 Big Sky Town Center Big Sky, Montana In partnership with Lone Mountain Land Company and CrossHarbor Capital, Hart Howerton is leading the master planning and community design for the Big Sky Town Center. The 165 acre site will feature three new hotels, an expanded array of retail, dining, and entertainment options, along with a diverse mix of housing for both workforce and market-rate residents. Central to the plan is the revitalization of the plaza, which will offer seasonal ice skating and play areas, along with a new three- acre community park and an extensive riverfront trail system. Integrated transit facilities, public art installations, and event spaces are woven into the neighborhood design, creating a vibrant and connected community hub. 58 © 2022 HART HOWERTON. The designs and concepts shown are the sole property of Hart Howerton. The drawings may not be used except with the expressed written consent of Hart Howerton. 1 Heated Snow Steps 2 Accessible Route 3 Lift Grade of Ski Promenade 4 Renovated Entry Steps 5 Food Truck or Pavilion 6 Fire Pit 7 Streetscape Seating 8 Expanded Dining Terrace 9 Stair Transition Along Ski Beach 10 Accessible Route to Lawn 11 Activity Lawn 12 Potential Ticket Station 13 Existing Mountain Map 14 Seat Walls 15 Renovated Cafe Terrace LEGEND Ski BeachSki Beach Future Future Coffee ShopCoffee Shop ForumForum Grand Grand SummitSummit Red Tail Red Tail GrillGrill Red Pine Red Pine GondolaGondola FrostwoodFrostwood GondolaGondola Cabriolet Cabriolet Ski LiftSki Lift Bridge to Future Bridge to Future DevelopmentDevelopment Orange Bubble Orange Bubble Express LiftExpress Lift Future StageFuture Stage RetailRetail SkiSki SchoolSchool MagicMagic CarpetCarpet 1 2 2 2 3 4 5 6 6 6 8 7 7 9 9 11 12 13 14 14 14 15 1010 Canyons Ski Beach, Park City, UT January 28, 2022 G006 | Preliminary Site Plan © 2022 HART HOWERTON. The designs and concepts shown are the sole property of Hart Howerton. The drawings may not be used except with the expressed written consent of Hart Howerton. 1 Skier Access 2 Retaining Wall 3 Road Alignment 4 Revised Hilton Arrival 5 Existing Hardscape 6 Shuttle Loading / Unloading 7 Accessible Route North Escala CtNorth Escala Ct LEGEND 7 1 3 3 4 5 2 6 Pendry Pendry HotelHotelTheThe LiftLift Hyatt CentricHyatt Centric HotelHotel Hilton SunriseHilton Sunrise LodgeLodge SunriseSunrise GondolaGondola S007S007 Park City Mountain - Canyons Village - Park City, UT August 24, 2023 S004 | Preliminary Site Plan © 2022 HART HOWERTON. The designs and concepts shown are the sole property of Hart Howerton. The drawings may not be used except with the expressed written consent of Hart Howerton. Canyons Ski Beach, Park City, UT January 28, 2022 G022 | Views 46 47 Canyons Village Park City, Utah Hart Howerton's involvement with Canyons Resort dates back to 2008, beginning with the master planning of the base area, which included relocating the Red Pine Gondola and introducing the Orange Bubble lift, as well as designing temporary facilities to support the resort’s transformation in collaboration with Talisker. In recent years, we’ve led several key enhancements, including the improved ski beach in front of the Grand Summit for the CVMA, and the Pendry Plaza along with teaching terrain expansions at the top and bottom of the new Sunrise Gondola for Vail. Currently, we are designing the plaza and retail areas surrounding the new day skier garage for TCFC. 59 48 494848 Hollywood Park Inglewood, California In 2014, we began working with The Hollywood Park Land Company on infill development of the 298 acre former Hollywood Park Racetrack three miles east of Los Angeles International Airport. The largest development parcel in the greater Los Angeles area, the development offers a world-class sports and entertainment district and mixed- use urban neighborhood. The master plan locates the new 80,000 seat SoFi stadium and 6,000 seat YouTube Theatre as part of a complete neighborhood that will include 890,000 sf of retail and entertainment uses; 780,000 sf of office space; 300 hotel rooms; 2,500 residential units; 25 acres of public parks and open space; and community facilities. The community will include a range of housing types, allowing for market and sales flexibility, such as apartments, stacked flats, townhouses, and cluster and single-family homes. An innovative central lake and park, as part of the storm water management system, serves as the signature feature that brings all of the contemplated uses together. 4949 60 50 Dallas North End Dallas, Texas Working with Hunt Realty Investments, the 11-acre North End site stitches together Dallas’s Uptown, Downtown and Victory Park neighborhoods with a walkable mix of uses ringing a unique central park. The project combines Goldman Sachs new 800,000 sq ft campus, luxury hospitality and residential with retail, dining and entertainment uses in active ground floor levels that connect the American Airlines Center to the Perot Museum. Innovative below-grade parking and servicing approaches allow for fully activated, pedestrian-oriented ground floors and higher value views from lower building floors to the park and pedestrian environment. The Park, is designed as an “urban arboretum” to create a variety of experiences, with its own topography and distinct places which create a world apart. Surrounding buildings carry the park up into them, creating a uniquely healthy district within the Dallas metro. 51 Ash l a n d S t r e e t Ash l a n d S t r e e t No r t h H o u s t o n S t r e e t No r t h H o u s t o n S t r e e t Ri v e r S t r e e t Ri v e r S t r e e t North Field StreetNorth Field Street No w i t z k i W a y No w i t z k i W a y CIRQUECIRQUE PEROT MUSEUM OF PEROT MUSEUM OF NATURE AND SCIENCENATURE AND SCIENCE 6 73 5 9 7 1 12 8 7 10 8 7 7 11 2 8 8 4 1 SUB-AREA A 2 SUB-AREA B 3 SUB-AREA C 4 SUB-AREA D 5 HOTEL & RESIDENTIAL AMENITY DECK 6 OFFICE & RESIDENTIAL AMENITY DECK 7 GROUND FLOOR RETAIL 8 VALET POINT (AT-GRADE) 9 THE PARK 10 NORTH PLAZA 11 12 AMENITY DECK ROOF TOP GARDENS 61 0 400 800' 1" = 400' at 11" x 17" Un i v e r s i t y A v e n u e Wil l o w R o a d Belle HavenBelle Haven Bayfront Expressway / CA 84 Facebook CampusFacebook Campus Facebook CampusFacebook Campus Willow VillageWillow Village Meta’s (Facebook) Willow Village | Menlo Park, California 52 5352 Willow Village Menlo Park, California Our firm is working with Signature Development Group to re-envision an existing industrial site into a new state- of-the-art office campus for Meta with an adjoining mixed-use neighborhood within Menlo Park’s Bayfront Area. The new 59 acre Master Plan will create a vibrant, walkable, mixed-use village that is highly sustainable and transit- friendly. In addition to supporting local community needs and providing new housing, retail, and office space, the design connects and blends several land uses to create a vibrant live, work, and play environment with 200,000 square feet of retail including a grocery store, pharmacy and restaurant uses; 1,695,000 sf of housing units (1,700 du), a 172,000 sf boutique hotel (193 keys); 1.25m sqft of office; a 1.5 acre town square; and, a 4 acre public park. In addition to our role as planners, we are design architect of the 400-unit, 60,000sqft of retail mixed-use buildings and landscape architect of the project’s public realm. 53 62 CLEAR CREEK, LAKE TAHOE, NEVADA 545454 55 Client References Sam Byrne Co-Founder & Managing Partner CrossHarbor Capital One Boston Place Suite 2300 Boston, MA 02108 E: sbyrne@CrossHarborCapital.com P: 617-624-8300 David Cochrane Principal DLDT Associates, LLC 110 Summerfield Drive Alpharetta, GA 30022 E: dcochrane@dldtassociates.com P: 404-353-7540 John Mansour Partner, Chief Development Officer The Athens Group 801 Glenneyre Street, Suite B Laguna Beach, CA 92651 E: jmansour@athensdevco.com P: 949-351-8551P 63 56 57 YELLOWSTONE CLUB, BIG SKY, MONTANA Project Approach & Schedule 64 58 The Assignment We understand that you are leading the planning and entitlement effort for West Lionshead, partnering with Vail Resorts. Your objective now is to develop a Master Plan for the 12.6-acre West Lionshead parcels that would establish it as the next gateway ski village for Vail. This Master Plan would inform the Town of Vail’s update of the Lionshead Redevelopment Master Plan. You have identified a series of principles that would guide the planning process, including: • Placemaking strategies that enhance the visitor and resident experience through pedestrian spaces, parks and open spaces; • Massing and scale that balance project economics with a comfortable and inviting public realm; and, • Connectivity of this new neighborhood into the Lionshead Village, to the Gore Creek Trail, and to easy transit and vehicular access. Additionally, you have highlighted strategies for the Frontage Road alignment, parking, and sustainable design would be integral to the success of this planning effort, garnering of public support and the successful development of this project. Concurrently with the planning process, you would be consistently engaged in the LRMP and Zoning reviews with the Town of Vail for ongoing approvals leading to an Entitlement of the land. In order to meet these objectives, we would recommend a process that: 1. Studies the context and constraints influencing development of the land; 2. Establishes a clear positioning for the new village – the long-term vision – which would guide the planning and design process, real estate strategy, entitlement effort, mountain operations and skier service investments; 3. Articulates a framework for development that is responsive to current market trends, but flexible enough to adapt to future market conditions; 4. Produces a “dynamic master plan” – that acts both as a business planning tool and strategy to manage the development over time: and 5. Engages stakeholders and the Town of Vail, respecting community values and input, along with the site’s cultural and environmental resources through a comprehensive entitlement process. 59 BACHELOR GULCH, VAIL VALLEY, COLORADO 59 65 61 The Assignment 60 You have already outlined a three-phase process in your Initial Project Schedule. Accordingly, we have divided up our proposed scope into several corresponding steps under each of your project Phases Phase I – Project Assessment/Discovery as the basis of your preliminary business planning, LRMP and Zoning Review with the Town of Vail • Step 1: Project Background, Analysis, and Programming • Step 2: Alternatives and Evaluation, Visioning Session • Step 3: Conceptual Master Plan Phase II – Master Plan Creation, culminating in an Entitlement Submission to the Town of Vail • Step 4: Master Plan Development • Step 5: Concept Architecture Phase III – Entitlement Process • Step 6: Entitlement Support MARIGOLD BY JEAN-GEORGES, KESWICK, VIRGINIA 66 We propose to take the lead in managing a coordinated master planning process that would move forward in the following manner: PHASE I Step 1: Project Background, Analysis, and Programming This first step involves interrelated tasks designed to pull together all the contexts, constraints, challenges, opportunities, metrics, as well as needs and wants. In this step, we would work with you to understand the land, your overall concepts and program goals and ideas for various residential, ski services, amenities, and other offerings, as well as the desired visitor experience. With the help of your Civil Engineer, we would assemble the necessary base site information and identify any gaps in the data that require additional surveys or assessments. 1.1 Background Information. We would a) review all background information, including maps, surveys, previous master plans and designs for the properties and reports for the project site and any relevant nearby development, and b) analyze the natural and man-made factors influencing development, including topography, drainages and vegetation, seasonal climactic influences, current and surrounding land uses, existing and proposed ski terrain, infrastructure, road and access, cultural and other environmental features of the site and adjacent land. 1.2 Site Analysis. We would assemble analyses of the site into a combined site opportunities and constraints map. These analyses may include: • Site context, local/regional influences, and land use adjacencies; • Topographic analysis; • Hydrology, geotechnical, floodplain, and drainage patterns; • Utility, infrastructure, and drainage system studies; • Site access and circulation; • Zoning and other regulatory constraints; • Viewshed analysis (both on-site and off- site); and, • Combined site opportunities and constraints mapping. 1.3 Project Comparisons. Prior to our first work session with you, we would assemble a series of exhibits to compare the project site with other villages in Vail as well as any additional destinations of relevance or competition, to understand relative sizes, densities, and programs to the extent available. 1.4 Working Session. Over a two (2) to three (3) day working session with you, Vail Resorts, town representatives and other key project team members and stakeholders, we would expect to accomplish the following: • Tour the site and other areas of interest surrounding the site; 62 Scope of Work 63 • Gain a better understanding of your business objectives; • Review the perspectives of the Town and the local community groups with you. We think it is important to fully understand the community’s interests and objectives related to the property. It may be valuable to meet with other government agencies and community groups at the outset to initiate a dialogue and establish understanding and trust; • Review with Town representatives the objectives for the Village to get a first- hand understanding of their concerns, priorities, and expectations for LRMP and zoning reviews; • Review with your Civil Engineer the key issues and site conditions influencing development costs and phasing of infrastructure and establish a set of CADD or GIS protocols for the project; • Identify the key challenges associated with the current site that affects its development and placemaking potential; • Work with you to articulate a draft “vision” for the property, as well as a set of core development principles that would provide the basis of the physical plan alternatives; and • Meet with any other in-house or external consultants of yours including operations, ski planning, marketing, financial, etc. to better understand project constraints and needs. 1.5 Programming. During this step we would review your program objectives, and work with you to construct some preliminary program objectives and assumptions including residential, hotel, retail, skier services, and other commercial uses to guide the initial planning process. As part of the programming, we would produce a series of quick “fit test” sketches to illustrate the basic mass and scale of different programming ideas. Deliverables for Step 1 would include: • Land Analyses; • Preliminary Development Program(s); • Project comparisons; • Opportunities and Constraints Plan; and • Other relevant information developed in Step 1. The products of this step would be compiled in a Project Workbook to be utilized as a resource in the next step. Step 1: Meetings / Schedule. During this one (1) month step we anticipate one (1) in-person site visit / working session and regular teleconferences including stakeholder listening sessions and monthly Town of Vail staff discussions. Scope of Work 67 Scope of Work 64 Step 2: Alternatives and Evaluation, Vision Session We then would go through an open exploration of ideas – yours, ours, and concepts that have worked well elsewhere as the basis of a Visioning Session with the broader team. The objective of this step is to identify the critical factors that would distinguish West Lionshead and give it a clear position within the larger Town of Vail. 2.1 Alternatives Generation. We would sketch out two (2) to three (3) promising alternatives for the property. The alternatives would illustrate potentially different approaches to the following: site organization, land uses, zoning requirements, product types and intensity of development, infrastructure, traffic and pedestrian access and circulation, gondola placement, open space systems, neighborhood design, ski operations, parking strategy, as well as amenities and their integration with the ski terrain and ski frontage. Each alternative plan would be accompanied by land use calculations and program information. As part of these alternatives, we would study concepts for residential, hospitality, skier services and amenities that would take best advantage of the site’s location and features. Our studies would consider such things as: • Ways to bring the mountain experience into the Village – through creating pedestrian links, ski frontage, sight lines and landscape experience, as well as enhancing existing site features (such as the creek). • Strategies for ‘catalytic’ land development projects that can drive operations, attract other users, and establish and build future development opportunities and land values. These might include infrastructure, amenities, hotels, retail, dining and entertainment or other real estate products, and the potential numbers, mixes, sizes, siting, and characteristics of each. • Ways to organize the core of the village to create “body heat” and excitement for residents and sales prospects and a vibrant gathering place for all guests. • Strategies to address the unique infrastructure challenges present today, such as the Frontage Road bisecting the site today and the highway adjacency. • Ideas for open space to maximize livability year-round, support a variety of year-round activities, and reinforce connections to the mountain setting. • Environmental protection, enhancement, and sustainable whole- systems infrastructure, with a particular focus on human comfort (wind and climate issues) and on creating a “healthy living” community. Scope of Work 6565 • Community design ideas for a distinctive combination of architecture and landscape character that would distinguish West Lionshead and form the basis of community design guidelines. • Phasing concepts for early development projects as “complete environments” that demonstrate the Vision while building future development opportunities and land values, and strategically manage your investment in infrastructure and catalytic amenities. Meanwhile, we would review with your Market Analyst the economic context for the overall property and refine general programming parameters — driven by economics, marketplace realities, and discussions with you about successful ideas we’ve both seen work here and in other markets. During this step, it may be useful for the analyst to run high-level optimization models to help the team understand the optimal mix of uses on the basis of both operating results and residual land values. 2.2 Evaluation of Plan Alternatives. We would then jointly evaluate the alternative plans in terms of your business objectives, including: • Placemaking potentials; • Skier and year-round visitor experience; • Connectivity to adjacent destinations and places; • The likely market responses; • The likely community and Town of Vail responses; • Village and interrelation with ski operations; • Ways to phase development, minimizing front-end costs while maintaining long- term flexibility; • Potential approval issues; and • Cost factors, likely risks and financial results, based on the analysis of your in-house team. 2.3 Vision and Goals. We anticipate a two (2) day Visioning Session on-site with you, other members of the team and key stakeholders as a way to guide the formation of a comprehensive Vision for West Lionshead, building upon the unique aspects of the site and layering in skier and real estate market trends. The Visioning Session would begin to address the fundamental questions of the facilities, residential, hotel, and other uses proposed here: • What are the memorable aspects of the resident and visitor experience here? How is the experience made safe, fun, and comfortable for all ages? • What would attract someone to visit and/or buy real estate here? • Who is coming today and how to attract potential market segments that are not coming now? 68 Scope of Work 66 • What makes for a more marketable and operationally efficient community and amenity offering? • What is the ‘brand’ of West Lionshead – the elements and experiences that differentiate this village and its setting? • How to make a four-season place? The Visioning Session is the appropriate “kick off” for the marketing team for their work to help shape the overall “brand” and positioning of the community. Deliverables for Step 2, mostly hand drawn, would include: • Master Plan Alternatives; • Circulation, skiing, infrastructure diagrams; • Studies of key areas at a larger scale to illustrate residential and amenity concepts; • Sketches/plans for typical residential products, hotel(s), skier services and amenities to test product viability; • 3D SketchUp model showing one or more alternatives for the land; • Sketches to illustrate the distinctive character of the community; • Phasing Alternatives; • Program Summaries; and, • Other relevant information developed in Step 2. The products of this step would be assembled together with work performed by the marketing team and would summarize the Vision in a preliminary working document that would guide planning, design, and branding in subsequent steps. Step 2: Meetings / Schedule. During this ten (10) to twelve (12) week step we anticipate regular teleconferences/ MS Teams team meetings including monthly Town of Vail staff discussions, and one (1) Visioning Session on-site. Step 3: Conceptual Master Plan The most promising set of ideas from Step 2 would be combined in a comprehensive, but still conceptual level development plan and strategy for the overall property with more detailed studies of focus areas. 3.1 Concept Master Plan. The strategic plan for the property would include the following ‘framework layers:’ • Land Use – identification of proposed land use, accompanied by a summary of land use acreage, potential square footage, and/or unit count. • Circulation, Community Landscape, and Infrastructure – a framework of proposed roads, skier and pedestrian circulation, gondola, trail networks, and supporting landscape and infrastructure. Scope of Work 67 • Open Space – identification of those areas that can extend the significant natural resources set aside, thereby linking the overall community, and providing recreation and/or amenity value to the overall plan. • Landmarks and Entries – identification of the major property entry ‘thresholds,’ and potential locations for significant architectural statements that would tie the property together and create community imagery and value. • Initial Development Projects – concepts for ‘early stage’ parcels well as initial road and utility infrastructure, suitable for studying and evaluation by your Civil Engineer. • Development Strategy and Phasing – proposed parcelization of the land and potential uses to create the highest land values. This layer would also describe the potential phasing to create the optimal visitor experiences and maximum operational and real estate value over time. • Comprehensive Development Programs – Including residential, hospitality, service parking, support services, BOH, etc. • Development Standards – imagery describing the combination of architecture and landscape for each use that would create and maintain land values over time. 3.2 Presentation. We would package our framework elements outlined in 3.1. This package would be produced for your in-house use, to support conceptual-level business planning and feasibility, and for initial presentations to the Town of Vail, community, stakeholders, marketing, and financial entities. We would publish the package as an 11 x 17 PDF report. Deliverables for Step 3 would include: • Concept Master Plan: >Illustrative Concept Master Plan at 1”=100’ and 1”=200’, >Land Use and Program Summary, >Phasing Concepts, >Circulation Networks (auto, skier, pedestrian and bike, service), >Open Space Network, • Plan Detail Study Areas and concepts for key buildings and spaces, including: >Plan Enlargements at 1”=100’, >Typical Unit/Product Plans at 1/16”=1’-0” (up to four alternatives), >Hotel Program Diagrams at 1/16”=1’-0”, >Skier Service Diagrams at 1/16”=1’- 0”, >Amenity Diagrams at 1/16”=1’-0”, >Character Imagery showing design intent for architecture and lifestyle, 69 Scope of Work 68 >Landscape Imagery Boards showing design intent for planting, public realm, and ski beach, >Preliminary Perspective Sketch views of key places (up to 4), >Conceptual Grading Plans, >Illustrative Site Sections, >Preliminary Sections, • Renderings produced by a Professional Renderer (four (4) to five (5)); • Sustainable Infrastructure and Environmental Management Strategies; and • Development Summaries including tabulation of the preliminary program for products, areas, and amenities. The package would also form the basis of next-step planning and design for engineering/approval documents and entitlements. Additionally, we would expect our work at this stage, as well as that of the Market Analyst, would contribute to your updated Financial Model for the project, confirming near and longer term objectives as well as budgets for initial phase improvements. Finally, the marketing team would produce a Brand Strategy for the property – assembling the ideas and concepts that emerge from our Visioning Session and subsequent working sessions into a package which establishes the direction for the project identity to guide the public outreach and entitlement Process. Throughout the planning phases of the project we would expect to support the entitlement and public outreach efforts, led by EWP. We anticipate in-person and Zoom/MS Teams meetings with Town Staff, elected officials and members of the community and preparing graphics, packages, and presentations. This would normally be established during Step 1. Step 3: Meetings / Schedule. During this six (6) to seven (7) week step we anticipate regular teleconferences/ MS Teams team meetings and a final presentation on-site. PHASE II With your approval of the Concept Master Plan, we would proceed with the more detailed planning and Concept Design level architecture and site design that would serve as the basis of the entitlement application to the Town of Vail. Step 4: Master Plan Development In this step, we would continue to develop key components of the Master Plan. We would also expect at this time to have the information necessary to develop and produce other documents associated with, developing and marketing of the land. These would typically include design guidelines, development standards, and marketing materials. Scope of Work 69 Step 5: Develop Concept Architecture Concurrently with Step 4, we would advance concept architecture and landscape architecture design for the key village buildings and the public realm. During this Step we would work out the basic organization of building plans for hotel, residential and commercial uses that would inform circulation, parking, and servicing strategies – “right sizing” the above and below grade building envelopes to inform your financial models. Sections, elevations, representative imagery, and 3D models would describe the characteristic “look and feel” of the buildings and common areas. The drawings, massing models and renderings produced during this step would help inform the entitlement application as well as describe the project to the Public. As part of this step we would normally expect a series of key consultants working alongside of us to establish a basis of design for principle building systems that would inform your financial model. PHASE III During the Entitlement Process with the Town of Vail, we would anticipate participating in in-person and Zoom/MS Teams meetings with Town Staff, elected officials and members of the community and preparing graphics, packages, and presentations. Step 6: Entitlement Support The Master Plan package would be reviewed with the Town’s planning staff and key elected officials to determine the submittal requirements and precise stages for entitlements. This review would determine the most time and cost- effective way to translate the Master Plan as a packaged entitlement application. 70 70 YELLOWSTONE CLUB, BIG SKY, MONTANA Schedule & Labor Estimate We would be able to start work immediately upon receiving your authorization and would anticipate a process along the lines of your preliminary schedule, as outlined below: Phase I Step 1: Project Background, Analysis, and Programming Step 2: Alternatives and Evaluation, Visioning Session Step 3: Conceptual Master Plan 4 weeks 10 - 12 weeks 6 - 7 weeks Phase II Step 4: Master Plan Development Step 5: Develop Concept Architecture 10-12 weeks 10-12 weeks Phase III Step 6: Entitlement Support TBD Meetings: Meetings would be held virtually unless otherwise noted. Meetings in addition to those outlined above would be considered an Additional Service and billed as per our Standard Terms and Conditions. 71 71 72 73 MONTAGE SPANISH PEAKS, BIG SKY, MONTANA Schedule & Labor Estimate Labor Estimte Based on projects of similar size and scope we would estimate the following hours to perform the scope of work outlined above: Phase I Step 1: Project Background, Analysis, and Programming Step 2: Alternatives and Evaluation, Visioning Session Step 3: Conceptual Master Plan 400 - 600 hours 1,000 - 1,200 hours 900 - 1.100 hours Phase II Step 4: Master Plan Development Step 5: Develop Concept Architecture 600 - 1,00 hours 1,200 - 1,400 hours Phase III Step 6: Entitlement Support T&M 72 New York 10 East 40th Street New York, NY 10016 212 683 5631 San Francisco One Union Street San Francisco, CA 94111 415 439 2200 www.harthowerton.com 73 WEST LIONSHEAD AREA REDEVELOPMENT QUALIFICATIONS FOR MASTER PLANNING • NOVEMBER 12, 2024 74 Gunnison Crested Butte Regional Airport Gunnison, CO 75 Table of Contents Cover Letter 4 Qualifications of Project Team 6 Capability to Perform Project 12 Relevant Project Experience 20 Project Approach and Schedule, Proposed Development Vision and Program 36 Public Engagement 46 Team Chemistry 50 76 4 Gensler November 12, 2024 Jim Telling East West Partners 126 Riverfront Lane Avon, CO 81620 Subject: Request for Qualifications/Proposal West Lionshead Area Redevelopment Dear Jim: Thank you for inviting is to submit our qualifications for this utterly amazing opportunity. We recognize the immense potential of West Lionshead to become a premier destination for visitors and the community. I hope that the pages to follow will convey the expertise and depth of talent that our team can provide you. A few key points include: Our Local strength is Reinforced by our Global Resources. Gensler has been serving the Rocky Mountain region from our Denver office for over 50 years. Our experience includes project involvement from planning through execution, obtaining city and public approvals from entitlements through permitting in locations that include, Denver, Jackson Hole, Frisco, Eagle County, Gunnison / Crested Butte, Aspen / Pitkin County, Taos, and Steamboat to name a few. Gensler’s resources encompass more than 6,100 professionals in 57 offices, allowing us to serve our clients with broad perspectives built from global project experiences. We will provide you with a team that can bring this experience to your project to ensure we can deliver on your expectation to create something “new” for the West Lionshead Development. Leaders in Mixed-Use Destinations. The nature of mixed-use projects requires experts with insight into all of your programmatic elements. For West Lionshead, we’ll bring our industry leadership in planning, design, and strategy. No firm can match Gensler’s diversity of knowledge in all of these areas, gained through projects completed around the world. We know what clients look for in mixed-use developments, and we provide innovative design and engagement strategies that foster successful destinations through the art of placemaking and storytelling. We Design for the User Experience. The user experience is what leads us and it is always combined with a savvy understanding of how a place functions and operates. We can navigate the complexities of delivering great experiences while balancing operational, development, and client expectations. We also believe that any design solution will need to be authentic to the community it sits within. By pulling into the project aspects of the local community we can truly deliver on an experience that will positively impact the visitor time and time again. We are passionate about creating an indelible sense of place to create a coveted mountain experience that will have a positive impact on the user time and time again. 1225 17th Street Suite 150 Denver CO 80202 USA Tel 303.595.8585 Fax 303.825.6823 77 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 5 Inspire Stakeholder Engagement. We work collaboratively and are masters at facilitating dialogue with key stakeholders throughout the planning process. We are excited to partner with East West Partners, Vail Resorts, The Town of Vail, and the Community at large to achieve and maintain stakeholder and community engagement from day one. This will be a key to unlocking the success of the West Lionshead Area Redevelopment. We Build Long-Lasting Partnerships. We know that success is built on great partnerships. At the end of the day, we also know that it is our responsibility to continue to earn your trust by acting as your advocate throughout the process. Key to this commitment is our team’s ability to understand your vision, tackling challenging constraints, and bringing a global perspective on mixed-use trends to bring the highest and best value to West Lionshead. We Listen! At the end of the day, we are about great and thoughtful design because the Gensler team always first listens to our clients and the values for what they consider success. We are prepared to begin immediately to listen to your team and work together as your teammates to deliver a fantastic design. We are grateful for the opportunity and inspired by the possibility of what we can build together. If you have any questions regarding the information in this package you can reach out to me at 303.915.4297 or at jon_gambrill@gensler.com. We know you want to get started quickly. We are ready, Lets get started! Sincerely, Jon Gambrill Managing Principal 78 Steamboat Base Village Redevelopment Steamboat Springs, CO 79 Qualifications of Project Team 80 8 Gensler Jon Gambrill, RA, CDT, LEED AP Principal Principal in Charge From design concept to delivery and construction, Jon is focused on achieving a clear response to client requirements. He oversees projects that maintain a high caliber of design while creating strong relationships with project teams and partners to ensure successful project delivery. With a focus on high-performing design, Jon ensures that every project delivers on expectations and positively impacts the user experience. In response to shifting public awareness around sustainability and the environment, Jon is inspired by a growing commitment to sustainability that goes beyond conventional norms. 28 years experience Joined Gensler 2000 Background Master of Architecture, University of Illinois, Chicago, IL Bachelor of Architecture, University of Cincinnati, OH Registered Architect: Colorado, Idaho, Kansas, Maryland, Montana, New Mexico, Ohio, Oregon, Texas, Utah, Virginia, Wyoming Construction Document Technologist (CDT) Certificate Construction Specifications Institute LEED Accredited Professional American institute of Architects (AIA), Member American institute of Architects (AIA) Colorado Chapter, Member Commercial Real Estate Development Association (NAIOP), Member Urban Land Institute Colorado Chapter, Member Downtown Denver Partnership Civic Venture, Board Member Select Project Experience Size (sq ft) East West Partners Cherry Creek West, Denver, CO 12.86 acres Steamboat Base Redevelopment, Steamboat Springs, CO 35,900 16 Chestnut, Denver, CO 650,000 Confidential Hotel, Steamboat Springs, CO 180,000 Planning & Urban Design / Mixed-Use 9th & Colorado, Denver, CO 467,300 Glendale 180, Glendale, CO 375,000 Orchard Station Master Planning, Greenwood Village, CO Aurora Centerpoint Master Plan, Aurora, CO 12 acres Residential 16M, Denver, CO 330,000 MOTO Mixed-Use Apartment Building, Denver, CO 64 units / 82,500 Belleview Station Block F, Denver CO 1,000,000 Hospitality Sheraton Denver Downtown Hotel Renovation, Denver, CO 700,000 DEN Westin Hotel + Transit Center, Denver, CO 780,000 Office Block 162, Denver, CO 595,000 One Belleview Station, Denver, CO 315,000 The Hub RiNo Station I, Denver, CO 520,000 The Hub RiNo Station II, Denver, CO 555,000 Aviation Eagle County Regional Airport Terminal Renovation and Expansion, Gypsum, CO 65,000 Gunnison Crested Butte Regional Airport Improvements, Gunnison, CO 48,000 81 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 9 David Glover Project Director / Main Point of Contact David brings 40 years of multi- disciplinary design and planning expertise to his experience-driven architecture. As leader of the firm’s Retail and Mixed-Use practice areas, he is known for championing imaginative storytelling and placemaking to invigorate design, producing works that embrace contemporary ideology, contextual culture, and evolving lifestyles. 40 years experience Joined Gensler 2007 Background Bachelor of Architecture, University of Southern California Select Project Experience Size (sq ft) Palisades Village, Los Angeles, CA 151,000 La Paz, Malibu, CA Fashion Island, Newport Beach, CA* 410,000 Sportsman Lodge, Los Angeles, CA Laguna Niguel Town Center, Laguna Niguel, CA 180,500 Westfield Century City, Los Angeles, CA 880,000 District NoHo, North Hollywood, CA 40,000 Memorial City, Houston, TX* Arizona Biltmore, Scottsdale, AZ Park Central, Phoenix, AZ Hub on Causeway, Boston, MA 1,800,000 Anji Hywow Mountain Resort, Shanghai, China 1,076,400 Great Park Integrated Master Plan, Irvine, CA 3,000 acres Mirvac Group Rhodes Waterside Master Planning, Rhodes, Australia 379,000 Memorial City Mall Master Plan, Houston, TX 750,000 MainPlace Mall Master Plan, Santa Ana, CA 1,000,000 Confidential Mixed-Use Concept, San Diego, CA 703,000 Confidential Master Plan, Chicago, IL 20,000,000 Edmonton Town Center Redevelopment, Edmonton, Canada 5,300,000 Westside Pavilion, Los Angeles, CA 740,000 Colorado Center Campus Refresh, Santa Monica, CA 14 acres Katy Mixed-Use Development, Katy, TX 670,000 Midtown East Shopping Center, Raleigh, NC 45,000 Galleria at White Plains, White Plains, NY 863,000 Glendale 180, Glendale, CO 375,000 *Experience prior to Gensler 82 10 Gensler Nick Seglie, AIA, LEED BC+D, ULI Associate Architect Nick is passionate about telling design stories through the lens of context. He strives to create thoughtful design through the lens of the local, regional, social, and economic influences. Nick has experience with a wide range of project types, and he gets excited about new challenges. You can find him enjoying mountain activities on the weekends. 20 years experience Joined Gensler 2012 Background Bachelor of Interior Architecture, Kansas State University, Manhattan, KS Professor of Leadership Studies, Kansas State University, Manhattan, KS LEED Accreditation, Colorado, Registered Architect, Colorado Member, AIA National United States Green Building Council Member Habitat for Humanity Global Village Volunteer Guest Professor at CU + Vail Mountain School Ski Designer/Builder - Pitchfork Skis No Barriers Designer and Volunteer Select Project Experience Size (sq ft) East West Partners Cherry Creek West, Denver, CO 12.86 acres Steamboat Base Redevelopment, Steamboat Springs, CO 35,900 16 Chestnut, Denver, CO 650,000 9th & Colorado, Denver, CO 467,300 16M, Denver, CO 330,000 MOTO Mixed-Use Apartment Building, Denver, CO 64 units / 82,500 Belleview Station Block F, Denver CO 1,000,000 Juniper Lane Residence, Vail, CO* 6,000 Strawberry Park Residence, Vail, CO* 10,000 Beaver Dam Residence, Beaver Creek, CO* 7,000 Keystone Tennis Townhomes, Keystone, CO* 60,000 The Rams Horn Lodge Condominiums, Vail, CO* 70,000 33rd & Mariposa Apartments, Denver, CO 150,000 Parkside Apartments, Colorado Springs, CO 400,000 The Landmark Lionshead at Vail, Vail, CO* 120,000 370, 380, 390 Interlocken Master Plan, Broomfield, CO 726,000 The Hub RiNo Station I, Denver, CO 520,000 The Hub RiNo Station II, Denver, CO 555,000 Vail Gymnastics Center, Vail, CO* 10,000 Frisco Retail Center, Frisco, CO 9,400 The Rusack Building, Vail, CO* 12,000 No Barriers Mountain Campus Master Planning, Livermore, CO 3,000 *Experience prior to Gensler 83 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 11 Belleview Station Block F Denver, CO 84 16M Denver, CO 85 Capability to Perform Project 86 14 Gensler Designing for Impact At Gensler, the value of our work stems from its positive impact on the human experience. We are a dynamic and collaborative design firm uniting creativity, research, and innovation to solve complex problems for our clients. Our work challenges conventional ideas about architecture and the built environment. We aren’t just designing buildings—we are re- imagining cities and places that make a difference in people’s lives. Founded in 1965, Gensler has built a team of 6,000+ professionals who partner with clients in over 100 countries each year. Everything we do is guided by our mission: to create a better world through the power of design. #1 ARCHITECTURE FIRM, Architectural Record, Top 150, 2024 (for the fourth consecutive year) INNOVATIVE COMPANIES: URBAN DEVELOPMENT & REAL ESTATE, Fast Company, 2024 ARCHITECTURE FIRM, Building Design + Construction Magazine, Giants 400, 2023 FIRM INFORMATION Years in Business: 59 Legal Structure: California Corporation Local Address: 1225 17th Street Suite 150 Denver, CO 80202 87 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 15 Founded in 1973 as Gensler’s third office, Gensler’s Denver office is among the largest design firms in Colorado. Our team is comprised of architects, interior designers, workplace strategists, graphic designers, brand strategists, and storytellers that all work together to translate our client’s vision into the physical environment. Gensler Denver DENVER OFFICE Gensler’s Denver office is among the largest design firms in Colorado. This year marks Gensler’s 51st in Denver. With a multi- disciplinary staff of over 110 professionals including architects, graphic designers, interior designers, and other specialists, our local team of designers collectively embrace a culture of innovation and delivers projects that go above and beyond client expectations. During this time, we’ve helped local companies use design to strengthen and enhance their business goals. We have created brands and identities, designed workplaces, and converted outdated spaces into vibrant facilities, all while finding new ways to enhance the way people work and play. We have been at the forefront of forward-thinking design for innovative workplaces, headquarters, creative spaces and most importantly, we love what we do! 88 16 Gensler Local Firm, Global Reach OPERATING PHILOSOPHY The core of Gensler’s culture can be defined by the phrase, “One-Firm Firm.” Our services and 57 locations worldwide are integrated, both to deliver projects like yours effectively and ensure that every viewpoint is brought to bear in their development. The goal is to harness the full creativity, innovation, and technical proficiency of a global firm—regardless of project location. Abu Dhabi Atlanta Austin Baltimore Bangalore Bangkok Beijing Berlin Birmingham Bogotá Boston Charlotte Chicago Columbus Dallas Denver Detroit Dubai Hong Kong Houston Kansas City La Crosse Las Vegas London Los Angeles Mexico City Miami Minneapolis Monterrey Morristown, NJ Mumbai Munich Nashville Newport Beach New York Oakland Paris Philadelphia Phoenix Portland Raleigh-Durham Riyadh San Antonio San Diego San Francisco San Jose San José, Costa Rica Santo Domingo, Dominican Republic Seattle Shanghai Singapore Sydney Tampa Tokyo Toronto Vancouver Washington, D.C. 89 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 1790 18 Gensler We are a full-service design firm with a boutique level of service. Our comprehensive menu of services and network of 33 practice areas provides specific expertise when and where clients need it. Many of Gensler’s clients call on the depth of one practice area that’s most relevant to their business, while others benefit from the integration of talent and knowledge in multiple practices. We are prepared to support your project with expertise from our Cities + Urban Design, Climate Action + Sustainability, Entertainment, Hospitality, Mixed Use + Retail Centers, Mobility + Transportation, Office Developers, Residential, Retail + Consumer Experiences, and Wellness Practice Areas. INTEGRATED APPROACH Through our collaborative and integrated approach, we draw upon our diverse experience in different markets and regions. This breadth of knowledge serves as a springboard for innovation, allowing design to move in unexpected directions. IMMERSIVE EXPERIENCE ARCHITECTURAL DESIGN INTERIOR DESIGN PLANNING PLACEMAKING DIGITAL EXPERIENCE DESIGN BRAND EXPRESSION & THEMING 91 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 19 33 PRACTICE AREAS Aviation Brand Design Cities + Urban Design Climate Action + Sustainability Strategy Consumer Goods Critical Facilities Digital Experience Design Energy Culture + Museums Financial Services Foundations, Associations + Organizations Government + Defense Healthcare Hospitality Mixed Use + Retail Centers Product Development Professional Services Residential Retail + Consumer Experiences Sciences Senior Living Sports WellnessTechnology Media Education Industrial + Logistics Entertainment Building Transformation + Adaptive Reuse Build to Suit + Headquarters Office DevelopersMobility + Transportation 92 Cherry Creek West Master Plan Denver, CO 93 Relevant Project Experience 94 Bus Stop Bus Stop Landscape Connection East-West Street Office Commons Residential Commons The Green Market Square The C o n f l u e n c e A B C D EF G MASTER PLAN June 2022 1st Avenue Un i v e r s i t y B o u l e v a r d Cl a y t o n L a n e Cherry Creek Drive No r t h Cherry Creek Mall 22 Gensler Cherry Creek West envisions a mixed-use, unapologetically sustainable neighborhood featuring dense net zero carbon development threaded together with a public realm that includes shared streets and innovative whole-district storm water retention design. The mixed-use development will balance a blend of office, residential, and retail to craft a vibrant, pedestrian-focused urban environment. A main driver for the project is to minimize the impact of vehicles on the public realm. As a result, the entire site is parked below-grade with garage entries and exits positioned towards the edges of the site on all four sides. The streets that travel through the site will be shared “slow” streets with flush transitions, narrow lanes, and varied surface materials. During events, retractable bollards will be leveraged to fully prevent car traffic in the heart of the development but still allow drop-offs to occur along the edges. Cherry Creek West DENVER, CO Est. Completion 2028 1,800,000 sq ft 13 acres Services Provided Architectural Design Consultation Master Planning Entitlement / Rezoning Execution Client Contact Amy Cara, East West Partners acara@ewpartners.com 303.592.1700 95 Bus Stop Bus Stop Landscape Connection East-West Street Office Commons Residential Commons The Green Market Square The C o n f l u e n c e A B C D EF G MASTER PLAN June 2022 1st Avenue Un i v e r s i t y B o u l e v a r d Cl a y t o n L a n e Cherry Creek Drive No r t h Cherry Creek Mall East West Partners and Vail Resorts - West Lionshead Area Redevelopment 2396 24 Gensler Completed 2023 35,900 sq ft Services Provided Architectural Design Entitlement Execution Interior Architectural Design Environmental Graphic Design Client Contact Nikki Eberle nerbele@alterramtnco. com 773.848.2387 Gensler, along with and Alterra Mountain Company, are reimagining the future of the Steamboat Resort Base Area to enhance the visitor experience by creating a lasting, immersive experience shaped by Steamboat’s rich history. Beginning with the relocation of the existing gondola loading activities to the snow (by others), along with the demolition of several underutilized structures, a true public space was created at the heart of the Base Area. The new public space will be accessed by way of an intuitive and experiential path that ends with a new grand stair and covered escalator. This new connection between the to-be reimagined transit center and the mountain represents a visitor’s first impression of the Base Area. Structured on top of a new below-grade building that houses both resort and guest services, the plaza above is centered around a new public ice rink. Surrounding the ice rink will be new public amenities and facilities located within both the plaza and several new buildings. The end result will be an enhanced, modern guest experience rooted in the authenticity of Steamboat. Steamboat Base Village Redevelopment STEAMBOAT SPRINGS, CO 97 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 2598 26 Gensler Located in the heart of the Pacific Palisades, the project is a community-friendly walkable mixed-use redevelopment consisting of unique retail shops & restaurants, cinema, 8 high- end apartment units, specialty grocery, landscaped park, creative office, amenity &meeting rooms for the community. Particular design attention is paid to neighborhood contextual scale and aesthetics—appropriate for the casual coastal Palisades lifestyle. Landscaped walkways, paseos, outdoor dining terraces, and a landscaped park create a unique gathering destination for the community and all of its visitors. Historically significant Swarthmore Ave will be revitalized respectfully to its original “Main Street”- style of bustling open-air street, reinforcing the area’s pedestrian-friendly small-town feel. Also, the Historical Bay Theatre cinema sign is to be recreated and community meeting room is to be provided as well. The project is scaled appropriately, not exceeding 2 stories, with attention to the reduction of noise and activity on the residential streets of Albright & Monument. Park amenity is created for the neighborhood, with the main pedestrian circulation on internal walkways while implementing landscape and street improvements throughout the site. Palisades Village LOS ANGELES, CA Completed 2018 151,000 sq ft Services Provided Architectural Design Interior Architectural Design Sustainability Certification Client Contact Dvid Williams, Caruso dwilliams@caruso.com 323.900.8100 x 8176 99 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 27100 28 Gensler Serving as Executive Architect, Gensler managed a complex team of engineers, contractors, and specialty design consultants on a $1 billion expansion and modernization that transformed. Westfield’s Century City property into one of Southern California’s premier luxury retail destinations. Westfield wanted to update its flagship property, first opened in 1964, to create a truly memorable experience and compete with online retailers. Working closely with the offices of Westfield Design and Kelly Wearstler to bring to life their design vision, Gensler led a team of experts including engineers and specialty design consultants. This complex team of highly specialized but interrelated disciplines developed, coordinated, documented and executed the design and vision for the new Westfield Century City on a phased schedule to allow existing parts of the mall to remain open through construction. The project included the demolition of an existing office tower and much of the existing shopping center, structural upgrades, significant reconstruction and renovation, building on top of existing structures, and new construction—including a new Macy’s department store. The new Westfield Century City features more than 200 shops, an aspirational design, and high-end amenities with integrated technology to create frictionless guest experience. As a result of this renovation, Westfield Century City has become a must-see destination, rising nineteen spots in the Los Angeles Business Journal’s annual rankings to become the seventh largest retail center in Los Angeles County. Westfield Century City LOS ANGELES, CA Completed 2017 1,260,000 sq ft Services Provided Architectural Design Interior Architectural Design Feasibility Studies Sustainability Certification 101 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 29102 30 Gensler Recognizing shifts in consumer buying patterns, MetroNational realized it was time to reinvent Memorial City Mall to create a totally new upscale shopping and lifestyle experience. The developer leveraged Gensler’s mixed-use expertise and technical skills to create an immersive customer experience with impactful and targeted renovations. This first phase lays the foundation for The Garden at Memorial to become Houston’s urban oasis and luxe mixed-use destination. Beginning with the demolition of an underutilized portion of the mall, turning inward-facing tenants outward, and in-filling the surface parking lot, the multi-phase long-term effort nets approximately 200,000 gross leasable square feet, a new structured parking garage wrapped with ground- and second-floor retail, restaurants, and at least one level of creative office space. The master plan calls for the construction of five new stand-alone retail buildings. The space between buildings is as important as the architecture itself. It’s about carving out in-between moments and elevating them into meaningful luxury experiences. Like a garden resort, lush greenery and landscaping highlight this highly curated mixed-use development. Retailers are not just selling goods but are integrated into elegant outdoor experiences. Re-imaged retail is geared toward consumers looking for unique venues with high-end services like concierge staff, valet lounge, and upscale restrooms. Each building in the collection is distinctively unique yet shares a common design vernacular. Their purposeful placement and the open green spaces create elevated experiences from the moment you leave your car. Taking cues from hospitality, a valet porte-cochere arrival serves as an activated outdoor room and connection to the “green spine”, the central green promenade spanning the entire pedestrian campus. Memorial Town Square HOUSTON, TX Completed 2024 (Planning & Concept) 210,000 sq ft Services Provided Master Planning Site & Building Analysis Architectural Design 103 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 31104 32 Gensler The Eagle County Regional Airport serves both locals and visitors of Eagle County and the Vail Valley. A reimagined concourse was constructed with six new gates in a design-build collaboration with Gensler and Hensel Phelps. The primary purpose of the project was to resolve gate lounge sizing issues to accommodate both current and future enplanements, as well as enhance the overall passenger experience. Specifically, the concourse experienced significant over-crowding, especially during the peak winter season when cancellations and delays are common due to severe weather. The team delivered an exceptional project within the County’s budget and time-sensitive schedule. Of the six new gates, four are served by passenger boarding bridges so that passengers are not exposed to weather conditions when deplaning. The two remaining gates are ground-loaded offering passengers an immersive outdoor experience of mountain views. The program also addressed operational needs including improvements to the security checkpoint, conveyances, central concessions, support services and restrooms. Eagle County Regional Airport Terminal Renovation and Expansion GYPSUM, CO Completed 2019 65,000 sq ft Services Provided Terminal Planning Architectural Design Interior Architectural Design Signage / Branding / Wayfinding Client Contact David Reid david.reid@eaglecounty.us 970.328.2648 105 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 33106 34 Gensler A dynamic mixed-use development offering a balance of work, live, and play has risen on the site of the original Boston Garden. Gensler designed a vibrant mixed-use development that provides a new gateway to the city and anchors the surrounding neighborhood. This work, live, play, “city within a city” hosts premium entertainment venues, specialty retailers, high-concept dining, and loft-style office space. The project’s streetscape design captures the essence of the Bulfinch Triangle’s industrial aesthetic, broadening the neighborhood while establishing a new Causeway Street shopping experience. Office, residential, and hotel towers rise from the energetic podium as a significant addition to the Boston skyline. Spearheaded by Boston Properties and Delaware North Companies, the project directly connects with the existing North Station transportation hub and the marquee entertainment destination of TD Garden. A steel and glass structure, reminiscent of the district’s original railways, covers the six- story gateway and creates a monumental urban space bringing together commuters, office workers, residents, tourists, and event goers. The last phase, a 600,000-square-foot office tower is anchored by Verizon and features a progressive, multi-level workplace, complete with an immersive innovation center for developing next-gen technology. The Hub on Causeway BOSTON, MA Completed 2023 1,900,000 sq ft Services Provided Architectural Design Interior Architectural Design Strategy: Area Analysis & Management Client Contact Bryan Koop, Boston Properties bkoop@bostonproperties. com 617.236.3300 107 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 35108 Frisco Retail Center Frisco, CO 109 Project Approach and Schedule, Proposed Development Vision and Program 110 38 Gensler Project Understanding It’s an idea about creating amazing places that have the ability to trigger deep emotional connections with the audience, between the place and the user. It is that emotional exchange between the built environment and the user. It’s about holding a person’s attention and creating that visceral moment when something inside you connects with the place in a special way, the beyond ordinary life experience that can elicit an emotional response that requires no specialized knowledge, nothing more than one’s emotion to make it happen. And it happens to everyone. What we’ve figured out is that great places have a defined persona, which has the ability to trigger aesthetic emotions. That highly emotive sense you get, that can sometimes be difficult to describe, but you just know it just feels amazing. This is what we wish to bring to the West Lionshead development. As we consider a future state for West Lionshead, we need to start with integrative thinking at the intersection of technology and place. Leveraging and synchronizing this convergence is at the heart of what will fuel innovation for West Lionshead and move us towards a disruptive and transformational shift to a “New Hybrid” experience. This methodology requires us to zoom out and look at the big picture of the economy and ecology of a project, then zoom in and look at almost an atomic level to understand the matter and the energy of a project. And then, being able to communicate at those different scales, what’s going on and how we put things together. The reality is that West Lionshead is tied into a complex web of relationships, with the ecology and the context that it is part of, which will demand a different set of abilities, tools, ways of thinking, and the ability to move across scales, being able to look at the big picture. TRANSFORMING WEST LIONSHEAD We envision West Lionshead to be a new dynamic enclave that celebrates the cultural and geographic openness that makes Vail a great place to live and visit. The desire to completely transform the property into the “Must see” globally recognized leisure destination presents the team with a series of great design obligations: • Choreograph a series of vibrant public settings at a relatable scale, and create a sense of place and intimacy. • Infuse authenticity and induce artistic pluralism to result in a place of undeniable timeless beauty. • Blend urban principles with an organic approach to design and planning. • Craft an intimate joinery with the natural surroundings and the Vail city fabric. • Transform the identity of Lionshead to declare a sophisticated communal environment. • Create a place that amalgamates the abstraction and timelessness of 21st Century modernism with the social and programmatic ambition of an ever-changing modern lifestyle. The West Lionshead opportunity is particularly meaningful to us, as our story is not about the evolution of an architectural style, but about the evolution of an idea. 111 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 39 COLLABORATION The West Lionshead development project can be properly addressed by bringing together a consortium of remarkable people of diverse talents, and by encouraging each of them to exploit their individual visions in an unlimited way, guided by a central dynamic intention. We believe that our collaboration will be like tightening a coil. Artistic insights, technical improvements, and innovative breakthroughs will come from a constant interaction with East West Partners, Vail Resorts and the entire team. An insistence on timelessness, and an interest in creating an iconic destination will inspire ambitious proposals in which architecture, engineering, and landscape are amalgamated into a dense a rigorous whole. OUR PROCESS Strategy How will West Lionshead be unique? What do West Lionshead stand for? Why should people care about West Lionshead? We believe that building a strong strategy and foundational guiding principles will help guide all aspects and all disciplinary decisions of the development process. By shaping clear answers to these questions we can define West Lionshead’s purpose in the world and inspire people to join you in delivering it. These questions can be best answered by getting to know the community and customers inside out. What do they need? How do they see the world? How might we make their lives a little— or a lot —better? 112 40 Gensler Proposed Development Vision and Program EverVail was meant to be the solution for this property—a mixed-use village with hotel(s), retail, restaurant, grocery, office, for-sale and for-rent residential, employee housing, project and skier parking, a gondola connection to the mountain, and a completely subterranean mountain operations facility. Today, there is an exciting opportunity to reimagine what this site could become—benefiting the community, embodying the quality for which Vail is known, enhancing the guest experience, and being financially viable. And we all know all of that is not easy. We understand the importance of creating a strong vision to engage the multitude of stakeholders and decision-makers such as East West Partners, the Town of Vail, Vail Resorts, and the community. Our team’s holistic approach to design will consider environmental, social, and economic factors ensuring that this project will meet the needs, aspirations, and expectations of all that are involved, as well as be sustainable and resilient. Our inclusive process will foster a sense of ownership and pride in the final outcome that will be essential in knitting the design team and stakeholder team together. Creating a vision for West Lionshead takes leadership. Successful, long-lasting and implementable visions embrace big ideas. They start with the end in mind … what do you want to see here in 10 years, 20 years? What will make this a terrific place? Visions often fail if “we can’t do that” gets introduced into the discussion too early. There is the right time to figure out logistics, how to move roads and utilities, how to restore wetlands, how to get the community what it is hoping for aligned with the needs of visitors, users, and buyers. It should not be the topic on the first day launching the master planning process. Excellently located developable land in mountain towns is extremely scarce. The redevelopment of property that is blighted, turns its back on natural features such as creeks, is underutilized, and is the western gateway to Lionshead is a development opportunity decades in the making. 113 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 41 UNDERSTANDING OF THE ISSUES We understand that this effort will be an opportunity to reevaluate the planning that has been executed over the past 25 years with today’s perspectives. This includes maximizing the access to Gore Creek and Red Sandstone Creek to ensure an incredible user experience can be realized into the natural environment, defining sustainable goals, confirming programmatic needs, and integrating the new development into the mass and scale of the surrounding context. As part of developing this proposal we have identified the following considerations, in addition to those previously mentioned, that we will want to review in further detail as part of the project process. LIFT ACCESS LOCATION As shown in the previous master plans, the location of the lift access bordered on one side by the Eagle River Water and Sanitation District (ERWSD) facility creates a one-sided village experience. Alternate lift access locations could be explored where the lift access can be surrounded by base village programming so the user experience can be better controlled. Additionally, finding alternate approaches to satisfy the parking need for the ERSWD, could open up additional land area around the previously determined lift access if increasing the project area to include that parking lot can occur. MOUNTAIN SERVICE YARD FACILITY Additional effort to determine the location for the Mountain Service Yard facility at grade or on alternate locations outside of the West Lionshead area. This could avoid a considerable cost to push significant program into subterranean levels as identified in previous master plans. If we can solve this we can alleviate some future financial pressure on the overall execution of the master plan. VAIL FRONTAGE ROAD ALIGNMENT The relocation of the Vail Frontage Road as shown on the EverVail planning from 2010, is a significant move that will require significant budget dollars to execute. Additional study could occur to determine alternate approaches to minimizing the overall frontage road width while still maintaining connectivity to Lionshead Village, West Vail, and the Gore Creek Trail. Maintaining the existing infrastructure locations while creatively accommodating vehicular traffic and access for both users and services could alleviate future financial pressures. PARKING Evaluating the parking needs and execution strategies with a mixture of a centralized and decentralized locations to balance the development density will be explored. This should include leveraging multi-modal uses and infrastructure to alleviate the parking need as much as possible. EMPLOYEE HOUSING Workforce housing has become a significant issue in all mountain communities. Considerable attention should be given to this programmatic element to determine the amount of workforce housing that the plan could accommodate, as well as possible financial incentives to alleviate some of the long-term financial impacts. “It is a shared goal of the Town of Vail, Vail Resorts, and East West Partners to ensure our town remains a top destination for guests and a vibrant community for the residents who create the welcoming and unique atmosphere Vail is known for,” said Travis Coggin, Mayor of the Town of Vail 114 42 Gensler Project Approach Our approach combines national expertise with local knowledge. The design process will be iterative, allowing the planning vision to be tested with building footprints and program coverage while balancing serviceability and functional aspects of the master plan. The entire design team will bring their expertise to collaborative charrettes, ensuring a well-rounded perspective on mixed- use projects, sustainability, and future-proofing informs the outcome. This team may include professionals with planning, hospitality, and residential expertise from other markets, providing innovative solutions and fresh perspectives. Additionally, the team will leverage tools like Gensler’s Blox program, an algorithm-powered design visualization and computational tool, to effectively communicate programmatic options with each design iteration, enabling informed decisions throughout the design phase. Our goal is to develop a master plan that harmonizes with the natural landscape, integrates advanced infrastructure, creates vibrant spaces that foster community engagement and economic growth, and remains relevant for generations. Creating an authentic place is more than just design choices—it’s about evoking a sense of place, rooted in community, offering something unique and memorable. At Gensler, we take pride in pushing the boundaries of traditional design thinking. We look forward to reimagine West Lionshead Village, enhancing its appeal with thoughtful design elements, modern amenities, and a cohesive brand identity. Our proposed approach is tailored to address the complexity of this project, encompassing the creation of a vision, the development of concept plans, community engagement, the rezoning/approval process, and reality checks along the way. The process is likely to include: STRATEGIC KICKOFF (SKO) Establishing clear project goals from the outset is critical to guide planning efforts and maintain team alignment. The initial phase involves defining goals for the property and outlining a preliminary development program. The SKO will investigate, clarify, and refine the property’s vision and site capacity for potential uses. Identifying Critical Success Factors at this stage will provide benchmarks to guide the master planning process. This phase will also allow us to review elements of previous plans that remain relevant, as well as to confirm the updated development program. Key discussion topics may include: • Site conditions (utility locations, setbacks, access, traffic volumes, etc.). • Understanding and awareness of USFS discussions regarding new lift access location within the master plan. • Potential expansion needs for the Eagle River Water and Sanitation District facility. • Future site location of the Mountain Services Yard facility. • Frontage road impact and potential relocation. • Analysis of the existing zoning within the master plan area, including effects of Natural Preservation Zones and Arterial Business District zones. • Mix of uses such as hotel, residential (for sale, rental, and workforce), office, food and beverage, hotel keys, amenities, parking, transit, etc. Milestone Deliverable #1: SKO Meeting Summary, including project vision, mission statement, project drivers, and initial program. 115 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 43 BASELINE RESEARCH AND SITE ANALYSIS This phase creates the foundation for the master planning process, involving a review of local development codes, current entitlements, anticipated rezone entitlements, relevant approval conditions, and past studies. The analysis will produce a detailed atlas of current site conditions (topography, roads, utilities, hydrology, etc.). COMMUNITY OUTREACH AND ENGAGEMENT Alongside the Baseline Research and Site Analysis, our team will begin community engagement. After this initial outreach, we’ll summarize programmatic requests and community aspirations that may shape the final program and project drivers. Milestone Deliverable #2: Building upon Milestone Deliverable #1, a finalized project vision, mission statement, project drivers, and comprehensive program based on client meetings and community outreach to date. MASTER PLAN FRAMEWORK AND CONCEPTUAL LAND USE PLANS The framework plan will integrate context, road networks, infrastructure, open and urban spaces, greenways, conceptual land uses, and aesthetic intent. This phase allows us to develop and present design alternatives to select and refine those that best align with the master plan’s objectives, incorporating client feedback. Milestone Deliverable #3: Master Plan Framework document outlining key master plan elements, including contextual and user experience diagrams, road networks, and land use opportunities. THE CONCEPTUAL MASTER PLAN This plan serves as the foundation for detailed planning, design, and engineering. It includes context, framework, vision, identity, massing, land uses, development patterns, and key differentiators. We engage the community and political stakeholders through an inclusive process, ensuring that design benefits justify costs, planning for operations and maintenance, and addressing phasing creatively. Milestone Deliverable #4: The final conceptual master plan document, reflecting client and community input throughout the design process. REZONING/ENTITLEMENTS Throughout the design phase, our team will consider the steps needed to implement the plan. As planning elements emerge, we will engage with the Town of Vail to validate planning and prepare for future entitlement processes as part of Phase II. Success here requires upfront work and a proposal backed by broad support. 116 44 Gensler Project Schedule WEST LIONSHEAD PROJECT SCHEDULE *Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Phase I: Project Assesment/Discovery (4-7 months) Design Firm Selection Kick off Town Participation (roles, cost sharing, etc.) Listening Sessions (ran by EWP w/key stakeholders) Visioning and Conceptual Planning (Monthly TOV Staff Discussions) LRMP Review (with Town) Zoning Review (with Town) Detailed Budget and Schedule for Phase 2 Phase II: Master Plan Creation (6 months) Complete Master Plan Development LRMP Amendments and Adoption Zoning Amendment and related Town Approvals Architectural Schematic Design Drafting of Entitlements Applications Detailed Budget and Schedule for Phase 3 Phase III: Entitlement Process (18 months) Architectural Documents (% complete) Development Applications Public meetings or with Town Hearings or approval meetings Key Milestones We have reviewed the schedule below, that was provided with the RFQ and can commit to delivering as outlined. TEAM INVOLVEMENT Team involvement percentages will vary throughout the project process and could fall within the ranges identified here. However, we are committed to meeting your expectations and look forward to the opportunity of partnering with you to further define labor hour estimates for Phase I. TEAM MEMBER PERCENTAGE Jon Gambrill 20 - 50% David Glover 50 - 100% Nick Seglie 25 - 100% Additional project team As needed 117 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 45 WEST LIONSHEAD PROJECT SCHEDULE *Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Phase I: Project Assesment/Discovery (4-7 months) Design Firm Selection Kick off Town Participation (roles, cost sharing, etc.) Listening Sessions (ran by EWP w/key stakeholders) Visioning and Conceptual Planning (Monthly TOV Staff Discussions) LRMP Review (with Town) Zoning Review (with Town) Detailed Budget and Schedule for Phase 2 Phase II: Master Plan Creation (6 months) Complete Master Plan Development LRMP Amendments and Adoption Zoning Amendment and related Town Approvals Architectural Schematic Design Drafting of Entitlements Applications Detailed Budget and Schedule for Phase 3 Phase III: Entitlement Process (18 months) Architectural Documents (% complete) Development Applications Public meetings or with Town Hearings or approval meetings Key Milestones 118 Confidential Hotel Steamboat Springs, CO 119 Public Engagement 120 48 Gensler Public Engagement Gensler has developed a strong process and approach to community outreach through the lessons we’ve learned across our diverse practice, and the long track record of successful consensus building on public and private projects. A robust Public Engagement Plan, developed in collaboration with East West Partners, Vail Resorts, and the Town of Vail, is essential to project success. Our methods include community workshops and open houses, focus groups, small interviews, circulated print material, and other interactive activities. We tailor all strategies to the wide spectrum of members of the community, including being culturally specific and multilingual. Our team members are accustomed to working with complex client groups and will structure the process to give decision makers a clear understanding of the benefits and trade offs associated with all alternatives and approaches. OUR METHODS This list illustrates the wide variety of community engagement activities Gensler can offer. In practice, all activities are custom- tailored to the specific mission and goals of each project. Community Open House: an open house is a casual community meeting where visitors can engage with various information stations, each focusing on a particular issue, topic, or concept. Community Workshop: a workshop with a set agenda and a presentation meant to inform and initiate dialogue about the project. The focus is on discussing the master plan process and design options, and understanding participants’ comments and concerns. Gensler has experience conducting workshops in a variety of languages. As designers, we know that inspiration isn’t purely serendipitous; it’s built on careful listening and intentional collaboration. Gensler believes in using on-the-ground, personal, and tactile techniques to reach the communities that our clients are part of. Eco-Charrette: a community workshop focusing on sustainability and resiliency. Members of the community and experts in transportation, engineering, health and wellness, water, and waste all work together to create a vision plan and prioritize sustainability concepts. Interviews: individual interviews with community members allow for deeper personal insight and feedback. Journey Mapping: this facilitated exercise helps the project team to understand a typical user experience by mapping a spatial journey. Facilitator guides a group to put themselves in the shoes of the user and document the different aspects of their journey. Lemonade Stand: setting up a booth-like experience to intercept users and engage them in an activity or conversation. Online Survey: Gensler will design an online survey to be sent out to community stakeholders. This can be a quantitative or qualitative survey and an opportunity to reach a wider audience. Resource and Needs Mapping: a large map is used as a base and markers such as post-its and cards represent the resources and needs in a community and where they are located. Participants place the markers on the map to show what they value as resources and what they need or hope to have in the future. Scenario Modeling: a smaller group of project stakeholders generate and compare various scenarios—or future outcomes— based on users, market demand, community benefits, and other prioritized project elements. 121 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 49 Vision Boards: these are visual representations of the design, vision, concepts, and principles of a project. These boards and graphics can be used in community workshops and meetings, open houses, focus groups, and in the entitlement process. Visioning Exercises: these exercises are done to solicit opinions and insights from users. The design team then analyzes the responses and integrates the feedback into future meetings and concept design. ENGAGEMENT APPROACH Phase I: Direct Stakeholders The first phase will focus on collaborating with direct property/ project stakeholders. We suggest conducting both in-person and virtual meetings, organizing stakeholders into functional working groups. These focus groups will invite key stakeholders and organizational representatives to share facilitated dialogue, helping to highlight the goals, gaps, and successes of mixed- use developments. These sessions provide invaluable input into the planning process while fostering partnerships and a shared understanding among participants. We will work with you at the outset to identify these working groups. Phase II: Community-Wide Community-wide engagement extends broadly to include all members of the community, promoting open and transparent participation. Once the team reaches consensus on an overarching redevelopment vision, we will engage the broader Vail community. A project communication plan will be developed to convey the project’s purpose, outline public outreach initiatives, and communicate the established project goals. Event Photos 59SOUTH MAIN STREET VISION PLAN FINAL REPORT 3.0 COMMUNITY OUTREACH CITY OF SANTA ANA SOUTH MAIN STREET VISION PLAN LA VISIÓN DE SOUTH MAIN STREET WILLOWBROOK MLK HEALTHY COMMUNITY STAKEHOLDER MEETINGS, LOS ANGELES, CA PERSHING SQUARENEW, LOS ANGELES, CA SOUTH MAIN STREET VISION PLAN, SANTA ANA, CA 122 MOTO Denver, CO 123 Team Chemistry 124 52 Gensler Team Chemistry Team chemistry is about sharing values, collaborating seamlessly, operating with integrity, demonstrating reliability, being fully committed, bringing passion, and finding joy and fun in working together. East West Partners operates with the ethos: “Our People. Our Planet. Our Communities. Our Projects. Our Wallet.” Gensler’s guiding principles closely align with and support these values, and represents our commitment to design projects that create a better world. They are the foundation of the firm’s culture and the defining process of our practice. GENSLER’S GUIDING PRINCIPLES • We believe in the power of design to create a better world. • We can’t be global if we are not local first. Being local connects us to the communities we serve. • We believe it all begins and ends with our client relationships. • We embrace a diversity of projects—large and small, ambitious and modest—that no other firm can. • We grow and empower the industry’s top talent to pursue their passions and make a difference. • Practice area specialization differentiates us as experts. Cross-pollination differentiates us as innovators. • Diversity and inclusion are in our DNA. Our diverse backgrounds, thinking, talent, and experience ignites our creativity. • We are proud to be in the business of design. Each of us is responsible for our success. • We are obsessively curious, driven to learn, grow, and explore new ideas, and innovate. • We care deeply about our “we vs. I” culture. Together, we are one firm with a shared destiny. 125 East West Partners and Vail Resorts - West Lionshead Area Redevelopment 53 WE ARE COMMITTED TO YOU Enticing, exciting, and satisfying. Robust, relaxing, and entertaining. It’s all about the experience—the sensations felt, the memory of an unforgettable place, the connections formed. Our goal is to establish a lasting bond between a place and those who use it. 126 1225 17th Street Suite 150 Denver, CO 80202 303.595.8585 www.gensler.com Abu Dhabi Atlanta Austin Baltimore Bangalore Bangkok Beijing Berlin Birmingham Bogotá Boston Charlotte Chicago Columbus Dallas Denver Detroit Dubai Hong Kong Houston Kansas City La Crosse Las Vegas London Los Angeles Mexico City Miami Minneapolis Monterrey Morristown, NJ Mumbai Munich Nashville Newport Beach New York Oakland Paris Philadelphia Phoenix Portland Raleigh-Durham Riyadh San Antonio San Diego San Francisco San Jose San José, Costa Rica Santo Domingo, Dominican Republic Seattle Shanghai Singapore Sydney Tampa Tokyo Toronto Vancouver Washington, D.C. 127 AGENDA ITEM NO. 2.4 Item Cover Page DATE:November 19, 2024 TIME:15 min. SUBMITTED BY:Lauren Noll, Finance ITEM TYPE:Presentation/Discussion AGENDA SECTION:Presentation/Discussion (1:30pm) SUBJECT:Draft Ordinance Discussion (3:00pm) SUGGESTED ACTION:Listen to presentation and provide feedback. PRESENTER(S):Lauren Noll, Revenue Manager VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: No. 20, 21, and 22, Series 2024 Memo - Code Updates 128 Town of Vail Page 1 Memorandum To:Town Council From:Finance Department Date:November 19, 2024 Subject:Ordinance No. 20, Series 2024, an ordinance updating construction use tax code; Ordinance No. 21, Series 2024, an ordinance updating business licensing code; and Ordinance No. 22, Series 2024, an ordinance updating sales tax code I.PURPOSE The purpose of Ordinances No. 20, 21, and 22, Series 2024 is to amend the following sections of the Vail Town Code: - Title 2, Chapter 8 regarding time requirements for construction use tax refunds of construction use tax paid - Title 4, Chapter 1 regarding business licensing requirements for certain businesses who operate shared services -Title 4, Chapter 3 regarding the exemption of essential hygiene products such as diapers and period products from the town 4.5% sales tax II.DISCUSSION Ordinances No. 20, 21, and 22, Series 2024 provides a variety of updates to the Town’s Code. USE TAX UPDATE In 2024, Town staff implemented a construction use tax reconciliation process for projects with a total valuation of $100,000 or more. Through the reconciliation process a taxpayer may be eligible for a refund. The existing construction use tax code language mandates a use tax refund to be made within 60 days after issuance of the building permit if paid under dispute or within 60 days after certificate of occupancy for deed restricted employee housing units. Staff recommends updating the code to allow for refunds within 90 days. 90 days provides contractors additional time to gather paperwork required for the reconciliation, including invoices and job cost reports. This is also in line with peer communities. 129 Town of Vail Page 2 Adoption of Ordinance No. 20, Series 2024 will update the Vail Town Code, to allow refunds within 90 days instead of the current 60 days. BUSINESSS LICENSING In Title 4, Chapter 1 this ordinance provides an update to the Town’s business licensing code in response to ambiguity of business licensing requirements for shared services business such as a bike share program or a future car share program. The Town’s code requires businesses to maintain a separate business license for each physical location in Vail. For the bike share program, this meant obtaining a license for each docking station throughout the town. However, because this is a relatively new business model, the code did not specifically address this type of operation. Staff believed that requiring a license for each docking station was not in line with the intended spirit of the code and has only required one license for the bike share program. Town staff also anticipates future businesses with similar models to the bike share program where transportation systems are rented and returned via mobile interface to an unstaffed or not primarily staffed location in Vail. To clarify Town Code, a definition for “place of business” and “shared services business” is included in the proposed ordinance. The definition of “business” is updated to include devices, machines, vehicles, and appurtenances. The adoption of Ordinance No. 21, Series 2024, will update the town’s code to clearly define "place of business," thereby supporting business licensing practices. It will also eliminate any ambiguity regarding licensing requirements and zones for these shared services type businesses. SALES TAX Ordinance No. 22, Series 2024 includes an exemption from the 4.5% sales tax for period and incontinence products. In 2022 the Colorado State Assembly passed legislation to exempt these products effective January 1, 2023. The legislation did not require cities and counties to follow suit; however, many cities and counties across Colorado have already exempted these products including Eagle County and the Town of Avon. Would Council like to include an exemption in the town’s sales tax code to exempt period and incontinence products from the town’s 4.5% sales tax? Should Council approve this change, staff recommends making this exemption effective January 1, 2025. III.ACTION REQUESTED FROM COUNCIL 130 Town of Vail Page 3 Staff requests that Council approve or approve with amendments Ordinances No. 20, 21, and 22, Series 2024 upon first and second readings. 131 AGENDA ITEM NO. 2.5 Item Cover Page DATE:November 19, 2024 TIME:30 min. SUBMITTED BY:Pete Wadden, Environmental Sustainability ITEM TYPE:Presentation/Discussion AGENDA SECTION:Presentation/Discussion (1:30pm) SUBJECT:Update on Gore Creek Macroinvertebrate Scores and Recent Stormwater Spills (3:15pm) SUGGESTED ACTION:Listen and provide feedback. PRESENTER(S):Pete Wadden, Watershed Health Specialist VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: 2023 Gore Creek Bug Numbers 132 PRESENTATION BY Pete Wadden Watershed Health Specialist 970-479-2144 pwadden@vail.gov Update on Gore Creek Macroinvertebrate Populations 133 Invertebrate Monitoring on Gore Creek •Benthic macroinvertebrates are foundation of the food chain •Health of invertebrate communities is indicative of overall stream health •Relative abundance and diversity of sensitive taxa •Standards set by CDPHE Town of Vail | Environmental Sustainability 134 Invertebrate Monitoring on Gore Creek •Aquatic invertebrate samples collected each September since 2009 •Data collection and analysis funded by Eagle River Water & Sanitation District Town of Vail | Environmental Sustainability 135 Data Collection Town of Vail | Community Development Hess Sampler isolates 1/10 of a square meter of stream bottom. All biotic material from that area is captured. 136 Data Collection Town of Vail | Community Development 137 Data Analysis TSimulium vittatum: Black fly larva Collector-Filterer, Clingerevelopment 138 Data Analysis elHexatoma: Crane fly larva Predator, Burroweropment 139 Data Analysis TPseudodiamesa sp.: Midge larva Collector-Gatherer, Sprawlerown of Vail | Community Development 140 Data Analysis Heleniella: Midge larva Collector-Gatherer, Sprawler of Vail | Community Development 141 Monitoring Locations Town of Vail | Community Development 142 2009-2023 MMI Scores Town of Vail | Community Development 143 2023 MMI Scores vs. 2009-2022 Average Town of Vail | Community Development 144 Red Sandstone Creek Town of Vail | Community Development •Four sites •At USFS Boundary •At Sandstone Creek Club •Above I-70 •At Gore Creek Confluence 145 Red Sandstone Creek Town of Vail | Community DevelopmentPassing scores at all sites since 2019 (with one exception in 2022)146 Stormwater Education Town of Vail | Community Development Bus boards and Vail Daily ads to raise awareness of stormwater dumping 147 Stormwater Incidents Town of Vail | Community DevelopmentDiesel spill 148 Stormwater Incidents Town of Vail | Community DevelopmentUnknown discharge Storm drains flow to the creek 149 Stormwater Incidents Town of Vail | Community DevelopmentChlorine spill 150 Stormwater Incidents Town of Vail | Community DevelopmentChlorine spill Discharge flowed into one of our 277 Gutter Bin capture devices 151 Stormwater Incidents of Vail | Chlorine spill - Could have been much worse Resulted in 8 dead fish (two trout fry and 5 sculpin fry). Isolated near outfall. 152 Current Code Language Town of Vail | Community Development 5-1-4 DEPOSITING WASTE MATERIAL. The throwing, depositing, scattering by any person or the permitting by any person of the throwing or scattering of any waste or other material of any kind upon any sidewalk, street, alley, public passageway, public park, open area or upon any private property within the town shall be deemed a public nuisance. (Ord. 18(1966) § 2(c)) 153 Update Stormwater Regulations Town of Vail | Community Development Would council like to see staff return with a proposed code amendment to make stormwater spills- even inadvertent spills- a specific offense in the Vail Town Code? 154 Thank you! PRESENTATION BY Pete Wadden Watershed Health Specialist 970-479-2144 pwadden@vail.gov 155 AGENDA ITEM NO. 2.6 Item Cover Page DATE:November 19, 2024 TIME:10 min. SUBMITTED BY:Pete Wadden, Environmental Sustainability ITEM TYPE:Worksession AGENDA SECTION:Presentation/Discussion (1:30pm) SUBJECT:Application for Grant for Gutter Bin Stormwater Treatment Devices (3:45pm) SUGGESTED ACTION:Staff seeks approval from Council to apply for a grant from the Colorado Department of Public Health and Environment (CDPHE) Non-Point Source (NPS) grant program. PRESENTER(S):Pete Wadden, Watershed Health Specialist VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: CDPHE NPS Grant TC Memo 156 To: Town Council From: Department of Environmental Sustainability Date: November 19, 2024 Subject: Application for Stormwater Infrastructure Grant from Colorado Department of Public Health and Environment I. Purpose: Staff seek approval from Council to apply for $300,000 in grant funds from the Colorado Department of Public Health and Environment (CDPHE) Non-Point Source (NPS) program for the installation of an additional 200-250 gutter bin stormwater filtration devices. Acceptance of the grant would commit Vail to the equivalent of $100,000 in cleaning, monitoring, and maintenance fees in 2025 and each subsequent year through 2027. Match could be achieved through payments to a contractor or by allocating resources from the Public Works streets crew and equipment twice per year. II. Background: As part of the effort to achieve Town Council's strategic goal of restoring aquatic insect populations in Gore Creek and removing Gore Creek from the 303 (d) list of impaired waterways by 2029, staff set the milestone of installing filtration devices in 50% of stormwater inlets in Vail by the end of 2025. Receipt of this grant would facilitate that goal. Town of Vail has previously applied for and received three other CDPHE NPS grants since 2016. Those grants funded the installation of pervious pavement at Stephen’s Park, a hydrodynamic separator and other stormwater upgrades on Westhaven Drive, the installation of a filtration system at the Public Works snow dump and the purchase and installation of 277 gutter bin inlet filtration devices. III. Action Requested of Town Council Staff requests the Town Council to authorize the staff to submit an application for funding to CDPHE by the December 4, 2024 deadline. 157 AGENDA ITEM NO. 3.1 Item Cover Page DATE:November 19, 2024 SUBMITTED BY:Greg Roy, Community Development ITEM TYPE:DRB/PEC Update AGENDA SECTION:DRB/PEC (3:55pm) SUBJECT:DRB/PEC Update (5 min.) SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: DRB Results 11-13-24 PEC Results 11-11-24 158 Design Review Board Minutes Wednesday, November 13, 2024 2:00 PM Vail Town Council Chambers Present: Roland J Kjesbo Kit Austin Rys Olsen Absent: Mary Egan 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 DRB24-0409 - Ogden Residence Final review of exterior alteration (garage door) Address/ Legal Description: 2119 Chamonix Lane B/Lot 12, Vail Heights Filing 1 Planner: Jonathan Spence Applicant Name: Ogden Trust, represented by George Ogden DRB24-0409 Plan Set.pdf 2119_Chamonix_Garage_Doors.jpg Roland J Kjesbo made a motion to Table to a date uncertain; Rys Olsen seconded the motion Passed (3 - 0). 3.2 DRB24-0406 - LYH LLC Final review of an addition (crawl space conversion, windows, solar) Address/ Legal Description: 805 Potato Patch Drive/Lot 29, Block 1, Vail Potato Patch Filing 1 Planner: Jonathan Spence Applicant Name: LYH, represented by KH Webb DRB24-0406 Existng Photos and lighting, window, solar details.pdf DRB24-0406 Plan Set.pdf Color Material Board.pdf Code Section Ground Mounted Solar.pdf Rys Olsen made a motion to Approve with the findings it meets 14-10- 5 and the condition that the ground mounted solar panels are not included in the approval; Roland J Kjesbo seconded the motion Passed (3 - 0). 3.3 DRB24-0373 - East West Properties Conceptual Review Address/ Legal Description: 17 Vail Road/Lot G, Vail Village Filing 2 Design Review Board Meeting Minutes of November 13, 2024 1 159 Planner: Jonathan Spence Applicant Name: East West Properties, represented by 4240 Architecture Inc FirstBank DRB Plan Set.pdf Villa Cortina Correspondence, 11-01-2024.pdf FirstBank DRB Booklet.pdf Conceptual only. No action necessary. 3.4 DRB24-0376 - LAR LLC Final review of an exterior alteration (deck) Address/ Legal Description: 1320 Greenhill Court B/Lot 16, Glen Lyon Subdivision Planner: Jamie Leaman-Miller Applicant Name: LAR LLC, represented by Borgerson Design, Inc. DRB24-0376 Photographs.pdf DRB24-0376 Plans.pdf Roland J Kjesbo made a motion to Table to a date uncertain; Rys Olsen seconded the motion Passed (3 - 0). 3.5 DRB23-0391.001 - Peterson Residence Final review of a change to approved plans (exterior changes/windows) Address/ Legal Description: 2972 Bellflower Drive/Lot 14, Block 6, Vail Intermountain Development Subdivision Planner: Jamie Leaman-Miller Applicant Name: Ralph & Joyce Peterson, represented by The Groff Company DRB23-0391.001 Plans.pdf DRB23-0391 Previous Approval.pdf Rys Olsen made a motion to Approve with the findings it meets 14- 10-5 and the condition that the applicant provide any necessary utility approvals prior to the permit approval; Roland J Kjesbo seconded the motion Passed (3 - 0). 3.6 DRB24-0411 - Edwards Residence Final review of an exterior alteration (roofline/deck/windows) Address/ Legal Description: 281 Bridge Street 14/Lot D & E, Block 5C, Vail Village Filing 1 Planner: Jamie Leaman-Miller Applicant Name: Daniel Edwards, represented by Pierce Austin Architects DRB24-0411 Docs & Renderings.pdf DRB24-0411 Plans.pdf (Austin recused) Rys Olsen made a motion to Approve with the findings it meets 14-10-5 and the condition that prior to permit approval the applicant shall show the upper floor windows to match the second floor dimensions; Roland J Kjesbo seconded the motion Passed (2 - 0). 3.7 DRB24-0381 - Vail Golf Course Final review of new construction (restrooms and maintenance storage for the athletic fields) Address/ Legal Description: 1775 Sunburst Drive/Vail Village Filings 7 & 8 and unplatted Planner: Heather Knight Design Review Board Meeting Minutes of November 13, 2024 2 160 Applicant Name: Vail Golf Course, represented by Zehren and Associates Inc. DRB24-0381-Plan Set.pdf Rys Olsen made a motion to Approve with the findings it meets 14-10-5 and with the condition that the garage doors match in height and the windows above the garage have matching proportions; Roland J Kjesbo seconded the motion Passed (3 - 0). 3.8 DRB23-0281.004 - Timber Ridge II Final review of a change to approved plans (materials) Address/ Legal Description: 1281 North Frontage Road West/Lot 1, Timber Ridge Subdivision Planner: Greg Roy Applicant Name: Timber Ridge II, represented by Triumph DRB23-0281 Approved Elevations.pdf DRB23-0281.004_Elevations 11-13.pdf Rys Olsen made a motion to Approve with the findings it meets 14-10-5 & 14-10-6; Roland J Kjesbo seconded the motion Passed (3 - 0). 3.9 DRB24-0346 - Dobson Arena Final review of an addition (expansion/renovation) Address/ Legal Description: 321 West Meadow Drive/Lot 5, Block 1, Vail Lionshead Filing 2 Planner: Greg Roy Applicant Name: Town of Vail , represented by Greg Hall DRB24-0346 Documents.pdf DRB24-0346 Plans_Part1.pdf DRB24-0346 Plans_Part2.pdf DRB24-0346 Plans_Part3.pdf DRB24-0346 Plans_Part4.pdf DRB24-0346 Applicant Presentation.pdf Rys Olsen made a motion to Approve with the findings it meets 14-10-4, 14-10-5, 14-10-7, 14- 10-8; Roland J Kjesbo seconded the motion Passed (3 - 0). 4. Staff Approvals 4.1 DRB23-0029.002 - Chalet 12 Exag LLC Final review of a change to approved plans (roof/sunlight) Address/ Legal Description: 151 Vail Lane 12/Tract B, Front Door Three Dimensional Subdivision Planner: Jonathan Spence Applicant Name: Chalet 12 Exag, represented by KH Webb 4.2 DRB23-0281.003 - Timber Ridge Final review of a change to approved plans (elevations/landscape/site plan) Address/ Legal Description: 1281 North Frontage Road West/Lot 1, Timber Ridge Subdivision Planner: Greg Roy Applicant Name: Timber Ridge, represented by Ruther Associates 4.3 DRB24-0159.001 - 9 Vail Rd 24 LLC Final review of a change to approved plans (tree removal) Address/ Legal Description: 9 Vail Road 2E/Lot B, Vail Village Filing 2 Design Review Board Meeting Minutes of November 13, 2024 3 161 Planner: Heather Knight Applicant Name: 9 Vail Rd 24, represented by Zehren and Associates 4.4 DRB24-0173.002 - Vailwest LLC Final review of a change to approved plans (driveway) Address/ Legal Description: 1800 Sierra Trail/Lot 25, Vail Village West Filing 1 Planner: Jonathan Spence Applicant Name: Vailwest, represented by Berglund Architects 4.5 DRB24-0268.001 - 298 Rockledge LLC - ETAL Final review of a change to approved plans (windows/doors/roof) Address/ Legal Description: 298 Rockledge Road/Lot 16, Block 1, Vail Village Filing 1 Planner: Jonathan Spence Applicant Name: 298 Rockledge, represented by KH Webb 4.6 DRB24-0269.001 - Lebowitz Residence Final review of a change to approved plans (access hatch) Address/ Legal Description: 356 Hason Ranch Road/Lot D, Block 2, Vail Village Filing 1 Planner: Greg Roy Applicant Name: David Lebowitz, represented by KH Webb 4.7 DRB24-0301 - Timber Ridge Final review of an exterior alteration (temporary bus stop) Address/ Legal Description: 1281 North Frontage Road West/Lot 1, Timber Ridge Subdivision Planner: Greg Roy Applicant Name: Timber Ridge, represented by Ruther Associates 4.8 DRB24-0331 - The Hythe Final review of an exterior alteration (make-up air unit) Address/ Legal Description: 715 West Lionshead Circle/West Day Subdivision Planner: Jamie Leaman-Miller Applicant Name: The Hythe, represented by R&H Mechanical 4.9 DRB24-0335 - Aliber Residence Final review of an exterior alteration (patio/stairs) Address/ Legal Description: 2893 Timber Creek Drive C11/Lodges at Timber Creek Phase 1 Planner: Jamie Leaman-Miller Applicant Name: Marilyn Aliber 4.10 DRB24-0356 - Villa Noor LLC Final review of an exterior alteration (AC unit) Address/ Legal Description: 380 East Lionshead Circle/Lot 7, Block 1, Vail Lionshead Filing 1 Planner: Heather Knight Applicant Name: Villa Noor, represented by R and H Mechanical 4.11 DRB24-0363 - Tice Residence Final review of a tree removal Design Review Board Meeting Minutes of November 13, 2024 4 162 Address/ Legal Description: 252 West Meadow Drive B/Lot 8, Vail Village Filing 2 Planner: Jamie Leaman-Miller Applicant Name: Kevin & Josephine Tice, represented by Vail Valley Tree Service 4.12 DRB24-0366 - Vail Chalet 13 LLC Final review of an exterior alteration (windows/doors) Address/ Legal Description: 151 Vail Lane 13/Tract B, Front Door Three Dimensional Subdivision Planner: Jonathan Spence Applicant Name: Vail Chalet 13 LLC, represented by KH Webb 4.13 DRB24-0369 - Brooktree Townhouses Final review of an exterior alteration (reroof) Address/ Legal Description: 980 Vail View Drive/Lot B5, Block B, Lion's Ridge Subdivision Filing 1 Planner: Jamie Leaman-Miller Applicant Name: Brooktree Townhouses, represented by Horn Brothers Roofing 4.14 DRB24-0391 - Yeti's Grind Final review of a sign application (sign) Address/ Legal Description: 2271 North Frontage Road West/Lot 1, Vail Das Schone Filing 1 Planner: Jamie Leaman-Miller Applicant Name: Yeti's Grind, represented by Eclipse Sign Co 4.15 DRB24-0393 - Brandess Residence Final review of a tree removal Address/ Legal Description: 2077 North Frontage Road West 39/Lot 39, Buffehr Creek Resubdivision Planner: Jamie Leaman-Miller Applicant Name: Brandess Enterprise, represented by Timber Pro Tree Services 4.16 DRB24-0394 - Cascade Penthouse #1 LLC Final review of an exterior alteration (roof) Address/ Legal Description: 1310 Westhaven Drive R1/Cascade Village - Colorado Mountain Condominiums Planner: Jonathan Spence Applicant Name: Cascade Penthouse #1 LLC, represented by ZBP Roofing 4.17 DRB24-0397 - Creevy Residence Final review of an exterior alteration (tree removal) Address/ Legal Description: 5107 Black Gore Drive East/Lot 3, Block 2, Gore Creek Subdivision Planner: Jamie Leaman-Miller Applicant Name: Scott & Sally Jane Creevy, represented by Vail Valley Tree Service 4.18 DRB24-0399 - Lionshead Arcade Condo Final review of an exterior alteration (paint/trim) Address/ Legal Description: 531 E Lionshead Circle/Lot 3, Block 1, Vail Lionshead Filing 1 Planner: Jamie Leaman-Miller Applicant Name: Lionshead Arcade Condo, represented by The Branded State LLC Design Review Board Meeting Minutes of November 13, 2024 5 163 4.19 DRB24-0402 - Connolly Residence Final review of an exterior alteration (sump pump) Address/ Legal Description: 2395 Bald Mountain Road/Lot 23, Block 2, Vail Village Filing 13 Planner: Jamie Leaman-Miller Applicant Name: Stephen Connolly, represented by Foundation Repair - Groundworks 4.20 DRB24-0405 - Sharer Residence Final review of a tree removal Address/ Legal Description: 1187 Hornsilver Circle/Lot 13, Block 6, Vail Village Filing 7 Planner: Jamie Leaman-Miller Applicant Name: Kevin & Carol Sharer, represented by Vail Valley Tree Service 4.21 DRB24 -0407 - Madden & Thuringer Residence Final review of an exterior alteration (windows) Address/ Legal Description: 384 Gore Creek Drive 2/Lot J, Block 5A, Vail Village Filing 5 Planner: Heather Knight Applicant Name: Kathleen Madden & Mary Thuringer, represented by Lifetime Windows & Siding 4.22 DRB24-0410 - White Spyder LLC Final review of an exterior alteration (windows/patio doors) Address/ Legal Description: 1622 Buffehr Creek Road A10/Parcel A, Lion's Ridge Subdivision Filing 1 Planner: Jonathan Spence Applicant Name: White Spyder, represented by Home Depot 4.23 DRB24-0412 - T-Bar Trilogy LLC Final review of an exterior alteration (windows/door) Address/ Legal Description: 1614 Buffehr Creek Road A19/Lion's Ridge Subdivision Filing 2 Planner: Heather Knight Applicant Name: T-Bar Trilogy, represented by Renewal By Andersen 4.24 DRB24-0416 - Johnston Residence Final review of an exterior alteration (window/door) Address/ Legal Description: 1023 Lions Ridge Loop 221/Lot B3, Block B, Lion's Ridge Subdivision Filing 1 Planner: Jonathan Spence Applicant Name: Ronald Johnston 4.25 DRB24-0419 - Shaw Residence Final review of an exterior alteration (windows) Address/ Legal Description: 3003 Bellflower Drive/Lot 9, Block 6, Vail Intermountain Development Services Planner: Heather Knight Applicant Name: Joseph & Janice Shaw, represented by Lifetime Windows and Siding 4.26 DRB24-0420 - Townsend Residence Final review of an exterior alteration (windows) Address/ Legal Description: 1598 Golf Terrance K37/ Lot 1, Sunburst Filing 3 Design Review Board Meeting Minutes of November 13, 2024 6 164 Planner: Heather Knight Applicant Name: Susan T. Townsend Revocable Trust, represented by Renewal by Andersen 5. Staff Denials 6. Adjournment Roland J Kjesbo made a motion to Adjourn ; Rys Olsen seconded the motion Passed (3 - 0). Design Review Board Meeting Minutes of November 13, 2024 7 165 Planning and Environmental Commission Minutes Monday, November 11, 2024 1:00 PM Vail Town Council Chambers Present: David N Tucker William A Jensen Robert N Lipnick John Rediker Scott P McBride Brad Hagedorn Robyn Smith Absent: 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. Worksession 3.1 A work session of the Planning and Environmental Commission to review pre-application materials for a new Special Development District at 2111 North Frontage Road. Presenter: Rex Roberts, Porritt Group Planner: Greg Roy Work session Memo 11-11-24.pdf Attachment A. 2111 N Frontage Rd. SDD Work Session Resources Planner Roy gives an introduction to the project. Rex Roberts with Porritt Group represents the applicants, along with Jake Porritt, Marcy, and Derek Smythe. Ernie Christian, the majority owner, gives an introduction. Smythe gives a presentation and walks through the site plan as well as access and circulation. He talks about the proposed unit configuration, heights, and massing. Lipnick asks about the setbacks. Roberts says close to zero on the east, west, and south. Lipnick points out the proposed height and density are going well above the CC3 standards. Rediker asks if the applicants could speak to the West Vail Master Plan (WVMP) considerations. Roberts talks about the site coverage. Planning and Environmental Commission Meeting Minutes of November 11, 2024 1 166 Smith asks about the project narrative. Christian talks about the existing commercial uses. Smith, is this a net loss in commercial opportunity? Christian says it will be a net gain, walks through the existing and proposed numbers, including utilized space. Smith and Christian talk about existing and proposed users. Hagedorn asks why are you not going down with the parking? It’s adding to the massing currently. Roberts says it should feel comfortable from the pedestrian scale. Hagedorn says you’re asking for a huge increase in density which is leading to the large amount of parking. There could be a better way to get this to relate to the surrounding area. Porritt says the design is in keeping with the existing topography and fall from Chamonix to the Frontage Rd, also in keeping with the height described in the master plan. We’re creating efficiency and not asking for a subsidy for employee housing. Roy clarifies the recommended heights for the WVMP. Rediker asks about site connectivity and access to neighboring properties. Smith says this is not a pedestrian experience, it’s walking through a parking garage. That is something the master plan wanted to get away from. Marcy says the intention is to make that a good experience as far as the access through the garage. Jensen says he is not a fan of egress to Chamonix. He asks about parking for the commercial offices along the Frontage road. Smythe walks through it. Jensen asks about the square footage of the units. Is 400 parking spaces appropriate for the potential occupancy? Roberts says there are 1.5 spaces per condo, .325 per studio, and an encouragement to use public transportation. Jensen says the current bus stops are probably inadequate, please address that moving forward. Would prefer not to see any egress on to Chamonix. The rental unit size may meet seasonable workforce, the other times it would be interesting. Smith, what is the timeline for this project? Roberts says it depends a lot on the length of this process. There have been meetings with substantial stakeholders, the intent of this is all workforce housing. Smith says how does this product compare with Timber Ridge? Christian says it’s more affordable, and the location has all the services right there. The feedback he’s received is that there will be demand for this. Marcy says this building is filling a need in the area for large employees they have met with, transit-oriented housing for employees. Smith is a little concerned, if you have to go direct to consumer where does this product fit that has a lot of livability stripped out of it. Roberts says it works best where a large employer is involved. Christian says employees would prefer a smaller unit for themselves than bedrooms in slightly larger Planning and Environmental Commission Meeting Minutes of November 11, 2024 2 167 units. Jensen asks about the residents of the current building, Christian says they have discussed options. Smith is concerned about the viability of the product without that large scale master - lease. This is geared towards seasonal workers, a unit that size would only work short term. It might work for a corporation but maybe not for community. Christian says it provides a safe, affordable, comfortable place to be for a lot of people. Smith, all of it in one lot in a mixed-use district is a big hurdle. The maximized density and podium parking conflict with the master plan. Rediker asks for public comment. Galen Aasland lives in West Vail. This is a flawed concept, planning documents do not fit this. The WVMP talks about 85-127 units on this site, this would overwhelm the neighborhood. What happens if City Market is developed in a similar fashion? What does this offer for the community? The existing building is better than this. Tucker wants a traffic study to understand the Chamonix access and traffic. With small rental spaces, onsite storage should be considered, wants more information on first floor ceiling height of the garage, trash collection, and justifications for the asks with setbacks and height. Smith, work sessions are valuable. Private land for deed restrictions is desirable, the PEC contributes by providing clear expectations. Don’t believe the project you presented has a viable path to approval, we have a master plan dedicated to guiding development in this area, there are substantial departures from that. It lays out the development objectives of the town, use this opportunity to retool. Lipnick, what are the public benefits? Concerned about density, coverage, and setbacks. We need workforce housing, but is 350 square feet adequate? Agrees with Smith and Tucker, you’ve made improvements, but you haven’t gone far enough. Jensen, not comfortable that this is consistent with WVMP. The community’s vision did not contemplate a project of this density and massing. Uncomfortable with height on Chamonix, condos make sense but skeptical of rentals which drive density way beyond. The two level above ground parking changes the whole feel of this development. It’s putting way too much density on this acreage. Hagedorn, hard pressed to approve an SDD that varies from the WVMP. No problem with small units, but the problem is the way the whole structure relates with the two-tiered parking deck. Doesn’t believe it enhances connectivity. WVMP focuses on pedestrian friendly design, connectivity, human scaled environment. There is no commercial on Chamonix, doesn't support an entrance off Chamonix. Does not support height variance along Chamonix, need to see more alignment with master plan to support this. McBride, shares concerns with other commissioners. The total number of units and deviations is too much, or at least justification is needed for these. Shares concerns about storage. Rediker, if there is an SDD application, 12-9A-8 has criteria. Current plans will have a difficult time meeting criteria, including compatibility. This plan is a barrier, not increasing connectivity. The WVMP envisions a flow between all the properties, don’t see that here. The plan envisions connectivity, vibrancy, living space, mixed use development, and a variety of housing types. The density is much more than the master plan. This has 491 units one lot, the plan talks about 475 units on four parcels. The plaza level is two stories up, nice for residents but not passerby. There is not much relationship with neighboring properties. We need to see a traffic study, also concerned about parking and loading. Is .35 Planning and Environmental Commission Meeting Minutes of November 11, 2024 3 168 parking spaces adequate for studios? Concerned about actual commercial square footage, we’re trying to enhance the experience for the public. 4. Main Agenda 4.1 A request for review of a variance from Section 12-6J-6 Setbacks, Vail Town Code, pursuant to Title 12 Chapter 17, Variances, Vail Town Code, to allow for an addition within the side setback, located at 483 Gore Creek Dr Unit 1/Lot 1, Vail Village Filing 4 (PEC24-0043) Planner: Jamie Leaman-Miller Applicant Name: Apres Vous Investments LLC represented by, 159 Design LLC PEC24-0043 Staff Memo.pdf A. Vicinity Map.pdf B. PEC24-0043 Narrative & Documents.pdf PEC24-0043 Planset.pdf [Time Stamp 1:59:00] Planner Leaman-Miller gives an overview of the application. The request is for a variance from the side setback. The proposed addition is largely within the existing footprint with the exception of a 50SF addition on the north side. Staff found that the variance criteria was met with this application and is recommending approval with conditions. Hagedorn asks about the rear deck setbacks and if the deck meets those new setbacks. Leaman- Miller answers those the existing deck on property is likely non-conforming and can remain as existing, but if rebuilt would have to conform to setbacks. Smith asks about the chimney as it is located off property. Leaman-Miller says typically those have been allowed to continue if previously permitted and not being touched. Smith asks about encroachments that are existing and to be removed. Is the path part of that? Leaman-Miller says that it was part of a previous DRB application and will be removed. Hagedorn asks about the property next door being town property. Leaman Miller confirms. Smith mentions that the 25’ creek setback is not shown. Leaman Miller confirms it will need be provided with the DRB application. Historical data shows it is near the old 50-foot setback, and the rear lot line setback is more restrictive in this case. Keegan Winkeller goes over the proposal. Hopes this is seen as a house-keeping item as it was developed prior to Town annexation and has never been conforming. Deck beyond property line to be removed and the pathway will be removed as well. Was supposed to be removed during the utility easement project and will be and will not be shown on the DRB set. They chimney will remain part of this project but they are cleaning up other non-conformities. They will keep the non- conforming deck on the property and remove the deck encroachment off property to the north. The new 25’ setback is generally Planning and Environmental Commission Meeting Minutes of November 11, 2024 4 169 in line with the 50’ setback. Hagedorn asks what the work proposed for the existing non-conforming deck on the property. Winkeller mentions that it will be just maintenance. Leaman-Miller confirms that there is a new 2nd floor deck as well but meets applicable setbacks. Smith asks what items will remain non-conforming. Winkeller says the rear deck, chimney, and roof overhangs in the front will remain non-conforming. Leaman-Miller adds this doesn’t meet the demo/rebuild to require conformance. No further questions. Public comment opened. No public comment. Public comment closed. Commissioner comment opened. McBride asks if there are any changes to conditions in line with Hagedorn’s comments. Hagedorn says there doesn’t seem to be any special privilege and this gets us closer to conformance with removal of the deck in the rear. Jensen agrees with Hagedorn and believe the history informs the process a lot. Lipnick finds the criteria for review is met and would approve. Smith, tough application as it is designated open space and town property. Removing what encroachments exist and not changing anything nonconforming on site. Follows staff’s recommendation and should be ok. Does not agree on property value and resale as part of the hardship. The setback line was laid through the middle of the property. Agrees that it is warranted and the minimum relief. Tucker agrees with the other comments. Rediker agrees with the rest. Hardship created with the rezoning in 2014. Staff report well laid out the review of the item. Robert N Lipnick made a motion to Approve with the conditions and findings on pg. 7 of the staff memo; David N Tucker seconded the motion Passed (7 - 0). 4.2 A request for a review of an exterior alteration pursuant to Section 12-7B-7, Exterior Alterations or modifications, Vail Town Code, to allow for the development of a new mixed use building, located at 17 Vail Road, Vail Village Filing No. 2, Lot G, aka B.S. Condominiums, and setting forth details in regard thereto. (PEC24-0040) Planner: Jonathan Spence Applicant Name: East West Partners, represented by 4240 Architecture PEC24-0040 FirstBank Staff Memo.pdf Attachment A. Vicinity Map (4).pdf Attachment B. FirstBank Narrative.pdf Attachment C. Project Plan Set_Part1.pdf Attachment C. Project Plan Set_Part2.pdf Planning and Environmental Commission Meeting Minutes of November 11, 2024 5 170 Attachment C. Project Plan Set_Part3.pdf Attachment C. Project Plan Set_Part4.pdf Attachment D. Email from Villa Cortina, October 10, 2024.pdf Attachment E. Memo from Villa Cortina to applicant (Undated).pdf Attachment F. Villa Cortina Pedestrian Easement.pdf Attachment G. Email correspondence from Villa Cortina, November 1, 2024.pdf Attachment H. Applicant’s Presentation Booklet.pdf [Time Stamp 2:24:00] Planner Spence gives a presentation. Tom Kassmel talks about bike lane considerations. Rediker is concerned about the 9’ travel lane and the proximity of the bike lane. Kassmel says the existing parking on the east is 15-minute loading and delivery. Rediker asks about the bike lane consideration, what is the procedural process for that? Spence says it would require a return to the PEC for a variance request to lose landscape area. The applicant is represented by Jim Telling, Lou Bieker, and Pedro Campos. Telling says they’ve studied the trash pickup and the truck can access the site without impeding Villa Cortina. No trees will be removed from Villa Cortina’s property. They have added a wall that will protect pedestrians exiting out the Villa Cortina pedestrian easement. They’re looking at the option of reducing the planter on the north to allow for better vehicular exiting of the site. They have agreed to screen mechanical equipment on the roof and continue to study ideas for exiting of the garage. They have not had time to comment on the bike lane but have resisted it in the past because it would entail losing planters. Bieker goes over the application portions that have changed. Shows some photos of the existing conditions today. No net loss of landscaping proposed. Campos talks about the revised tree removals. Rediker asks if the bike lane would remove the landscaping in front of the units along Vail Road. Campos says some of it would, they’re trying to match the landscaping on the other side of the street. He talks about the pedestrian easement from Villa Cortina as well as the proposed trash pickup. A 42” wall will be added to delineate the easement area. Jensen wonders if its possible to take a few feet off the planter on the north side to help the exiting from the First Bank site. Campos says there is communication gear in the center, they’ve been talking with the Town about that. Jensen feels this is the opportunity to address some of the safety concerns. Telling said as the design is advanced, they will continue have conversations with the Town to try to accomplish that. Rediker asks about the fenestration along the west of the building. Bieker says they have maintained the openings on that façade, guardrails have been added based on the comments last meeting. The intent of these is to maintain transparency and get light into the interior. Telling says its also important for the bank to be able to see out there for security purposes. Bieker talks about the rooftop screening. You won’t be able to see this from the street level, you may only be able see the side of the screening from neighboring properties. Jensen asks the height of the port cochere, Telling says 10’ clear to the beam. Rediker discusses process for potential bike lane. Telling says they’re not prepared to act on that today, but they will continue discussions with the Town. Rediker says we’re being asked to vote on an application that is before us. Planning and Environmental Commission Meeting Minutes of November 11, 2024 6 171 Smith asks about the trees along the Villa Cortina property line. Telling says they will not be removed. Rediker asks for public comment. Peggy Fuller is with the Villa Cortina HOA. Thanks PEC and East-West for listening to their concerns, likes the idea to shorten the north planter and if that can be considered. Appreciates that the trees won’t be removed, would like some kind of agreement as to how they would be replaced if they would die. Appreciative of the pedestrian wall. Smith and Fuller discuss the trees along the property line. Rediker says we do not engage with back and forth for public comments. Rediker closes public comment. He asks for commissioner comment. McBride thanks applicants, and the care put into it. Wishes more conversation had occurred previously about the bike lane but appreciates the application as presented today. Hagedorn, this project has shown what the PEC process can be when it works, and the applicant works with the PEC. Thank you for that. You addressed our concerns, railings, pedestrian wall, auto - turn analysis, trash pickup. You have been a good neighbor, continue to be so. You have met the review criteria, this elevates the character of the neighborhood. He agrees necking down the planter would be an ideal solution. Jensen agrees, has confidence you will look at every possible solution. It may be better for the entire project to take those trees and replace them than try and save them and work around them. Lipnick thanks applicants, for hearing our comments and adjusting proposal. The review criteria are met, supports this application. Smith agrees. This meets review criteria, planned to be a beautiful building. She is comfortable approving the request you have asked for. Would favorably consider a future application for a bike path or reduction in the TOV’s planter. Tucker, appreciates your being attentive to detail and being a good neighbor. Rediker, this meets the site standards, agrees with staff analysis. Agrees with possible planter reduction, wish for further conversations about the bike lane, but we’re looking at the application presented today. William A Jensen made a motion to Approve with the conditions and findings on page 9 of the staff memo; Robyn Smith seconded the motion Passed (7 - 0). William A Jensen made a motion to Approve with Conditions ; Robyn Smith seconded the motion Passed (7 - 0). 4.3 A request for the review of a variance from Section 12-7B-17 Parking and Loading, Vail Town Code, pursuant to Title 12 Chapter 17, Variances, Vail Town Code, to allow onsite parking for a new mixed use building within the Commercial Core 1 (CC1) District and a variance from Section 12-10-10, Parking Requirements Schedules, Vail Town Code, pursuant to Title 12 Chapter 17, Variances, Vail Town Code, for a reduction in the required number of parking spaces, located at 17 Vail Road, Vail Village Filing No. 2, Lot G, aka B.S. Condominiums, and setting forth details in regard thereto. (PEC24-0041) Planning and Environmental Commission Meeting Minutes of November 11, 2024 7 172 Planner: Jonathan Spence Applicant Name: East West Properties, represented by 4240 Architecture PEC24-0041 FirstBank Parking Variance Staff Memo.pdf Attachment A. Vicinity Map (4).pdf Attachment B. Parking Variance Narrative.pdf Attachment C. Plan Set.pdf [Time Stamp 3:32:45] Planner Spence gives a presentation. Hagedorn, is the parking sufficient to serve the bank at the reduced numbers? Telling says yes, the bank agrees. Rediker asks for public comment. There is none. McBride says the application has been thoroughly vetted through the meetings, appreciates the explanations that have been given. Jensen likes the condition, if there is a problem there can be a conversation about it. Rediker’s concern has been making sure bank customers have enough parking, a lot of that falls on management of those spaces. The review criteria are met. Brad Hagedorn made a motion to Approve with the conditions and findings on page 10-11 of the staff memo; Robyn Smith seconded the motion Passed (7 - 0). 5. Approval of Minutes 5.1 PEC Results 10-28-24 PEC_Results_10-28-24.pdf Robyn Smith made a motion to Approve ; Robert N Lipnick seconded the motion Passed (5 - 0). 6. Information Update 6. 1 Stormwater Update Peter Wadden - Watershed Health Specialist Stormwater Update to PEC 11-11-24.pdf [Time Stamp 3:45:45] Pete Wadden, Watershed Health Specialist, gives a presentation on stormwater management planning. Rediker asks if priority outfalls have been identified? Wadden talks about the current management of the gutter bins. There is always a balance to strike between maintaining safe roads and preserving creek health. Rediker asks how weather impacts this? Wadden says it’s been occurring in May and October. Smith asks how much is occurring on private land? Wadden says the mapping project found there have not been many added in the last few years. The Town does not maintain the infrastructure on private property. Smith asks about development review, Wadden says historically there have been opportunities for Staff Planning and Environmental Commission Meeting Minutes of November 11, 2024 8 173 to informally ask for designers to incorporate sand/oil separators. Not sure he can speak to what is appropriate for PEC to require if it’s not in the statutes. Smith is concerned about private development, particularly the large projects, and understanding what the PEC should be asking for. Rediker shares concerns about larging projects coming alone, this is an important aspect of that. Smith wants to better understand a minimum viable standard, as well as predictable, consistent, achievable expectations. Wadden, the Town has set a good example with gutter bins, and sand/oil separators. These are menu items that have proven to be effective, there are examples of private property owners adopting these measures. In most cases, gutter bins are more cost-effective solution, however sometimes fall short when there is a lot of sediment. They can cause overflow if they are not maintained. Roy talks about other items the PEC has brought up, we’ll come back with a list at the next meeting. 7. Adjournment Robyn Smith made a motion to Adjourn ; John Rediker seconded the motion Passed (7 - 0). Planning and Environmental Commission Meeting Minutes of November 11, 2024 9 174 AGENDA ITEM NO. 4.1 Item Cover Page DATE:November 19, 2024 SUBMITTED BY:Abby Oliveira, Economic Development ITEM TYPE:Information Update AGENDA SECTION:Information Update (4:00pm) SUBJECT:September 19, 2024 VLMDAC Meeting Minutes SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: VLMDAC Meeting Minutes September 19, 2024 175 Vail Local Marketing District Advisory Council Monthly Meeting September 19, 2024, 8:30 am AGENDA VLMDAC Board Member Attendees: In-person- Esmarie Faessler (Sonnenalp), Douglas Kessler (Homeowner), Theron Gore (East-West), Jana Morgan (Sweet Basil), Kim Fuller (Jaunt Media Collective), Randi Weingartner (Vail Resorts), Jonathan Reap (Four Seasons). Liana Moore (Antlers), Sam Biszantz (Council Rep/Root & Flower) Zoom- Patrick Davis (Manor Vail) Additional attendees: In-person- Mia Vlaar (Town of Vail), Liz Gladitsch (Town of Vail), Abby Oliveira (Town of Vail), Diana Ramirez (Town of Vail), Jake Shipe (Town of Vail), Slade Cogswell (970), Jeremy Gross (Town of Vail), Michal Bednarczyk (970), Bob Brown (BAAG), Ben Walton (Miles), Sara Ostrand (Miles), Chris Romer (Vail Valley Partnership), Kristin Yantis (MYPR) Laura Libby (Miles), Paul (Amplifii), Elle (Amplifii) Zoom- Kay Schneider (Vail Valley Partnership), Amanda McNally (MYPR), Beth Wright-Cheeseman (Miles), Kim Brussow (Vail Valley Partnership), Kristy Slack (The Hythe), Michal Bednarczyk (970), Steve Swafford (Leadership Outfitters), Jeremy Coleman (BAAG) Call to Order Esmarie called the meeting to order at 8:36 AM I. MINUTE APPROVAL August 15, 2024 Motion to approve- first Liana / second Douglas / unanimous II. MONTHLY FINANCIAL REPORT Month to date actuals- $348,208 Year to date actuals- $3,726,925 Annual Budget- $5,395,000 III. 2025 Operating Plan Update VLMD (Town Council) approved the 2025 Operating Plan, they had no problem with the plan itself, but they were concerned with the spend. Discussion ensued around the asks of the budget going up every year and the reserves not increasing enough to be sustainable. 176 IV. Strategic Planning Update Dr. Steve Swafford with Leadership Outfitters will be leading our strategic planning session. V. Vail Brand Update VLMDAC board will continue to review brand options and logo representation Focus group instead of a survey was recommended- Esmarie and Theron will lead this ad hoc group VI. Special Events Update Applications for the first cycle of sponsorship is due next Monday the 23rd VII. Other Business VIII. Public Comment d IX. Adjournment Esmarie called the meeting to adjourn at 11:00 am unanimous Upcoming Meetings: VLMDAC Strategic Planning Offsite Thursday, October 10 – Friday, October 11, 2024 VLMDAC Board Meeting Thursday, October 17, 2024, Grand View Room 177 AGENDA ITEM NO. 4.2 Item Cover Page DATE:November 19, 2024 SUBMITTED BY:Stephanie Bibbens, Town Manager ITEM TYPE:Information Update AGENDA SECTION:Information Update (4:00pm) SUBJECT:October 7, 2024 AIPP Meeting Minutes SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: October 7, 2024 Minutes 178 Art in Public Places Board Meeting Minutes Monday, October 7, 2024 AIPP Board members present: Tracy Gordon, Susanne Graf, Kathy Langenwalter, Courtney St. John, Lindsea Stowe Others present: Molly Eppard - AIPP Coordinator 1. Call to order. 2. No citizen participation. 3. Main agenda 3.1 Approval of September 9, 2024 AIPP Board meeting minutes. September 9, 2024 Minutes.pdf 3.2 Review RFP submittal for 18th Annual Vail Winterfest. • One proposal was received by Alpine Ice. • Molly will relay Board feedback to the artists. • Board agrees to work with Alpine Ice for creating the 18th Annual Winterfest and they will present at the November 4 Board meeting. 3.3 AIR Advisory Committee update. • Lindsea provides update on the initial AIR Advisory Committee. • The committee will focus on three areas including: development/fundraising, artist onboarding/support, partnership outreach. • Molly shares examples of naming opportunities at other art institutions. 3.4 Rotating display of photography in Council Chambers. • A gallery hanging system has been installed on the west wall of Council Chambers. • The Board agrees on open call for photographers with a preference for regional to establish a database for the ongoing program. • A four-month display is considered. • Potential stipend for printing the work will be considered. • Board would like to further review options in a call for photographers for a potential display beginning in January 2025. • Displaying public art in TOV interior spaces is a goal of the recently adopted 5-year strategic plan. 3.5 Review future public art locations on TOV property. • Molly updates the Board on the timeline for Lot 10 and a potential art walk. • Working closely with the Vail Public Library as a strategic interior location is discussed by the Board. • Susanne discusses the alignment of educational opportunities of art within a Library setting as a public space. Potential Sites for Public Art Collection.pdf 179 3.6 Adopt “Phase 1” of AIR Strategic Plan. AIR Strategic Plan - Phase 1 - October 7, 2024 - Final • The Board motions to adopt Phase 1 of the AIR Strategic Plan with correction of grammatical error. 4. Coordinator updates. • Winter advertising budget and options reviewed with Jaunt Media. Susanne motions to enter into an advertising contract with Jaunt Media, Courtney seconds and all are in favor. • TOV is under contract with MW Golden for construction of AIR studio. • Squire Broel’s sculpture installation is scheduled Wednesday, Oct. 9 at 8 a.m. • Molly is planning to view the potential donated Logan sculptures in November. • Next meeting Nov. 4. • Kathy motions to approve $575,000 (to be verified by Greg Hall) from the AIPP roll forward account to be used toward the construction of the AIR Studio as identified in the Feb. 5, 2024 minutes. Courtney seconds the motion and all in favor. • Board compliments local artist Tracy Long’s mural in collaboration with the VRD at the entrance of Imagination Station (photos below): 5. Adjournment. 180 AGENDA ITEM NO. 4.3 Item Cover Page DATE:November 19, 2024 SUBMITTED BY:Stephanie Bibbens, Town Manager ITEM TYPE:Information Update AGENDA SECTION:Information Update (4:00pm) SUBJECT:October 14, 2024 AIPP Special Meeting Minutes SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: October 14, 2024 Minutes 181 Art in Public Places Board Meeting Minutes Monday, October 14, 2024 Special Meeting AIPP Board members present: Tracy Gordon, Susanne Graf, Kathy Langenwalter, Courtney St. John, Lindsea Stowe Others present: Molly Eppard - AIPP Coordinator, Paul Wertin – Alpine Ice 1. Call to order. 2. 18th Annual Vail Winterfest • Board discusses theme, activations, and potential layout for the 18th Annual Vail Winterfest with artist Paul Wertin of Alpine Ice. • Wertin will present concepts for approval at the November 4 Board meeting. Meeting Adjourned. 182 AGENDA ITEM NO. 4.4 Item Cover Page DATE:November 19, 2024 SUBMITTED BY:Missy Johnson, Housing ITEM TYPE:Information Update AGENDA SECTION:Information Update (4:00pm) SUBJECT:October 22, 2024 VLHA Meeting Minutes SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: 2024-10-22 VLHA Minutes 183 Vail Local Housing Authority Minutes Tuesday, October 22, 2024 3:00 PM Vail Town Council Chambers and virtually by Zoom. Zoom meeting link: https://vail.zoom.us/j/84943842844 PRESENT ABSENT Steve Lindstrom Craig Denton Dan Godec via zoom Kristin Williams Christine Santucci via zoom STAFF Jason Dietz, Housing Director Martha Anderson, Senior Housing Coordinator Missy Johnson, Housing Coordinator 1. Call to Order (5 min.) Meeting called to order at 3:02 p.m. 2. Citizen Participation No comments. 3. Approval of Minutes (5 min.) 3.1 Approval of Minutes from October 8, 2024 2024-10-08 VLHA Minutes.pdf MOTION: Williams SECOND: Godec PASSED: 4-0 4. Main Agenda 4.1 VLHA Q3 2024 Financial Update Presenter(s): Jake Shipe, Budget Analyst VLHA Q3 2024 Financial Update.pdf Jake Shipe from Finance presented the Balance Sheet and Income Statement through 9/30/2024 as provided in the presentation. Through the third quarter, the VLHA has collected $59,800 in revenue. The budgeted ending balance is $290,500. Shipe confirmed the items associated with the professional fees as budged for deed restriction performance tracking, inclusionary zoning and commercial linkage study, development review process improvements, legal fees and website updates for VLHA, and grant writing assistance. As of Sept. 30, the Authority has total $387,200 and no liabilities. Godec asked how the Authority accrued $11,000 interested based on the Authority assets. Shipe explained the two accounts and does not have the most up to date interest amount from each account. As of Sept. 30, the Town of Vail Housing Fund has collected $7.6M in revenue and capital expenditures have totaled $5.5M. Regarding the Town capital projects fund has $3.4M has been spent for Town employee housing purchases. 184 5. Matters from the Chairman and Authority Members (5 min.) Williams provided an update regarding the VLHA website and email addresses. She looks to the housing staff and town communications to establish a deliverables list for the design of the Vail Local Housing Authority web page. The emails will include .net. Dietz provided a brief update regarding Timber Ridge Village. Williams stated that there is a lot of interest for the multi-family housing through for Habitat for Humanity collaboration for the Timber Ridge availability. Anderson updated the group regarding the current Town of Vail Community Housing Lottery for two homes. 6. Executive Session (15 min.) Executive Session pursuant to: 1. C.R.S. §24-6-402(4)(a) - to consider the purchase, acquisition, lease, transfer or sale of any real, personal or other property interest, §24-6-402(4)(e) to determine positions relative to matters that may be subject to negotiations, develop a strategy for negotiations and instruct negotiators and on the topic of: Vail InDEED Application. This item was cancelled as of Monday, Oct. 21. 7. Adjournment 3:50 pm (estimate) Meeting adjourned at 3:19 p.m. 185 AGENDA ITEM NO. 5.1 Item Cover Page DATE:November 19, 2024 SUBMITTED BY:Steph Johnson, Town Manager ITEM TYPE:Matters from Mayor, Council, Town Manager and Committee Reports AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee Reports (4:00pm) SUBJECT:Matters from Mayor, Town Council, and Committees (15 min.) SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: 186 AGENDA ITEM NO. 5.2 Item Cover Page DATE:November 19, 2024 SUBMITTED BY:Steph Johnson, Town Manager ITEM TYPE:Town Manager Report AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee Reports (4:00pm) SUBJECT:Town Manager Report (5 min.) SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: TM Update 11-19-24 00 - Cover Letter 01 - Report 187 Town Managers Update November 19, 2024 1. Letter of Support for Eagle River Water and Sanitation District Attached is a letter drafted from the Upper Eagle Water and Sanitation District to the US EPA that I would propose we sign on to. Its basically asking to continue to use data collected by the District to monitor the Eagle Mine Superfund Site and ensure compliance of water quality standards. 2. Other There may be other topics the Town Manager needs to share with the Town Council. 188 November 15, 2024 Ms. Jamie Miller transmitted via email US EPA Region 8 1595 Wynkoop Street Denver, CO 80202 Re: Eagle Mine Superfund Site -Exclusion of Third-Party Data from Five Year Reviews Dear Ms. Miller, The Eagle River Water & Sanitation District (“the District”), Upper Eagle Regional Water Authority, Eagle County, Eagle River Coalition, and the towns of Avon, Eagle, Gypsum, Minturn, and Vail (collectively the “Eagle River Stakeholders”) provide the attached memorandum in response to the EPA’s position that third- party data shall be excluded from all future five-year reviews for the Eagle Mine Superfund Site. Protecting and improving the water quality of the Eagle River watershed is of utmost importance to the Eagle River Stakeholders. The Eagle Mine Superfund Site, despite the cleanup activities that have occurred over the past 30 years, continues to cause degradation of the water quality of the Upper Eagle River because remedial actions needed to meet water quality standards have not been fully implemented. Eagle River water quality is a crucial component of Eagle County’s recreation-and tourism-based economy. Furthermore, there are numerous drinking water treatment facilities and wastewater treatment facilities located downstream of the Site that are also negatively affected by increased metals loading upstream, as it increases the cost of treatment for drinking water and wastewater alike due to increased metals in source water (drinking water), reduced assimilative capacity in the river resulting in lower discharge limits (wastewater), and increased chemical use to achieve treatment requirements (both). The Eagle River Stakeholders strongly object to EPA’s decision to exclude third- party data (with the exception of USGS data) from future five-year reviews and other reports. Since cleanup began at the Eagle Mine Site more than 30 years ago, the frequency and duration of exceedances of water quality standards for metals in the Upper Eagle River have been reduced;nonetheless, such exceedances occurred in four out of the five-year (2017-2022) period of record. All these exceedances were detected in water samples collected by the District and River Watch, while no exceedances of the standards were detected in samples collected by the Potentially Responsible Party (PRP)and USGS. The District invests more than 240 staff-hours per year sampling Upper Eagle River site E-22 just downstream of Minturn. In fact, the District’s data makes up 45% of all the data collected by all parties in the Upper Eagle River across Segments 5a, 5b, and 5c (64% when River Watch data is incorporated). Data collected by the PRP only makes up 26% of all the samples collected by stakeholders (35% with the USGS data incorporated). Water quality data collected by the District and River Watch is readily available and credible, is used by the Colorado Water Quality Control Division and EPA for other regulatory purposes and should not be excluded from future five-year reviews and other studies, 189 Page 2 of 2 including the pending preliminary design investigation associated with the groundwater extraction systems at Belden and Rock Creek. We request that the EPA reconsider its decision to exclude third-party data from its FYRs. We also request the opportunity to meet with you to further discuss our concerns and options for addressing these issues. As stakeholders, we all share the goal of fully implementing the remedial measures needed to meet water quality standards at the Eagle Mine Site. I submit this letter on behalf of the Boards of Directors of the Eagle River Water & Sanitation District and the Upper Eagle Regional Water Authority, as well as Jeff Shroll, Eagle County Manager, Vicki Flynn, Eagle River Coalition Executive Director, and the following town managers: Eric Heil (Avon), Larry Pardee (Eagle), Jeremy Rietmann (Gypsum), Michelle Metteer (Minturn), and Russell Forrest (Vail). Please let us know if you have any questions. We look forward to hearing from you soon. Sincerely, Siri Roman, P.E. General Manager Eagle River Water & Sanitation District CC: Steve Bushong, Bushong & Holleman PC Sydney Chan, US EPA Region 8 Jessica DiToro, PE, LRE Water Vicki Flynn, Eagle River Coalition Russell Forrest, Town of Vail Marcia Gilles, Eagle County Sarah Graves, CDPHE, HMWMD Eric Heil, Town of Avon Larry Pardee, Town of Eagle Jeremy Rietmann, Town of Gypsum Bill Hoblitzell, Lotic Hydrological, LLC Michelle Metteer, Town of Minturn Jeff Shroll, Eagle County Bob Weaver, LRE Water Lauren Whitney, CDPHE, HMWMD 190 Nov. 14, 2024 Eagle River Stakeholders Exclusion of Third-Party Data from Five Year Reviews Enclosure to letter submitted on behalf of the Boards of Directors of the Eagle River Water & Sanitation District and the Upper Eagle Regional Water Authority, as well as Eagle River Coalition, Eagle County, and the towns of Avon, Eagle, Gypsum, Minturn, and Vail. 1.Introduction and Purpose The purpose of this report is to document the Eagle River Stakeholders objections and concerns regarding EPA s preliminary decision to limit the data to be used for the water quality analysis to be included in the upcoming Five-Year Review (FYR) for the Eagle Mine Superfund Site. At the Sep. 5, 2024, Eagle Mine Quarterly Stakeholder Meeting, Sydney Chan informed stakeholders that the EPA would be triggering an early FYR for the Site, starting at the beginning of the EPA s 2025 fiscal year. Additionally, for this next FYR, the data to be used for the water quality analysis would be limited to data collected by the Potentially Responsible Party (PRP) and United States Geological Survey (USGS) and data collected by others, including River Watch and the Eagle River Water & Sanitation District (the District), would not be used in the analysis. We feel that this decision is seriously flawed because it is inconsistent with the State s adopted methodology for determining compliance with water quality standards, it is not based upon sound scientific and technical analysis, it is inconsistent with the methodology used by EPA for other superfund sites in Colorado, it is inconsistent with the use of third-party data by the EPA for other reports and studies for the same Site, and it will jeopardize the credibility of the FYR. These concerns are detailed below. 2.Inconsistency with State s methodology for determining compliance with water quality standards Pursuant to the Clean Water Act (CWA) (33 U.S.C. §1251 et seq.) the State has primary responsibility for developing and implementing water quality standards, including those standards approved by the Colorado Water Quality Control Commission (WQCC) for Eagle River Segments 5a, 5b, and 5c. Every two years, as required by the CWA, the State updates the 303(d) list of waterbodies that do not meet water quality standards. The State s 303(d) Listing Methodology, which is updated every two years with input from stakeholders, including the EPA, is used to determine which waterbodies have pollution levels that do not meet water quality standards. EPA regulations require that Each State shall assemble and evaluate all existing and readily available water quality related data and information to develop the list. (40 CFR 130.7(b)(5)) 191 Eagle River Stakeholders Page 2 of 7 According to EPA s 2006 Integrated Reporting Guidance: Such types of data and information should also be solicited from a wide variety of organizations and individuals, such as: other state agencies such as Fish and Wildlife, Parks, and Agriculture Departments federal agencies, including EPA, USGS, NOAA, USDA, and USFWS local governments drinking water utilities and state agencies responsible for SDWA implementation universities and other research institutions environmental consulting firms National Pollutant Discharge Elimination System (NPDES) permittees conservation/environmental organizations outdoor recreation organizations citizen monitoring groups Emphasis added Colorado s 303(d) Listing Methodology provides guidelines that are used to evaluate the adequacy (credible evidence) of water quality information as a basis to support listing a waterbody, including the following: 2. Sampling and Analysis Plans Chemical data should be supported by a Sampling and Analysis Plan (SAP), which identifies sampling locations, contains analytical method references, and incorporates Quality Assurance/Quality Control (QA/QC) provisions. QA/QC documentation may include references to a standard QA/QC protocol. During review of chemical data submitted for evaluation, the division may require submittal of the SAP, QA/QC protocols and the results of QA/QC efforts. The division will provide any such information to other parties upon request. Data collected by the District and River Watch meet this and other 303(d) Listing Methodology requirements, and resulted in the following current 303(d) listings for Eagle River segment 51: 5a Dissolved cadmium (aquatic life) and dissolved zinc (aquatic life) 5b Dissolved zinc (aquatic life) 5c Dissolved zinc (aquatic life) It is important to note that the Colorado 303(d) List has been approved by EPA. Failure to use all the readily available and credible data for the water quality analysis to be included in the Eagle Mine FYR is inconsistent with the State s 303(d) Listing Methodology and will likely result in conflicting conclusions as to compliance with water quality standards in these stream segments. 1 WQCC Regulation 93, pages 135-136 192 Eagle River Stakeholders Page 3 of 7 3.Not based on sound scientific and technical analysis As Eagle River segment 5 water quality conditions have improved in response to remediation measures at the Eagle Mine Site, EPA and the Hazardous Materials and Waste Management Division (HMWMD)have relaxed water quality monitoring requirements. Water quality improvements, however, have reduced the frequency and duration of exceedances, making it more difficult to identify such exceedances without more frequent monitoring. In response to the inadequacy of monitoring required by the EPA and HMWMD, stakeholders have continued their own monitoring programs to provide the data needed to truly assess compliance with stream standards. The following approximates the number of samples collected by each entity from March 1, 2017, to April 30, 2022 (approximately, but not the exact period of record used in the 6th FYR): Table 1. Sample Counts by Entity and Segment (March 2017 through April 2022) Entity 5a 5b 5c Total PRP 98 35 30 163 District 59 104 122 285 USGS 31 0 31 62 River Watch 29 84 3 116 Totals 217 223 186 626 Only 26% of the readily available and credible data has been collected by the PRP under the monitoring plans approved by EPA and HMWMD. An additional 10% has been collected by the USGS. If the water quality assessment for the upcoming FYR is based only upon data collected by the PRP and the USGS, a total of 64% of the readily available and credible data will be excluded from the analysis. For segments 5b, more than 84% of the readily available credible data will be excluded. None of the recent exceedances in the Upper Eagle River for dissolved cadmium, copper, nor zinc were captured by USGS s sampling program. In Segments 5a, 5b, and 5c there are only two active USGS monitoring sites: 1) 090646002 in Segment 5a; and 2) 3936271062640003 in Segment 5c. At both these sites, the USGS only collects six samples a year, or one sample every two months. This sampling program was designed to observe long-term water quality trends in conjunction with other USGS sampling locations in the Eagle River basin. The USGS sampling program was not designed to monitor impacts associated with the Eagle Mine. These two USGS sites located in the Upper Eagle River are only sampled once a year in the early spring period of March/April when exceedances of standards caused by the Eagle Mine Site have historically been most likely to occur. 2 USGS 09064600 Eagle River Near Minturn, CO 3 USGS 393627106264000 Eagle River Above Gore Creek Near Minturn, CO 193 Eagle River Stakeholders Page 4 of 7 The District s Upper Eagle River sampling program operates on a much more robust sampling frequency, with multiple samples being collected in March and April during the early spring runoff period when more frequent water quality standard exceedances occur. The District began collecting data on the Eagle River below Minturn (E-22) in April 2008 when this site was removed from the Eagle Mine sampling program. Collection of this data is important to the District to assess water quality below the Eagle Mine, to provide baseline data for use in watershed planning and management, to assess segment-specific conditions, and to evaluate appropriateness of underlying standards. River Watch collected samples at Above Two Elk, Boneyard, and Tigiwon since 1992. Due to a reprioritization to down valley water quality sampling in the Bursh Creek watershed by the Eagle River Coalition (previously the Eagle River Watershed Council), the District took over sampling these sites in 2021. As described above, Segment 5a was listed for dissolved cadmium and zinc and Segments 5b and 5c were listed for dissolved zinc.1 Prior to every major rulemaking hearing (RMH), such as the biannual Regulation 93 RMHs, the Water Quality Control Division (WQCD) formally requests stakeholders to submit water quality data meeting the WQCD guidelines through a data call. This data is then used by the WQCD in various water quality analyses (e.g., stream attainment assessments for Regulation 93 RMHs). The WQCD then uses the results of these analyses to make recommendations to the WQCC for changes to the regulations.4 It is important to note that the District operates an EPA-certified laboratory located in Avon. The District s laboratory uses EPA approved methods to analyze drinking water compliance samples, wastewater discharge permit samples, and stream samples that are used by the WQCD to calculate discharge permit limits. As demonstrated in a letter sent to the EPA and the HMWMD by the District and the Authority on Nov.30, 2022 (Attachment A, re: 2023 5-Year Review Interview Follow-Up Letter ), the EPA s monitoring program for the Upper Eagle River has failed previously to accurately capture non- attainment of the water quality standards in the Upper Eagle River. When the EPA s PRP data is supplemented with USGS, River Watch, and the District s data, the following exceedances were identified from 2017 to 2021. Segment 5a: Two exceedances of the dissolved cadmium acute water quality standard: o April 2019 –EPA Scribe E-12A (two) Four exceedances of the dissolved zinc acute water quality standard: o April 2019 –EPA Scribe E-12A (two);EPA Scribe E-10 (two) Segment 5b: One exceedance of the dissolved cadmium acute water quality standard: 4 State of Colorado Section 303(d) Listing Methodology 2026 Listing Cycle,pages 14-15 194 Eagle River Stakeholders Page 5 of 7 o April 2018 –River W atch 3291 Two exceedances of the dissolved copper acute water quality standard: o April 2018 –River W atch 32915 o April 2021 –EPA Scribe E-15 Three exceedance of the dissolved zinc acute water quality standard: o April 2018 –River W atch 3291 o May 2019 –ERWSD E-13; ERWSD E-15 Segment 5c: Fifteen exceedances of the dissolved zinc acute water quality standard: o April 2017 –ERWSD E-22 (two) o April 2018 –River W atch 3292 o April 2019 –ERWSD E-22 (three); River W atch 3292; EPA Scribe E-22 (three) o April 2020 –EPA Scribe E-22 (five) As is shown in the third bullet under Segment 5b above, if the WQCD had only used CBS- collected data and excluded the April 2018 River Watch data and/or the May 2019 data collected by the District6 Segment 5b would have been delisted for zinc during the 2023 Regulation 93 RMH. However, because the WQCD incorporated data from other sources (like that of the District and River Watch) into their 303(d) analysis for Segment 5b, the segment was retained on the 303(d) List for dissolved zinc in 2023. This demonstrates why excluding third- party data from future FYRs is so concerning and would likely result in conflicting attainment conclusions between the EPA (FYR conclusions) and the WQCD (303(d) Listings). 4.It is inconsistent with the methodology used by EPA for other superfund sites, Annual Reports, Focus Feasibility Studies, and the previous FYR The water quality assessment for the most recent FYR for the Upper Clear Creek Superfund follows the 303(d) Listing methodology. The decision by the EPA to exclude third party data from future FYRs is also inconsistent and a direct contradiction of how third-party data has been used by the EPA in previous studies and reports for the Eagle Mine Site. For example, on pages 2-9 of the Eagle Mine 2022 Annual Report, TCI specifically acknowledges that District data is used to supplement the PRP s data. At TCI s discretion, Figure 2-6 and Figure 2-7 have been supplemented with USGS and ERWSD data. The USGS collects data four times a year at their gaging station 09064600 5 Please note that the WQCD during its review of Segment 5b data for the 2023 Regulation 93 RMH did not count this as a true exceedance , as when it was averaged with the results collected at the other River Watch sites in Segment 5b that were collected on the same day, the average results of the samples was less than the average standard. This is consistent with the methodology listed in the State of Colorado s Section 303(d) Listing Methodology 2026 Listing Cycle. 6 These results were collected on the same day, and as discussed in Footnote 5, results collected within the same segment on the same day must be averaged and compared to an average water quality standard. When this was done, the average result exceeded the acute water quality standard. 195 Eagle River Stakeholders Page 6 of 7 (corresponding with location E12A). The ERWSD typically collects surface water samples monthly at E12A (Station 950), E15 (Station 3291), and E-22, these data after October 2021 were not available for inclusion in this report. A review of all Annual Reports available to LRE Water confirms that the District s data has been used to supplement PRP data as far back as, but not necessarily starting in, 2012. The 2020 Annual Report further specifies how the District s data is supplemented into the Annual Report s water quality data analysis on pages 2-6: ERWSD collects surface water samples monthly at E-12A (Station 950), E-15 (Station 3291), and E-22. These data also are typically used to supplement figures in the months for which TCI contractors do not collected samples as well as providing additional data for the Spring months Furthermore, the 2022 Annual Report s water quality analysis was essentially copied directly into EPA s 6th FYR, Appendix J (2023), which contains the surface water quality data tables and figures. As the District s data was used in the 2022 and earlier Annual Reports, and the 6th FYR, it is not clear why EPA would exclude this important information from future FYRs, especially when it appears that the PRP would not object to the use of this data for the water quality assessment. This use of third-party data by the EPA, including that collected by the District, is not limited to the Annual Reports from 2012 to 2022 nor is it limited to the 6th FYR. The Focused Feasibility Study (FFS) dated July 26, 2013, also used third party data from both the District and River Watch. Appendix B (page 162 of 239) to the FFS lists each data point used in the FFS along with the source of that specific data point. There are numerous data points that originate from sampling programs outside that of the PRP s and USGS s. 5.The EPA has not provided any regulatory or technical basis for excluding third party data from the analysis The EPA has failed to provide any regulatory or technical basis for excluding readily available and credible third-party data from future FYRs. An extensive literature review conducted by LRE Water failed to identify any EPA regulation, guidance, or policy that specifically instructs EPA staff to exclude third-party data from its FYRs or any other analyses or reports. 6.It will jeopardize the credibility of the FYR If EPA fails to include all the readily available and credible data in the FYR water quality analysis only 60%, 15%, and 32% of the readily available data will be used in the analysis, for stream segments 5a, 5b, and 5c, respectively, and it will result in conclusions that conflict with the State s 303(d) List. Based on this type of flawed analysis, it is likely that the FYR Protectiveness Determination will find that the remedies implemented to data are Protective and no additional remediation will be required. Clearly, this conclusion will not be acceptable to stakeholders 196 Eagle River Stakeholders Page 7 of 7 because, as documented in our previous comments and the State s 303(d) List, the aquatic life water quality standards for cadmium and zinc are not being met. 197 AGENDA ITEM NO. 5.3 Item Cover Page DATE:November 19, 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 (4:00pm) SUBJECT:Council Matters and Status Update SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: 2024-11-19 Matters 198 COUNCIL MATTERS Status Report Report for November 19,2024 Comments from the November 5th Town Council meeting during “Matters”: Town Council thanked the Environmental department for a successful Hard to Recycle Event! Council also thanked VRD for a well-attended Halloween Trick or Treat Trot Social Media Listening https://share.sproutsocial.com/view/b3933616-1090-4964-9336-16109039647b As mentioned with the news links, volume was down significantly at 33% and Potential Impressions fell even more dramatically at 89%. This can be attributed to the types of outlets posting about us. Positive sentiment was up 19% with most of the negativity centering around the i70 storm closures. In the News______________________________________________________ Oct. 31 Jewelry Theft https://www.vaildaily.com/news/eagle-county-man-accused-of-attempted-armed-robbery-in- avon-and-stealing-more-than-15000-in-jewelry-from-vail-store/ Nov. 1 Kroger Albertsons Merger https://www.vaildaily.com/news/kroger-prices-mountain-towns-western-slope/ Habitat Partnership -Valley Voices https://www.vaildaily.com/opinion/howard-choosing-optimism/ Nov. 3 Car Share Focus Groups https://www.realvail.com/vail-to-host-focus-groups-on-car-share-program/a20472/ Nov. 4 Vail Pass Closure Procedure 199 https://www.vaildaily.com/news/lengthy-vail-pass-closure-the-result-of-multiple-crashes-slide- offs/ https://www.realvail.com/vail-police-department-adopts-new-vail-pass-closure-plan/a20487/ Nov. 5 2025 Budget https://www.vaildaily.com/news/vail-town-council-proposed-budget-2025-160-million/ Nov. 6 Vail Art Studio https://www.vaildaily.com/news/crews-break-ground-on-new-1-2-million-art-studio-in-vail/ https://www.realvail.com/work-under-way-on-new-vail-art-studio-in-ford-park/a20536/ Nov. 8 Vail Pass Closure Procedure https://www.9news.com/video/travel/vail-pass-closure-plan-traffic-reduction/73-82324776-54aa- 40da-97d5-c3ceab39ef66 200