HomeMy WebLinkAbout2024-11-19 Agenda and Supporting Documentation Town Council Evening Meeting1.Call to Order (6:00om)
2.Public Participation (6:00pm)
2.1 Public Participation (10 min.)
3.Any action as a result of Executive Session
4.Consent Agenda (6:10pm)
4.1 Resolution No. 52, Series of 2024, A Resolution Approving
Conditional Termination and Release of Restrictive
Covenant for the Property Known as 315 Mill Creek Circle,
Vail, Colorado 81657
Approve, approve with amendments, or deny Resolution 52,
Series of 2024.
Background: The purpose of this item is to present a proposal
to Town Council to release an existing Type I deed restriction
on the residential property located at 315 Mill Creek Circle, in
exchange for a fee in lieu payment and share the
recommendation from the Vail Local Housing Authority.
4.2 Resolution No. 53, Series of 2024, A Resolution Approving
the Purchase of Real Property
Approve, approve with amendments, or deny Resolution No.
53, Series of 2024.
Background: This acquisition helps achieve the Town's
adopted housing goal and aligns with the recently updated
VAIL TOWN COUNCIL MEETING
Evening Session Agenda
Town Council Chambers and virtually by Zoom.
Zoom meeting link: https://vail.zoom.us/webinar/register/WN_WpkL6ec1TvilcmeVSRk_wQ
6:00 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.
Public comment will be taken on each agenda item.
Public participation offers an opportunity for citizens to express opinions or ask questions regarding town
services, policies or other matters of community concern, and any items that are not on the agenda.
Please attempt to keep comments to three minutes; time limits established are to provide efficiency in
the conduct of the meeting and to allow equal opportunity for everyone wishing to speak.
Public Participation
11.19.24 EHU Exchange Memo - 315 Mill Creek
Vail Town Council EHU Exchange Application Memo 11.19.2024
Resolution 52, 2024 - Mill Creek
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Housing Policy Statements of the Town of Vail.
Staff Recommendation: Authorize the Town Manager to enter
into a purchase and sale agreement, in a form approved by the
Town Attorney, with Jack and Joanie Carnie, for a parcel of
land being the westerly and southerly 1.00' of Lot 2, Block 5,
Bighorn Subdivision Third Addition, in an amount not to
exceed $23,131.25.
4.3 Contract Award to The Grey Edge Group for Vail
Geothermal Project Phase II
Authorize the Town Manager to enter into an agreement, in a
form approved by the Town Attorney, with The Grey Edge
Group for the Vail Geothermal Project Phase II, in an amount
not to exceed $255,180.00.
Background: In the summer of 2024, Town of Vail was
awarded $250,000 from the Colorado Energy Office to pursue
design of a geothermal heating district to incorporate key
facilities and provide a clean energy alternative for
snowmelting. Town Council has provided an additional budget
of $150,000 to complete the project, and the grant award has
been budgeted. This contract award will result in the
completion of the major design components of the geothermal
district system necessary to deliver on the grant objectives.
5.Action Items (6:10pm)
5.1 Resolution No. 54, Series of 2024, A Resolution to Adopt
the Eagle River Community Water Plan (6:10pm)
15 min.
Approve, approve with amendments, or deny Resolution No.
54, Series of 2024.
Presenter(s): James Dilzell, Executive Director, Eagle River
Coalition
Background: The Eagle River Community Water Plan is the
result of years of stakeholder input from throughout Eagle
County. The plan compiles and synthesizes the values and
priorities of the Eagle Valley Community as they pertain to
water resources and riverine ecosystem management.
5.2 Ordinance No. 17, Series of 2024, First Reading, An
Ordinance Amending Title 7 of the Vail Town Code
Regarding Pedestrian Mall Areas and Loading Docks in
the Town (6:25pm)
10 min.
Approve, approve with amendments, or deny Ordinance No.
17, Series of 2024 upon first reading.
Presenter(s): Chief Ryan Kenney, Vail Police Department
Resolution No. 53 Series of 2024
Carnie Parcel PSA-A111124.docx
Carnie Parcel Exhibit A Legal Description
Grey Edge Group Geothermal Contract Award Memo
Eagle River CWP Resolution
ERCWP_v1.1_100724
TOV Eagle River Community Water Plan Presentation
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Background: The Loading & Delivery Program has been in
operation for over two years. During this time, we have made
changes to operational procedures as we learn to be more
efficient.
5.3 Ordinance No. 18, Series of 2024, First Reading, Annual
Appropriation Ordinance: Adopting a Budget and
Financial Plan and Making Appropriations to Pay the
Costs, Expenses, and Liabilities of the Town of Vail,
Colorado, for its Fiscal Year January 1, 2025 through
December 31, 2025 (6:35pm)
45 min.
Approve, approve with amendments, or deny Ordinance
No.18, Series of 2024 upon first reading.
Presenter(s): Carlie Smith, Finance Director and Jake Shipe,
Budget Analyst
Background: Prior to today's first reading, staff held several
meetings to gather feedback from Council on preliminary
budget assumptions and proposals. On November 5th, staff
presented a draft of the Town Manager's budget for Council's
review. Please see attached memo for a summary of changes
since the Town Manager's Draft presentation and Attachment
A for additional details requested by Council.
5.4 Ordinance No. 19, Series of 2024, First Reading, An
Ordinance Providing for the Levy Assessment and
Collection of Town Ad Valorem Property Taxes Due for the
2024 Tax Year and Payable in the 2025 Fiscal Year.
(7:25pm)
10 min.
Approve, approve with amendments, or deny Ordinance No.
19, Series of 2024, upon first reading.
Presenter(s): Carlie Smith, Finance Director
Background: This item is to authorize the collection of property
taxes for 2025.
5.5 Ordinance No. 20, Series of 2024, First Reading, An
Ordinance Amending Section 2-8-13 of the Vail Town
Code Concerning Use Tax Refunds (7:35pm)
5 min.
Approve, approve with amendments, or deny Ordinance No.
20, Series of 2024 upon first reading.
Presenter(s): Lauren Noll, Revenue Manager
Background: This ordinance will amend Title 2, Chapter 8
regarding time requirements for construction use tax refunds of
L&D Ordinance Changes Memo
Ped Mall Access Permits-O10092
TM 2024 Bud Reading Ord 18 1st reading
111924 Town of Vail 2025 Proposed Budget - First Reading
Attachment A - 111924 Additional Information from TM Draft
Attachment B - Project Narratives (1st Reading)
Atttachment C - Contribution Request Full Applications
Town of Vail 2025 Proposed Budget (1st Reading) - Presentation
25 Mill Levy 1st
Mill Levy Ordinance 2025 1st
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construction use tax paid.
5.6 Ordinance No. 21, Series of 2024, First Reading, An
Ordinance Amending Sections 4-1-2 and 4-1-3 of the Vail
Town Code Regarding Business Licenses (7:40pm)
5 min.
Approve, approve with amendments, or deny Ordinance No.
21, Series of 2024 upon first reading.
Presenter(s): Lauren Noll, Revenue Manager
Background: This ordinance will amend Title 4, Chapter 1,
regarding business licensing for certain businesses who
operate shared services.
5.7 Ordinance No. 22, Series of 2024, First Reading, An
Ordinance Amending Sections 4-3-1-2 and 4-3-3-6 of the
Vail Town Code Concerning Sales Tax Exceptions for
Essential Hygiene Products (7:45pm)
5 min.
Approve, approve with amendments, or deny Ordinance No.
22, Series of 2024 upon first reading.
Presenter(s): Lauren Noll, Revenue Manager
Background: This ordinance will amend Title 4, Chapter 3,
regarding the exemption of essential hygiene products such as
diapers and period products from the town 4.5% sales tax.
6.Public Hearings (7:50pm)
6.1 Ordinance No. 16, Series of 2024, Second Reading, An
Ordinance Amending Section 7-3D-1(C) of the Vail Town
Code to Increase the Penalties for Parking Violations in
Designated Parking Zones (7:50pm)
5 min.
Approve, approve with amendments, or deny Ordinance No.
16, Series of 2024 upon Second reading.
Presenter(s): Greg Hall, Director of Public Works and
Transportation
Background: Town Council directed staff to prepare an
ordinance which would establish an additional Special
Enforcement Zone and increase the penalties for violations in
the designated parking zone along South Frontage Road East
from Vail Road to West Vail Valley Drive.
7.Adjournment 7:55pm (estimate)
No. 20, 21, and 22, Series 2024 Memo - Code Updates
Use Tax Refund-O102124
No. 20, 21, and 22, Series 2024 Memo - Code Updates
Shared Services-O101624
No. 20, 21, and 22, Series 2024 Memo - Code Updates
Hygiene Products-O101724
Special Enforcement Area Memo 11-05-24
Parking Fines-O103124
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
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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.
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AGENDA ITEM NO. 2.1
Item Cover Page
DATE:November 19, 2024
SUBMITTED BY:Steph Johnson, Town Manager
ITEM TYPE:Citizen Participation
AGENDA SECTION:Public Participation (6:00pm)
SUBJECT:Public Participation (10 min.)
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Public Participation
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From:Jennifer Berg
To:Council Dist List
Subject:Spruce Creek bus stop
Date:Wednesday, November 13, 2024 1:59:04 PM
Dear members of the Town Council. I am advocating for a covered bus stop at
Spruce Creek on the South Frontage Road as a matter of safety. Our current bus-
stop, which we enjoy, is hard to ascertain as it's demarked by pole, amongst other
poles sticking up. Often buses don't even stop when families or individuals are
waiting.
Our bus stop is on South Frontage road which has a speed limit of 45mph. In
actuality, cars here are rushing to work, or rushing to ski. Realistically these cars are
moving at 55mph. Due to the speed at which cars are moving, we feel a covered stop
would mitigate accidents which are not unusual; but also a covered stop would be
more widely identified by the busses and more likely to be used due to a safer
environment in which our children can wait. (Every year, a car ends up in the gully in
front of Spruce Creek.)
There are 27 dwellings with an average of 4 people per dwelling who would love to
safely use our bus system. Parents feel a covered stop would be safer for their
children who often wait in their ski boots and skis on the Frontage Road as it is
always shoveled. shoveled. This is not safe.
I have previously submitted a neighborhood petition of 42 signatures on this subject.
I've attend TOV meetings, representing our Owners and families and guests.
I appreciate your taking action on this important matter.
J. H. Berg
970-476-1342
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AGENDA ITEM NO. 4.1
Item Cover Page
DATE:November 19, 2024
SUBMITTED BY:Missy Johnson, Housing
ITEM TYPE:Consent Agenda
AGENDA SECTION:Consent Agenda (6:10pm)
SUBJECT:Resolution No. 52, Series of 2024, A Resolution Approving
Conditional Termination and Release of Restrictive Covenant for
the Property Known as 315 Mill Creek Circle, Vail, Colorado
81657
SUGGESTED ACTION:Approve, approve with amendments, or deny Resolution 52, Series of
2024.
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
11.19.24 EHU Exchange Memo - 315 Mill Creek
Vail Town Council EHU Exchange Application Memo 11.19.2024
Resolution 52, 2024 - Mill Creek
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To:Vail Town Council
From:Jason Dietz, Housing Director
Date:November 19, 2024
Subject:EHU Exchange Proposal – 315 Mill Creek Circle – Request for Approval
1.Purpose
The purpose of this memorandum is two-fold:
1. to present a proposal to release an existing Type I deed restriction on the
residential property located at 315 Mill Creek Circle, in exchange for a fee in lieu
payment, and
2. share the recommendation from the Vail Local Housing Authority.
The applicant is requesting approval of Resolution No. 52, Series of 2024, approving the
EHU exchange application and authorizing the Town Manager to execute the deed
release agreement, subject to the terms of the conditional release described herein.
2.Description
Please see the attached applicant’s memorandum from Ruther and Associates LLC.
3.Recommendation
The Vail Local Housing Authority recommends that the Vail Town Council
approves Resolution No. 52, Series of 2024, as presented.
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MEMORANDUM
To: Vail Town Council
From: George Ruther, Principal, Ruther Associates LLC
Date: November 19, 2024
Re: EHU Exchange Proposal – 315 Mill Creek Circle – Request for Approval
I.Purpose
The purpose of this memorandum is two-fold:
1. to present a proposal to release an existing Type I deed restriction on the residential
property located at 315 Mill Creek Circle, in exchange for a fee in lieu payment, and
2. share the recommendation from the Vail Local Housing Authority.
In the end, the applicant is requesting approval of Resolution No. 52, Series of 2024, approving
the EHU exchange application and authorizing the Town Manager to execute the deed release
agreement, subject to the terms of the conditional release described herein.
II.Summary of the Request
The Berkowitz Family, via two trusts, is the owner of the residential property located at 315 Mill
Creek Circle. The property is currently encumbered by a Type I deed-restriction which was
recorded on November 15, 1993. Pursuant to the provisions of Section 12-13-5 of the Vail Town
Code, the property owner is requesting approval to exchange the existing deed-restricted on the
property for a fee in lieu payment.
This EHI exchange request, as presented,
complies with the provisions of Section 12-13-5 of the Town Code,
achieves the housing goal and policies adopted by the Vail Town Council for the Vail, and
furthers the stated objectives of the adopted Town of Vail Strategic Plan and the Vail
Housing 2027 Plan, respectively,
ensures full compliance with the Zoning Regulations of the Town of Vail due to the
conditional release provisions recommended, and
has the unanimous (4-0-1 Denton recused) support of the Vail Local Housing as
recommended at their November 12, 2024, public hearing which was based upon the
findings in Section IV of this memorandum.
III.Background
The Vail Town Code permits the exchange of an existing deed restriction with the replacement of
a new deed restriction(s), subject to the provisions of Section 12-13-5, Employee Housing Unit
Deed Restriction Exchange Program. The purpose of the Program is to provide occupied, livable,
affordable homes within the Town of Vail for year-round and seasonal residents living and working
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in the Vail community. Historically, the Town of Vail and the Vail Local Housing Authority have
successfully relied upon the exchange program to better ensure the occupancy of deed-restricted
homes for Vail residents. The program has been especially valuable in its ability to update
underperforming deed restrictions.
Since its creation in 2008, the exchange program has successfully resulted in dozens of net new,
deed-restricted homes within the Vail community. Most recently, the Vail Local Housing and the
Vail Town Council recommended and authorized the release of an existing deed restriction on a
residential property located at 392 Beaver Dam Circle, subject to a fee in lieu payment. The fee
in lieu payment funds ($300,000) received by the Town of Vail were used to acquire more than
1,500 square of net new deed-restricted, residential property and updated deed restriction
agreements.
IV.Proposal
In summary, the proposal includes the following:
An exchange of an underperforming deed restriction for performing deed restrictions
A fee in lieu payment to the Town of Vail of $410,000, and
A conditional release of the existing deed restriction which ensures full compliance with
zoning
Updated Deed Restriction
Pursuant to the public records of the Eagle County Clerk & Recorder’s Office, the exchange ehu
is a 683 square foot, attached, one-bedroom apartment, and is located within the residence at
315 Mill Creek Circle. The exchange ehu exists subject to an existing deed restriction recorded
on November 15, 1993. Of importance, the terms of the recorded deed restriction do not require
the employee housing unit to be occupied (“…if it shall be rented...”), and therefore, is referred to
by the Town as an “underperforming” deed restriction. More than 20 “under-performing”deed
restrictions exist in the Vail community. As proposed with the 315 Mill Creek Circle request, each
offers a mutually beneficial opportunity for the property owner and the Vail community to acquire
“performing”deed restrictions, at no cost to the Town of Vail.
Fee in Lieu Payment
The exchange ehu is located within the mapped commercial job core of Vail Village. As such, per
Section 12-13-5(a) of the Vail Town Code, a proposed exchange needs to accommodate at least
2,049 square feet (683 sq. ft. @ 3x multiplier) of net new, deed-restricted, gross residential floor
area (GRFA).
The exchange ehu owner is offering to grant the Town of Vail $410,000 to facilitate the acquisition
of at least 2,049 square feet of GRFA, at $200 per square foot and secure a new “performing”
deed restriction(s). The $410,000 would be paid to the Town of Vail upon closing of the sale of
the property which is scheduled for January 21, 2025. This amount is equal to 20% of the fair
market value (FMV) of free-market residential square footage at a market value of $1,000 per
square foot. Based upon the Town’s five most recent home purchases for deed restriction
purposes, the average FMV per square foot was $884.26 ($200/sq.ft. equals 23% of ave. FMV).
Historically speaking, through the Vail InDEED Deed Restriction Purchase Program, the Vail Local
Housing Authority and the Vail Town Council have successfully acquired deed restrictions for 18%
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- 20% of FMV of the home. With this in mind, the grant of $410,000 more than adequately allows
the Town to acquire 2,049 square feet of new deed-restricted GRFA; if not more.
Conditional Release
The residential property at 315 Mill Creek Circle is currently under contract for purchase by a new
property owner and a fixed closing date is scheduled for January 21, 2025. The new owner intends
to demolition and rebuild the home. According to the Town’s files. the existing home has a
maximum allowable site coverage of 25% of the lot area, up from 20%, as, in 1993, the current
owner took advantage of a 5% site coverage bonus to construct a deed-restricted dwelling unit.
Therefore, to release the deed restriction at this time, and prior to the demolishing the existing
home, would cause the property to exceed maximum allowable site coverage of 20%, and is not
permitted.
To that end, the applicant is proposing a conditional release of the existing deed restriction (see
attached). The terms of the release are as follows:
The payment to the Town of Vail is to occur on the earlier of (i) the closing of the sale of
the property or (ii) January 21, 2025, of $410,000.
The deed restriction release shall be conditioned upon the issuance of a building permit
to demolish and rebuild the home.
The immediate release of the deed restriction shall be an administrative action and without
further Town Council review.
The new property owner would be required to take the steps necessary to cause the
issuance of a build permit within 24-months of the closing date of January 21, 2025.
Upon completion of the rebuild, the new home would fully comply with the Town’s land use
regulations, including the 20% maximum allowable site coverage.
If the new property owner failed to comply within the 24-month timeframe, the deed
restriction release approval shall be null and avoid and the $410,000 would be forfeited to
the Town of Vail.
V.Findings
The applicant requests that the Vail Town Council approves the ehu exchange application, as
presented, and as unanimously recommended by the Vail Local Housing Authority. In doing so,
the applicant has demonstrated the following:
that the proposed ehu exchange furthers the Town’s adopted housing goal and aligns
with the Town’s adopted housing policy statements,
that exchanging the “underperforming” deed restriction for an opportunity to acquire 2,049
square feet of “performing” deed restrictions better achieves the Town’s housing
objectives,
that the grant of $410,000 in payment in lieu funds adequately affords the Vail Local
Housing Authority and Vail Town Council the opportunity to acquire 2,049 square feet, or
more, of net new deed-restricted homes,
that the ehu exchange application complies with the provisions of Section 12-13-5 of the
Vail Town Code as demonstrated in the ehu exchange application on file with the Town of
Vail, and
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that the conditional release of the existing deed restriction, including the immediate
payment of $410,000 to the Town of Vail, ensures the property remains in compliance
with the Town’s zoning regulations until such time as the existing home is demolished and
approved to be rebuilt, in accordance with the adopted development standards.
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RESOLUTION NO. 52
Series of 2024
A RESOLUTION APPROVING CONDITIONAL TERMINATION AND RELEASE OF
RESTRICTIVE COVENANT FOR THE PROPERTY KNOWN AS 315 MILL CREEK
CIRCLE, VAIL, COLORADO 81657
WHEREAS, Owner is the owner of real property described as 315 Mill Creek Circle,
Vail, Colorado 81657 (the "Property");
WHEREAS, the Property is encumbered by a Type I Employee Housing Unit
Restrictive Covenant dated November 15, 1993, which was recorded against the Property in
the records of the Clerk and Recorder of Eagle County, Colorado at Reception No. 520918
(the "Restrictive Covenant");
WHEREAS, the Restrictive Covenant runs with the Property, but the Town is the sole
beneficiary of the Restrictive Covenant, and as such, the Town is authorized to terminate
and release the Restrictive Covenant; and
WHEREAS, the Town desires to terminate and release the Restrictive Covenant if the
below conditions are met.
NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE
TOWN OF VAIL, COLORADO THAT:
Section 1. The Town Council hereby approves the termination and release of
the Restrictive Covenant, and authorizes the Town Manager to execute and record
a termination and release of the Restrictive Covenant upon the satisfaction of
the following conditions:
1. The Fee in Lieu payment, pursuant to Section 12-13-5 of the Vail Town Code,of
$410,000 to the Town of Vail on or before January 21, 2025; and
2.The completed demotion of the Property on or before January 21, 2027.
Section 2.The Town shall be entitled to keep the Fee in Lieu payment of
$410,000 and shall have no obligation to terminate and release the Deed Restriction
if the second condition referenced above is not met.
Section 3.This Resolution shall take effect immediately upon its passage.
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INTRODUCED,PASSED AND ADOPTED at a regular meeting of the Town
Council of the Town of Vail held this 19th day of November 2024.
_________________________
Travis Coggin,Mayor
ATTEST:
Stephanie Kauffman, Town Clerk
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AGENDA ITEM NO. 4.2
Item Cover Page
DATE:November 19, 2024
SUBMITTED BY:Steph Johnson, Town Manager
ITEM TYPE:Resolution
AGENDA SECTION:Consent Agenda (6:10pm)
SUBJECT:Resolution No. 53, Series of 2024, A Resolution Approving the
Purchase of Real Property
SUGGESTED ACTION:Approve, approve with amendments, or deny Resolution No. 53,
Series of 2024.
STAFF RECOMMENDATION:Authorize the Town Manager to enter into a purchase and sale
agreement, in a form approved by the Town Attorney, with Jack and
Joanie Carnie, for a parcel of land being the westerly and southerly
1.00' of Lot 2, Block 5, Bighorn Subdivision Third Addition, in an
amount not to exceed $23,131.25.
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Resolution No. 53 Series of 2024
Carnie Parcel PSA-A111124.docx
Carnie Parcel Exhibit A Legal Description
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RESOLUTION NO. 53
SERIES OF 2024
A RESOLUTION APPROVING THE PURCHASE OF REAL PROPERTY
WHEREAS, (“Owner”) is the owner of certain real property located in Vail,Colorado
more specifically described in the attached Exhibit A, incorporated herein and made part
hereof by this reference (the “Property”); and
WHEREAS, the Town wishes to purchase the Property from Owner, and Owner
wishes to sell the Property to the Town, pursuant to the terms of the Purchase and Sale
Agreement, attached hereto as Exhibit B (the “PSA”).
NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN
OF VAIL, COLORADO THAT:
Section 1.The Town Council hereby approves the PSAinsubstantially the same
form attached hereto as Exhibit A and in a form approved by the Town Attorney,
authorizes the Town Manager to execute the PSA on behalf of the Town.
Section 2.This Resolution shall take effect immediately upon its passage.
INTRODUCED, PASSED AND ADOPTED at a regular meeting of the Town
Council of the Town of Vail held this 19
th day of November, 2024.
________________________________
Travis Coggin, Mayor
ATTEST:
_________________________________
Stephanie Kaufman, Town Clerk
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PURCHASE AND SALE AGREEMENT
THIS PURCHASE AND SALE AGREEMENT (the "Agreement") is made and
entered into as of this ____ day of __________________, 2024 (the "Effective Date"), by
and among the Town of Vail, a Colorado home rule municipality with an address of 75
South Frontage Road, Vail, CO 81657 (the "Town") and Jack and Joanie Carnie,
individuals with an address of _________________ (collectively "Seller") (each a "Party"
and collectively the "Parties").
Whereas, Seller owns the real property described in Exhibit A, attached hereto
and incorporated herein by this reference (the "Property"); and
Whereas, the Town wishes to purchase the Property from Seller, and Seller wishes
to sell the Property to the Town, pursuant to the terms set forth in this Agreement
Now, Therefore, for the consideration hereinafter set forth, the receipt and
sufficiency of which are hereby acknowledged, the Parties agree as follows:
1.Conveyance. Pursuant to the terms and conditions of this Agreement, Seller
agrees to convey, sell, transfer, and assign the Property to the Town, and the Town
agrees to purchase the Property from Seller.
2.Purchase Price. Subject to the terms of this Agreement, the total purchase price
for the Property is $17,631.25, to be paid by the Town at closing, in funds which comply
with applicable Colorado law, including electronic transfer funds, certified check, or
cashier's check, as directed by Seller.
3.Closing.
a.The closing will occur on a date and time as agreed to by the Parties within
30 days of the Effective Date, at Land Title Guarantee Company (the "Closing Company").
b.The Parties shall pay their respective closing costs, and all other items
required to be paid at closing.
c.At closing, Seller shall deliver to the Town a special warranty deed duly in
a form satisfactory to the Town and subject to statutory exceptions, executed and
acknowledged by Seller, conveying good and marketable fee simple title to the Property
to the Town, and such other instruments of transfer, certificates and additional documents
as may be required hereunder or reasonably required by the Town.
d.At closing, the Town shall deliver to the Closing Company the Purchase
Price plus the Town’s closing costs, and such other documents as may be required
hereunder or reasonably required by Seller.
4.Possession. Possession of the Property shall be delivered to the Town at closing.
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5.Seller's Representations and Warranties. Seller hereby represents and warrants
that the following statements are now, and will be as of the Closing date, true and correct,
to the best of Seller's knowledge.
a. Seller has the full right, power, and authority to transfer and convey the
Property, as provided in this Agreement, and to carry out Seller's obligations under the
Agreement and Seller, if not a natural person, is a corporation, partnership, limited
partnership, limited liability company, or other entity validly existing and in good standing
under the laws of the State of Colorado.
b.Seller has not: commenced a voluntary case, or had entered against it a
petition, for relief under Title 11 U.S.C., as amended (the "Bankruptcy Code") or any
similar petition, order, or decree under any federal or State law or statute relative to
bankruptcy, insolvency, or other relief for debtors; caused, suffered, or consented to the
appointment of a receiver, trustee, administrator, conservator, liquidator, or similar official
in any federal, State, or foreign judicial or non-judicial proceeding, to hold, administer,
and liquidate all or substantially all of its property; or made an assignment for the benefit
of creditors.
c. There is no action, suit or proceeding pending, or to the best of Seller's
knowledge, threatened, against or otherwise affecting Seller or the Property in any court
of law or equity, or before any governmental authority, in which an adverse decision might
materially impair Seller's ability to perform its obligations under this Agreement.
d. There is no pending or threatened condemnation or similar proceeding
affecting the Property.
e. The Property is being conveyed free and clear of all service contracts,
agreements, leases, and other occupancy rights.
f. Seller has not received any notice of any violations of any applicable law
related to the Property.
g. Seller is not aware of any special assessments to be levied against the
Property after its acquisition by the Town.
6.Condition of Property. The Town understands that it is purchasing the Property in
its existing condition, "as is". Except for those warranties expressly set forth in this
Agreement, Seller makes no warranties, representations or guarantees, either express or
implied, of any kind, nature or type whatsoever. Without limiting the generality of the
preceding sentence, Seller acknowledges and agrees that neither Seller, nor anyone
acting for or on behalf of Seller, makes or has made any statements, promises, warranties
or representations, either express or implied, with respect to the absence or presence of
any hazardous substance, material or condition affecting the Property, the soil condition,
geologic condition or other physical aspect of the Property or the accuracy or
completeness of any reports or information pertaining to such matters.
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7.Remedies.
a.Seller's Remedies. If the closing does not occur by reason of a breach of
the Town, Seller shall have the right to terminate this Agreement, which shall be Seller's
exclusive remedy.
b.Town's Remedies. If the closing does not occur by reason of a breach of
Seller, the Town may terminate this Agreement by written notice to Seller. The Town
shall have all remedies available at law or equity for such breach, including specific
performance.
8.Miscellaneous.
a.Entire Agreement. This Agreement contains the entire agreement of the
Parties. There are no other agreements, oral or written, and this Agreement can be
amended only by written agreement signed by the Parties.
b.Agreement Binding. This Agreement, and the terms, covenants, and
conditions herein contained, shall inure to the benefit of and be binding upon the heirs,
personal representatives, successors, and assigns of the Parties.
c.Notice. Any notice under this Agreement shall be in writing, and shall be
deemed sufficient when directly presented or sent pre-paid, first class United States Mail
to the party at the address set forth on the first page of this Agreement.
d.Governing Law and Venue. This Agreement shall be governed by the laws
of the State of Colorado, and any legal action concerning the provisions hereof shall be
brought in Eagle County, Colorado.
e.Severability. If any provision of this Agreement is found by a court of
competent jurisdiction to be unlawful or unenforceable for any reason, the remaining
provisions hereof shall remain in full force and effect.
f.Third Parties. There are no intended third-party beneficiaries to this
Agreement.
g.Subject to Annual Appropriation. Consistent with Article X, § 20 of the
Colorado Constitution, any financial obligation of the Town not performed during the
current fiscal year is subject to annual appropriation, shall extend only to monies currently
appropriated, and shall not constitute a mandatory charge, requirement, debt, or liability
beyond the current fiscal year.
h.Governmental Immunity. The Town and its officers, attorneys and
employees, are relying on, and do not waive or intend to waive by any provision of this
Agreement, the monetary limitations or any other rights, immunities or protections
provided by the Colorado Governmental Immunity Act, C.R.S. § 24-10-101, et seq., as
amended, or otherwise available to the Town and its officers, attorneys or employees.
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i.Approval. Notwithstanding anything to the contrary herein, the Parties
acknowledge that the purchase of the Property by the Town is subject to approval of the
Vail Town Council at a public meeting.
IN WITNESS WHEREOF, the Parties have executed this Agreement as of the
Effective Date.
TOWN OF VAIL, COLORADO
________________________________
Travis Coggin, Mayor
ATTEST:
______________________________
Stephanie Kauffman, Town Clerk
SELLER
________________________________
________________________________
STATE OF COLORADO )
) ss.
COUNTY OF _____________)
The foregoing instrument was subscribed, sworn to, and acknowledged before me
this _______ day of ________________, 2024, by Jack Carnie and Joanie Carnie.
My commission expires:
(SEAL)______________________________
Notary Public
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EXHIBIT A
Legal Description
A parcel of land being the westerly and southerly 1.00’ of Lot 2, Block 5, Bighorn
Subdivision Third Addition, as recorded at Reception No. 98059 in the Office of the Clerk
and Recorder, County of Eagle, State of Colorado
Containing 325 square feet more or less.
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Carnie Parcel
Exhibit A
Legal Description –
A parcel of land being the westerly and southerly 1.00’ of Lot 2, Block 5, Bighorn Subdivision
Third Addition, as recorded at Reception No. 98059 in the Office of the Clerk and Recorder,
County of Eagle, State of Colorado
Containing 325 square feet more or less.
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AGENDA ITEM NO. 4.3
Item Cover Page
DATE:November 19, 2024
SUBMITTED BY:Cameron Millard, Environmental Sustainability
ITEM TYPE:Consent Agenda
AGENDA SECTION:Consent Agenda (6:10pm)
SUBJECT:Contract Award to The Grey Edge Group for Vail Geothermal
Project Phase II
SUGGESTED ACTION:Authorize the Town Manager to enter into an agreement, in a form
approved by the Town Attorney, with The Grey Edge Group for the
Vail Geothermal Project Phase II, in an amount not to exceed
$255,180.00.
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Grey Edge Group Geothermal Contract Award Memo
24
To:Town Council
From:Environmental Sustainability
Date:11/19/2024
Subject:Vail Geothermal Phase 2 Project Design
I.ITEM/TOPIC
The Grey Edge Group Geothermal Design Project Contract Award
II.ACTION REQUESTED OF COUNCIL
Authorize the Town Manager to enter into an agreement with The Grey Edge Group to
complete the Geothermal Phase 2 Design Project.
III.BACKGROUND
In the summer of 2024, the Town of Vail was awarded $250,000 from the Colorado
Energy Office to pursue design of a geothermal heating district to incorporate key
facilities and provide a clean energy alternative for snowmelting. The Vail Town
Council has provided an additional budget of $150,000 to complete the project and the
grant award has been budgeted. The Grey Edge Group is the primary consultant on
the project and this contract award will result in the completion of the major design
components of the geothermal district system necessary to deliver on the grant
objectives.
IV.STAFF RECOMMENDATION
Authorize the Town Manager to enter into an agreement, in a form approved by the
Town Attorney, with The Grey Edge Group, to provide technical services for the
completion of the Vail Geothermal Phase 2 project, in an amount not to exceed
$255,180.00
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AGENDA ITEM NO. 5.1
Item Cover Page
DATE:November 19, 2024
TIME:15 min.
SUBMITTED BY:Pete Wadden, Environmental Sustainability
ITEM TYPE:Resolution
AGENDA SECTION:Action Items (6:10pm)
SUBJECT:Resolution No. 54, Series of 2024, A Resolution to Adopt the
Eagle River Community Water Plan (6:10pm)
SUGGESTED ACTION:Approve, approve with amendments, or deny Resolution No. 54,
Series of 2024.
PRESENTER(S):James Dilzell, Executive Director, Eagle River Coalition
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Eagle River CWP Resolution
ERCWP_v1.1_100724
TOV Eagle River Community Water Plan Presentation
26
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RESOLUTION NO. 54
Series of 2024
A RESOLUTION ADOPTING THE EAGLE COUNTY COMMUNITY WATER PLAN
WHEREAS,the Eagle River Community Water Plan (the “Plan”) is a long-
range planning document that considers the past, present, and future ecosystems
of the Eagle River watershed and identifies opportunities to correct historical
degradation and prevent and mitigate against non-desirable future conditions;
WHEREAS, the Plan was developed with a wide-range of stakeholder and
community involvement and input between 2017 and 2022, engaged more than 400
community members over more than 1,615 hours and 59 meetings, and serves as a
guidance document that provides insight into watershed-level values and priorities.
Through the planning process, stakeholders outlined their objectives and identified
strategies to create a foundation for the communities within the Eagle River watershed
to mitigate potential future impacts on the values they hold associated with the
waterways in the Eagle River watershed;
WHEREAS, the primary planning and modeled area of the Plan is the mainstem
Eagle River below its confluence with Homestake Creek, and Gore Creek below its
confluence with Black Gore Creek. A less-intensive evaluation and project identification
effort was also carried out on Gypsum Creek and Brush Creek;
WHEREAS, The Eagle River is a resource that provides drinking water,
recreational access, and economic vitality to more than 50,000 people, and contributes
about 9% of the Colorado River’s flow at the Utah/Colorado border, and between 2.5-
3% of the Colorado River’s total annual discharge;
WHEREAS, The issues, needs, projects, and processes described in the Plan
articulate the goals and objectives of the communities in the Eagle River watershed for
collaboratively addressing the region’s water future. The Plan does not supersede or
serve as a substitution for any local, state, or federal permitting processes or subvert
any existing water rights. Any objective or action identified in the Plan should be
considered within the existing legal and regulatory framework; and
WHEREAS, The Town of Vail will use the Plan in concert with its own
comprehensive plan as a guide to develop future priorities, allocate resources, and work
to secure a vibrant future for Gore Creek, the Eagle River and their tributaries. This will
be in conjunction with any relevant and adopted department goals and other formal
organizational priorities.
NOW THEREFORE,BE IT RESOLVED BY THE TOWN COUNCIL OF THE
TOWN OF VAIL, COLORADO THAT:
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2
Section 1. The Town Council hereby adopts the Eagle River Community Water
Plan, attached hereto as Exhibit A, as a strategic guidance document for the Town of
Vail.
Section 2. This Resolution shall take effect immediately upon its passage.
INTRODUCED, PASSED AND ADOPTED at a regular meeting of the Town of Vail
Town Council held this 19th day of November 2024.
_________________________
Travis Coggin, Mayor
ATTEST:
_____________________________
Stephanie Kauffman, Town Clerk
28
Eagle River
Community Water Plan
Revised: October 2024
EAGLERIVERCO.ORG
970-826-5406
EIN: 20-4448864
EAGLE RIVER COALITION
461 RAILROAD AVENUE, UNIT C
PO BOX 1477 | GYPSUM, CO 81631
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Funding and Partner Support
Disclaimer
The Eagle River Community Water Plan was made possible by efforts within the Colorado Water Plan adopted
in 2015 and subsequent grant programs through the Colorado Water Conservation Board. Additional funding
was provided by Homestake Water Project Partners, Eagle Park Reservoir Company, Eagle River Water &
Sanitation District, Vail Resorts, Climax Mine (Freeport McMoran), Colorado River District, Eagle County and
the towns of Vail, Avon, Gypsum and Minturn. The organizations indicated below regularly participated in the
planning process and provided valuable insights, suggestions, and edits. The Eagle County Conservation
District provided input on behalf of the agricultural community.
Preface
The Eagle River Watershed supports diverse uses
of water that may be impacted by population
growth and increasing municipal demand for
water in Eagle County, climate change and
volatility, and projects related to the Eagle River
Memorandum of Understanding (ERMOU)–an
intergovernmental agreement for developing
municipal water supplies in the upper Eagle River
watershed.
Therefore, the overall goal of the Eagle River
Community Water Plan is to consider past,
present and future human and ecosystem river
health values to identify opportunities to correct
historical degradation and prevent and mitigate
against non-desirable future conditions.
Eagle River Coalition, formerly the Eagle River
Watershed Council, initiated the Eagle River
Community Water Plan in order to develop
proactive water management recommendations
that anticipate changes to local hydrology and
water demand.
The State of Colorado laid the groundwork for
this plan with the adoption of the Colorado Water
Plan in 2015 that set out to have 80 percent of
locally prioritized rivers covered by stream
management plans by 2030. Through the
planning process, we wanted to seek multiple
benefits, engage community members and
consider a changing environment while
balancing all uses and protecting river health.
“When you put your hand in a flowing stream, you touch
the last that has gone before and the first of what is
still to come.” – Leonardo Da Vinci
The issues, needs, projects, and processes described here articulate the community’s goals and objectives
for collaboratively addressing the region’s water future. The perspectives characterized here reflect
outcomes of engagement with community members between 2017 and 2022. The Eagle River Community
Water Plan does not supersede or serve as a substitution for any local, state, or federal permitting
processes or subvert any existing water rights. Any objective or action identified in the ERCWP should be
considered within the existing legal and regulatory framework.
Prepared For:
Prepared By:
With Support From:
461 Railroad Ave, Unit C
PO Box 1477
Gypsum, CO 81631
345 Colorado Ave. Unit 104
Carbondale, CO 81623
30
4 5
The Eagle River Watershed is not an unknown or unstudied resource. Many plans,
projects and efforts precede this water plan. However, many of those planning
efforts and assessments focus on existing water quality issues and current
conditions. In order to mitigate human and environmental demand shortages that
are generally undesirable, the Eagle River Community Water Plan placed greater
focus on future water quantity and quality issues. This approach was motivated by
the growing recognition that the future may bring altered hydrology and
increased demand for water.
Within the Watershed, there are numerous user types and water uses to account
for. Water is removed from the Eagle River and its tributaries in varying amounts at
different times of the year to support agriculture, domestic uses, and recreation
(e.g., rafting and snow making). Water is also diverted from the headwaters across
the Continental Divide through a system of transbasin diversions for use on the
Front Range. The water left in rivers and streams supports fishing, boating and
other recreational uses, which contribute to residents’ high quality of life and the
success of the local economy. The well-being of our communities relies on healthy
aquatic ecosystems. The health of streams and river, in turn, is significantly
influenced by the amount and timing of streamflows and the degree to which
those flows resemble natural conditions.
The Eagle River Coalition initiated the Eagle River Community Water Plan with a
two-part mission to 1) consider past, present, and future human needs and river
health issues to identify opportunities to correct historical degradation and
prevent and mitigate against non-desirable future conditions for environmental
and recreational water uses; and 2) understand the independent and interactive
impacts of population growth, water use, reservoir development, and climate
change (air temp. and precipitation patterns) on human and ecosystem water
needs.
We hope this planning effort can help water managers and policy makers better
understand the community’s concerns about the well-being of our streams and
rivers. Notably, this effort produced a set of Management Objectives that
synthesize what stakeholders and the community want to achieve and represent a
shared vision for streams and rivers in Eagle County.
Sincerely,
James Dilzell
Executive Director
Eagle River Coalition
A Note From the Eagle River Coalition
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6 7
Table of Contents Glossary of Terms
Introduction…………………………………………………………………..8
Current Conditions…..………………………………………………….16
Potential Drivers………………………………………………………….22
Report Cards……………………………………………………………….28
Values At Risk…..…………………………………………………………54
Strategies……………………………………………………………………66
Implementation…………………………………..………………………68
Appendices:
A. Planning Goals and Objectives
B. Stakeholder & Community Engagement
C. Technical Analysis Summary
D. Annotated Bibliography
E. Water Rights Administration
F. Historical & Future Hydrology
G. Hydrological Alteration & Ecosystem Vulnerability
H. Environmental Flow Deficits
I. Linkages Between Hydrology & Aquatic Habitat Quality
J. Lateral Hydrological Connectivity and Riparian Habitat
K. Hydrological Controls on Water Quality Below the Eagle Mine
L. Hydrological & Atmospheric Controls on Water Temperature
M. Streambed Sediment Mobilization Thresholds and Frequencies
N. Recreational Water Uses on the Eagle River and Gore Creek
O. Report Card Grading Criteria
P. Strategy Implementation Work Plan
Q. Dissenting Perspectives
BIP Basin Implementation Plan
BLM Bureau of Land Management
CBRT Colorado Basin Roundtable
CEC Community Engagement Committee
CTG Core/Technical Group
CWCB Colorado Water Conservation Board
CWP Colorado Water Plan
EGS Ecosystem Goods and Services
ER20 Eagle River 20 Simulation Model
ERC Eagle River Coalition (formally Eagle River Watershed Council)
ERCWP Eagle River Community Water Plan
ERMOU Eagle River Memorandum of Understanding
ERWP Eagle River Watershed Plan
IWMP Integrated Water Management Plan
SMP Stream Management Plan
TMD Transmountain Diversion
USFS United States Forest Service
USGS United States Geological Service
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Although the natural flow regime1 of many waterways in the Eagle watershed are much more intact than
other Colorado streams and rivers, human settlement and the associated consumptive use and
management of water inexorably alters streamflow. Roughly 75% of the average annual flow volume of the
Eagle River occurs during the months of May, June and July. The remaining 25% of flow is spread across
the rest of the year, supporting aquatic and terrestrial wildlife, numerous recreational uses, and helping to
meet community demands for affordable, clean and reliable water supplies (ERWP, 1996). Reservoir
storage and transmountain diversions reduce streamflows during snowmelt periods on many headwaters
streams, with additional flow impacts rippling downstream. Conversely, these releases augment flows in
some reaches during summer and fall low flow periods when water diversions for municipal and
agricultural uses would otherwise reduce flows well below natural conditions. A warming climate and
increasing demand for agricultural and municipal water in Eagle County and Front Range communities is
likely to significantly alter patterns of streamflow in local streams and rivers in the coming decades.
The Eagle River flows into the 21st century amidst a host of changing landscapes and climate
characteristics. Increasing human populations, shifting values towards water uses, and increasing impacts
to streams and rivers from climate change place new pressures on local streams and rivers to satisfy the
needs of both human communities and aquatic ecosystems2. These changes may have corresponding
impacts on environmental and recreational water uses.
1 A river’s flow regime is the natural pattern of flow over time and can be described by the magnitude, timing, and frequency of high
and low flows. In the Rocky Mountains, the natural flow regime typically features high, fast flows in late spring and early summer,
declining through summer and early fall until low winter base flows settle into place.
2 https://dnrweblink.state.co.us/CWCB/0/edoc/217373/ColoradoWaterPlanPublicReviewDraft.pdfIN
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The Eagle River watershed is home to a network of clear mountain streams and rivers that cover
approximately 960 square miles of rugged mountain ridges and verdant river valleys. Elevations
in the watershed range from 6,100 feet near Dotsero to 14,003 feet at the summit of Mount of
the Holy Cross, supporting a diversity of ecological communities reflective of this dramatic
elevation range. Unique among most Colorado watersheds, approximately 98% of the Eagle River
basin is located in a single jurisdictional boundary - Eagle County. Nearly 75% of the watershed is
on public land managed by two federal agencies, the United States Forest Service (USFS) and the
Bureau of Land Management (BLM). Flowing north then west for about 77 miles, the Eagle River
originates in steep headwaters catchments above tree-line near Tennessee Pass. It is fed by
numerous ephemeral, intermittent and perennial streams, springs and seeps as it descends
through montane forests and semi-arid valley bottoms near its confluence with the Colorado River
at Dotsero. Water from the mainstem Eagle River and its many tributaries supports a high
diversity of ecological and human uses as they traverse Eagle County. Understanding and
protecting these uses is the primary interest of the Eagle River Community Water Plan (ERCWP, or
the “Plan”).
square miles
970
Eagle River
Watershed
people in Eagle County
depend full-time on a
healthy watershed
50,000+
14,005’
Mt. of the Holy Cross
1200+ miles of
named
streams and
rivers120 natural
lakes &
8 reservoirs
6,150’
Colorado River
confluence
The Eagle River contributes
about 9% of the Colorado
River’s flow at the Utah
border. and between 2.5-3%
of the total Colorado River
Basin annual discharge.
9%2.5- 3%
Plan
Summary
Planning Area
The primary geography considered by the Plan’s various technical
analyses includes the mainstem Eagle River below the
confluence with Homestake Creek and Gore Creek below the
Confluence with Black Gore Creek. A less-intensive
evaluation and project identification effort was also
carried out on Gypsum Creek and Brush Creek.
Community values identified in the ERCWP apply
more broadly to the entire watershed.
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Planning Goals
Eagle River Coalition (ERC) seeks to understand environmental and recreational (E&R) water
needs within the Eagle River Basin. Assessing impacts of future water development and climate
change on river health and socially valuable aspects of the river is central to this task. This
interest led ERC to coordinate the activities of the ERCWP. ERC produced the Plan collaboratively
with local stakeholders and Front Range water providers to achieve the following1:
• Support the sustainable development of natural and physical resources and the
maintenance of ecological processes and biological diversity;
• promote the equitable and sustainable use and development of water;
• encourage public involvement in resource management and planning;
• promote the sharing of responsibility for resource management and planning between the
local city and county governments, municipal water providers, out-of-basin water interests,
the community, and state and federal government agencies;
• provide timely information and forecasts that directly support environmental, social,
economic, conservation and resource management policy development and decision-
making by local governments, utilities and special districts;
• secure a pleasant, safe and desirable working, living, and recreational environment for all
residents and visitors to Eagle County;
• conserve those areas or other places which are of scientific, aesthetic, or otherwise of
special cultural or environmental value;
• recognize the significant social and economic benefits resulting from the sustainable use of
water resources for the supply of drinking water and commercial activities dependent on
local rivers and streams;
• maintain healthy, functioning ecosystem processes and high levels of biodiversity in
aquatic ecosystems;
• provide for the fair, orderly and efficient allocation of water resources to meet the
community's needs;
• increase the community's understanding of aquatic ecosystems and the need to use and
manage water in a sustainable and cost-efficient manner;
• provide information supporting procedures for evaluation, implementation, enforcement,
and review of water resources management activities; and
• consider the multiple uses of water and the ways that each use may be affected differently
by climate change, population growth, and other stressors.
The Plan promotes sustainable resource use and development. The concept of sustainable
development means managing for the use, development and protection of natural and physical
resources in a way, or at a rate, that enables communities to provide for their social, economic
and cultural well-being and for their health and safety while: 1) sustaining the potential of natural
and physical resources to meet the reasonably foreseeable needs of future generations in Eagle
County; 2) safeguarding the life-supporting capacity of water and aquatic ecosystems; and 3)
avoiding the need to mitigate any adverse effects of human activities on the environment2.
The Plan assesses historical hydrological conditions and presents a range of potential water use
and management futures to consider how well these futures continue to support the diversity of
human and ecosystem needs. The primary output of this plan is a collaboratively prioritized set of
management strategies that reflect the goals, needs, and values of the local community. The
goals, objectives and strategies developed under the Plan are not, necessarily, restricted to the
same geography as that covered by the technical analyses.
1 Informed, in part, by the New South Wales Water Management Act 2000 No. 92, the Tasmania Water Management
Act 1995, and the Victoria Environment Protection Act 2017.
2 Tasmania Water Management Act 1999
The two-part mission of the Eagle River Community Water Plan is to:
• consider past, present, and future human needs and river health issues to identify opportunities to
correct historical degradation and prevent and mitigate against non-desirable future conditions for
environmental and recreational water uses; and
• understand the independent and interactive impacts of population growth, water use, reservoir
development, and climate change (air temperature and precipitation patterns) on human and
ecosystem water needs.
See Appendix A for a more detailed discussion of the planning goals and objectives.
Use of the Plan
This Plan provides a road map for community members, local governments and other organizations eager
to implement projects that support diverse water needs. Specifically, the Plan provides: 1) a framework for
characterizing potential impacts/changes to riverine conditions and/or identifying areas where river health
may be most impacted by the interaction between proposed water management activities and other
physical and biological components of the ecosystem, 2) an understanding of environmental and
recreational needs gaps as they are affected by hydrological variability and increasing demands for water
in Eagle County and on the Front Range, and 3) a set of durable planning objectives that may help guide
the distribution of funds to support high-priority environmental and/or recreational needs across Eagle
County. Importantly, the conformance of goals and objectives identified in the ERCWP and the Colorado
River Basin Roundtable (CBRT) Basin Implementation Plan (BIP) should facilitate the procurement of state
and federal funding for local project implementation.
The ERCWP serves as a guidance document that provides insight into watershed-level values and priorities.
Through the planning process, stakeholders outlined objectives and identified strategies to create a
foundation for the communities of the Eagle River to mitigate potential future impacts on the values they
hold associated with the River.
• Stakeholders can use the Plan to better understand community values associated with the Eagle
River and leverage the objectives and strategies identified in the plan to apply for grants and other
funding opportunities.
• Land managers can use the Plan to help decide where and how to allocate resources.
• Decision-makers can use the contents of the ERCWP as supporting information to make informed
decisions about where and how to align policy and allocation of resources in a manner that reflects
stakeholder and community perspectives.
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Planning Context
The Colorado Water Plan (CWP) seeks to understand the state’s water needs, identify gaps and
promote projects and processes to meet those needs. The CWP recognizes the potential for
changes in water supplies necessary to sustain local communities and meet diverse water needs.
The state of Colorado encourages local stakeholders to engage in strategic planning efforts that
collaboratively address their changing water futures1. Specifically, the Colorado River Basin
Roundtable called for Stream Management Plans and Integrated Management Plans in the BIP
as a means for filling important data and information gaps2. ERC’s 2013 Eagle River Watershed
Plan (ERWP) further promoted stream management planning to aid locally-sustainable water
management.
“[…] where individual reaches of rivers or streams are identified as
impaired or having inadequate flows, craft and implement Streamflow
Management Plans that offer creative and cost effective strategies to
address ecological, domestic, recreational and agricultural water
needs.” (ERWP, 2013)
In 2018, ERC and other local stakeholders recognized a general lack of information necessary to
understand environmental and recreational water needs in the Eagle River Watershed, and how
these needs may be impacted by climate change and/or water development activities. These
stakeholders saw opportunity to fill this important data gap and supplement ongoing planning
efforts by local municipal water providers focused on meeting future demands under increasingly
variable environmental conditions. The ERCWP was conceptualized as an effort to provide a
nuanced evaluation of changing environmental conditions and recreational use opportunities on
streams and rivers in response to a changing climate, growing population and changing patterns
of land use.
Community Engagement Process
The Eagle River Community Water Plan implemented a structured stakeholder process to elicit
feedback from the community regarding water use and management in the planning area (see
Appendix B for more information). The planning process promoted sound strategic planning and
coordinated action by various government and non-government entities and members by:
• providing a venue for discussing the multiple uses of water and the ways that each
contributes to the vitality of local communities;
• ensuring that the impacts on E&R water uses were considered when contemplating future
use and development of water; and
• establishing a structured and facilitated dialog among parties for setting objectives and
identifying best practices, policies and other recommendations for the use, development
and protection of water resources.
Engagement with stakeholders via surveys, webinars, and in-person workshop settings featured
activities that helped stakeholders contemplate relationships between existing patterns of water
use, ecosystem condition, the goods and services that streams and rivers deliver to local
communities, and the potential for future impacts to the delivery
of those goods and services due to climate change and/or water
development activities. At the first ERCWP Stakeholder Group
meeting in June 2018, stakeholders formed several groups in
order to guide the development of the plan: the ERCWP
Stakeholder Group, the Core/Technical Group, and the
Community Engagement Committee. Each group had a distinct
role in the formation of the ERCWP.
2 https://dnrweblink.state.co.us/cwcbsearch/0/edoc/216708/Colorado_BIP_Volume2_2022.pdf
1 https://dnrweblink.state.co.us/CWCB/0/edoc/217373/ColoradoWaterPlanPublicReviewDraft.pdf
ERCWP Stakeholder Group
The ERCWP Stakeholder Group consisted of stakeholders from environmental and conservation
organizations, local and Front Range water providers, community members, ERMOU signatories, outfitters,
conservation districts, regional government entities, local municipalities, Eagle County, and state agencies.
The Stakeholder Group had an open membership for anyone interested in providing feedback on the
ERCWP. The Stakeholder Group met regularly to conduct peer-to-peer learning about topics significant to
the ERCWP, provide updates and input on parallel technical
developments and community engagement efforts, and identify
additional high-priority planning issues. The ERCWP Stakeholder Group
was responsible for developing the ERCWP objectives, strategies, and
project list in this plan. The Stakeholder Group was open to anyone
interested in the future of the river and committed to regular and active
participation in meetings.
Core/Technical Group
The Core/Technical Group (CTG) focused solely on the technical aspects of the ERCWP. Members of this
group self-selected to participate in the group. The CTG consisted of members from state agencies, ERMOU
partners, technical consultants, regional governmental entities,
Eagle County, and local municipalities. The CTG met monthly
until the completion of the technical elements of the plan. The
purpose of the CTG was to ensure that those who have ideas or
preferences about the technical elements of the ERCWP have
the opportunity to provide meaningful feedback and direction to
Lotic Hydrological (the technical consultant).
Community Engagement Committee
The Community Engagement Committee (CEC) focused solely on
providing ongoing advice and expertise to the technical
consultant and Peak Facilitation Group to help deliver the
most effective community engagement possible during
the ERCWP process. The Community Engagement
Committee was comprised of members from local
municipalities, Eagle County, ERMOU partners, state
agencies, environmental and conservation
organizations, local and Front Range water providers,
outfitters, and conservation districts. The Community
Engagement Committee designed and provided input
on several community engagement strategies,
including community meetings and several surveys,
and helped interpret results.
The ERCWP was created with significant input
through the ERCWP Stakeholder Group, Core/
Tech Group and Community Engagement
Committee. From 2018 to 2022, the
Stakeholder Group, Community Engagement
Committee and Technical Advisory Group met
53 times for a total of 1,433 hours.
ERC hopes that the voice of the community
reflected in this Plan continues to be informative
and useful to elected officials and other decision-
makers as they endeavor to plan for Eagle
County’s water future in a manner consistent with
the goals and principles set forth here.
25
424
Technical
Group Meetings
Total
Hours
19
1061
Stakeholder Group Meetings
Total
Hours
Word cloud created by
community members
during a live survey
activity at a community
meeting in 2019.
Participants were asked
to provide words that
captured their
experiences with local
rivers and streams,
their personal water
uses, or their
concerns for the
well being of local
waterways.
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Throughout the ERCWP planning process, the CEC employed several methods to engage the
broader community and solicit feedback on different elements of the ERCWP. The CEC organized
community meetings with in-person activities and exercises to gather community perspectives
and values. They also set up booths at existing events with similar exercises to reach specific
audiences. Some of the engagement opportunities collected demographic data for the purpose
of communicating with decision-makers about who was providing input on the ERCWP and
whether those providing input on the ERCWP were representative of the population in Eagle
Valley. The CEC designed three different surveys to collect community
feedback: two conducted in 2019 and another conducted in 2022.
Nearly 30 percent of Eagle County identifies as Hispanic, according to US
Census results. Therefore, the CEC made deliberate efforts to engage
members of the Hispanic and Spanish-speaking community in Eagle
County. In 2019, the CEC organized a community meeting with Spanish-
speaking facilitator. Eagle County provided Spanish translation services so that one community
survey could be distributed in Spanish.
Input from Community Members
In early 2019, the CEC hosted two community meetings, one down-valley and one up-valley. One
of these meetings included a Spanish-speaking facilitator. The purpose of the community
meetings was to provide information about the ERCWP planning effort and gather information
from community members about their perspectives on the priority water uses on the Eagle River.
Meeting participants participated in several activities designed to collect their input. One activity
asked community members to indicate on a map of the watershed, locations they had a special
attachment to and thought should be prioritized by the ERCWP, and locations that they perceived
at particular risk for negative change in the future (see map below). A survey questionnaire was
additionally used to collect input about perceived risks to the health of streams and rivers
throughout the watershed and community members’ water use priorities for the ERCWP (see
opposite page for summarized survey responses). A separate survey was distributed to
community members, asking about streamflow preferences on different stream reaches needed
to support whitewater boating activities. In total, more than 400 community members provided
input to the planning process. Questions asked of the community via surveys, community
workshops, and event booths were in
the context of the entire Eagle River
Watershed. As a result, the
feedback provided by
community members apply
to the broader Eagle River
watershed and are not
restricted to the
same geography
as the technical
assessment.
15
130
Outreach
Meetings
Total
Hours
Right: Community
member responses to a
survey question asking
which water uses should
be prioritized by water
planning efforts
conducted under the
ERCWP.
Left: Community
member responses to a
survey question asking
participants to indicate
their greatest perceived
risks to the health of the
Eagle River and its
tributaries.
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Assessment of Current Conditions
The ERCWP process began with a comprehensive search of scientific literature, resource studies
and reports (Appendix D), and a review of existing policy, water rights (Appendix E), and
management actions specific to the Eagle River watershed. This review provided context for
understanding the diversity of social and environmental objectives that influence local and
regional water use and management, and the array of historical conditions and trends in natural
conditions. While numerous works were completed by local parties and agency partners like U.S.
Geological Survey (USGS) concerning water quantity, quality, and the condition of aquatic life,
fisheries, and riparian health in the watershed, a smaller subset of publications have particular
relevance to streamflows and non-consumptive water use and needs for ecosystems and
recreation. Sources critical to the development of the ERCWP include:
• Colorado Water Plan, 2015 (updated 2023): serves as the foundation of the ERCWP
by providing initiatives, connections, and values to meet Colorado’s current and future
consumptive, recreational, and environmental water needs.
• Technical Update to the Colorado Water Plan (2019): communicates and makes
publicly-available the state’s supply and demand projection data, and the methods,
analytical tools, and results used to underpin the CWP’s findings and recommendations.
• Colorado Basin Roundtable Basin Implementation Plan (2015, updated 2022):
identifies stream management plans (SMPs) and Integrated Water Management Plans
(IWMPs) as top priorities. The CBRT states that such planning is vital to providing
sufficient water for environmental needs among the many competing uses and
demands for water, and thereby restoring and protecting ecological processes that
connect land and water while ensuring that streams also serve the needs of human
populations.
• Eagle River Memorandum of Understanding Project Alternatives Study (2016)
provides evaluations of some potential project alternatives to develop water storage and
conveyance projects in the Eagle River basin for West Slope and East Slope interests.
The ERMOU was executed in 1998 by multiple signatories. Various development
alternatives are currently being considered. Future permitting will assess impacts on
water quantity and quality in the Eagle River. For instance, water diversions and storage
can reduce the intensity of spring runoff flows that are important in the maintenance of
aquatic habitat. Spring flows flush fine sediments from the channel substrate and
provide the high-quality gravel beds needed by aquatic insects and fish for reproduction.
High flows also maintain riparian communities through flooding of the banks and
riparian zones adjacent to the river. Studies have not been conducted to determine how
much of a “flushing” flow is actually needed on the Eagle River to maintain optimal
habitat for aquatic life and bank recharge.
• Eagle River Watershed Plan (2013): provides information, goals, strategies and action items
related to water and land management practices in the Eagle River basin. The 2013 document
updates and replaces the 1996 version and includes significant new information, community input
plus the vision for watersheds in Eagle County. Several issues and recommendations are
discussed which provide relevant background to the development of an IWMP. The ERWP is
organized around five water related topics (Quantity, Quality, Land Use, Wildlife and Recreation) all
of which provide direction and insights for the ERCWP.
• Eagle River Inventory and Assessment (2005): an inclusive, scientific baseline inventory and
assessment of the Eagle River with a prioritized list of restoration and conservation projects,
including brief descriptions and cost estimates. It also measures public support for various
prospective projects and other recommended actions. A comprehensive list of ten watershed
restoration principles from scientific literature and case studies to improve the likelihood of
success was included for reference and subsequent work plans.
• Eagle River Assembly, Assembly Report (1994, updated 2000): convened to find a path
through the acrimonious gridlock surrounding Colorado Springs and Aurora’s efforts to develop the
Homestake II project. The assembly reported potential strategies that would: 1) improve the
condition of the river, and 2) assure adequate water supplies for future needs. The resulting
assessment concluded that flows in the Eagle River were inadequate to meet existing
environmental and water supply demands in average years and dryer than average years,
principally in late summer and winter months. Environmental concerns were based on identified
`stream flow deficits' where the amount of water in the stream was not adequate to meet
recommended instream flow rights that had been implemented years earlier (CWCB flow rights) for
the protection of fish. Work by the Assembly eventually led to the 1998 Eagle River Memorandum
of Understanding, which specified conditions for sharing allocated but undeveloped water in joint
or individual water projects, and potential priority focus areas for projects.
• USGS Assessment of surface-water quantity and quality, Eagle River watershed, Colorado
(2007): provides a historical characterization of water quantity and quality, including spatial
patterns and trends. Findings from the report helped direct ongoing water quality monitoring
activities coordinated by the Eagle River Coalition.
This historical body of work provides a rich context for understanding historical and present issues facing
water users, water managers, and community members. optimizing water management decisions to
support existing uses while, simultaneously, alleviating constraints on the delivery of important ecosystem
goods and services (EGS). It is often difficult to quantify EGS value given their nature as non-market
common public amenities. Clean water, healthy fisheries, or stunning viewscapes provide intangible
benefits that do not easily fit within the economic valuation and cost-benefit frameworks that typically drive
resource management decisions. However, when delivery of EGS is acutely constrained, some
corresponding impact—direct or indirect—to local economies, livelihoods, or quality-of-life frequently arises,
driving the need to identify alternative resource management strategies. The ERCWP considers three
primary attributes (the “Attributes”) commonly associated with EGS and frequently affected by water
resource management activities: channel dynamics, riparian health, and aquatic habitat.
Channel Dynamics
Channel dynamics encompass the fluvial and geomorphological processes that interact to control channel
form and evolution across a range of spatial and temporal scales. Channel dynamics respond to
interactions between patterns of rainfall and runoff, catchment-scale physical attributes (e.g. surficial
geology, topography), riparian community structure, and local use practices (e.g. transportation corridor
alignment, grazing practices). As a result, human management activities that modify the hydrological
regime, alter patterns of erosion, adjust the structure of the channel bed, or modify riparian vegetation may
yield fundamental shifts in the geometry and behavior of the stream at the channel (tens of yards) or reach
(hundreds of yards) scale.
Alteration of sediment supply, channel forming flows, or streambank vegetation may lead to complex
interactive effects that result in reduced resiliency of local channel forms. For example, in unconfined
alluvial streams, degradation of riparian forests frequently results in diminished bank cohesion, an
increased rate of channel avulsion, and a progressive widening and filling of the stream channel itself.
These high-dynamic channel states generally provide poor aquatic habitat and present a risk to streamside
property and infrastructure.
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Riparian Health
Riparian areas support a wide variety of physical, biological, and ecological processes. Riparian
zones generate important organic inputs for stream ecosystems, support streambank cohesion,
perform vital nutrient cycling roles, and lend to the quality of aquatic habitat by providing shade
and buffering against temperature extremes. The hydrological regime, sediment and channel
dynamics, invasive vegetation, and near-stream land uses frequently impact the functionality of
riparian areas.
Riparian areas exist in a complex equilibrium state governed by the local geometry of the
channel/floodplain system and the inter-annual pattern of flood flows and baseflows. Occasional
scouring of overbank areas provides the necessary habitat for germination of many riparian
plant species. Following germination, seedlings require a relatively slow reduction in water table
height over the progression of the growing year. Rapid water table reduction or late season water
table heights that drop below the rooting depth of cottonwoods and other riparian plants
stresses vegetation and can leads to mortality. Management activities that alter the magnitude,
timing, or frequency of peak flows and baseflows, therefore, may limit riparian recruitment
leading to decadent stands with little or no regeneration.
Aquatic Habitat
Interactions between streambed structure, channel hydraulics, water chemistry, vegetative
shading, and organic matter inputs dictate the quality of habitat available for fish,
macroinvertebrates, and macrophytes. In alluvial stream systems, high quality habitat typically
supports vibrant and productive aquatic ecosystems—the kind of ecosystems that sustain robust
trout fisheries. Habitat quality shares a directly proportional relationship to food-chain length in
many systems. Ecosystems supporting long food chains tend to display greater resilience to
changing external forcing variables like climate. Land and water management activities that
affect sediment transport dynamics, streambed complexity, riparian shading, and local
hydraulics comprise important primary controls on aquatic habitat quality.
Many aquatic species rely on specific and relatively narrow ranges of water depth, velocity and
substrate types to perform various feeding/resting behaviors or complete different life stages.
Fragmentation or degradation of habitat for aquatic species may, therefore, arise from
modification of the hydrological regime, which alters local channel hydraulics and the spatial
distribution of water depths and velocities. In a similar fashion, activities that physically alter the
structure of the streambed may impact habitat quality by transforming the local hydraulic
channel response to a given streamflow. The critical interaction between local structure and
hydraulics gives credence to restoration approaches that aim to improve ecosystem function by
reconfiguring channel cross-sectional geometry or planform patterns.
Functional Assessment Criteria
The complex interplay between the human, physical, chemical, and biological components of the
riverine systems complicates the task of identifying appropriate management strategies that
respond to local concerns about one or more of the Attributes. Each Attribute aggregates a suite
of connected processes or characteristics. Therefore, evaluating the functional condition of
multiple components of the system represents the first step towards developing a management
plan that focuses actions on those components of the system constraining the delivery of highly
valued EGS. The existence of complex interactions between Attributes makes it necessary to
disaggregate them into a collection of state variables. These variables describe more
fundamental ecosystem processes and provide a more straightforward basis for measurement
and evaluation. The ERCWP assessed functional condition and identified constraints on the
delivery of EGS based on a suite of physiochemical, biologic, geomorphic, hydrologic and
hydraulic state variables. These include: streamflows, streambed sediment, water quality,
riparian areas, river form, aquatic habitat, and aquatic life. Evaluation of each variable enabled a
robust characterization of existing conditions and supported predictive assessments of changes
in future state across a range of spatial scales.
Streamflows
Broad patterns of precipitation and topography
largely determine a river’s flow regime. In turn,
fluvial ecologists generally treat flow regime as the
“master variable” exerting the largest influence on
riverine ecosystem form and function. Activities
that deplete or augment streamflow have the
potential to impact important regime
characteristics, including: total annual volume,
magnitude and duration of peak and low flows,
and variability in timing and rate of change.
Changes to total annual volume and peak flows
may impact channel stability, riparian vegetation,
and floodplain functions. Impacts to base flows
frequently alter water quality and the quality and
availability of stream habitat. Alterations to natural
patterns of flow variability, including the frequency
and timing of floods, impact fish, aquatic insects
and other biota with life history strategies tied to
predictable rates of occurrence or change.
Streambed Sediment
The production and transport of sediment within a
stream system is a crucial determinant of stream
form, habitat quality and general long-term
stability. Functional condition considers the
amount and timing of sediment production from
the contributing watershed via surface and
channel erosion, and sediment transport to and
through the stream channel. Watershed-scale
disruptions, such as deforestation, wildfire or
reservoir construction/operation, can alter
sediment regime characteristics.
Water Quality
Natural geological weathering and human
activities occurring at the scale of the contributing
watershed largely dictate the physicochemical
properties apparent on a stream reach.
Biogeochemical processing by stream organisms
may alter local water quality conditions to a small
degree. Physical water quality conditions (e.g.
water temperature), while somewhat influenced by
local patterns of channel form and stream-side
vegetation, remain fundamentally rooted in
upstream conditions.
Riparian Areas
Riparian vegetation performs several important
functional roles for stream ecosystems. Root
systems increase bank stabilization and the
vegetative overstory provides detrital input and
shading for aquatic species. Riparian forests
supply the channel with woody debris, an
important determinant in local physical structure.
The functional condition of riparian vegetation
considers species diversity and the structure of
both the woody and herbaceous vegetation
communities. Impacts to riparian vegetation
include deforestation or habitat degradation
resulting from an altered hydrological regime or
floodplain disconnections.
The frequency, lateral extent, and duration of
interactions between the channel and the
adjacent floodplain create a characteristic pattern
of hydrological connectivity that determines the
extent to which the river accesses and hydrates
overbank areas. Overbank flows elevate the water
table in the alluvial aquifer and produce favorable
conditions for riparian vegetation. Typical
floodplain connectivity impairments result from
watershed-scale impacts to the flow regime or
localized geomorphic impacts from artificial
levees, ditches, channelization, or channel
enlargement.
River Form
A stream’s morphological patterns reflect the
interplay between hydrology, channel hydraulics,
sediment supply, beaver activity, and stream-side
vegetation. Assessments of stream morphology
consider the patterns of channel evolution,
planform, cross-sectional dimensions, and
channel profile. Impacts to stream morphology
may arise from construction of roads and levees,
extirpation of beavers, reduction of the active
floodplain width, and disruption of sediment
supplies due to dam construction. Stream’s
exhibiting morphological characteristics
inappropriate for local valley forms and sediment
regime may display elevated channel instability or
a reduction in physical heterogeneity of the
streambed.
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Aquatic Habitat
Physical heterogeneity in the streambed
and water column results from the complex
interplay between the patterns of erosion,
scour, and deposition that shape the
streambed. As is the case for stream
morphology, biological drivers, such as
riparian vegetation, wood, and beavers,
may also exert significant control over
physical structure. Assessments of physical
structure consider the hydraulic structure
(water depth and velocity distributions), bed
and bank features, and substrate material.
Heterogeneity is a critical determinant of
habitat quality for many aquatic organisms
including macroinvertebrates and fish.
Activities that physically alter the structure
of the streambed, disrupt the sediment
regime, or reduce large woody debris
supplies to a reach frequently impact the
physical structure and degree of
heterogeneity present in the stream
channel.
Aquatic Life
Biotic structure considers the total biomass
and species diversity of microbes,
macrophytes, macroinvertebrates, fish and
amphibians, and other animals. The degree to
which a stream can support complex trophic
structures when assessed against reference
conditions is a prime indicator of overall
ecosystem health. The living components of
the stream system are the components most
frequently recognized for their ties to EGS. The
biotic makeup of a stream is impacted by all
other ecosystem state variables. As a result,
any activity that impairs other processes at the
watershed, reach, or channel scale may
similarly affect biotic structure. For example,
disruptions in the hydrological regime impact
the structural complexity of the streambed and
water column. This complexity is an important
control on habitat quality for fish and
macroinvertebrates and, where it is reduced, a
corresponding impairment of biotic structure
may result.
Vail
Minturn
AvonEdwards
Wolcott
EagleGypsum
Vail
Minturn
AvonEdwards
Wolcott
EagleGypsum
Vail
Minturn
AvonEdwards
Wolcott
EagleGypsum
The map below depicts assessed historical changes to 3-day peak streamflows at
locations across the planning area resulting from surface water diversions,
reservoir storage, and transmountain diversions. The largest reductions in peak
flow occurred historically on the Eagle River above Minturn and on Gypsum Creek.
Most mainstem Eagle River locations show reductions on the order of 10-20%. See
Appendices F & G for more details.
The map below depicts assessed historical changes to 7-day minimum streamflows
at locations across the planning area resulting from surface water diversions,
reservoir storage, and transmountain diversions. The largest reductions in
minimum flow occurred historically on Gore Creek during the winter months and on
Gypsum Creek during the late summer and fall period. See Appendices F & G for
more details.
The map above depicts Environmental Flow Deficits (EFDs) at locations across the planning
area. EFDs reflect the amount of water in acre-feet (af) that would be needed to meet the
Colorado Water Conservation Board Instream Flow (ISF) water right–a flow target meant to
provide minimum protections for aquatic life–during a typical year. The largest deficits are
evident in the upper Gore Creek watershed and on the Eagle River below Cross Creek. See
Appendix H for more details.
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According to the Colorado State
Demographer, Eagle County’s
population in 2020 was approximately 55,000 and is expected to exceed
70,000 by 2050. A growing population will increase demands for and use of
municipal water supplies. Increasing demand for water will necessitate
additional water diversions and/or new reservoir construction. Potential future
risks to streams and rivers in the planning area associated with increasing municipal water
demand include the following:
• Increased municipal diversions needed to satisfy a growing population places increasing
pressure on instream flows, water quality (temperature, DO, and nutrients), and habitat
connectivity for fish.
The possibility exists for development of new
water storage and transmountain diversion
(TMD) projects in the upper watershed. The ERMOU outlines a plan for further
development of the Homestake Reservoir and diversion system that includes 20,000
acre-feet of average annual yield passed under the divide for use by Colorado Springs
and Aurora and 10,000 acre-feet of firm dry year yield, stored in the reservoir(s) for West Slope uses.
New reservoir storage and TMD projects under the Eagle River MOU will alter patterns of streamflow
along the mainstem of the Eagle River. Potential future risks and/or benefits to streams and rivers in
the planning area associated with new water development projects include the following:
• New TMDs impact annual flow volumes and reduce peak flows on local streams and rivers,
decreasing the frequency of streambed sediment mobilization needed to maintain high quality
habitat for fish and aquatic macroinvertebrates. Late summer flow reductions increase the
frequency and duration of ISF water right shortages, further limiting aquatic habitat quality.
• Water releases from new reservoirs help mitigate the impact of a warming climate and new
TMDs on late summer baseflows in the upper watershed. Water storage comes at the expense of
decreased peak flows necessary for flushing fine sediments from the streambed. Reduced high
flow magnitudes and durations impact whitewater boating activities on downstream reaches, an
important component of Eagle County’s vibrant recreational economy.
• Releases of cool water from reservoirs helps mitigate elevated water temperature events in the
late summer on some segments of the Eagle River, improving conditions for aquatic insects and
fish.
New Reservoirs & TMDs
Climate ChangeMunicipal Water Demand
Characterization of Future Risks
A key focus of the ERCWP was characterizing risks to river health and non-consumptive water
uses due to changing hydrology or future water demands (Appendix C). Evaluation of potential
future trajectories for Eagle River streamflows (Appendix F), and secondary impacts on aquatic
habitat quality (Appendix I), riparian condition (Appendix J), water quality (Appendix K), water
temperatures (Appendix L), , sediment mobilization (Appendix M), and recreational use
opportunities (Appendix N) relied on inferences drawn from observed conditions, numerous
completed trends analyses, and results produced by scientific modeling tools.
The use of hydrological simulation modeling results allowed for comparison of potential future
streamflow trajectories with current and historical conditions and to consider how streamflow
changes may affect various components of river health and the ability of local streams and rivers
to support a variety of human uses. Multiple potential futures can be imagined for population
growth and water use in Eagle County. Each of these futures may be accompanied by one of
several climate change trajectories. Representing the synergistic impacts of growing populations
and a changing climate is not a trivial task. Fortunately, the Eagle River Water and Sanitation
District worked to provide a detailed water supply planning model (the “ER20” model) for the
watershed that was tailored to describe changing streamflow conditions under a variety of
potential future scenarios relevant to the planning process. This work roughly mirrored the
approach used by Colorado Water Conservation Board to provide similar water planning models
as a component of the Colorado Water Plan. The geographic scope of the ER20 model results
included in the ERCWP was limited to the Eagle River mainstem below the confluence with
Homestake Creek, Gore Creek below Black Gore Creek, Bush Creek, and Gypsum Creek. The
impacts of population growth, development of new reservoirs in the upper watershed, and three
different climate change trajectories were evaluated in ten different model scenarios.
The Colorado State Climatologist indicates that statewide
annual average air temperatures increased by +2.3°F
between 1980-2022. By 2050 (the 2035-2064 period
average), Colorado statewide annual temperatures are projected to warm by +2.5°F to
+5.5°F compared to a 1971-2000 baseline, and +1.0°F to +4.0°F compared to today,
under a medium-low emissions scenario (RCP4.5). Rising air temperatures are expected
to increase vegetative demands for water, dry out soils, and change patterns of
snowmelt in Eagle County. Potential future risks to streams and rivers in the planning area
associated with climate change include the following:
• Wetter and warmer winters slightly increase peak flow magnitudes and variability due to earlier
melt and increased probability of rain-on-snow events. Increased peak flow magnitudes may be
accompanied by shorter duration of high flows.
• Total streamflow declines due to warming temperatures (increased vegetation ET demand, lower
soil moisture, and longer growing/irrigation season) outpace potential gains from precipitation
increases, causing overall streamflow declines.
• Severity and duration of acute low-flow events increase in summer/fall, negatively impacting
abundance of aquatic insects.
• Decreased total flow volumes and reduced base flow magnitudes alter total annual sediment
transport capacity, degrading habitat quality.
• Onset and peak snowmelt shifts earlier in the runoff season, increasing the duration of late
season low flow conditions and elevated water temperature conditions.
• Declining late summer/early fall flows place make it more difficult to meet and maintain
instream flows using reservoir releases. Water quality (temperature, DO, and nutrients), and
habitat connectivity for fish degrade.
• Baseflow declines reduce stream network connectivity during late summer and fall, restricting
refuge seeking movements, seasonal migration, and spawning activities of native and sport fish.
Population growth
projections provided by
the State of Colorado
Demographers Office.
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The graphic below indicates simulated changes in streamflow behavior on the Eagle River near
Minturn. Colored overlays indicate key differences in streamflows between the current (Baseline)
condition and scenarios representing 1) changed reservoir operations in response to increased
local water demand (Demand Growth) and 2) the construction of new TMDs and reservoirs in the
upper watershed (New Water Infrastructure). Notably, no significant water diversions for West
Slope use exist above this location so the Demand Growth scenario largely reflects impacts of
climate change. The top graphic indicates changes under a “Warm & Wet” climate future, the
middle graphic indicates changes under an “In Between” climate future. The bottom graphic
indicates changes associated with a “Hot and Dry” climate future. In all climate scenarios, spring
runoff shifts to earlier in the year and the bulk of snowmelt occurs more quickly than under
current conditions. Increasing in-basin water demand reduces late season flows. New TMDs and
water storage in new or enlarged reservoirs reduce peak flows. Releases of stored West Slope
water can offset some of the low flow impacts associated with climate change.
The graphic below indicates simulated changes in streamflow behavior on the Eagle River near Gypsum.
Colored overlays and tiled representations of climate change scenarios are identical to the opposing figure.
Patterns at this lower watershed location are somewhat different, however. In all climate scenarios, spring
runoff shifts to earlier in the year and peak flow magnitudes are reduced. The length of the runoff season
is largely unaltered. The Demand Growth scenario at this location reflects increased upstream water
diversions to meet growing municipal uses (due to population growth) and agricultural uses (due to
increased evaporative demand from crops). The coupled effects of climate change and increasing in-basin
water demand reduces late season flows. New TMDs and water storage in new or enlarged reservoirs in
the upper watershed lead to a modest reduction in peak flows–a reflection of the mitigating influence of
large tributary inflows from Gore Creek, Lake Creek, Brush Creek, and Gypsum Creek. Unlike more
upstream locations, no benefit to low flows associated with reservoir releases is observed during the late
summer period in the New Water Infrastructure scenario. See Appendix F for a more detailed discussion of
historical and potential future hydrology in the planning area.
Scenarios: Colored lines indicate median
simulated condition. Shaded areas indicate
full range of simulated daily flows across a
given scenario.
Scenarios: Colored lines indicate median
simulated condition. Shaded areas indicate
full range of simulated daily flows across a
given scenario.
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The Colorado Division of Fire Prevention and Control notes that the
20 largest wildfires in state history occurred since 2001. A warming
climate and ongoing impacts from beetle infestations suggest that fire activity will only
increase in the future. Burned watersheds often experience significant degradation of
water quality and aquatic habitat as streams are inundated by fine sediments.
Mudslides and debris flows present a danger to life and property. Flashier streamflow
responses to rainfall events can produce floods that damage agricultural water
diversions and municipal water treatment infrastructure. A comprehensive discussion of wildfire
risks in the planning area is provided in the Eagle County Community Wildfire Protection Plan.
Potential future risks to streams and rivers in the planning area associated with wildfire include the
following:
• Runoff from burn scars degrades physical habitat and degrades water quality for aquatic
insects and fish.
• Increased sediment fluxes impact channel shaping processes, increasing aggradation rates and
altering seasonal sediment transport patterns.
• Inputs of fine sediment degrade spawning habitat quality for trout and impacts critical riffle
habitat for aquatic macroinvertebrates.
• Runoff from burned areas increases dissolved metals loading to streams, potentially further
degrading the quality of waters already impacted by discharges from the Eagle Mine.
Wildfire
Every town in Eagle County is positioned along the
mainstem Eagle River or Gore Creek. Historical and
ongoing development of residential and commercial areas and
transportation corridors in floodplains and other near-stream areas
degrades riparian forests, decreases water quality, and, in some cases,
directly impacts the structure of stream channels. The addition of 15,000
people in the county by 2050 will necessitate additional development. The 2025 update
to the Eagle County Strategic Plan outlines strategies for accommodating a growing
population in a manner that is consistent with community values. A growing population
will likely increase recreational uses of local streams and rivers. Increased recreational
uses of stream and river corridors may degrade the quality of riparian areas. Potential
future risks to streams and rivers in the planning area associated with urbanization
include the following:
• Continued increases to impervious area, increased stormwater volumes, and riparian
degradation impact aquatic community structure and limit the presence of sensitive
aquatic species.
• Stormwater runoff and physical channel modification alter sediment supply and
transport regimes, potentially degrading aquatic habitat.
• Continued development further alters, degrades, removes, or fragments riparian forest
buffers.
Urbanization
Impacts to river health and opportunities for local communities to use and enjoy local water
sources are not only sourced from drivers of hydrological change. Shifts in land use and land
cover can drastically alter inputs to the stream environment and degrade the physical and
biological condition of floodplains and riparian areas. Wildfire is an ever-present risk to the health
of streams and rivers and the ability of human communities to use water for a variety of
activities. No modeling work was available to support a quantitative evaluation of wildfire impacts
under the ERCWP. However, significant evidence is available from other watersheds that helped
inform our characterization of risks associated with wildfire. The impacts of urbanization on
floodplains and riparian zones in Eagle County are well-documented. While it was not possible
under the ERCWP to predict the exact patterns of future urban development that may impact
floodplains and riparian zones, observed historical patterns will likely persist. The impact of
historical development on floodplain structure and riparian condition along the river corridor was
assessed under the ERCWP.
The map below indicates wildfire risk to infrastructure in the Gore Creek watershed as
assessed by the Town of Vail Community Wildfire Protection Plan
Below: Conceptual development rendering along the Eagle River near Edwards.
Critical Infrastructure Risk
High
Low
Vail GIS, Eagle County GIS | TOV Wildfire | County of Eagle, Bureau of Land Management, Esri, HERE, Garmin, USGS, NGA, EPA, USDA, NPS |
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Brush
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Gypsum
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Variable /
Sub-Variable Tigiwon Minturn Avon Edwards Wolcott Eagle Gypsum Dotsero East Vail West
Vail
Eagle
Ranch
Town
Center
Dry Year Base
Flow B A A A A B A B B A D F
Typical Year Base
Flow B B A A A A A A A A C F
Moderate Flood
Frequency F F D D D D D D A A F F
Dry Year Peak
Flow D C C B B C C C C C C F
Typical Year Peak
Flow C C B B B B B B A A B D
Dry Year Total
Volume D C C C C C C C B B C D
Typical Year Total
Volume C B B B A B A A A A A C
Continuity and
Transport A A A B A A A A B A A B
Flushing Flows C A B D ?F A A A A ??
Metals F D A A A A A A A A A A
Nutrients A A B C C C C B A C A ?
Water
Temperature A A A B B C C C A B ??
Floodplain Physical
Condition B B B A C B C B C B C C
Riparian
Vegetation B C B B B B C B C B B C
Channel Structure
& Dynamics B B B B A B B A C B B C
Habitat Structure B B A A A A A A B A B C
Longitudinal
Connectivity A A A A A B A A A A B C
Aquatic Insects B B C C ???A D D A ?
Fish C C B B A A A A A A B ?
Water Quality
Riparian Areas
River Form
Aquatic Life
Aquatic Habitat
Eagle River Gore Creek
Streamflows
Streambed Sediment
The report card at right summarizes functional assessment scores for
stream reaches across the planning area using an academic grading scale
(above) to indicate the degree of impairment to a suite of ecological variables
and sub-variables. The most severe and widespread impairments are related
to alteration of streamflow patterns and degradation of water quality. Similar
reach-scale report cards are presented in subsequent pages.
Reach-Scale Assessment Results
Domain experts completed focused evaluations of the ten state variables and associated sub-
variables. State variable assessments evaluated current conditions and characterized the degree
of departure from an expected reference state using a weight-of-evidence approach. A variety of
assessment methodologies—some rapid and coarse, some focused and intensive—produced
evidence that reflects ecosystem processes across a range of spatial scales with varying degrees
of objectivity. The coarsest approaches (Level 1) produced qualitative, reconnaissance-level
variable assessments that guided more targeted investigations. Rapid assessments (Level 2)
focused on specific areas of concern and involved more field-intensive surveys that reinforced
expert opinions regarding the presence and magnitude of functional impairment. In some cases,
intensive quantitative (Level 3) evaluations sought to explicitly account for the complex
interactions between state variables and management
activities. All assessment results are summarized in reach-
scale “Report Cards” of river health (see pages 30-53) that
summarize the functional condition of ecosystem variables
and sub-variables using an academic grading scale at right.
See Appendix O for details on the assessment criteria used to
generate the Report Cards. This approach intends to quickly
communicate technical assessment results to a wide variety of
audiences. Each report card is accompanied by a location map
and a discussion of the primary causes of impairment on the
reach. In addition to grades for the existing condition of
variables and sub-variables, each report card includes an
indication of the potential for drivers of future condition (see
discussion on pages 22-27) to influence local conditions.
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Upper Eagle River
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Rex Flats to the Confluence with
Cross Creek
Aquatic insect communities near Minturn show increasing levels of stress/impact compared to
upstream communities, potentially a result of Eagle Mine discharges and urban runoff from
Minturn. Sensitive fish taxa like rainbow trout and sculpin are largely absent from the reach.
Metals exceed relevant water quality standards, resulting in a 303(d) listing. This reach is also
impacted by historical channel modification and habitat simplification.
Flows are altered on this reach by upstream reservoirs and TMDs. The frequency of years where
flows are sufficient to mobilized bed sediments declined by approximate 30%. The frequency of
peak flows equivalent to the natural 1-in-4 year flood declined more than 80% due to water use
and management. Peak flows during typical and dry years declined 31-38% respectively. Total
annual flow volumes in dry years
declined 38% when compared to
natural historic conditions.
Current and Historical Drivers of Degradation
30 31 44
Upper Eagle River
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Cross Creek to Gore Creek
Sensitive fish taxa are largely absent due to water quality impacts from the Eagle Mine. Ambient
metals concentrations exceed relevant water quality standards, resulting in multiple 303(d)
listings and only partial/seasonal attainment of standards.The growth and development of
juvenile salmonids is impacted by metals.
Flows are altered by upstream TMDs and reservoirs. The frequency of peak flows equivalent to
the natural 1-in-4 year flood declined significantly due to water use and management. Peak flows
during typical and dry years declined 24-30% respectively. Total annual flow volumes in dry years
declined 32% when compared to natural historic conditions.
Development in the Town of Minturn
results in significant alteration to
sediment transport continuity, lateral
floodplain extent, and physical habitat
structure in the stream channel.
Current and Historical Drivers of Degradation
32 33 45
Middle Eagle River
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Gore Creek to Avon WWTP
Although this segment is not listed as an impaired waterway by Colorado’s Water Quality Control
Division, macroinvertebrate health indices in Avon hover slightly above the state of Colorado’s
impairment threshold and are consistently lower than sites upstream and downstream. Indices of
sensitive taxa presence are the lowest of anywhere on the mainstem Eagle River, indicating
degraded water quality conditions. Impaired water quality is likely sourced from urban runoff in
the vicinity of Avon.
The frequency of peak flows equivalent to the natural 1-in-4 year flood declined nearly 60% due
to upstream water use and management. Peak flows during dry years declined 21% and total
annual volumes declined 22% when compared to natural historic conditions.
Current and Historical Drivers of Degradation
34 35 46
Middle Eagle River
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Avon WWTP to Squaw Creek
Although this segment is not listed as an impaired waterway by Colorado’s Water Quality Control
Division, macroinvertebrate health indices in Avon hover slightly above the state of Colorado’s
impairment threshold and are consistently lower than sites upstream and downstream. Indices of
sensitive taxa presence are the lowest of anywhere on the mainstem Eagle River, indicating
degraded water quality conditions. Ambient nutrient concentrations do not exceed standards but
are regularly within 50% of the standard value. Impaired water quality is likely sourced from
urban runoff in the vicinity of Avon.
Flows are altered on this reach by upstream water use and management. The frequency of peak
flows equivalent to the natural 1-in-4 year flood declined more than 40%. Peak flows during dry
years declined 20%. Total annual flow
volumes in dry years declined 26%
when compared to natural historic
conditions.
Current and Historical Drivers of Degradation
36 37 47
Lower Eagle River
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Squaw Creek to Hollingsworth
Ditch
This section of the Eagle River is impacted by transportation corridors including Hwy 6 and
railroad tracks. This infrastructure bisects and fragments pocket floodplains. Legacy floodplain
modification (e.g., filling and grading) is apparent in unconfined areas around Wolcott.
Flows are altered on this reach by upstream water use and management. The frequency of years
achieving bed sediment mobilization near Red Mountain Ranch declined more than 70%. Total
annual flow volumes in dry years declined 23% from natural historic conditions. The frequency of
peak flows equivalent to the natural 1-in-4 year flood declined more than 35%. Annual 3-day
peak flow magnitudes declined 19%.
Nutrients are an emerging water
quality concern. Ambient nutrient
concentrations do not exceed
regulatory standards for water quality
but regularly exceed 50% of the
standard value.
Current and Historical Drivers of Degradation
38 39 48
Lower Eagle River
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Hollingsworth Ditch to Brush Creek
This section of the Eagle River flows through Red Canyon. Flows are altered on this reach by
upstream water use and management. The frequency of years achieving bed sediment
mobilization saw modest declines of up to 10%. The frequency of peak flows equivalent to the
natural 1-in-4 year flood declined 44%. Total annual flow volumes in dry years have declined 26%
from natural historic conditions.
Nutrients are an emerging water quality concern. Ambient nutrient concentrations do not exceed
regulatory standards for water quality but regularly exceed 50% of the standard value.
Late summer water temperatures in this section of the Eagle River often approach or exceed
WQCD and Colorado Parks and
Wildlife (CPW) thresholds for
impairment of aquatic life. Elevated
water temperature conditions impact
the sport fishery and opportunities for
recreational angling. CPW regularly
implements summer fishing closures
on this reach.
Current and Historical Drivers of Degradation
40 41 49
Lower Eagle River
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Brush Creek to Gypsum Creek
Significant alteration to riparian areas and floodplain structure exist throughout this reach, largely
due to I-70 and agricultural land uses that resulted in filling, grading, or riparian deforestation.
Flows are altered on this reach by upstream water use and management. The frequency of peak
flows equivalent to the natural 1-in-4 year flood declined by 33%. Peak flows during dry years
declined 22% from natural historic conditions. Total flow volumes during dry years decreased
22%.
Nutrients are an emerging water quality concern. Ambient nutrient concentrations do not exceed
regulatory standards for water quality but regularly exceed 50% of the standard value.
Water temperatures in this section of
the Eagle River often approach or
exceed WQCD and Colorado Parks
and Wildlife (CPW) thresholds for
impairment of aquatic life. Elevated
water temperature conditions impact
the sport fishery and opportunities for
recreational angling. CPW regularly
implements summer fishing closures
on this reach.
Current and Historical Drivers of Degradation
42 43 50
Lower Eagle River
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Gypsum Creek to Colorado River
Historical modification of floodplains for residential and commercial uses resulted in historical
filling, grading, and riparian deforestation in the Town of Gypsum limits. Floodplains and river
channels downstream of Gypsum exhibit unique morphologies but appear relatively unimpaired
by human land use activities. A recent wildfire burned a large cottonwood gallery below Gypsum
in recent years. Recovery trajectories for riparian vegetation are uncertain.
Flows are somewhat altered on this reach by upstream water use and management. The
frequency of peak flows equivalent to the natural 1-in-4 year flood declined by 33%. Peak flows
during dry years declined 22% from natural historic conditions. Total annual flow volumes in dry
years declined 22%. A trends analysis shows significant declines in late summer streamflows
between 1996-2020.
Water temperatures in this section of
the Eagle River often approach or
exceed WQCD and Colorado Parks
and Wildlife (CPW) thresholds for
impairment of aquatic life. Elevated
water temperature conditions impact
the sport fishery and opportunities for
recreational angling. CPW regularly
implements summer fishing closures
on this reach.
Current and Historical Drivers of Degradation
44 45 51
Upper Gore Creek
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Black Gore to Vail WWTP
The section of Gore Creek above Vail is included on Colorado’s 303(d) list of impaired waterways.
Water quality degradation manifests in low aquatic macroinvertebrate heath index scores.
Expected sources of degradation include stormwater runoff, riparian degradation, pesticide
application, and transportation infrastructure runoff.
Significant alteration of stream channels occurred during the development of roads and
commercial and residential areas along the creek. Extensive bank armoring, channel
straightening, and habitat simplification exist along the Vail Golf Course and through Vail Village.
Significant alteration to continuity, lateral extent, and structure of riparian forest communities
exists throughout due to town development, residential development, or the golf course.
Water storage and operations of Black
Lakes produce modest impacts to the
flow regime. Peak flows in dry years
declined 21% relative to natural
conditions. A trends analysis shows
significant declines in late summer
streamflows between 1996-2020.
Current and Historical Drivers of Degradation
46 47 52
Lower Gore Creek
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Vail WWTP to Eagle River
The section of Gore Creek above Vail is included on Colorado’s 303(d) list of impaired waterways.
Water quality degradation manifests in low aquatic macroinvertebrate heath index scores.
Expected sources of degradation include stormwater runoff, riparian degradation, pesticide
application, and transportation infrastructure runoff. This section of Gore Creek is also impacted
by discharges from the Vail Wastewater Treatment Plant (WWTP). Elevated nutrient
concentrations are evident.
Water storage and operations of Black Lakes and water withdrawals for municipal supply produce
modest impacts to the flow regime. Winter water withdrawals for snowmaking can impact
streamflows but are generally offset by discharges from the WWTP and releases from Black
Lakes. Peak flows during typical and
dry years declined more than 20%. A
trends analysis shows significant
declines in late summer streamflows
between 1996-2020.
Current and Historical Drivers of Degradation
48 49 53
Brush Creek
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Town Diversion to Eagle River
Past or present agricultural activities and recent residential and urban development near the
Town of Eagle resulted in extensive floodplain and channel encroachment and modifications or
removal of riparian vegetation .
Summer baseflows in Aug/Sep of typical and dry years declined between 25-37% when
compared to natural historic conditions. High peak flow frequency (the frequency of years with
peaks above the natural flow 4-yr recurrence) declined profoundly (> 50%). Agricultural and
municipal water uses decrease annual flow volumes by 25% during dry years.
Ambient nutrient concentrations do not exceed standards but approach it by exceeding 50% of
the standard threshold or having
maximum observed concentrations
that are above the threshold.
Current and Historical Drivers of Degradation
50 51 54
Gypsum Creek
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USFS Boundary to Eagle River
Significant physical channel alteration, including bank armoring, straightening, and simplification,
exists throughout the Town of Gypsum. Channel encroachment and high flow capacity reduction
appears evident on many ranches and outlying suburbs due to flow losses at large ditches.
Extensive encroachment on stream channels and floodplains exist from past or present
agricultural uses and recent residential development.
Seasonal or permanent barriers to aquatic organism passage exist at low flows at specific
locations on the reach. Significant alteration to continuity, lateral extent, and structure or riparian
communities exists due to town development and agricultural land uses. These changes
significantly degrade stream and floodplain habitat.
Agricultural and municipal water uses
alter the streamflow regime. High
peak flow frequency declined
profoundly (~90%). Peak flows during
typical and dry years declined by 37-
60% compared to natural historic
conditions. Summer baseflows during
Aug/Sep in average and dry years
declined by 50-80% relative to natural
conditions. Total annual flow volumes
in dry years declined 37%.
Current and Historical Drivers of Degradation
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Identifying At-Risk Values
Water resources are highly valued by the local community. Streams and rivers provide municipal
water supply, enhance natural beauty of the landscape, support the local tourism economy and
provide numerous cultural, social and intrinsic functions. The ERCWP seeks to identify how these
values may be at risk in a changing and uncertain world. A shared understanding of system
behavior is a crucial foundation for conversations regarding the potential impact of alternative
water management approaches on ecosystem function or recreational use opportunity. The
technical information discussed in the sections above intends to support the development of that
shared understanding.
Understanding how to weigh the relative importance of the numerous values at risk can be a
difficult exercise for both the public and water managers. A useful framework is to consider risks
through the lens of ‘how likely is this event or outcome to occur?’ and ‘how impactful will it be if it
does?’. Values at Risk can then be differentiated by the likelihood of a negative impact on a
value or issue of concern, and the severity of the consequence associated with that impact.
Dividing the risk space into four quadrants yields risk ratings and treatment pathways where:
Risk Rating 1: High priority. Corresponds to impacts that are both likely and are
expected to produce significant negative consequences. These high-priority risks
require sufficient allocation of resources and proactive treatment to reduce
likelihood and/or the consequences associated with an event.
Risk Rating 2: Medium priority. Corresponds to impacts that are likely but are
expected to be manageable and/or not produce significant negative
consequences. These medium-priority risks should be managed strategically over
the long-term.
Risk Rating 3: Medium priority. Corresponds to impacts that are rare or difficult to
plan for but are expected to produce significant negative consequences if/when
they do occur. These medium-priority risks compel additional investigation into the
event triggers and response pathways in order to be better prepared for reactive
management of an event.
Risk Rating 4: Low priority. Corresponds to impacts that occur regularly but are of
relatively minor consequence to the issue or value of interest. These low-priority
risks entail periodic monitoring or assessment of conditions to alter stakeholders
to changing event likelihood or consequence severity.
Potential future risks to the values derived from local streams and rivers were explored and
identified through a process of stakeholder elicitation and workshops. Community workshop
activities included causal chain diagramming, small group discussion, and multi-voting.
Outcomes of these stakeholder processes were reviewed and summarized into two categories:
• Environmental and Recreational Uses
• Consumptive and Municipal Uses
The relatively high ranking of environment and recreation water uses by community members,
coupled with the relative surplus of existing planning activity and information conducted in other
venues for municipal and agricultural water uses, provides a rational basis for focusing on these
uses in future decision-making processes regarding water resource use and development.
The following pages summarize the Values at Risk identified through the ERCWP process. A more
detailed discussion of the Values at Risk is provided in Appendix C.
Extreme High High Severe Severe Severe
Very High High High High Severe Severe
High Significant Significant High High High
Medium Moderate Moderate Significant Significant Significant
Low Negligible Negligible Moderate Moderate Significant
Rare Unlikely Even Chance Likely Almost Certain
Likelihood of Nega�ve Impact to Value or A�ribute of Concern
Co
n
s
e
q
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c
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a
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v
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I
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a
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3 Understand Risk Pathways
(Reactive - Medium Priority)1Treat Risk Pathways
(Proactive – High Priority)
4 Monitor Conditions Periodically
(Reactive – Low Priority)2Adaptively Manage Risk
(Proactive – Medium Priority)
Impacts are rare and/or difficult to
plan for. Build understanding of
event triggers and response
pathways to be better prepared.
Impacts are likely and will cause
significant negative effects.
Allocate sufficient resources and
reduce risks proactively.
Business as usual. Impacts occur
regularly but do not have
disastrous consequences. Treat
risks strategically.
Impacts occur regularly but are of little
consequence. Monitor conditions
periodically for changing likelihood or
consequence of impacts.
The figure above is a conceptualized risk space relating 1) the likelihood of some negative
impact to a value or attribute of concern and 2) the consequence of that impact. Varying
degrees of likelihoods and consequences are indicated in the gray boxes. The associated
level of risk to the value or attribute of concern is indicated in the colored boxes. The risk
space is divided into four quadrants that suggest different strategies and priorities for
responding to risk. Values at Risk identified during the ERCWP are assigned to these four risk
quadrants on the following pages.
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• Elevated summer and fall water temperatures driven by
changes in water use and climate lead to more fishing
closures and reduced fishery quality; the largest impacts are
expected below Edwards.
Angling
• Instream flow deficits limited in most areas of the watershed
but are more prevalent in upper reaches of Gore Creek and
on the Eagle River near Avon. Deficits may become more
severe on the mainstem Eagle River and on Gore Creek near
Vail, especially during dry years, due to growing water
demands and a changing climate.
Wildlife and Biodiversity
RISK
RATING High priority. Corresponds to impacts that are
both likely and are expected to produce
significant negative consequences. These
high-priority risks require sufficient allocation
of resources and proactive treatment to
reduce likelihood and/or the consequences
associated with an event.1
• Growing populations and warming air temperatures increase
demand for municipal water supply in systems throughout the
watershed.
• Increases to in-basin municipal diversions and/or storage of
surface water due to the combined effects of climate change and
population growth may alter patterns of streamflow in a manner that
negatively impacts riverine ecosystems along the Eagle River below Cross
Creek, Gore Creek, Brush Creek and Gypsum Creek.
• Increases to transmountain diversions due to increasing water demand
on the Front Range may alter patterns of streamflow in a manner that
negatively impacts riverine ecosystems on the Eagle River.
Municipal Water Supply
• Altered streamflow on the Eagle River due to changes in water use and
climate may reduce the frequency and duration of suitable conditions for a
variety of whitewater boating activities and shift a greater number of those
suitable conditions to the early spring period.
Recreational Boating
• Development in floodplains and placement of infrastructure within the river
corridor degrades the aesthetic quality of the landscape, particularly on
Gore Creek; similar potential for future degradation exists along the Eagle
River between Wolcott and Gypsum.
Aesthetics and Viewscapes
• Warming winter air temperatures may lead to an inability for local ski
resorts to make snow in the early winter months, which may reduce the total
available skier days.
• Warming climate and shifting precipitation patterns may mean that
snowmaking is required for a longer period in any given year; increasing the duration of the
impact of snowmaking activities on streamflows, particularly in Gore Creek.
Snowmaking
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• Altered streamflow on the Eagle River below Edwards due to
changes in water use and climate may reduce the frequency
and duration of suitable conditions for float fishing and shift a
greater number of those suitable conditions to the late winter/
early spring period.
Angling
• Warm stream temperatures degrade the health of the cold-water
fishery in the middle and lower watershed.
• Sedimentation impacts from large wildfires may produce acute fish-kill
or macroinvertebrate loss events. Downstream aquatic habitat conditions may
be degraded and require several years to recover. Impacts may occur broadly across the
watershed.
• Continued water quality impacts from Eagle Mine impact fishery structure on the Eagle
River near Minturn.
• Combined effects of climate change and upstream water development may exacerbate
water quality impacts from Eagle Mine on the fishery near Minturn.
• Climate change and future municipal water demands may deplete streamflows on
Gypsum Creek, disconnecting headwaters reaches from the mainstem Eagle River.
• Traction sand and road salts sourced from the I-70 corridor over Vail Pass may impact
aquatic habitat quality on Gore Creek. Road expansion is likely to increase the quantity
of both making it into the creek in the future.
• Native cutthroat trout populations that exist in small tributary streams at high elevations
may be at risk for fire, hybridization with non-native species, or future fragmentation of
habitat due to infrastructure development.
• Continued urbanization is expected to disproportionately impact riparian areas along the
Eagle River mainstem below Wolcott, on Gore Creek and along tributaries like Brush
Creek and Gypsum Creek.
• Ongoing agricultural activities on select parcels in the river corridor near Edwards and
between Eagle and Gypsum suppress recovery of native riparian plant communities.
• Recovery trajectories are uncertain for recently burned areas of riparian forest along the
Eagle River near Gypsum; ongoing climate change and development pressures may limit
natural recovery potential.
• Development in floodplains and placement of infrastructure within the river corridor
fragments terrestrial wildlife habitats on streams and rivers throughout the watershed.
Wildlife and Biodiversity
Aesthetics and Viewscapes
• Growing populations and increasing urban/suburban
development pressure leads to conversion of agricultural
lands and a loss of open, green spaces in upland areas
buffering communities or along river corridors.
Agriculture
• Aging water supply infrastructure may increase operation and
maintenance costs for some agricultural producers, eroding
the economic viability of local farming/ranching enterprises.
Inefficiencies in water delivery infrastructure may also limit
agricultural users’ ability to adapt and respond to climate
change.
• Water use by phreatophytes along open ditches increases
consumptive use.
RISK
RATING Medium priority. Corresponds to impacts that
are likely but are expected to be manageable
and/or not produce significant negative
consequences. These medium-priority risks
should be managed strategically over the long-
term.2
• Out-of-basin augmentation of local municipal water use fails to
mitigate impacts of that use on local ecosystems.
• Loading of metals from historical and ongoing mining activities
negatively impacts drinking water supply quality on the Eagle
River above Avon.
Municipal Water Supply
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• Changes to streamflow, water quality and/or fishing
pressures may alter the status of the Gold medal fishery on
lower Gore Creek and the candidate Gold Medal reaches on the
Eagle River near Avon and Gypsum.
• Increasing likelihood of fishing closures on some subset
of stream/river reaches may increase angling pressures on
other reaches, degrading the fishing experience and the quality of the sport
fishery.
Angling
• Future water temperature increases driven by changes in
climate may lead to the complete loss of the cold-water fishery
and a shift in species composition to a warm-water fishery in the
lower watershed.
• Existing high-quality riparian areas along the mainstem Eagle River near
Edwards and between Wolcott and Gypsum appear at greatest risk for
change due to altered peak flow hydrology under various climate change
and water use scenarios.
RISK
RATING Medium Priority. Corresponds to impacts that
are rare or difficult to plan for but are expected
to produce significant negative consequences
if/when they do occur. These medium-priority
risks compel additional investigation into the
event triggers and response pathways to be
better prepared for reactive management of an
event. 3
• Warming air temperatures may decrease the overall
effectiveness of outdoor water conservation programs/projects.
• Consolidation of water supply to a smaller number of
diversion points following low-frequency/high-impact events
(e.g., hazardous material spill on Vail Pass, catastrophic wildfire)
may lead to increasingly altered streamflows on some reaches of stream.
• Large wildfires may significantly degrade the quality of drinking supply for
smaller municipal systems (e.g., on Brush Creek and Gypsum Creek).
Municipal Water Supply
Wildlife and Biodiversity
• Water quality degradation from urbanization may degrade
macroinvertebrate communities and qualifying conditions for Gold
medal fishery status on lower Gore Creek and on the Eagle River near
Avon and near Gypsum.
• Aquatic biology on the Eagle River and Gore Creek is supported
by a high degree of hydrological connectivity among reaches and between
mainstem channels and various tributaries in the middle and upper watershed.
Warming air and water temperatures under climate change may induce some
thermal barriers to fish movement in the middle and lower watershed.
• Structural/physical habitat degradation caused by legacy agricultural activities
and infrastructure placement occurs sporadically along the Eagle River mainstem
below Town of Eagle and along Gore Creek in the vicinity of the public golf course.
• Growing resident and visitor populations may increase nutrient loading from
wastewater treatment plants and stormwater runoff while changing streamflows
under climate change may reduce the diluent capacity of receiving waters during
some times of year, creating problematic conditions for aquatic life.
Wildlife and Biodiversity
Agriculture
• Changing economic and social pressures may lead to a progressive
reduction in the number of productive agricultural operations.
RISK
RATING Low Priority. Corresponds to impacts that occur
regularly but are of relatively minor consequence to
the issue or value of interest. These low-priority risks
entail periodic monitoring or assessment of
conditions to alter stakeholders to changing event
likelihood or consequence severity.4
• Questions regarding the impact of arsenic on water supply quality
remain due to uncertainty in the regulatory environment.
Municipal Water Supply
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Translating Values at Risk to Management
Objectives
Stakeholders to the ERCWP reflected on the Values at Risk (pages 54-61) and identified a set of
durable Management Objectives (Appendix A) that can be used to guide policy development and
project implementation in the Eagle River watershed. Stakeholders worked to ensure that
identified objectives are measurable, operable, meaningful and motivational:
Measurable means that progress toward meeting the objective can be quantified over time
Operable means that the community does not expect that meeting the objective will
require broad participation of governments, organizations or individuals not represented in
the planning process or who reside outside of Eagle County; or require an infinite time
horizon
Meaningful means the objective is issue-based and relevant to the ERCWP planning goals
Motivational means that local organizations, governments or individuals whose
participation is required for the objective to be successful should, generally, be inspired or
have the political will to act to meet the objective.
Management Objectives are issue-based statements that respond directly to the issues that the
community expects the ERCWP to address. A summary of the ERCWP objectives is presented in
the graphic at right. Identified objectives are presented in greater detail elsewhere. Detailed
objectives reference specific geographies and timeframes over which they apply and can be
assessed. They are also accompanied by clear and measurable targets for success; and a set of
proposed performance indicators or metrics that can be used to evaluate objective success over
time (Note: the selected metrics may change over time as new information and assessment
techniques come available). The Management Objectives included in the ERCWP are aspirational
in nature and should not be misconstrued as enforceable policy statements. They should also not
be interpreted as consensus statements or as the maximum necessary standard for meeting the
goals of the ERCWP.
Management objectives identified through the ERCWP process.
Issue of Concern Objective
Protect riparian and wetland ecosystem condition and function
Support viability of native and sport fish populations
Maintain or enhance surface water quality for aquatic biota
Meet projected municipal water demands of expected population growth
in Eagle County given the uncertainty of a changing climate
Improve municipal water system efficiency
Strengthen connections between land use planning and water use
Limit negative impacts of municipal water use on the natural
environment
Maintain or enhance surface water and groundwater supply quality
Reduce water consumption for outdoor amenities (ponds, fountains, golf
courses, parks, turf fields, etc.)
Limit water quality impacts of water use by outdoor amenities
Maintain Gold Medal trout fishery eligibility on Gore Creek and the Eagle
River
Protect riparian ecosystems at fishing access points
Maintain opportunities for float fishing on the Eagle River
Enhance user knowledge of river ethics, parking at public access points,
maximum user capacity of a give reach for enjoyment, etc.
Promote conditions conducive to fishery health
Provide for adequate recreational boating access to the Eagle River and
Gore Creek
Maintain opportunities for recreational boating on the Eagle River and
Gore Creek
Enhance user knowledge of river ethics, parking at public access points,
maximum user capacity of a give reach for enjoyment, etc.
Maintain green spaces and terrestrial habitat provided by productive
irrigated agriculture
Improve efficiency of existing irrigation water delivery and irrigation
systems
Aesthetics and
Viewscapes
Recognize the importance of maintaining the aesthetic qualities of
healthy functioning stream and river corridors
Snowmaking Minimize negative environmental impacts associated with water
demands for snowmaking
Wildlife and
Biodiversity
Municipal Water
Supply
Angling
Recreational
Boating
Agriculture
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Support for Ongoing Identification and
Prioritization of Management Strategies
The Management Objectives (Appendix A) represent a critical primary deliverable from the
ERCWP. They provide a framework for ongoing efforts to identify projects, policies, and other
actions that support the goals of the Plan. In this way, the ERCWP is envisioned as a dynamic
process that does not end with the publication of this document or associated planning outputs.
The Eagle River Coalition intends to continue engagement with local stakeholders to identify,
fund, and implement critical actions that further the goals and mission of the Plan.
Initial Strategy List
The final steps in the ERCWP planning process involved identification of an initial set of
alternative actions that support he identified Management Objectives. Stakeholders to the
ERCWP participated in several workshops to evaluate the outcomes from various technical
assessments, consider the values at risk and management priorities expressed through the
Management Objectives. The outcome of these workshops was a draft set of 92 projects,
policies, and other managements actions subjected to further evaluation. The planning team
assessed the list of ideas against the Management Objectives and performed a cursory
feasibility analysis to reduce the list to 30 potential Strategies that can help mitigate future risks
to the values and benefits the local community derives from streams and rivers. Those
Strategies were organized into 9 broad categories:
• Instream habitat restoration
• Management of instream flows
• Climate studies/infrastructure
• Riparian habitat restoration
• Recreation infrastructure
• Recreation use limits
• Turf reduction and landscaping
• Water rates
• Education and community outreach
Each remaining Strategy was evaluated
against the perceived constraints, or
challenges that might limit the ability of
the community to actually implement the
action. Strategies were also assessed by
identifying the number of Management Objectives they respond to. These outcomes of these
evaluations were captured as a pair of dimensionless indices that allow for relative comparisons
among the Strategies.
The first step in computing the Responsiveness to Objectives Index involved answering a series
of questions exploring the degree to which each Strategy related to each Management Objective.
Those questions are provided below.
Initial set of project and policy Strategies identified through the ERCWP process. Each
Strategy is accompanied by a pair of dimensionless indices that describe their respective
responsiveness to the Management Objectives and the number and type of limiting factors
that may complicate implementation of the Strategy.
Strategy ID Description Responsiveness
to Objectives
Perceived
Limiting Factors
HAB-1 Partner with local conservation district to construct fish passage structures around select
agricultural water diversions on Gypsum Creek and Brush Creek 2.9 1
HAB-2 Partner with USFS and CPW to install Aquatic Organism Passage (AOP) Projects on
tributaries holding native trout 1.8 0
HAB-3 Implement aquatic and riparian habitat restoration project on the Eagle River below
Gypsum impacted by wildfire 2.5 2
HAB-4 Reroute Wearyman Road (connector of Shrine Pass and Red Cliff) to reduce sedimentation 1.0 1
HAB-5 Conduct post-project monitoring for instream habitat restoration projects to quantify
effectiveness 0.8 3
Q-1 Construct modeling tools to evaluate feasibility of mitigating water temperature impacts
on lower Eagle River through reservoir releases 3.5 5
Q-2 Pilot Water Temperature Reduction Project 7.0 2
Q-3 Support the Colorado River District's efforts to secure the Shoshone Power Plant water
rights in Glenwood Canyon 7.0 1
CSI-1 Support the Central Colorado Mountains River Basin Weather Modifica�on Program 1.2 2
CSI-2 Incentivize installation and use of smart irrigation controls on residential dwellings 3.2 1
RIP-1 Continue to pursue riparian/wetland restoration opportunities identified in the Eagle River
Inventory and Assessment that fall outside the ERCWP planning area 3.2 2
RIP-2
Use riparian condition mapping produced by the ERCWP to plan and implement riparian
habitat restoration with private landowners in Edwards near the confluence with Lake
Creek and between Eagle and Gypsum
8.3 2
RIP-3 Plan and implement riparian habitat restoration projects with public land entities on upper
Brush Creek and Gypsum Creek.7.6 1
RIP-4 Increase river canopy shading along the lower Eagle River with large trees to address
increasing river temperatures 6.6 1
RIP-5 Utilize conservation easements to protect riparian habitat, wetlands, and floodplains,
especially near Edwards, Wolcott, and between Eagle and Gypsum 3.9 3
RIP-6 Develop recommendations for complementary riparian setbacks in Eagle County and the
towns of Eagle County 7.5 2
REC-1 Inventory and upgrade existing boat ramp infrastructure (e.g., hard and soft), river access
points, and nearby recreational areas 6.2 2
REC-2 Improve efficiency of existing irrigation water delivery and irrigation systems for parks,
golf courses, and ball fields 0.6 3
USE-1 Study the impacts of recreational boating and angling on aquatic species, especially during
elevated temperature events 0.6 1
USE-2 Study user pay systems for river use, including the effectiveness, feasibility and equity of
such regulations 0.6 1
TRF-1 Implement turf replacement and stormwater demonstration projects throughout the
county 6.8 3
TRF-2 Organize an education and outreach program to promote water-wise landscaping
throughout the county 6.8 0
TRF-3 Establish a local source/nursery for native drought-tolerant and/or riparian vegetation 3.2 1
TRF-4 Establish landscape guidelines for turf reduction for new developments or rebuilds 6.8 1
TRF-5 Develop an incentive program for community members to re-landscape their properties
and reduce turf 6.8 2
TRF-6 Establish policies to reduce water use on existing properties 7.2 1
RTE-1 Promote use of Eagle River Water and Sanitation District’s tiered water rate cost structure
in other jurisdictions 7.0 1
RTE-2 Establish water budgets for residential and commercial properties throughout Eagle County 3.5 1
EDU-1 Establish a long-term stakeholder coalition to prioritize, fund, and implement projects 0.0 1
EDU-2 Engage with homeowners by bringing information to their homes to reduce excessive water
use 3.6 1
Water Rates
Education and
Community
Outreach
Riparian Habitat
Restoration
Climate Studies/
Infrastructure
Management of
Instream Flows
Scaled Evaluation Indices
Recreation Use
Limits
Recreation
Infrastructure
Turf reduction and
Landscaping
Instream Habitat
Restoration
Management Objective Responsiveness Questions
• How strongly does this Strategy respond to a Management Objective?
• Does it respond to more than one?
• Do you think this Strategy can achieve the desired result without completing other
Strategies first?
• How would you measure/determine that this Strategy had the intended effect on
the Management Objective?
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Those Strategies deemed most responsive to the Management Objectives and presenting few issues or
constraints for implementation may be prioritized for implementation on shorter timelines. Other Strategies
remain important priorities for the community, but additional roadmapping and groundwork is likely
required before implementation can proceed. Over time, community members will identify additional
Strategies for responding to the Management Objectives. Evaluating the opportunities presented by new
Strategies relative to those stated here may benefit from a structured process like a Multi-Criteria Decision
Analysis (MCDA). The approach outlined above provides ERC and its partners with a template for MCDA
implementation.
The Limiting Factors Index was assessed for each Strategy by considering a series of questions
related to the potential challenges posed by various factors. The questions contemplated by the
project team are provided below, organized by limiting factor category.
Weights were assigned to each Strategy corresponding to each of the potential limiting factors using the
rating system described below. The limiting factor scores were then summed for each Strategy area. This
summed value was used as the index score. The dominant limiting factors identified across the full set of
Strategies were Costs and Implicated Stakeholders.
Limiting Factors Questions
Secondary Effects
• What are potential adverse or unintended consequences (e.g. environmental or
socioeconomic) produced by the Strategy; how might these be addressed
Implicated Stakeholders
• Is there a local champion individual or organization for this Strategy ?
• Who are the decision-making bodies or individuals implicated by this Strategy (e.g. local
governments, federal resource management agencies)?
• Who are the key constituencies who must be influenced/agree to participate in order to
successfully implement the Strategy (who has something to gain; who has something to
lose)? What motivates them (e.g., $$$, fear, ease, peers)? Why will they support/oppose the
strategy? What’s the process required to engage or address them?
Underlying Factors
• Is there an underlying factor that acts as a critical driver or barrier that must be addressed
to implement this Strategy or that may limit its effectiveness after it is implemented (e.g.
climate change may decrease water supply and constrain efforts to manage water creatively
for other uses)?
• Is it feasible for us, or someone else within the community, to fully address this factor
successfully on a reasonable time scale? If not, to what extent can the factor be addressed
locally?
Scope and Scale
• What degree of legal interest/work is required to implement the Strategy (e.g., water rights,
conservation easements, management agreements)?
• What degree, frequency or level of management is required (e.g. one-time effort, bi-annual,
monthly, etc.)?
• To what degree will the Strategy require local, state, or federal permits and how difficult will
it be to secure those?
Costs
• What’s the estimated order of magnitude cost to implement the Strategy (e.g., tens of
thousands of dollars, hundreds of thousands, millions)?
• Is funding available locally? If not, what are the other likely sources of funding? How much
match funding (as a percentage of the total expected cost) can be expected to come from the
local community?
Limiting Factor Weights
0 - Not Applicable: This issue is not relevant to the action or was previously overcome.
1 - Some Concern: This issue presents some barriers for action implementation/success
but it can be easily resolved by continued efforts of local stakeholders in the near-term.
2 - Significant Concern: This issue is expected prohibit implementation or severely limit
success of the action in the near term. Significant work/attention are likely required resolve
it.
3 - Deal breaker: This issue seems insurmountable but is critical to the success of the
action. It is not clear how it can be resolved now or in the future.
Water Use Ranking
Weights
7 - Wildlife and Biodiversity
6 - Municipal Use
5 - Agriculture
4 - Recreational Boating
3 - Angling
2 - Aesthetics
1 - Snowmaking
Responsiveness
Scores
3 - Strongly Responsive
2 - Moderately Responsive
1 - Somewhat Responsive
0 - Not Applicable
Index
ScoreX∑(X ) =Value At Risk
Weights
4 - Treat Risk Pathways
3 - Adaptively Manage Risk
2 - Understand Risk Pathways
1 - Monitor Conditions
Index values were computed by summing weighted responsiveness scores for each Strategy.
Weights reflected a Strategy’s correspondence to the prioritization of water uses expressed by
community members and the Value at Risk ratings associated with each Management Objective
that the Strategy responds to. The scoring approach is outlined below.
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Updates to the Plan
The long-term success and relevance of the Eagle River Community Water Plan hinges on periodic review of
the Values at Risk, stated Monitoring Objectives, and Strategies by those individuals and organizations
charged with the Plan’s implementation. Specific activities that should occur in the future to ensure the
lasting relevancy and utility of the ERCWP to the local community include:
Many of the Community Values identified by the ERCWP apply broadly across the Eagle River Watershed.
However, the technical assessment of local conditions was geographically limited. Accordingly, future
updates to the ERCWP may benefit from an extension of the technical assessment to include a wider
geographical area. Throughout the planning process, some community members emphasized the need to
extend the technical assessment approaches used under the ERCWP to evaluate the existing and potential
future conditions of the upper Eagle River and Homestake Creek, especially as those waterways may be
impacted by projects completed under the Eagle River MOU. More focused analysis and planning work on
Lake Creek, Brush Creek and Gypsum Creek may also identify additional planning needs and opportunities.
(a) Regular consideration of Monitoring Objectives and associated performance measures
relative to the current state of knowledge and assumptions underlying the Values at Risk;
(b) annual stakeholder review of implementation successes and other achievements relative to
the recommended Strategies and development of a work-plan for activities in the upcoming
year;
(c) comprehensive assessments conducted on relevant ecological or social timeframes that
collate new data and provide new analyses to identify emergent hydrological, ecological and
human conditions and trends;
(d) major updates to the Eagle River Community Water Plan conducted every ten years based
on most recent comprehensive assessment results and input from the community;
(e) ongoing monetary support of projects, programs, and policy initiatives that work to further
the achievement of the Monitoring Objectives; and
(f) annual targeted updates on Eagle River Community Water Plan activities provided to local
government, community groups, and/or other stakeholder organizations.
Implementation of the Strategies
The list of Management Objectives (Appendix A) and Strategies (Appendix P) provided by the
Plan (and updated in coming years by the community) intends to function as a roadmap for
activities that preserve and enhance the ability of streams and rivers in the Eagle River
Watershed to meet human and ecosystem needs. Identified lists of Limiting Factors can be used
as a “punch list” of tasks that require completion prior to pursuit of a Strategy. Implementation
of individual Strategies will be most effective when and where local stakeholders and an
identified project champion partner to secure necessary funding, conduct outreach to the
community, and oversee the implementation of projects or policies.
Implementation of the Strategies outlined in the ERCWP, and additional Strategies identified by
ERC and its partners in the future, will only be successful with collaboration and cooperation
among affected stakeholders, elected officials, and resource managers. The collection of entities
implicated by the Strategies are varied and diverse. While ERC expects to play a central
coordination role for implementation of the Plan, there is no single entity expected to carry the
torch for implementation of the full set of Strategies.
The rationale for the actions embodied in the Plan’s list of Strategies is expected to support
requests for and receipt of funding from local, regional, state, and federal sources. A non-
exclusive list of potential funding sources for Strategy implementation includes the following:
Eagle River Fund
Colorado River District Community Funding Partnership
Colorado Basin Roundtable Water Supply Reserve Fund
Colorado Water Conservation Board Watershed Restoration Grants
Colorado Water Conservation Board Colorado Water Plan Grants
Colorado Water Conservation Board Turf Replacement Program
U.S. Bureau of Reclamation Water Smart Grants
The wealth of technical material provided by the ERCWP should support grant application
development and provide a pathway for long-term assessment of project outcomes.
Characterizing project success or failure will be critical to ongoing efforts to update the Plan
through addition, modification, or removal of Management Objectives and the identification of
new Strategies.
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Eagle River
Community Water Plan
Town of Vail - November 2024
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New name, same mission.
Advocate for the health of the Upper Colorado and Eagle
River Basins through research, projects and education.
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Our Watershed
E a g l e
R i v e r
Wa t e r s h e d970
square miles
5 0 ,0 0 0 +
people in Eagle County
depend full-time on a
healthy watershed
6,150’
Colorado River
confluence in
Dotsero
14,005’
Mt. of the Holy Cross
The Eagle River contributes about 9%
of the Colorado River’s flow at the Utah
border. and between 2.5-3% of the total
Colorado River Basin annual discharge.
120 natural
lakes &
8 reservoirs
1200+ miles of
named streams
and rivers
9%2.5-3%
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Consider past, present, and
future human and
ecosystem river health
values to identify
opportunities to correct
historical degradation and
prevent and mitigate against
non-desirable future
conditions.
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Project Team
Project management &
fiscal oversight
Technical expertise,
water resource
engineering services,
field data collection &
quantitative analysis
Stakeholder outreach,
meeting coordination
& facilitation
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Project Partners & Stakeholders
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Community
Outreach
Workshops and
community presentations
Booths at local events and
recreation centers
Web-based community
surveys
Strategies
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WILDLIFE AND
BIODIVERSITY
MUNICIPAL
WATER USE
ANGLINGRECREATIONAL
BOATING AESTHETICS AND
VIEWSCAPES
SNOWMAKING
AGRICULTURE
Community Values
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Water Use
Modeling
Roughly mirrors CWCB’s
models for the Eagle
Multiple potential futures
for Eagle County
Geography: limited to the
Eagle River mainstem
below the confluence with
Homestake Creek, Gore
Creek below Black Gore
Creek, Brush Creek, and
Gypsum Creek.
Using ERWSD’s “ER20”
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Management
Objectives
Measureable
Operable
Meaningful
Motivational
durable guides for the
community at large
MUNICIPAL
WATER USE
WILDLIFE AND
BIODIVERSITY AESTHETICS AND
VIEWSCAPES
RECREATIONAL
BOATINGANGLINGSNOWMAKINGAGRICULTURE
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Management
Strategies
Instream habitat restoration
Management of instream flows
Climate studies/infrastructure
Riparian habitat restoration
Recreation infrastructure
Recreation use limits
Turf reduction and landscaping
Water rates
Education and community
outreach
Projects | Programs
Policies | Studies
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Implementation - what’s next?
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Securing a
vibrant future.
for us, our wildlife,
and future generations
waterplan.eagleriverco.org
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AGENDA ITEM NO. 5.2
Item Cover Page
DATE:November 19, 2024
TIME:10 min.
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Action Items
AGENDA SECTION:Action Items (6:10pm)
SUBJECT:Ordinance No. 17, Series of 2024, First Reading, An Ordinance
Amending Title 7 of the Vail Town Code Regarding Pedestrian
Mall Areas and Loading Docks in the Town (6:25pm)
SUGGESTED ACTION:Approve, approve with amendments, or deny Ordinance No. 17,
Series of 2024 upon first reading.
PRESENTER(S):Chief Ryan Kenney, Vail Police Department
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
L&D Ordinance Changes Memo
Ped Mall Access Permits-O10092
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February 15, 2024
To:Town Council
Through:Russell Forrest
Town Manager
From:Ryan Kenney
Chief of Police
Subject:Ordinance Change
The loading and delivery program has been in operation for over two years. During that time, we
have made changes to operational procedures as we learn to be more efficient. As we have made
these changes, we have not updated our Town code that regulates loading and delivery, Title 7
chapters 11 and 12. We would like to make changes to chapters 11 and 12 as well as add a chapter
13.
Chapter 11 will remain intact with the exception of 7-11-4. Subsection “D” is removed. An
additional subsection is added to address access for maintenance vehicles.
Chapter 12 will have several changes made. The most significant changes are removing the
definitions, removing how the Town selects a contractor, relocating the dock permit language to
Chapter 13, and adding language for an access permit.
Chapter 13 was added to address the dock permit.
None of these changes will affect how loading and delivery is currently operating. These changes
reflect how the program has been operating. We are requesting Councils approval to make these
changes.
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ORDINANCE NO. 17
Series of 2024
AN ORDINANCE AMENDING TITLE 7 OF THE VAIL TOWN CODE
REGARDING PEDESTRIAN MALL AREAS AND LOADING DOCKS IN
THE TOWN
WHEREAS, on August 16, 2022, the Town Council passed revisions to Title 7 of
the Vail Town Code related to pedestrian and vehicular circulation in pedestrian malls in
the Town (the "Ordinance");
WHEREAS, the Ordinance created a coordinated delivery system to address
pedestrian safety, allow for better emergency vehicle access by reducing congestion, and
provide for the coordinated and efficient delivery of goods in pedestrian mall area; and
WHEREAS, the Town Council desires to amend the Ordinance to clarify the
requirements and separate loading dock permits from pedestrian mall access permits.
NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE
TOWN OF VAIL, COLORADO, THAT:
Section 1.Section 7-11-4 of the Vail Town Code is hereby repealed in its
entirety and replaced as follows:
§ 7-11-4: EXCEPTIONS.
In all pedestrian mall areas, the following vehicular traffic is permitted:
(A)Vehicles issued a permit by the Town in accordance with Chapter 12
of this Title;
(B)Public transportation vehicles operated by the Town;
(C)Emergency vehicles;
(D)Armored money vehicles;
(E)Waste and recycling collection vehicles;
(F)Vehicles entering or exiting a parking structure located within a
pedestrian mall area to access a business or residence when there is no
other means of vehicular access;
(G)Property owners and their guests actively loading or unloading when
there is no other means of vehicular access;
(H)Guests checking in or out of any accommodation establishment
located within a pedestrian mall area; and
(I)Vehicles that are inseparable from and necessary to an active repair
or maintenance service being performed within a pedestrian mall area.
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Section 2.Chapter 12 of Title 7 of the Vail Town Code is hereby repealed in its
entirety and replaced as follows:
CHAPTER 12
PEDESTRIAN MALL VEHICULAR ACCESS PERMITS
§ 7-12-1: PURPOSE.
The purpose of this Chapter is to increase the safety of pedestrian traffic,
reduce environmental impacts, allow for better emergency vehicle access
by reducing congestion, and provide for a coordinated permitting process
for certain low-impact vehicles to access pedestrian mall areas in
accordance with Section 7-11-4(A).
§ 7-12-2: PEDESTRIAN MALL AREAS.
Pedestrian mall areas shall be those areas designated as a pedestrian mall
by Chapter 11 of this Title.
§ 7-12-3: ACCESS PERMIT REQUIRED.
(A)An access permit shall be required for all vehicles seeking access to
a pedestrian mall area except for those vehicles exempted by Section 7-11-
4(B) – (I).
(B)The Vail Police Department shall issue a pedestrian mall permit only
when the final destination of the goods to be delivered is in a pedestrian
mall area and the size and weight of the goods make delivery impractical
by any other means as determined by the Vail Police Department.
§ 7-12-4: VIOLATION AND PENALTY.
(A)Violation: It is unlawful to violate any provision of this Chapter.
Violations of this Chapter shall be civil infractions. Each day of violation
shall be deemed a separate offense.
(B)Civil Enforcement:
(1)If the Town chooses civil enforcement, a citation may be
served by posting on the front door of the business in violation, or by
personal service on the alleged violator, or by mailing first-class U.S. Mail
to the last known address of the alleged violator.
(2)Civil violations shall be subject to the following fines and
penalties:
(a)First violation in any twelve (12) month period: $500.
(b)Second violation in any twelve (12) month period: $1,500.
(c)Third and subsequent violations in any twelve (12) month
period: $2,500.
(3)All penalties shall be paid within fourteen (14) days of the date
of the citation. If the civil violation is paid, there shall be no opportunity to
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challenge or otherwise appeal the violation. If the violator disputes the
violation, a written protest shall be filed with the Town within fourteen (14)
days of the date of the citation.
(4)If the citation is protested, the Town shall cancel the citation
and proceed to criminal enforcement.
(C)Criminal Enforcement: If the Town chooses criminal enforcement or
a protest is filed and the civil citation is canceled, a summons and complaint
may be served as provided in the Colorado Municipal Court Rules of
Procedure. The penalties shall be as set forth in Section 1-4-1 of this Code.
(D)Other Remedies: In addition to the penalties described herein, the
Town shall have any and all remedies provided by law and in equity for a
violation of this Chapter, including without limitation damages, specific
performance and injunctive relief.
Section 3.Title 7 of the Vail Town Code is hereby amended by the addition of
a new Chapter 13 to read as follows:
CHAPTER 13
LOADING DOCK PERMITS
§ 7-13-1: PURPOSE.
The purpose of this Chapter is to allow for the efficient use of loading docks
in the Town through a coordinated permitting system.
§ 7-13-2: LOADING DOCK PERMIT REQUIRED.
(A)A loading dock permit shall be required for any person or business
seeking access to a loading dock in the Town.
(B)An application for a loading dock permit shall be submitted to the Vail
Police Department, on forms provided by the Vail Police Department.
Permits shall be issued when the application conforms with all requirements
of this Code including payment of the applicable permit fee.
§ 7-13-3: PERMIT FEES.
Permit fees shall be set forth in the fee schedule adopted by resolution of
the Town Council. Permit fees shall be calculated on an annual basis
beginning in October of each year and shall be prorated on a monthly basis.
§ 7-13-4: VIOLATION AND PENALTY.
(A)Violation: It is unlawful to violate any provision of this Chapter.
Violations of this Chapter shall be civil infractions. Each day of violation
shall be deemed a separate offense.
(B)Civil Enforcement:
(1)If the Town chooses civil enforcement, a citation may be
served by posting on the front door of the business in violation, or by
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personal service on the alleged violator, or by mailing first-class U.S. Mail
to the last known address of the alleged violator.
(2)Civil violations shall be subject to the following fines and
penalties:
(a)First violation in any twelve (12) month period: $500.
(b)Second violation in any twelve (12) month period: $1,500.
(c)Third and subsequent violations in any twelve (12) month
period: $2,500.
(3)All penalties shall be paid within fourteen (14) days of the date
of the citation. If the civil violation is paid, there shall be no opportunity to
challenge or otherwise appeal the violation. If the violator disputes the
violation, a written protest shall be filed with the Town within fourteen (14)
days of the date of the citation.
(4)If the citation is protested, the Town shall cancel the citation
and proceed to criminal enforcement.
(C)Criminal Enforcement: If the Town chooses criminal enforcement or
a protest is filed and the civil citation is canceled, a summons and complaint
may be served as provided in the Colorado Municipal Court Rules of
Procedure. The penalties shall be as set forth in Section 1-4-1 of this Code.
(D)Other Remedies: In addition to the penalties described herein, the
Town shall have any and all remedies provided by law and in equity for a
violation of this Chapter, including without limitation damages, specific
performance and injunctive relief.
Section 4.If any part, section, subsection, sentence, clause or phrase of this
ordinance is for any reason held to be invalid, such decision shall not effect the validity of
the remaining portions of this ordinance; and the Town Council hereby declares it would
have passed this ordinance, and each part, section, subsection, sentence, clause or
phrase thereof, regardless of the fact that any one or more parts, sections, subsections,
sentences, clauses or phrases be declared invalid.
Section 5.The Town Council hereby finds, determines and declares that this
ordinance is necessary and proper for the health, safety and welfare of the Town and the
inhabitants thereof.
Section 6.The amendment of any provision of the Vail Town Code as provided
in this ordinance shall not affect any right which has accrued, any duty imposed, any
violation that occurred prior to the effective date hereof, any prosecution commenced, nor
any other action or proceeding as commenced under or by virtue of the provision
amended. The amendment of any provision hereby shall not revive any provision or any
ordinance previously repealed or superseded unless expressly stated herein.
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Section 7.All bylaws, orders, resolutions and ordinances, or parts thereof,
inconsistent herewith are repealed to the extent only of such inconsistency. This repealer
shall not be construed to revise any bylaw, order, resolution or ordinance, or part thereof,
theretofore repealed.
INTRODUCED, READ ON FIRST READING, APPROVED, AND ORDERED
PUBLISHED ONCE IN FULL ON FIRST READING this ___ day of ______________,
2024 and a public hearing for second reading of this Ordinance set for the _____day of
______________, 2024, in the Council Chambers of the Vail Municipal Building, Vail,
Colorado.
_____________________________
Travis Coggin, Mayor
ATTEST:
____________________________
Stephanie Kauffman, Town Clerk
READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED
this ___ day of ______________, 2024.
_____________________________
Travis Coggin, Mayor
ATTEST:
____________________________
Stephanie Kauffman, Town Clerk
86
AGENDA ITEM NO. 5.3
Item Cover Page
DATE:November 19, 2024
TIME:45 min.
SUBMITTED BY:Carlie Smith, Finance
ITEM TYPE:Ordinance
AGENDA SECTION:Action Items (6:10pm)
SUBJECT:Ordinance No. 18, Series of 2024, First Reading, Annual
Appropriation Ordinance: Adopting a Budget and Financial Plan
and Making Appropriations to Pay the Costs, Expenses, and
Liabilities of the Town of Vail, Colorado, for its Fiscal Year
January 1, 2025 through December 31, 2025 (6:35pm)
SUGGESTED ACTION:Approve, approve with amendments, or deny Ordinance No.18,
Series of 2024 upon first reading.
PRESENTER(S):Carlie Smith, Finance Director and Jake Shipe, Budget Analyst
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
TM 2024 Bud Reading Ord 18 1st reading
111924 Town of Vail 2025 Proposed Budget - First Reading
Attachment A - 111924 Additional Information from TM Draft
Attachment B - Project Narratives (1st Reading)
Atttachment C - Contribution Request Full Applications
Town of Vail 2025 Proposed Budget (1st Reading) - Presentation
87
Ordinance No. 18, Series of 2024
ORDINANCE NO. 18
SERIES OF 2024
ANNUAL APPROPRIATION ORDINANCE: ADOPTING A BUDGET AND FINANCIAL
PLAN AND MAKING APPROPRIATIONS TO PAY THE COSTS, EXPENSES, AND
LIABILITIES OF THE TOWN OF VAIL, COLORADO, FOR ITS FISCAL YEAR
JANUARY 1, 2025 THROUGH DECEMBER 31, 2025
WHEREAS, in accordance with Article IX of the Charter of the Town of Vail,
Colorado, the Town Manager prepared and submitted to the Town Council a proposed
long-range capital program for the Town and a proposed budget and financial plan for all
Town funds and activities for the fiscal year; and
WHEREAS, it is necessary for the Town Council to adopt a budget and
financial plan for the 2025 fiscal year, to make appropriations for the amounts
specified in the budget; and
NOW, THEREFORE, be it ordained by the Town Council of the Town of Vail,
Colorado, that:
1.The procedures prescribed in Article IX of the Charter of the Town of Vail,
Colorado, for the enactment hereof, have been fulfilled.
2.Pursuant to Article IX of the Charter, the Town Council hereby makes the
following annual appropriations for the Town of Vail, Colorado, for its fiscal year
beginning on the first day of January, 2025, and ending on the 31st day of December,
2025:
FUND AMOUNT
General Fund $64,113,074
Internal Employee Housing Fund 1,182,793
Capital Projects Fund 73,147,995
Real Estate Transfer Tax Fund 9,486,264
Housing Fund 15,775,000
Vail Marketing Fund 477,701
Heavy Equipment Fund 5,490,197
Dispatch Services Fund 4,488,486
Health Insurance Fund 6,771,265
Residences at Main Vail Fund 2,058,136
Timber Ridge Enterprise Fund 462,909
Total 183,453,820
Less Interfund Transfers (24,958,868)
Net Expenditure Budget 158,494,952
88
Ordinance No. 18, Series of 2024
3. The Town Council hereby adopts the full and complete Budget and Financial
Plan for the 2025 fiscal year for the Town of Vail, Colorado, which are incorporated by
reference herein and made part hereof, and copies of said public records shall be made
available to the public in the Municipal Building of the Town. This Ordinance shall take
effect five (5) days after publication following the final passage hereof.
4. If any part, section, subsection, sentence, clause or phrase of this ordinance is
for any reason held to be invalid, such decision shall not affect the validity of the
remaining portions of this ordinance; and the Town Council hereby declares it would
have passed this ordinance, and each part, section, subsection, sentence, clause or
phrase thereof, regardless of the fact that any one or more parts, sections, subsections,
sentences, clauses or phrases be declared invalid.
5. The Town Council hereby finds, determines, and declares that this ordinance is
necessary and proper for the health, safety, and welfare of the Town of Vail and the
inhabitants thereof.
6. The repeal or the repeal and reenactment of any provision of the Municipal Code
of the Town of Vail as provided in this ordinance shall not affect any right which has
accrued, any duty imposed, any violation that occurred prior to the effective date hereof,
any prosecution commenced, nor any other action or proceedings as commenced under
or by virtue of the provision repealed or repealed and reenacted. The repeal of any
provision hereby shall not revive any provision or any ordinance previously repealed or
superseded unless expressly stated herein.
7. All bylaws, orders, resolutions, and ordinances, or parts thereof, inconsistent
herewith are repealed to the extent only of such inconsistency. This repealer shall not
be construed to revise any bylaw, order, resolution, or ordinance, or part thereof,
theretofore repealed.
INTRODUCED, READ ON FIRST READING, APPROVED AND ORDERED
PUBLISHED ONCE IN FULL, this 19th day of November, 2024. A public hearing shall
be held hereon on the 3rd day of December, 2024, at 6:00 pm at the regular meeting of
the Town Council of the Town of Vail, Colorado, in the Municipal Building of the Town.
______________________________
Travis Coggin, Mayor
ATTEST:
__________________________
Stephanie Bibbens, Town Clerk
89
2025 PROPOSED
BUDGET
November 19, 2024
Page 1 90
TOWN OF VAIL PROPOSED
2025 BUDGET TABLE OF
CONTENTS
COVER MEMO 3
REVENUE
Major Revenue Analysis
EXPENDITURES
General Fund 20
Personnel
−
−Ten-Year Summary of Budgeted Positions by Department 24
Employee Benefits Summary 26
Contributions
Contributions Summary 28
Contributions Notes 29
CAPITAL PLAN
Capital Projects Fund 38
Real Estate Transfer Tax Fund 45
Housing Fund 51
Unfunded 52
OTHER FUNDS
Marketing Fund
54
Heavy Equipment Fund
55
Health Insurance Fund
56
Dispatch Services Fund
57
−
Timber Ridge Housing Fund
58
This table of contents is "Clickable". Click on headings below to be directed to the page.
Residences at Main Vail Fund
−59
17
Internal Employee Housing Rental Fund
Summary of Changes in Personnel
23
60
Page 2Page 2 91
TO: Vail Town Council
FROM: Finance Department
DATE: November 19, 2024
SUBJECT: First Reading of 2025 Town Manager’s Budget
I. SUMMARY
First reading of Ordinance No. 18, Series 24, a first reading of the proposed 2025 Town
Manager’s Budget.
II. DISCUSSION
On November 5th, staff presented a draft of the Town Manager’s budget for Council’s review. Any
changes since that meeting is included below:
Revenue
• Property tax collections within the General Fund were adjusted downward based on
further examination of collection estimates.
Operational Expenditures
• Bank fees associated with the parking pass system within the General Fund have been
increased by $198,800 based on updated fee estimates for the new parking pass sales
software and 2024 year to date bank fee expenditures.
Contributions
• At Council’s direction, the proposed contribution towards Vail Valley Mountain Trails
Alliance (VVMTA) has been increased to match the full requested amount of $22,500. This
contribution is funded by the Real Estate Transfer Tax (RETT) fund.
• SOS Outreach is requesting 25 parking vouchers (valued at $1,000) for the 2024 - 2025
ski season to be used by teacher and program coordinators for their winter skiing and
snowboarding programs for underserved youth. Staff recommends providing the 25
vouchers, consistent with prior years. This has no impact on expenditures.
Capital Projects Fund
• The Rabid Flashing Beacons installations totaling $150.0K has been removed from the
budget.
• Council requested that the South Frontage Road improvements be limited to only the
Donovan Park to Westhaven and W LH Circle to E LH Circle sections. With the Sandstone
Underpass to West Forest Road section removed, the proposed design cost for 2025 is
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Town of Vail
reduced from $300.0K to $250.0K. Additionally, the $650.0K placeholder for construction
of this section in 2026 was removed from the 5-year plan.
• Council requested to include funds for a beautification project at the Vail Transit Center.
Staff has allocated a placeholder estimate of $200,000 within the Parking Structure
Maintenance project budget. Staff may provide an updated cost estimate later in the year,
following further research and the finalization of the project's scope.
• Council requested that the $1.0M placeholder within the Dobson Arena Budget associated
with temporary ice be reallocated to the project construction budget. This change is
reflected in the project narrative however there is no budget adjustment needed.
Real Estate Transfer Tax Fund (RETT)
Earlier this year, staff received Council approval to apply for a $200,000 grant to support
the design phase of the Big Horn Road Trail Separations project. Grant awards have not
yet been published however, during the Draft meeting Council requested that this project
be removed from the budget ($250.0K).
Staff has also reflected a transfer of $762.5K from the Real Estate Transfer Tax Fund to
the Capital Projects Fund. The $762.5K was included in the prior 5-year plan for Dobson
arena annual capital maintenance but is now being transferred to the Capital Projects
Fund to go towards the larger renovation.
Additional budget detail and responses to Council questions that did not result in a change to the
budget are included in Attachment A.
THE FOLLOWING INFORMATION IS REPEATED FROM THE NOV 5th COUNCIL PACKET
BUT REFLECTS UPDATES TO TOTALS AS A RESULT OF THE CHANGES ABOVE.
Prior to today’s draft, staff held several meetings to gather feedback from Council on preliminary
budget assumptions. Budget discussions with Town Council began in July with a preview
meeting that included preliminary revenue and expenditure discussions. More recently, staff
presented a compensation and benefits preview and a 5-year Capital Plan preview.
The following is a high-level summary of other outcomes from feedback received during these
budget meetings that were included in the creation of the 2025 budget proposal:
• Conservatively budget 2025 revenues
• Budget philosophy of maintaining the “status quo”
• Support for a premium and flexible compensation philosophy
After several months of collaborative budget meetings with departments, a draft of the proposed
2025 budget is presented to Council with conservative revenue projections, a balanced
operating budget, and funding for priorities within the Council’s focus areas. Please note
that the use of reserves is required to fund one-time planning projects, contributions, and capital
projects.
In the long term, proposed operational spending is balanced and sustainable, with annual
revenues covering operations in the five-year plan. However, reserves that have been built up
over time will be utilized to fund significant capital projects such as Timber Ridge, W. Middle
Creek, and Dobson Arena and will leave minimal flexibility over the next several years for new
capital projects and expended operations and programs. In order to accommodate any additional
future programs or expansion of operations that may be indicated in the Council Strategic Plan,
the introduction of new revenue sources or the reduction of current programming may be
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Town of Vail
necessary. The availability of reserves for cash-funding projects has also decreased with planned
spending on one-time projects.
BUDGET OVERVIEW
The Town of Vail 2025 budget proposal presented in this document reflects the town’s vision to
be the premier international mountain resort community in a fiscally responsible manner.
Each year the Town Manager and staff prepare an annual budget that serves as a funding plan
as determined by Town Council.
In accordance with the Town’s budget philosophies, the funding of ongoing department
operations, support of current employees, debt service payments, and maintenance of current
assets were given the highest priority. New programs, expansions of operations and personnel,
and new capital items were evaluated based on their contribution to achieving the priorities and
actions of the 2024 Council Strategic Plan, as well as their necessity for the public safety and
excellent customer service provided by the Town.
The Council Strategic Plan includes the following five priority areas:
• Create a strong community and create affordable housing opportunities
• Support our Workforce
• Provide an Authentic Vail Experience
• Transportation
• Environmental Sustainability
As part of the budget process, department heads met to build the budget with available funds
based on the conservative revenue outlook and follow the budget philosophies to operate within
annual revenue streams. Each department head presented justifications for any new requests,
including headcount, operating increases, and capital projects.
Investment in the town’s personnel remains a top priority, staff proposes an increase to head
count this year by a net 3.8 FTEs. These positions will help support growing service level demands
in multiple departments and support council and community goals. The 2025 budget seeks to
align our brand of a world class resort with personnel and employment philosophies that reflect
that brand. Woven throughout this budget are initiatives and programs proposed to support these
philosophies.
Aside from personnel, many of the new and increased budget requests are a result of cost
increases due to inflation, labor cost increases in the market, and added facilities. New requests
also aim to align resources and equipment to accommodate added service levels and
improvements to address several topics of importance to both Town Council and the community
at large. Listed below are larger expenditures (both capital and operating) included in the 2025
budget that support Council Strategic Priorities:
Create a strong community and create affordable housing opportunities
• West Middle Creek development placeholder ($10.0M)
• Buydown housing placeholder ($2.3M)
• Habitat for Humanity community housing contribution for Timber Ridge units ($2.0M)
• Vail InDeed Program ($1.5M)
• Housing compliance software ($35.0K)
Support our Workforce
• Childcare program funding placeholder ($551.0K)
• Healthcare and childcare resource promotion ($8.0K)
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Town of Vail
Provide an Authentic Vail Experience
• Dobson Arena Renovation ($50.4M)
• Transfers to Vail Local Marketing District (Destination Marketing Organization) for special event
funding ($2.7M)
Transportation
• Design of South Frontage Road pedestrian improvements ($250.0K)
• Design of Gore Valley Trail separation along Bighorn Road ($250.0K)
• Car share program operations & infrastructure placeholder ($155.0K)
• Rapid flashing beacon installation at Bighorn Road ($50.0K)
• Sole Power program (Expanded to include Transit) ($57.5K)
Environmental Sustainability
• Geothermal Energy System Placeholder ($1.5M)
• Gore Creek Pesticide Campaign ($50.0K)
• Gore Creek Streambank Mitigation ($140.0K)
• Zero Hero Waste Program Support ($38.8K)
The town’s 2025 budget is funded by a projected $132.5 million of net revenue budget across all
of the town’s funds. Excluding one-time revenues, net revenues total $103.1M. This is an 5.2%
decrease from the 2024 Forecast and a 1.5% decrease from 2023 actuals due to a projected
decrease in investment earnings along a decrease in grant funding. With the exception of
investment earnings and grant funding, the majority of the Town’s major revenue sources reflect
a modest increase compared to the 2024 forecast. This reflects conservative revenue projections,
an observed decrease in the rate of price inflation, and a continued normalization in visitation.
General Sales Tax
32%
Housing Sales Tax
4%
Property and Ownership Tax
6%Use Tax
2%
Ski Lift Tax and Franchise Fees
7%
Real Estate Transfer Tax
6%
Licenses and Permits
2%
Intergovernmental Revenue
4%
Transportation Centers
7%
Charges for Services
2%
Rent, Fines &
Miscellaneous
5%Transfer from VRA
(Dobson)
22%
Earnings on Investments
1%
2025 Budgeted Net Revenue:
$132.5M
REVENUE (All Funds) $132.5M
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Town of Vail
Sales tax is the town’s main source of funding making up 32.0% of all revenues. The General
sales tax for 2025 Sales tax is conservatively projected at $42.1 million, up 0.4% from 2023
actual collections and up 0.9% compared to the 2024 forecast.
Year to date sales tax collections are pacing flat with 2023 actual collections. The remainder of
the year (October through December) is conservatively forecasted down 1% from 2023 actuals
which was still experiencing record visitation. This is in line with sales tax collections during
late 2023/2024 winter season when sales tax collections reflected a 1% decrease compared to
2023.
2025 Sales tax collections are projected up 0.9% from the 2024 forecast which reflects
a normalization of visitation combined with slight increase in inflation.
Other major 2025 revenue sources and projections include the following:
Revenue Fund
2022
Actual
2023
Actual
2024
Forecast
2025
Proposed Projections
General
Sales Tax
GF/
CPF $40.8M $ 41.9M $41.6M $42.1M
Up 0.9% from 2024 Forecast; Up 0.4%
from 2023; continued normalization in
visitation
Housing
Sales Tax HF $4.9M $5.1M $5.2M $5.2M Up 1.0% from 2024 Forecast; Up 2.5%
from 2023
RETT RETT $9.6M $8.0M $8.0M $7.7M Down 3.8% from 2024 Forecast; down
3.7% from 2023
Property Tax GF $6.0M $6.1M $8.2M $8.1M Flat with prior year less state backfill
Parking GF $8.2M $9.4M $9.1M $9.0M
Down 1.6% from 2024 Forecast; Down
4.7% from 2023 Actual; YTD Daily
parking down 3% from PY
Lift Tax GF $6.5M $6.5M $6.8M $6.9M Up 1.0% from 2024 Forecast; Up 5.8%
from 2023 Actual
Construction
Use Tax CPF $2.1M $2.5M $2.2M $2.2M Down 11% from 2024 Forecast; Flat with
2023 Actual; Based on 3 year average
Investments Various $397.6K $7.6M $4.3M $1.9M Estimated 3.5% return on decreased
fund balance
Grants Various $396.8K $2.5M $7.9M $776K 2025 includes Transit Operations Grant,
Hope Center, USFS Fuels Grant
Across all funds, 2025 net expenditures are proposed at $158.5 million. Expenditures can be
grouped into three main categories: municipal services, capital expenditures and debt service.
For 2025, $74.5 million or 46.9% represents municipal services while 51.6% or $81.5 million
represents capital expenditures. Debt service expenditures total $2.4 million or 1.5% of net
expenditures.
EXPENDITURES (All Funds)$158.5M
Page 7 96
Town of Vail
It should be noted that while Council may appropriate new projects or programs in the
budget, all budget items are still subject to additional Council feedback, discussion, and
approval.
Municipal Services
Within the $74.5 million municipal services budget, expenditures can be viewed by either category
(personnel, marketing and special events, and other operating) or by the department.
As a service
organization, the
majority of
Municipal
spending is for
personnel.
Salaries and
benefits total
$47.7M, or 64.2%
of the operating
expenditures.
Page 8 97
Town of Vail
PERSONNEL (All Funds) $47.7M
As a service industry, the majority of municipal services expenditures relate to staffing.
For 2025, this represents $47.7 million or 64.2% of the municipal services budget.
Compensation
Investment in the town’s workforce is a top priority of this budget proposal. As employee
turnover rates have increased the need to focus on employee recruitment and retention as well
as succession planning has become essential across the entire organization. The town’s
employees are a critical part of the town’s infrastructure and provide world-class services to the
community and guests.
On October 15th, Town Council was given a preview of the 2025 Compensation and Benefits
budget. During this meeting, Council continued to support the town’s compensation philosophy
to reflect a more premium and flexible pay structure for the premium services the Town of Vail
employees provide. The 2025 proposed budget includes a $600.0K increase for outcomes of
the 2025 compensation market study. Additionally, the town has budgeted an overall 5.0%
increase in wage adjustments for current staff, which allows for a combination of 1% to 5% merit
increases and other rate adjustments to provide competitive pay. The 2025 budget also includes
the continuation of the vacation reinvestment program ($250K) and wellness benefit ($112.7K).
Including the new proposed full-time equivalent (FTE) positions and benefit cost adjustments,
an overall increase of 6.4% is proposed for the 2025 compensation budget.
Public Safety
makes up 26.3%
of municipal
spending,
followed by
Transit and
Parking at 17.8%,
Public Works
functions at
17.5%,
Administration/Ri
sk Management
at 10.3%, and
Contributions and
Events at 5.8%
Page 9 98
Town of Vail
Headcount
The town’s operations are proposed to be supported by 354.64 full-time equivalent (FTE)
positions in 2025. For 2025, staff is proposing the addition of four new positions, representing an
increase of 3.6 FTE positions. These new positions are listed in the chart below.
Newly Proposed Positions
Catchup Positions implemented in 2024
Additionally, the 2025 budget represents an increase of a net decrease of (0.3) FTEs from the
2024 original budget due to shifts implemented by the Town Manager mid-year.
DEPARTMENT SPENDING (All Funds) $22.7M
Departmental spending (also labeled as “All Other Operating Expenses” in the chart above) is
proposed at $22.57 for 2024. The majority of operating expenses are funded by the General Fund
($20.4M). The remaining is funded by the Real Estate Transfer Tax Fund (Environmental
Sustainability, Forest Health, Parks, and Public Art), Dispatch Services Fund, and the Heavy
Equipment Fund (Fleet). For 2025, departments were tasked with requesting necessary increases
to maintain current levels of services, while finding efficiencies where possible. Departments were
directed to limit expansions in operations and programming to those which is necessary for public
safety, to continue providing excellent customer service, or directly work towards a goal in the
2024 Council Strategic plan. The majority of the cost increases are due increased costs of labor,
utilities, insurance, and vehicle fuel/maintenance.
Position Fund FTE Justification
Firefighter General 1.0 Address ongoing staffing challenges, vacation
availability, mitigate excess overtime, improve
recruiting model, and improve service.
Transit Supervisor General 1.0 Cover vacation/sick time, and meet future increases in
transit demand in alignment with council Strategic
Priority D.
Graphic Designer
(Part-Time)
General 0.6 In-house graphic design resource to reduce the need
for by-the-hour contract services and increase
timeliness of needed graphic designs; will be offset by
savings in contract services
Total: Newly Proposed
2.6
Position Fund FTE Justification
Internal Employee
Housing Specialist
Internal
Employee
Housing Rental
1.0 Dollars were budgeted last year, but FTE count was
not recognized
Short-Term Rental
Fire Inspector
General 0.5 Conversion of Fire Admin Tech to Full-time Short-
Term Rental Fire Inspector position
Total Catchup Positions from 2024 1.5
Page 10 99
Town of Vail
CONTRIBUTIONS AND EVENTS (All Funds)________________________________ $4.1M
The 2025 budget proposes a total of $4.1M for contributions and special events. This includes
transfers for Special Event funding of $3.0M, $420.5K for Council Contributions within the
“Service” category (Not-for-profit partners), $551.0K the town’s Childcare program, and related
personnel costs.
Events
As part of the transition of the Vail Local Marketing District and Discover Vail brand to a year-
round Destination Marketing Organization, the special event funding process is proposed to be
managed by the Vail Local Marketing District for 2025. As a result, the Town of Vail Marketing
Fund will no longer directly record the expenditures related to these special event funding.
Alternatively, the Town of Vail will annually transfer the event funding to the Vail Local Marketing
District. This transfer will be funded by the business license fees collected by the Marketing Fund,
with the remaining amount funded from General Fund Reserves. For 2025, the total transfer to
the Vail Local Marketing District is proposed at $2.98M. Of this amount, $332.5K will be funded
by the business license fees collected by Town of Vail Marketing Fund, $127.7K will be funded
by the current fund balance of Town of Vail Marketing Fund, and $2.52M will be funded by the
General Fund.
The 2025 approved Vail Local Marketing District budget includes $2.98M in Special Event
Funding.
Council Contributions
Council Contributions includes funding for programming of various non-profit organizations that
align with the town’s contribution policy:
“The Town’s grant process supports charitable organizations that serve Vail employees, guests,
and citizens by investing in local programs and initiatives that align with the town’s strategic plan
and that can demonstrate how they can impact the Vail community. The grant process was
created to fairly, equitably and constantly provide funds and in-kind services to the community.”
A total of $420.5K of cash contributions for the Services category are proposed in the 2025
budget, as follows:
• Town of Vail Partner Organization contributions: $346.5K
• Health and Human Service contributions: $72.0K
• Other Community Non-Profit contributions: $2.0K
The budget also includes a placeholder of $551.0K for early childcare education support using
tobacco tax revenues. This program was implemented in 2022.
Additionally, staff recommends the continuation of “In-Kind” contributions waived rental fees and
parking coupons consistent with previous years.
See page 27 for contribution requests and staff recommendations.
Total funding for the 2025 capital improvements programs is proposed at $81.5 million across the
Capital Projects Fund, Real Estate Transfer Tax Fund, Housing Fund, Heavy Equipment Fund,
Timber Ridge Fund, and Dispatch Services Fund.
CAPITAL EXPENDITURES $81.5M
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Town of Vail
During the October 15th work session, staff provided Council with a preliminary five-year capital
plan for the Capital Projects Fund, Housing Fund, and Real Estate Transfer Tax Fund. Several
significant projects were presented during this meeting. Council was asked to feedback on the
current plan. Staff has attached project narratives for the larger and more significant
projects being proposed in 2025 in Attachment B.
At the beginning of 2021, Town Council authorized the financing of the Public Works Shops
project with a lease-purchase agreement. This project was financed with a $15.2M loan over a
15-year term at an interest rate of 1.76% annually. The 2025 budget includes $1.2M of debt
service payments for this project.
In October of 2021, the Town issued $22.3M of 30-year Certificates of Participation for the
Residences at Main Vail housing project with an interest rate of 2.76%. The 2025 budget includes
$1.2M of debt service payments for this project.
During 2024, the Town acquired the Booth Heights parcel. At council’s direction, the General
Fund will transfer $3.75M to the Real Estate Transfer Tax Fund to be repaid over a period of 20-
years. The 2025 budget includes the second repayment installment of $187.5K. The remaining
balance due to the General Fund at the end of 2025 will be $3.38M.
Due to better-than-expected revenues and grant funding combined with conservative spending
and the deferral of capital projects the town was able to build up additional reserves during the
COVID-impacted years of 2020 through 2022. At the end of 2023, the town had $173.9M in
reserves. During 2024, the town is projected to spend reserves down by $87.3M, largely due to
the cash funding of the Timber Ridge housing project, the Booth Heights acquisition, and other
large one-time capital projects.
Into 2025, the town is projected to use additional reserves towards W. Middle Creek ($10.0M),
community housing buy-downs ($2.3M), the Dobson Ice Arena renovation ($20.5M) with the
remainder expected to be funded with the use of financing, and other one-time capital
improvements. Staff is also proposing to begin to set aside $5.0M of GF reserves annually for
future parking structure reconstruction. By the end of 2025, reserves are projected to be $32.8
million in the General Fund (excluding the $5.0M parking capital reserve), or 53% of annual
revenues. This is above the 25% minimum required by Town Council as a budgetary policy.
Additionally, Capital Projects Fund reserves are projected to be $5.2M, above the minimum of
25% of CPF Sales Tax Revenue, and reserves in the Real Estate Transfer Tax Fund is
projected to be $8.2M, above the minimum of $2.0M. Town-wide reserves are projected to be
$56.4 million at the end of 2025.
RESERVES $56.4M
DEBT SERVICE EXPENDITURES $2.4M
Page 12 101
Town of Vail
Of the $56.4M projected reserve balance in 2025, only $24.9M is available to spend above the
minimum funds balances, and excluding unavailable balances with the town’s more restrcitive
funds. Should council wish to pursure additional initiatives, a new funding source or financing
may be necessary.
Page 13 102
Town of Vail
Internal Employee Housing Rental Fund
Staff is proposing the creation of a new separately-reported fund for the 2025 year. The purpose
of this fund is to track the revenues and expenditures associated with the town’s Internal
Employee Housing Rental program.
Employee rental revenues would be committed by council towards the following uses specific
uses:
• Personnel costs associated with the Internal Employee Housing Rental program
• Operational costs of the program including utilities, turnover costs, administrative costs,
master leases, and maintenance
• Capital costs to support the program such as the purchase of new employee rental units,
major capital maintenance and improvements, or the acquisition of assets to support the
program
• Other miscellaneous costs associated with the Internal Employee Housing Rental
For 2025, total proposed revenue in the Internal Employee Housing Rental Fund is $1.2M. This
represents estimated employee rental revenue. Total proposed expenditures are $1.0M. This
includes $1.0M in operational costs, and $150.0K in major capital maintenance items. Included
is a $238.2K administrative fee to the General Fund for staff’s time and resources from various
departments including finance, human resources, and facilities, representing 20% of budgeted
rental revenue.
Heavy Equipment Fund
This is an internal services fund that manages the maintenance and repair of town vehicles and
equipment and the purchase of replacement vehicles other than buses and fire trucks. Costs are
charged back to the departments based on their use of the vehicles and equipment. The Heavy
Equipment Fund (HEF) includes approximately $1.6M to purchase replacement vehicles and
equipment in 2025. The vehicles are scheduled to be replaced at determined intervals based on
age and use. Funding for the HEF consists of internal charges to departments, as well as costs
recovered through the sale or trade-in of old equipment. The projected fund balance is at the end
of 2025 is $82.3K.
Health Insurance Fund
This is an internal services fund that manages the town’s health insurance plans. Costs are
charged back to the town departments and employees through payroll deductions. 2025 proposed
expenditures are $4.9M, up 9.0% from the prior year. The increases are largely due to an increase
of FTE count and increase in anticipated average claims. Fund balance has remained relatively
high in the past few years due to better-than-expected claims experience. The 2025 proposed
budget conservatively anticipates use of reserves to stabilize annual cost increases to both
departments and employees. Projected fund balance is $4.0 million for the end of 2025.
Dispatch Services Fund
This is an enterprise fund that manages county-wide 911 emergency services. Proposed total
expenditures are $4.5M for 2025. The 2025 budget includes $750.0K for the replacement of the
records writing/records management system (RMS). Fund balance is projected to be $2.0M at
the end of 2025.
OTHER FUNDS
Page 14 103
Town of Vail
Residences at Main Vail Fund
The Residences at Main Vail Fund is an enterprise fund that manages the operations of the
Residences at Main Vail community housing rental project. Total revenue for the fund is
projected at $2.1M, with operating expenditures of $776.4K, and $1.3M of debt service
payments. The ending fund balance for 2025 is projected at $432.6K.
Timber Ridge Enterprise Fund
The eastern portion of the Timber Ridge property has begun a complete redevelopment. Timber
Ridge will be developed into a new deed-restricted development with 294 studio to four-
bedroom homes. Rental operations of the historical Timber Ridge development ceased in May
of 2024 with the anticipation of the new development. The total estimated cost of the project is
$164.0M, with the developer financing the majority of construction. The town is cash-funding
$40.5M of the site work and podium costs along with a new transit stop included in the 2024
budget. This amount is expected to be repaid at the time of unit sales in 2026/2027. The town
will also be compensated for $10.5M of land and historical costs (land at cost and repayment of
current debt on Timber Ridge).
No revenues are included in the 2025 budget. Expenditures are proposed at $462.9K for the
continuing repayment to the Capital Projects fund for the loan provided for the historical rental
development.
III. ACTION REQUESTED OF COUNCIL
Staff requests feedback from Council in preparation for the second reading of the 2025 Budget
scheduled for December 3, 2024.
Page 15 104
REVENUE
Page 16 105
Major Revenue Analysis
2025 Proposed Budget
2020 2021 2022 2023 2024 2025
Actual Actual Actual Actual Forecast Proposed Comments
General Sales Tax 25,122,191 34,534,683 40,776,882 41,943,761 41,647,258 42,064,000
2025: Up 1% from 2024 Forecast; assumes normalization of early winter (January -
April) flat with remainder of year; considers slight decrease in revenues due to
Dobson renovation
-14%37%18%3%-1%1%
Housing Sales Tax - - 4,954,438 5,075,762 5,150,000 5,201,534 2025: Up 1% from 2024 Forecast
100%2%1%1%
RETT Tax 10,448,526 13,371,555 9,603,456 7,994,852 8,000,000 7,700,000 2025: Flat with 2024 Forecast
45%28%-28%-17%0%-4%
Parking Revenue 4,891,997 7,060,319 8,153,534 9,431,577 9,141,191 8,992,252 2025: Down 2% from 2024 Forecast due to increased county-wide bus service
-27%44%15%16%-3%-2%
Property & Ownership Tax 5,941,704 6,016,105 6,041,413 6,077,562 8,201,396 8,091,234 2025: Based on county assessor data; flat with PY less backfill from state
11%1%0%1%35%-1.3%
Lift Tax Revenue 4,095,812 5,518,980 6,473,618 6,536,433 6,866,027 6,915,427 2025: Up 1% from 2024 Forecast; VR pass sales down but offset with increase in
pass prices
-23%35%17%1%5%1%
Construction Fees 1,855,654 2,716,819 1,734,230 1,833,118 2,195,821 2,138,762 2025: Based on three year average excluding large projects
-7%46%-36%6%20%17%
Construction Use Tax 2,078,277 3,687,945 2,189,230 2,519,047 2,800,000 2,502,000 2025: Based on three year average
-16%77%-41%15%11%-11%
Other Taxes 2,432,187 2,500,000 3,138,777 3,116,922 3,411,250 3,418,219 County sales tax (based on TOV sales tax), Road & Bridge, Hwy users revenue,
Tobacco tax, Holy Cross franchise fee to CPF
16%3%26%-1%9%0%
Federal / County Grants/State Grants 152,630 4,779,131 396,822 1,816,739 1,129,869 776,152 2025: $385K Hope Center Grant; $30K Lottery Fund; Operating Bus Grant $237K;
USFS Fuels Reduction ($125K); $155K Fuels Reduction
-85% 3031%-92%358%-38%-31% 2024: $310K Hope Center Grant, $30K Lottery Funds , Operating Bus Grant $236K;
DUI enforcement grant $37K; $260K water quality grant
2023: $280K Hope Center Grant; $20K Lottery Funds; $229K Operating Bus Grant;
$300K Water Quality Grant;$250K mobility grant
2022: $100K VLMD reimbursement for Destination Stewardship Plan; $276K Hope
Grant
2021: includes $250K for Federal Transit Grant and $250K Hope Center Grant;
$20K Lottery Funds; $1.1M FASTER electric bus chargers grant $525K CDOT bus
grant; $350K Transit Grant for Transportation Mgmt. System
2020: $124.5K Water Quality Grants; $28K Lottery Funds
Earnings on Investments 778,981 281,491 397,557 7,558,580 4,331,500 1,931,888 Based on available fund balance and investment returns conservatively assumed at
3.5% ( Reflects fund balance spent down during 2024/2025)
-65%-64%41%1801%-43%-55%
Rental Income 787,906 1,116,305 1,418,890 1,606,076 1,817,223 1,931,741 Includes increases for employee housing rentals purchased during 2024
-31%42%27%13%13%6%
Page 1710
6
Major Revenue Analysis
2025 Proposed Budget
E911 and Interagency Dispatch 2,174,892 2,098,742 2,255,070 2,510,176 2,766,155 3,229,109 Funding by E911 Authority Board and participating agencies; 2023 increase due to
increase in operating costs; restart capital reserve fee
1%-4%7%11%10%17%
Vail Reinvestment Authority Transfers 1,809,400 7,410,723 2,291,996 1,856,724 4,551,840 4,636,681 Transfer of VRA fund balance for Dobson
-52%310%-69%-19%145%2%
COVID Grants
American Rescue Grant 1,365,835
CRRSAA Transit Grant 1,789,613 1,789,612
CARES Transit Grant 1,507,242 229,274
CARES Grant - State share 976,868 91,167
Financing
PW Shops Debt Financing Proceeds 15,190,000
RMV Financing Proceeds 25,280,230
Other One-Time Significant Reimbursements
Dobson Bond Proceeds (VRA Transfer)24,730,000
Lionsridge Land Sale 5,000,000
Transfer from VLMD 1,400,000
se of Holy Cross franchise fee for underground utilities 1,126,672
Geothermal State Grant 250,000
Mobility Hub State Grant 750,000
State and Federal Capital Bus Grant 680,000 5,785,158
State FASTER Transit Grant 1,624,065
Four Seasons Housing Agreement 2,040,000
Real Estate Sales 1,054,110 1,251,730 385,169 1,110,000
Altus Settlement 1,000,000
Total Significant One-Time Revenues 2,484,110 45,258,459 5,081,342 5,581,004 14,021,830 24,730,000
All Other Revenue 9,183,295 3,469,901 9,956,811 7,643,728 11,254,926 8,200,229
Includes project reimbursements, franchise fees, fines and forfeitures, employee
portion of healthcare premiums, administration fees from VLMD and RETT, and other
charges for service such as out of district fire response and PD contracted services.
32%-62%187%-23%47%-27%
Total Revenue 74,237,562 139,821,158 104,864,066 111,352,061 127,286,286 132,459,230
% compared to Prior Year -7% 88% -25% -5% 14% 4%
-5.2%vs. 2024 Forecast (without One-Time Revenues)
Page 1810
7
EXPENDITURES
Page 19 108
Proposed
2023 2024 2024 Budget
Actual Budget Forecast 2025 2026 2027 2028 2029
Revenue 1.0%2.0%2.0%2.0%2.0%
Local Taxes:42,494,761$ 40,850,000$ 41,647,258$ 42,064,000$ 42,905,000$ 43,763,000$ 44,638,000$ 45,531,000$
Sales Tax Split b/t Gen'l Fund & Capital Fund 59/41 62/38 62/38 62/38 62/38 62/38 62/38 62/38
Sales Tax 24,853,000 25,327,000 26,039,173 26,280,000 26,601,000 27,133,000 27,676,000 28,229,000
Property and Ownership 6,077,562 8,445,000 8,201,396 8,091,234 8,495,796 8,495,796 8,920,585 8,920,585
Ski Lift Tax 6,536,433 6,675,000 6,866,027 6,915,427 7,192,044 7,479,726 7,778,915 8,012,282
Franchise Fees, Penalties, and Other Taxes 1,961,654 1,901,156 1,956,201 1,971,710 2,030,861 2,091,787 2,154,541 2,219,177
Licenses & Permits 2,948,114 2,832,032 3,273,623 3,216,565 3,280,896 3,346,514 3,413,445 3,515,848
Intergovernmental Revenue 4,099,676 3,244,333 3,531,152 3,575,621 3,611,377 3,647,491 3,683,966 3,757,645
Transportation Centers 9,431,577 8,930,196 9,141,191 8,992,252 9,172,097 9,355,539 9,542,650 9,733,503
Charges for Services 1,147,388 1,029,992 1,226,522 1,486,377 1,516,104 1,546,426 1,577,355 1,624,675
Fines & Forfeitures 335,041 204,116 233,766 219,116 223,498 227,968 232,528 237,178
Earnings on Investments 3,179,219 500,000 2,100,000 635,896 783,217 700,000 700,000 700,000
Rental Revenue 1,606,076 1,757,238 1,817,223 740,387 755,195 770,299 785,705 801,419
Miscellaneous and Project Reimbursements 222,701 236,000 298,143 216,000 220,320 224,726 229,221 233,805
Total Revenue 62,398,442 61,082,063 64,684,418 62,340,585 63,882,406 65,019,272 66,694,909 67,985,118
9.8%3.7%-3.6%
Expenditures
Salaries 25,713,850 28,477,724 28,123,186 30,495,338 31,715,152 32,983,758 34,303,108 35,675,232
Benefits 9,162,665 8,940,570 9,437,545 9,565,532 9,873,153 10,193,079 10,525,803 10,871,835
Subtotal Compensation and Benefits 34,876,515 37,418,294 37,560,731 40,060,870 41,588,305 43,176,837 44,828,910 46,547,067
7.7%6.7%4.0%4.0%4.0%4.0%
Contributions and Welcome Centers 286,816 307,200 307,200 360,551 371,368 382,509 393,984 405,803
Childcare Program Funding 168,397 250,000 350,000 551,000 551,000 551,000 551,000 551,000
All Other Operating Expenses 11,953,724 12,503,275 13,031,130 13,219,704 13,447,378 13,711,326 13,980,552 14,248,173
Heavy Equipment Operating Charges 2,785,914 3,352,626 3,352,626 3,530,452 3,601,061 3,673,082 3,746,544 3,821,475
Heavy Equipment Replacement Charges 1,194,880 1,193,175 1,200,050 1,340,867 1,381,093 1,422,526 1,465,202 1,509,158
Dispatch Services 669,317 691,448 691,448 827,331 843,878 860,755 877,970 895,530
Total Expenditures 51,935,563 55,716,018 56,493,185 59,890,775 61,784,082 63,778,034 65,844,162 67,978,205
Surplus (Deficit) from Operations 10,462,878 5,366,045 8,191,233 2,449,810 2,098,323 1,241,238 850,747 6,913
One-Time Items:
Planning Projects
Transit Route & Operations Planning (90,000)
VLMD Transfer for Destination Stewardship Mgmt. Plan 200,000 200,000 200,000
Destination Stewardship Mgmt. Plan (17,339) (213,815) (227,315)
Civic Area/Dobson Master Plan (28,121) (350,000) (350,000) (150,000)
West Vail Master Plan (1,971) (98,029) (150,000)
Neighborhood Drainage Master Plan (350,000)
Contingency (25,000) (25,000) (50,000)
Contributions Funded with Reserves
ECO Trail- Eagle Valley Trail Contribution (Minturn)- (100,000)
Net Increase /(Decrease) due to One- Time Items: (10,196) (388,815) (690,344) (700,000)
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND
Page 20
109
Proposed
2023 2024 2024 Budget
Actual Budget Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
GENERAL FUND
Transfer (to)/from Housing Fund (Event Savings from VLMD Co (1,200,000)
Transfer (to)/from Marketing & Special Events Fund (850,000) (2,600,000) (2,600,000)
Transfer (to)/from VLMD for Special Events (2,522,299) (2,729,500) (2,811,385) (2,895,727) (2,982,598)
Transfer (to)/from RETT (Booth Heights Acquisition)(197,660) (3,750,000)
Transfer (to/from RETT (BH Loan Repayment)282,199 187,500 187,500 187,500 187,500 187,500 187,500
Transfer (to)/from RETT (Other)10,620
Transfer (to)/from Other Funds (Salary Adjustments)(213,689)
Transfer (to)/from Other Funds (Other)
Timber Ridge
Transfer to TR for Site and Podium (28,049,840) (23,430,063) 23,430,063
Loan to HF for Timber Ridge unts (18,167,448) 18,167,448
Middle Creek Redevelopment (Transfer to HF)(1,000,000) 1,000,000
Parking Capital Reserve Contribution (5,000,000) (5,000,000) (5,000,000) (5,000,000) (5,000,000)
Surplus (Deficit) Net of Transfers and One-Time Items 7,991,333 (25,390,411) (22,081,054) (6,584,989) 818,938 11,784,801 (6,857,480) (7,788,185)
Beginning Fund Balance 53,449,555 61,440,888 61,440,888 39,359,834 32,774,844 33,593,783 45,378,584 38,521,104
Ending Fund Balance 61,440,888$ 36,050,478$ 39,359,834$ 32,774,844$ 33,593,783$ 45,378,584$ 38,521,104$ 30,732,919$
As % of Annual Revenues 98%59%61%53%53%70%58%45%
Additional Fund Balance: Parking Reserve 5,000,000$ 10,000,000$ 15,000,000$ 20,000,000$ 25,000,000$
EHOP balance included in ending fund balance - not spendable 1,542,414$ 1,558,713$ 1,558,713$ 1,558,713$ 1,558,713$ 1,558,713$
Page 21
110
PERSONNEL
Page 22 111
Comments
Full-Time Regular Positions
Firefighter 1.00 Address staffing challenges, vacation availability, mitigate overtime
Transit Supervisor 1.00 Cover vacation/sick time, meet future increases in transit demand
Internal Employee Housing Specialist 1.00 Support growing internal housing program
Short-Term Rental Fire Inspector 0.50 Conversion of 0.5 FTE for Fire Admin Tech (Implemented mid-2024)
Municipal Judge (0.43) Moved to Seasonal with new Contract (Implemented mid-2024)
Total Full-Time Regular Positions:3.07
Seasonal Positions
Graphic Designer (Part-Time)0.60 Reduces the need for Contract Graphic Design Services
Deputy Court Clerk (0.30) Reduction following succession planning temporary increase
Municipal Judge 0.43 Moved to Seasonal with new Contract (Implemented mid-2024)
Total Seasonal Positions:0.73
Total Changes to FTE Count:3.80
TOWN OF VAIL 2025 DRAFT BUDGET
SUMMARY OF CHANGES IN PERSONNEL
FROM 2024 ORIGINAL BUDGET TO 2025 DRAFT BUDGET
Page 23
112
2025
Positions
Department 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Change
Full-Time Regular Positions - Funded by TOV
Town Officials 3.43 3.43 3.43 4.43 3.43 3.43 3.43 3.43 3.43 3.00 (0.43)Municipal Judge moved to Seasonal
Administrative Services 25.10 29.60 29.60 29.60 32.60 34.30 34.30 35.30 36.30 37.30 1.00 Internal Employee Admin Placeholder (1.0 FTE)
Community Development 12.85 12.00 13.00 11.50 12.00 12.00 12.00 12.00 12.00 12.00 0.00
Housing 0.00 2.00 2.00 2.00 2.00 3.00 4.00 4.00 4.00 4.00 0.00
Environmental Sustainability 0.00 0.00 0.00 3.00 4.00 4.25 4.25 4.50 4.50 4.50 0.00
Fire 29.50 30.50 36.50 37.50 38.00 38.00 39.80 39.80 40.80 42.30 1.50
Additional Firefighter Position (1.0 FTE); Conversion of
Fire Admin Tech to Short Term Rental Inspector (0.5
FTE)
Police and Communications 56.25 56.25 57.25 57.75 57.75 58.00 58.00 58.00 59.00 59.00 0.00
Library 6.55 6.55 6.55 6.55 6.55 6.55 6.60 6.60 6.60 6.60 0.00
Public Works, Streets & Roads, Landscaping 40.30 40.80 41.80 43.30 44.30 44.30 48.30 48.75 48.75 48.75 0.00
Transportation & Parking 47.50 47.00 47.00 47.50 47.50 47.50 66.50 66.50 67.50 68.50 1.00 Transit Supervisor (1.0 FTE)
Fleet Maintenance 11.00 12.00 12.00 12.00 12.00 12.00 12.00 11.75 11.75 11.75 0.00
Facility Maintenance 17.00 17.00 17.00 17.00 17.00 17.00 17.00 17.00 17.00 17.00 0.00
Total Full-Time Regular/Modified Full-Time 249.48 257.13 266.13 272.13 277.13 280.33 306.18 307.63 311.63 314.70 3.07
Fixed Term Employees
Administrative Services 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
Community Development 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Police and Communications 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Public Works, Streets & Roads, Landscaping 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
Capital Projects 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Document Imaging 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Total Fixed-Term 2.00 3.00 2.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00
Externally Funded Employees
Police and Communications 8.00 8.00 8.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.00
Total Externally Funded 8.00 8.00 8.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 0.00
Total Full-Time Employees 259.48 268.13 276.13 282.13 288.13 291.33 317.18 318.63 322.63 325.70 3.07
TEN-YEAR SUMMARY OF BUDGETED POSITIONS BY DEPARTMENT
Page 24
113
2025
Positions
Department 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Change
TEN-YEAR SUMMARY OF BUDGETED POSITIONS BY DEPARTMENT
Seasonal Positions - Funded by TOV
Town Officials 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.43 0.43 Municipal Judge moved to Seasonal
Administrative Services 1.19 2.29 2.29 2.29 2.20 2.20 2.20 1.70 2.00 2.30 0.30
Part-time Graphic Designer (0.6 FTE); Reduction in
Deputy Court Clerk Hours (-0.3 FTE)
Community Development 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Fire 10.07 9.00 3.00 2.50 2.50 2.50 3.00 3.00 3.00 3.00 0.00
Police and Communications 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Library 2.40 2.40 2.40 2.40 2.40 2.40 3.03 3.03 3.03 3.03 0.00
Public Works/ Streets & Roads/Landscaping 7.20 8.66 8.66 9.16 9.16 11.16 9.16 9.16 9.16 9.16 0.00
Transportation & Parking 19.00 19.00 20.52 20.52 25.96 25.96 10.10 10.56 10.10 10.10 0.00
Fleet Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Facility Maintenance 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.92 0.00
Total Seasonal / Part-Time 40.78 42.27 37.79 37.79 43.14 45.14 28.41 28.37 28.21 28.94 0.73
All FTE's (Full-Time Equivalents)
Town Officials 3.43 3.43 3.43 4.43 3.43 3.43 3.43 3.43 3.43 3.43 0.00
Administrative Services 27.29 32.89 32.89 32.89 35.80 37.50 37.50 38.00 39.30 40.60 1.30
Community Development 12.85 13.00 14.00 11.50 12.00 12.00 12.00 12.00 12.00 12.00 0.00
Housing 0.00 2.00 2.00 2.00 2.00 3.00 4.00 4.00 4.00 4.00 0.00
Environmental Sustainability 0.00 0.00 0.00 3.00 4.00 4.25 4.25 4.50 4.50 4.50 0.00
Fire 39.57 39.50 39.50 40.00 40.50 40.50 42.80 42.80 43.80 45.30 1.50
Admin 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 0.00
Patrol 28.00 28.00 28.00 29.00 29.00 29.00 29.00 29.00 29.00 29.00 0.00
Investigation 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 0.00
Records 4.25 4.25 4.25 4.75 4.75 5.00 5.00 5.00 6.00 6.00 0.00
Dispatch 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 25.00 0.00
Police and Dispatch Total 65.25 65.25 65.25 66.75 66.75 67.00 67.00 67.00 68.00 68.00 0.00
Library 8.95 8.95 8.95 8.95 8.95 8.95 9.63 9.63 9.63 9.63 0.00
Public Works, Streets & Roads 47.50 49.46 50.46 52.46 53.46 55.46 57.46 57.91 57.91 57.91 0.00
Transportation & Parking 66.50 66.00 67.52 68.02 73.46 73.46 76.60 77.06 77.60 78.60 1.00
Fleet Maintenance 11.00 12.00 12.00 12.00 12.00 12.00 12.00 11.75 11.75 11.75 0.00
Facility Maintenance 17.92 17.92 17.92 17.92 17.92 17.92 17.92 17.92 17.92 17.92 0.00
Capital Projects / Fixed Term 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00
Total FTE's 300.26 310.40 313.92 319.92 331.27 336.47 345.59 347.00 350.84 354.64 3.80
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2023 2024 2025 Proposed
Actual % Salary Budget % Salary Budget % Salary
Full-Time Regular Employees
Fee Based
Health Insurance 4,074,435 15.59%4,100,679 13.64%4,069,068 13.53%
Group Term Life, Disability & Accidental Death 128,362 0.49%373,068 1.24%373,068 1.24%
Lifestyle & Wellness Benefit 442,261 1.69%310,000 1.03%375,000 1.25%
Sworn Officer Death and Disability Insurance 238,394 0.91%255,241 0.85%273,108 0.91%
Subtotal Fee Based 4,883,452 18.69%5,038,987 16.76%5,090,244 16.93%
Payroll Based
Pension Contribution 4,120,303 15.77%4,981,772 16.57%4,981,772 16.57%
Medicare 407,300 1.56%460,678 1.53%460,678 1.53%
Workers' Compensation Insurance 579,969 2.22%276,000 0.92%295,320 0.98%
Unemployment Compensation Insurance 60,236 0.23%127,084 0.42%127,084 0.42%
Subtotal Payroll Based 5,167,808 19.77%5,845,534 19.44%5,864,854 19.51%
Total Full-Time Benefits 10,051,260 38.46%10,884,521 36.20%10,955,097 36.44%
Part-Time and Seasonal Employees
Fee Based
Lifestyle, Ski Pass & Wellness Benefit 34,745 2.25%20,000 1.03%50,000 2.58%
Health Insurance 553,496 35.90%298,231 15.39%295,932 15.27%
Payroll Based
Pension Contribution 23,234 1.51%32,087 1.66%32,087 1.66%
Medicare 22,355 1.45%31,018 1.60%31,018 1.60%
Workers' Compensation Insurance 34,154 2.22%29,000 1.50%29,000 1.50%
Unemployment Compensation Insurance 3,547 0.23%8,557 0.44%8,557 0.44%
Disability 0 0.00%3,100 0.16%3,100 0.16%
Subtotal Payroll Based 83,290 5.40%103,762 5.36%103,762 5.36%
Total Part-Time and Seasonal Benefits 671,531 43.56%421,993 21.78%449,694 21.18%
Total Benefits - All Employees 10,722,791 38.75%11,306,514 35.33%11,404,791 33.72%
Town of Vail
Employee Benefits
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CONTRIBUTIONS
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2025 Council Contribution Request Spreadsheet
Requested
Increase/Staff
(Decrease)Recommended
TOWN OF VAIL FUNDING REQUEST Fund from 2024 Cash
Town of Vail Partner Organizations
A
Colorado Snowsports Museum programming 48,226
Rent in the Vail Transportation Center ($145,666); 1
Business Premier Pass and 2 Employee Plus
Passes ($5,000)
GF 50,000 1,774 49,231 Rent in the Vail Transportation Center ($150,036); 4
Business Premier Parking Passes ($8,800)
B
Betty Ford Alpine Garden: Operating 79,195
1 employee plus pass ($1,850) and 2 year round
designated parking spots in Ford Park ($850); water
usage (approximately $25.5K)
RETT 100,000 20,805 80,779
1 Employee Plus Parking Pass ($1,850) and 2 year round
designated parking spots in Ford Park ($850); water
usage (approximately $25.5K)
C Eagle River Coalition (FKA Eagle River Watershed Council)42,000 RETT 42,000 - 42,000
D High Five Access Media (TV5)152,000 GF 152,000 - 152,000
E Vail Valley Mountain Trails Alliance 17,500 RETT 22,500 5,000 22,500
Subtotal - Town of Vail Partner Organizations 338,920 366,500 27,580 346,510
Health and Human Services Organizations
F TreeTop Child Advocacy Center - GF 20,000 20,000 5,000
G Eagle Valley Community Foundation - GF 50,000 50,000 50,000
H Castle Lodge Toy Store 2,000 GF 2,000 - 2,000
I SpeakUp ReachOut - GF 10,000 10,000 7,000
J Vail Valley Charitable Fund - GF 15,000 15,000 8,000
Subtotal - Health and Human Services Organizations 2,000 97,000 95,000 72,000
Other Organizations
K Vail Valley Foundation - GF 5,000,000 5,000,000 -
L Battle Mountain High School's Project Graducation - GF 2,500 2,500 2,000
Subtotal - Other Organizations - 2,500 2,500 2,000
TOTAL CASH CONTRIBUTIONS 689,495 466,000 125,080 420,510
IN KIND ONLY REQUESTS
Increase/
(Decrease)
from 2024
Value of Staff
Recommendation
M
Small Champions, Inc. (9 off-peak Sundays Dec-Mar)2,800
70 single day parking vouchers at Lionshead; 9 days
use of Lionshead Welcome Center ($40/day,
$2,800)
2,800 - 2,800
70 (of 75 Requested) single day parking vouchers at
Lionshead; 9 days use of Lionshead Welcome Center -
off peak Sundays ($40/day, $2,800)
N Vail Mountaineer Hockey Club 39,900 14 days use of Dobson ($2,850/day, $39,900)39,900 - - 14 days use of Dobson ($2,850/day, $39,900)
O Ski and Snowboard Club Vail 11,400 4 days usage of Dobson ($2,850/day, $11,400)11,400 - - 4 days usage of Dobson ($2,850/day, $11,400)
P Skating Club of Vail 28,500 10 days use of Dobson Ice Arena ($2,850/day,
$28,500)28,500 - - 10 days use of Dobson Ice Arena ($2,850/day, $28,500)
Q
Special Olympics (Sundays Jan 2 - End of Ski Season)2,240 56 parking passes at Lionshead parking structure
($40/day, $2,240 total)2,240 - 2,240
56 parking passes at Lionshead or Vail parking structure.
Starting Sunday 1/5/25 and for each Sunday thereafter
through end of season ($40/day, $2,240 total)
R Foresight Adventure Guides for the Blind 3,700 2 Employee plus parking passes ($1,850/each)3,700 - 3,700 2 Employee plus parking passes ($1,850/each)
SOS Outreach 1,000 25 parking passes ($40/day, $1,000)1,000 - 1,000 25 parking passes ($40/day, $1,000)
TOTAL IN KIND VALUE 89,540 89,540 9,740
In-Kind Value Value of
Inkind
Requested
2025 Recommended
Cash
Request In-Kind Request
2024 Council Approved
Cash In-Kind
Page 28
S
117
2025 Council Contributions: Staff Recommendations
Contribution Policy Overview: The Town’s grant process supports charitable organizations
that serve Vail employees, guests, and citizens by investing in local programs and initiatives that
align with the town’s strategic plan and that can demonstrate how they can impact the Vail
community. The grant process was created to fairly, equitably and constantly provide funds and
in-kind services to the community.
TOWN OF VAIL PARTNER ORGANIZATIONS
This category funds programs of services/expertise that the town does not already provide,
supports the TOV physical plant, and is appropriate for governmental support to an approved
list of Town of Vail partners which includes Betty Ford Alpine Gardens, Eagle River Watershed,
High Five Access Media, Colorado Ski Museum, Eagle Air Alliance
A. Colorado Snowsports Museum
CASH REQUEST (Programming): $50,000 (up $1,774 or 3.7% from 2024 approved request).
INKIND REQUEST: Waive rent valued at $150,036 and provide 4 business premier parking passes
valued at $8,800 (An increase of 1 parking pass from the 2024 approved request).
BACKGROUND INFORMATION: The Colorado Snowsports Museum and Hall of Fame is
requesting a total cash contribution of $50,000 which will be used to market the museum, continue
to provide free admission for visitors, and maintain/update exhibits.
STAFF RECOMMENDATION: Staff recommends funding the in-kind request based on the lease
terms and 3 of the 4 passes requested (totaling $155,036). The passes will include two employee-
plus passes, and one business premier pass, consistent with prior years.
Staff also recommends a cash contribution of $49,231, up 2% from prior year. Staff recommends
that this is specifically used towards maintaining and updating exhibits and providing programming
for visitors.
B. Betty Ford Alpine Gardens (BFAG)
CASH REQUEST (Programming): $100,000 ($20,805 or 26.3% increase from 2024 approved
request).
INKIND REQUEST: 2 designated parking spots at Ford Park and 1 employee plus pass ($1,850);
BACKGROUND INFORMATION: Betty Ford Alpine Garden’s is requesting a cash contribution
of $100,000 for their garden care, education program, and garden improvements. Of the total
requested contribution, $80,000 will go towards ongoing garden upkeep and education. This
includes the purchase of plant materials, tools, soil, and compost, replanting as well as garden
upgrades and the management and supervision of the volunteer team and summer garden
interns. The remaining $20,000 will go towards garden improvements- to pay for additional
plants and contract labor to upgrade irrigation and water features, prepare the beds and move
rocks. The $100,000 request is approximately 33% of the total budget for this program. This
request is a $20,805 or 26.3% increase over the prior year contribution due to a garden
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expansion. The Gardens have recently expanded with two new areas: The pollinator garden
behind the basketball court, and the Mountain Waterwise Garden above the Education Center.
In addition to the contribution amount requested, the Town of Vail pays the cost of the water for
BFAG. The annual cost of this totals approximately $25,500 annually.
STAFF RECOMMENDATION: Staff recommends a cash contribution of $80,779 to go towards
the Garden Care and Upkeep Program (a 2% increase from prior year original funding). Staff
also recommends in-kind funding for 2 designated parking spots at Ford Park and 1 employee
plus parking pass. The town will also continue to fund annual water expenditures for the
gardens. The cash contribution is funded by Real Estate Transfer Tax Fund.
C. Eagle River Coalition (FKA Eagle River Watershed Council)
CASH REQUEST (Programming): $42,000, Flat with the 2024 request and awarded funds.
BACKGROUND INFORMATION: Eagle River Watershed Council is requesting a cash contribution
of $42,000 to fund water quality monitoring, community education, and river restoration projects.
Specifically, the contribution will be used towards the 2025 Community Pride Highway Cleanup
($3,500); the 2025 Eagle River Cleanup ($3,500); Sediment-Source & Bio-Monitoring of Gore/Black
Gore Creeks ($8,000); Water Quality Monitoring & Assessment Program ($15,000); Gore Creek
Strategic Action Plan Initiatives ($8,000); Community Water Plan Implementation ($4,000). This
request is consistent with prior year.
STAFF RECOMMENDATION: Staff recommends funding the $42,000, flat with prior year funding.
This contribution is funded by the Real Estate Transfer Tax Fund.
D. High Five Access Media
CASH REQUEST: $152,000 or 50% of Comcast franchise fees, flat with prior years request.
BACKGROUND INFORMATION: High Five Access Media is requesting $152,000 (or 50%) of
franchise fees the Town of Vail receives annually from Comcast, based on terms of the Comcast
franchise agreement with the town. The cash contribution will be used to fund High Five Access
Media programs, in-house productions, video production equipment purchases, production of
council meetings, free access for Vail residents to membership, basic media education, cable and
internet distribution of video as well as paying for ongoing costs for cablecast and webcast of
programming to Comcast subscribers and internet users.
STAFF RECOMMENDATION: Staff recommends funding of approximately $152,000 (or 50%)
of estimated franchise fees the Town receives annually from Comcast.
E. Vail Valley Mountain Trails Alliance (VVMTA)
CASH REQUEST: $22,500, up $5,000 or 28.6% from 2024 contributions.
BACKGROUND INFORMATION: The Vail Valley Mountain Trails Alliance is requesting
$22,500 to continue funding three programs: Adopt a Trail, Wildlife Trail Ambassador, and Trail
Conservation Crew. These programs focus on trail maintenance, protecting wildlife closures,
designating campsites and closing illegal campsites, communicating fire restrictions, educating
trail users, removing garbage, and the overall mitigation of impact on the town’s trails. VVMTA
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had adopted twelve trails that are connected to the Town of Vail, including the East Vail
trailheads (Pitkin, Gore, Deluge, Booth), North Trail, Son of Middle Creek, Lost Lake, Buffehr
Creek, and Two Elk. VVMTA has two seasonal full-time Trail Ambassadors that spend
approximately 65% of their time in Vail during the seasonal wildlife trail closure season (May 1 –
June 20) and approximately 55% of their time in Vail during the summer open trail season (June
21 – October 15). They are requesting an increase in the contribution due to increased program
costs. A portion of this increase would be used to support the Trail Ambassador program and
their time spent in Vail.
RECOMMENDATION: At the direction of council, total funding is proposed at $22,500 for the Adopt
A Trail program, the Wildlife Trail Ambassador, and the Trail Conservation Crew, to be used on
trails within or that border the Town of Vail. This is a 28.6% increase over prior year. Funding for
this will come from the Real Estate Transfer Tax Fund.
HEALTH AND HUMAN SERVICES ORGANIZATION REQUESTS
Organizations that support a healthy and resilient community by supporting a comprehensive
system of accessible mental and physical health care, human services, and community
resources.
F. TreeTop Child Advocacy Center
CASH REQUEST: $20,000
BACKGROUND INFORMATION: TreeTop Child Advocacy is a non-profit organization that
provides support services for child victims of abuse, including forensic interviews for child victims
within the 5th judicial district. This includes Eagle, Lake, Summit, and Clear Creek counties. TreeTop
is available for families to receive help during an unfortunate and stressful time. In 2023, Treetop
served 14 victims from Eagle County, including 3 from Vail. In previous years, grants from the
Victims of Crime Act (VOCA) were a major funding source for TreeTop. The VOCA grant is being
reduced for 2025, TreeTop is requesting funding from other sources of revenue to offset the 50%
expenditure shortfall. The contribution would be used for the following items: Support for the
organization’s infrastructure including the space, internet, and telecom ($10,000); Provide forensic
interviews and care for victims ($5,000); Purchase of a mobile device to assist with serving victims
and their families ($5,000). The mobile device allows Tree Top to provide forensics interviews
remotely. The total cost of the mobile device is $15,000.
STAFF RECOMMENDATION:
Staff recommends contributing $5,000 to go towards the mobile device. In 2024, Avon contributed
$5,000 while Eagle County contributed $15,000 to this organization. The $5,000 contribution is 1%
of Tree Top’s total 2025 expense budget and 33.3% of the total cost of the mobile device.
G. Eagle Valley Community Foundation (EVCF)
CASH REQUEST: $50,000, for the purchase of food for The Community Market program.
BACKGROUND INFORMATION: EVCF's mission is to provide access to programs and resources
that support wellness, healthy food access, and other essential community needs while embracing
individual dignity and a commitment to sustainability and quality.
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The $50,000 contribution would go towards purchasing food for The Community Market, with a
priority on local purchasing from Western Slope farms and ranches. The Community Market (TCM)
program offers groceries to over 4,600 community members each week, including over 170 weekly
customers who indicate Vail as their residence. TCM aims to provide a dignified customer
experience, promoting healthy diets and improving the overall health and environment of community
residents. The program aims to remove stigma around food access, educating customers about
sustainable food systems. TCM offers free, nutrient-rich food via storefront markets and mobile
pantries featuring local produce, meat, dairy, and groceries. TCM prevents food waste through food
recovery from restaurants, grocers, farms, and distributors, creating a sustainable, community-
driven food system.
STAFF RECOMMENDATION:
Staff recommends contributing $50,000 to the Eagle Valley Community Foundation to go
towards the purchase food for the community market. The $50,000 is 1% of the total 2025
EVCF budget.
H. Castle Lodge Toy Store
CASH REQUEST: $2,000, Flat with the 2024 awarded funds.
BACKGROUND INFORMATION: The Masonic toy store supports working families in our
mountain resort community and fosters lasting community involvement and benefits by ensuring
that all children, regardless of their family's economic status, can experience the joy of the
holiday season by providing toys and gift cards to local families in need. Last year they served
345 families in person at the toy store, with an additional 52 students from Eagle Valley Middle
School, Eagle Valley Elementary School, and Brush Creek Elementary School at the request of
school administration. This represents an average increase of 9% over the last three years.
The toy store expects to have needs of over 400 families this year. The contribution would go
directly to the purchase of toys and gift cards for this program. This request is consistent with
prior year.
STAFF RECOMMENDATION:
Staff recommends a $2,000 contribution to Castel Lodge Toy Store for the purchase of toys and
gift cards. This is consistent with prior year contributions.
I. SpeakUp ReachOut
CASH REQUEST: $10,000, to be used as follows:
• Awareness and Education Events ($5,000)
• Advertising/Outreach to Town of Vail residents and businesses ($3,000)
• Peer Support Groups ($2,000)
BACKGROUND INFORMATION: SpeakUp ReachOut is the only entity that provides suicide
specific prevention and postvention in Eagle County. The organization works collaboratively with
many partners for intervention services. SpeakUp Reach Out’s programs provide training and
education on behavioral health and suicide prevention, support after a death by suicide, lethal
means safety, and help improve access to suicide safer care in our community by training a
caring and competent behavioral health caregiving workforce. Speakup ReachOut is requesting
$10,000 to support awareness and education events ($5,000), advertising/outreach to Town of
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Vail residents and businesses ($3,000), and peer support groups ($2,000). Details on each
program is included below.
Awareness and education events include 15-minute to 2-hour presentations to residents and
businesses on suicide prevention. Additionally, the Town of Vail would be prioritized as a
location for a signature event in 2025. These signature events allow for access to mental health
resources and awareness through an entertainment lens.
Advertising and outreach includes focused advertising and suicide prevention campaign
materials for Town of Vail residents and businesses to include postering, mail campaigns and
local radio and newspaper advertisements.
SpeakUp ReachOut currently holds 7 regular peer support groups and hopes to continue to
grow this offering. Funds would support the overall implementation of peer support groups that
would be open to and serve the residents and workers of Vail.
STAFF RECOMMENDATION:
Staff recommends funding of $7,000 (approximately 1% of Speak Up Reach Out’s total budget)
for Awareness and Education Events, Advertising and Outreach, and peer support groups for
Town of Vail residents, employees, and businesses. The funding should be contingent on
hosting one of the signature awareness education events in Vail.
J. Vail Valley Charitable Fund (VVCF)
CASH REQUEST: $15,000 to be used for direct aid to locals ($3,000), Eagle County Smiles
(children’s dental program) ($6,000), and Eagle County Grins (adult dental program) ($6,000).
BACKGROUND INFORMATION: The VVCF provides direct aid up to $7,500 annually to locals
facing financial burdens due to medical crises or long-term illness. Direct aid has helped over
2,100 families with over $9.4 million of support for basic living expenses while suffering a
medical crisis or long-term illness. In 2006, VVCF formed Eagle County Smiles, a dental
program serving children. In 2021, an adult dental program called Eagle County Grins was
added with the help of Dr. Maddy Moses of Elevated Dental. In 2023, 15 of the 85 people who
the VVCF distributed direct aid to lived or worked in the Town of Vail. In 2022, 9 of the 67
people who were distributed direct aid lived or worked in the Town of Vail. Total funds given to
Town of Vail Residents/Employees over these two years have totaled $89,953.
STAFF RECOMMENDATION:
Staff recommends an $8,000 contribution to the Vail Valley Charitable Fund to support the direct
aid to locals, Eagle County Grins, and Eagle County Smiles programs to be allocated to those
who live or work in Vail. This is approximately 1% of annual program costs.
K. Vail Valley Foundation (VVF)
CAPITAL REQUEST: $5.0M, to be paid across the five-year period from 2024 to 2027. This
represents 23.8% of the total 5-year capital improvement cost.
$1.0M is being requested to be paid in 2024 for a reimbursement on the completed Gerald R
Ford Amphitheater Solar and Roof project. An additional $4.0M is being requested to be used
towards the VVF’s incremental capital initiative (total project cost of $20.0M). Requested
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payments of $1.0M paid in 2025, $1.0M paid in 2026, and $2.0M paid in 2027.
BACKGROUND INFORMATION: Located in Ford Park, the Gerald R Ford Amphitheater ("The
Amp”), is the largest performance venue in Eagle County. The Amp serves the entire
community by providing a venue for diverse musical and artistic programming (both free & paid),
and 3rd party events and community events. Community events include graduations, art
classes, youth events, celebrations of life and religious events, to name several. The Amp was
opened in 1987 and is in the midst of its 37th season of operation (2024).
The VVF would like to conduct capital improvements to The Amp to allow the venue to be able
to manage a longer programming season, and an increased volume of programming. The goal
of these improvements is to significantly enhance the experience of visiting artists, the
experience of our guests, the experience for our staff and key partners, and the experience of
guests interfacing with our concession operations The proposed capital improvements include a
multi-use studio and special event space, box office upgrades, dressing room improvements,
expanded storage areas, remodeled and expanded concessions, increased office space, an
expanded loading dock, seat and railing improvements, and lighting and acoustic upgrades.
The Town of Vail and Vail Valley Foundation are partners in The Amp. The Town financially
supports programs, concerts, and events at the Amp annually. The land is owned by the Town
of Vail while the venue is owned and operated by Vail Valley Foundation under a long-term
lease agreement. The VVF does not have an annual lease payment.
The estimated cost-breakdown of the proposed improvements is as follows:
Improvement Cost
Main Box Office Building & Back of House improvements (inclusive of Green Room,
Dressing Rooms & Rehearsal room) $6.0M
North Concessions $5.5M
South Concessions & Grill $3.5M
East Bar & Loading Dock $3.5M
Roof Membrane and Solar $1.0M
Pavilion Seats, Railings and Production improvements $1.5M
Total $21.0M
STAFF RECOMMENDATION: Due to several large capital projects, town reserves are
projected to decrease over the next several years, so staff does not recommend funding this
request.
COMMUNITY NON-PROFIT GRANTS
Organizations outside of the Health and Human Services, Cultural Heritage category, or
Childcare category that provide services/expertise that the town does not already provide,
supports the TOV physical plant, and are appropriate for governmental support.
L. Battle Mountain High School’s Project Graduation
CASH REQUEST: $2,500
BACKGROUND INFORMATION: Battle Mountain High School’s Project Graduation (organized
through the Education Foundation of Eagle County) is requesting $2,500 towards the 2025 Project
Graduation event. The annual event is held at annually Mountain Recreation’s Edwards Fieldhouse.
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The goals of the event are the following:
• To provide a safe, drug and alcohol-free celebration to Battle Mountain High School seniors.
• To do so in a compelling and fun environment, which is desirable and incentivizes students
to attend.
• To create a welcoming and inclusive environment for all BMHS graduating students to
attend the celebration across all demographics, socio-economic groups, and social cliques.
• To protect students, and the community at large, on an evening where teens have a
statistically higher risk of engaging in high-risk activities such as drinking and driving.
This event costs $15k-20k each year. The organization is looking to increase funding in order to
reduce or eliminate the charge required for students attend and increase the quantity and quality of
giveaways at the event.
STAFF RECOMMENDATION: Staff recommends an up to $2,000 donation.
IN KIND REQUESTS
M. Small Champions, Inc.
INKIND REQUEST: 75 parking vouchers to use on nine off peak Sundays during 2024-2025 ski
season, valued at $3,000 (an increase of 5 parking vouchers from the 2023-2024 season); and use
of the Welcome Center as a drop off and pick-up location on those nine Sundays, flat from the
2023-2024 season.
BACKGROUND INFORMATION: Small Champions is requesting an in-kind contribution to support
their ski days for special needs children this winter.
STAFF RECOMMENDATION: Staff recommends in-kind funding of 70 parking vouchers (of the 75
requested) to be used on nine winter Sundays, valued at $2,800. Staff also recommends the use of
the Welcome Center as a drop-off and pick-up location for those nine Sundays.
N. Vail Mountaineer Hockey Club
BACKGROUND INFORMATION: The Vail Mountaineer Hockey Club is requesting in-kind
funding for 14 days at Dobson ice arena for the Sportsmanship Tournament (12 days) and
Avalanche Alumni Weekend (2 days) valued at $39,900. The tentative dates for the 2025
tournament are October 17, 18, and 19 and November 7, 8, 9, 14, 15, 16, 21, 22, and 23. The
Avalanche Alumni Weekend will take place in September.
STAFF RECOMMENDATION: Dobson is expected to begin redevelopment in April of 2025.
Should construction not start in 2025, staff will revisit in-kind requests for this facility.
O. Ski & Snowboard Club of Vail
BACKGROUND INFORMATION: The Ski & Snowboard Club of Vail has requested in-kind funding
(valued at $11,400) for 4 days use of Dobson arena for their annual Vail Ski Swap.
STAFF RECOMMENDATION: Dobson is expected to begin redevelopment in April of 2025.
Should construction not start in 2025, staff will revisit in-kind requests for this facility.
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P. Skating Club of Vail
BACKGROUND INFORMATION: The Skating Club of Vail has requested in-kind funding of 10
days use of Dobson valued at $28,500. Five days are requested for the annual Ice Show in April,
and five days are requested for the Vail Invitational Skating Competition in July.
STAFF RECOMMENDATION: Dobson is expected to begin redevelopment in April of 2025.
Should construction not start in 2025, staff will revisit in-kind requests for this facility.
Q. Special Olympics
BACKGROUND INFORMATION: The Special Olympics is requesting an in-kind contribution of 56
parking vouchers valued at $2,240 to be used on each Sunday of training during the 2024-2025 ski
season at either the Lionshead or Village Parking Structures.
STAFF RECOMMENDATION: Staff recommends in-kind funding consistent with 2023 by providing
56 parking vouchers with one-time entry/exit coupons valued at $2,240.
R. Foresight Adventure Guides for the Blind
BACKGROUND INFORMATION: Foresight Adventure Guides for the Blind (Formerly Foresight Ski
Guides) is requesting two employee plus parking passes (valued at $3,700) for the 2024 - 2025 ski
season. Foresight provides parking to volunteer guides, half of which drive from Denver who need
to be parked and ready to meet their visually impaired participants by 8:30am. Local guides usually
take public transportation and/or carpool. Foresight provides challenging recreation opportunities to
visually impaired participants (adults and children) and guides.
STAFF RECOMMENDATION: Staff recommends providing two employee plus passes as was
approved in the past several years (valued at $3,700).
S. SOS Outreach
BACKGROUND INFORMATION: SOS Outreach is requesting 25 parking vouchers (valued at
$1,000) for the 2024 - 2025 ski season to be used by teacher and program coordinators for the
winter skiing and snowboarding programs for underserved youth.
STAFF RECOMMENDATION: Staff recommends providing 25 parking vouchers for the 2024/25 ski
season to be used by program coordinators, consistent with 2024.
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CAPITAL
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Included in Project Narratives
New Project
Increase in Cost/Expanded Programs
Project Timing Changed from Prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
Revenue
Total Sales Tax Revenue:40,850,000$ 40,850,000$ 41,647,258$ 42,064,000$ 42,905,000$ 43,763,000$ 44,638,000$ 45,531,000$ 2026 - 2029: 2% Increase
Sales Tax Split between General Fund & Capital Fund 62/38 62/38 62/38 62/38 62/38 62/38 62/38 Sales tax split 62/38
Sales Tax - Capital Projects Fund 15,523,000$ 15,523,000$ 15,826,000$ 15,984,000$ 16,304,000$ 16,630,000$ 16,962,000$ 17,302,000$
Use Tax 2,040,000 2,040,000 2,400,000 2,502,000 2,552,000 2,603,000 2,655,000 2,708,000 2026 - 2029: 2% Increase
Franchise Fee 205,000 1,126,672 1,126,672 - - - - - 2024: Utilize 1% Franchise Fee for Holy Cross underground utilities project;
Federal Grant Revenue - 3,464,882 3,464,882 - - - - - 2024: Re-appropriate Hickenlooper/Bennet Federal grant award for two electric buses
($1.65M); and 5339 (B) Federal Grant towards two electric buses ($1.8M);
Other State Revenue 750,000 3,600,276 3,600,276 - - - - -
2024: MMOF grant towards Mobility Hub Design ($750K); Re-appropriate CDOT grant
towards four electric buses ($2.0M), CDOT grant towards four electric bus chargers
($255.7K), remaining MMOF Grant for l&d and bollards($164.4K), fleet charging station
grant ($30K); Colorado Energy Office grant towards the design of Geothermal Energy
project ($250K);
Lease Revenue 172,270 172,270 172,270 172,270 172,270 172,270 180,884 180,884 Per Vail Commons commercial (incr. every 5 years);
Project Reimbursement- TR Land Reimbursement - - - 4,399,500 - - - 2026: Timber Ridge Land Reimbursement
Project Reimbursement 558,562 774,437 774,437 - - - - - 2024: Utilize Holy Cross Enhancement Fund for HCE Underground Utility Project; Total
balance $774,437
Timber Ridge Loan repayment 468,933 468,933 462,955 462,909 3,488,184 - - - 2027: Payoff of Timber Ridge Loan using proceeds of new Timber Ridge unit sales
Earnings on Investments and Other 284,708 284,708 1,200,000 861,957 93,421 384,432 405,903 473,583 2025: 3% return assumed; 2026-2029: 2.5% return assumed
Total Revenue 20,002,473 27,455,178 29,027,492 19,983,136 27,009,375 19,789,702 20,203,787 20,664,467
Expenditures
Facilities
Facilities Capital Maintenance 469,500 942,987 942,987 430,000 360,000 487,500 315,000 527,500
2024 includes: PW 30% roof replacement ($75K), Buzzard Park repairs ($75K), Buzzard
Park roof repairs ($50K), transit office windows and doors ($25K), PW overhead garage
door ($50K), PW carpet replacement ($50K); Additional funds for Transit Office Air Handler
Engineering and Library Air Handler Engineering using 2023 savings from Municipal
Complex Maintenance ($473.5K);
2025 includes: Fire Station Furniture Replacement ($50K), Fire Station II Overhead
garage doors ($20K), Library Boiler Replacement ($40K), Library Furniture
Replacement ($50K);
2026 includes: Lionshead Transit Center Repairs ($50K), Buzzard Park washer/dryer
replacement ($15K); Transit Office carpet replacement ($15K);
2027 includes: Lionshead transit center exterior stain ($45k), Lionshead welcome center
1st floor and Grandview flooring replacement ($100k), PW Shop & Bus Barn Roofing 30%
($75K), PW Shop boiler replacement ($35K), ford park lift station pump ($40K);
2028 includes: Fire Station II Sloped Roof Replacement ($50K), public works
administration hot water heater replacement ($40K), vail valley drive lift station ($40k);
2029 Includes: PW Shop & Bus Barn Roofing 30% replacement ($75K), Library Carpet
Replacement ($50K)
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
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New Project
Increase in Cost/Expanded Programs
Project Timing Changed from Prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
Municipal Complex Maintenance 260,000 1,285,000 1,285,000 260,000 10,000 - 10,000 220,000
2024: Re-appropriate remaining funds for Muni HVAC Replacement ($1.0M);
2025 includes: Police Department Roof ($150K), Police Department Boilers
Maintenance ($50K);
2029 includes: Police Department Windows and doors ($100K), Police Department Boiler
replacement ($75K)
Building Energy Enhancement Projects 25,000 50,000 50,000 25,000 25,000 25,000 25,000 25,000 2024-2029: Placeholder for energy enhancements specific to Town buildings
Public Works Building Maintenance - 180,000 180,000 - 100,000 - - -
2024: Re-appropriate funds towards PW Admin exterior building paint, furnace relocation,
and window replacement ($180K);
2026: Roof Replacement ($100K)
Public Works Specialty Equipment - - 30,000 - - - - 2025: Purchase of Sign Shop Printer ($30.0K)
Welcome Center/Grandview Capital Maintenance 25,000 121,778 121,778 25,000 25,750 26,523 27,319 28,139
2024: Re-appropriate furniture upgrade in Lionshead welcome center ($83.7K); Use
savings of $13K from Welcome Center displays to go towards furniture upgrades;
2025 - 2029: Placeholder for annual capital maintenance
Welcome Center display upgrades - - - - 150,000 - - - 2026: Welcome Center Display Upgrades ($150.0K)
Purchase of Employee Rental Units 2,000,000 3,224,136 5,224,136 - - - - -
2024: Re-appropriate funds towards continuing purchase of TOV employee housing stock
($1.2M)
2025-2029: Purchases of Employee Rental Units will be reflected in newly proposed
Internal Employee Housing Fund
Employee Rental Capital Maintenance 150,000 280,000 280,000 - - - - -
2024: Re-appropriate window replacement Buffehr Creek #6A and #4A ($47.2K) and roof
replacement at the Hamlet unit ($72.8K);
2025-2029: Capital Maintenance of Town-Owned Rental Units will be reflected in newly
proposed Internal Employee Housing Fund
Geothermal Energy System - 400,000 400,000 1,500,000 - 3,000,000 - -
2024: Utilize placeholder for efficient snowmelt boiler replacements towards the
Geothermal Project design, planning, and construction ($150.0K); $250.0K additional
design funds offset by grant from Colorado Energy Office;
2025/2027: Placeholders for geothermal component of snowmelt boiler replacement -
See Narrative C01
Snowmelt Boilers Replacement 1,000,000 1,961,634 1,961,634 - - 1,025,000 525,000 - 2024-2028: Placeholder for replacement of BTU boilers at end of life
Arrabelle Snowmelt Boilers - 190,000 190,000 - - - - - 2024: Re-appropriate funds towards Arabelle Boiler Replacement - Shared cost with Vail
Resorts ($190.0K)
Donovan Pavilion Remodel 50,000 50,000 50,000 59,500 25,000 - - -
2024/2026: Capital Maintenance Placeholders;
2025: Main Floor refinishing/resealing ($35.0K); Walk-behind floor buffer/sweeper
($10.0K); Furniture Replacements ($14.5K)
Mountain Plaza Elevator Renovation - - - 100,000 - - - - 2025: Placeholder for Mountain plaza elevator renovation (shared cost with Vail
Resorts)
Vail Mobility Hub Expansion 1,500,000 1,500,000 1,500,000 - - 2,000,000 - -
2024: Design for Vail Mobility Hub (VTRC) Expansion offset by $750K MMOF match grant
included in state reimbursements above;
2027: Placeholder for expansion constrcution ($2.0M); expected to have grant offset
Fire Sprinkler Upgrades at Bus Barn 500,000 600,000 600,000 - - - - -
2024: Update Fire Sprinkler system in bus barn to accommodate needs of expanded
electric bus fleet ($500k); Re-appropriate design funds for sprinkler system updates
($100K)
Public Works Shops Expansion - 114,543 114,543 - - - - - Re-appropriate funds towards architectural feasibility and planning for identified phase two
expansion opportunities ($114.5K);
Total Facilities 5,979,500 10,900,078 12,900,078 2,429,500 695,750 6,564,023 902,319 800,639
Parking
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New Project
Increase in Cost/Expanded Programs
Project Timing Changed from Prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
Parking Structures 1,040,000 1,040,000 1,040,000 1,697,000 1,275,000 1,315,000 1,405,000 1,245,000
2025: Placeholder for beautificaiton at Vail Transit Center ($200.0K); 2024-2029:
Various repairs including deck topping replacement, expansion joint repairs, ventilation,
HVAC, plumbing and other structural repairs
Parking Entry System / Equipment - 327,191 327,191 - - - 1,045,500 -
2024: Re-appropriate $114.8K for remaining parking system replacement costs;
2028: Placeholder for parking system update; Parking System Replacement Costs
($1.0M);
Red Sandstone Parking Structure 70,000 70,000 70,000 - 50,000 - - - 2024: $70K structure resealing;
2026: $50K Concrete patch replacement
Parking Structure Camera systems - - - - - - - 2,500,000 2029: Installation of camera systems for both safety and vehicle counts Vail Village
structure ($2.5M)
Total Parking 1,110,000 1,437,191 1,437,191 1,697,000 1,325,000 1,315,000 2,450,500 3,745,000
Transportation
Bus Shelters 30,000 232,583 232,583 50,000 30,000 230,000 30,000 30,000
2024: Construction of Additional Shelters ($202.6K);
2025: Annual Bus Shelter Maintenance ($30.0K); Add Solar Lighting at Existing
Shelters ($20.0K);
2027: Construction of Additional Shelters ($200.0K) - See Narrative C02
Bus Stop Amenities - - - 50,000 50,000 - - 2026-2027: Add bus stop amenities at locations without shelters - See Narrative C03
Replace Buses - 7,850,000 7,850,000 - - - - 10,225,000
2024: Re-appropriate $7.9M funds for six bus replacements with electric models - Offset
by grant funding ($9.6M);
2029: Placeholder for electric bus replacements at end of life ($10.2M) with will most likely
be partially offset by future grant funding- See Narrative C04
Bus Wash Equipment - 650,000 650,000 - - - - -
2024: Re-appropriate Bus Wash Replacement ($300K); Increase in cost for bus wash
replacement, offset by 2023 savings in Facility Maintenance and Bus Replacements
($350K)
Bus Transportation Management System - - - - - - 1,000,000 - 2028: Replacement for Bus Management System ($1.0M)
Bus Sign Replacement - 15,025 15,025 - - - - - 2024: Re-appropriate remaining funds for electric bus signage replacement project
Traffic Impact Fee and Transportation Master Plan Updates - 33,943 33,943 - - - - - 2024: Re-appropriate remaining funds to finalize and adopt Go Vail 2045
Hybrid / Electric Bus Battery Replacement - 165,000 - - 360,000 - 500,000 -
2026: Scheduled replacement of Electric Bus Batteries ($360.0K);
2028: Scheduled replacement of Electric Bus Batteries ($500.0K) - Estimated life of 6-
years
Bus Camera System - - - - 290,000 - - - 2026: Replace current fleet of 33 buses with updated camera surveillance system. In 2026
the camera system will be 11 years old and reaching end of life
Electric bus chargers and electrical service rebuild 600,000 993,783 993,783 - - - - - 2024: $600K New charging station placeholders for additional electric buses added to fleet;
Re-appropriate $393.8K for electric bus charging infrastructure project
Car Share Program Infrastructure - - 117,675 - - - - 2025: Purchase of two vehicles ($100K) for car share program; upgrades to Electric
Chargers ($17.7K) for implementation of Car Share program - See Narrative C05
Total Transportation 630,000 9,940,334 9,775,334 167,675 730,000 280,000 1,530,000 10,255,000
Road and Bridges
Capital Street Maintenance 1,640,000 1,640,000 1,640,000 1,660,000 1,470,000 980,000 2,295,000 2,300,000
2024 includes surface seal ($310K); asphalt mill overlay ($550K); Drainage Improvement
($105k);
2025 includes Asphalt Mill & Overlay ($700K), Surface Seal ($215K), Drainage
Improvement ($110K), Streetscape Repair ($82K)
Residential Traffic Calming - - 20,000 - - - - 2025: Residential Traffic Calming - Photo Radar Pilot ($20.0K) - See Narrative C06
Street Light Improvements 75,000 440,000 440,000 75,000 80,000 80,000 80,000 80,000 2025-2029: Annual Town-Wide street light replacement
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Increase in Cost/Expanded Programs
Project Timing Changed from Prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
Slifer Plaza/ Fountain/Storm Sewer - 70,714 70,714 - - - - - 2024: Re-appropriate $70.7k towards water quality smell issues not completed in 2023
Vail Health / TOV Frontage Road improvements - 235,317 235,317 - - - - - 2024: Re-appropriate funds for the remaining project: widen sidewalk at Vail International
($235.3K)
Neighborhood Bridge Repair - 1,085,599 1,085,599 - 500,000 - - -
2024: Re-appropriate funds for complete on going projects at Nugget Ln, Lupine Dr,
Bighorn Rd at Pitkin and Bighorn Creeks, as well as scour mitigation at Main Gore Dr and
Chamonix Rd ($1.1M);
2026: Kinnikinnick east bridge rehabilitation ($500.0K)
Pedestrian Bridge Repair - - - - - 400,000 - 2028: Rehabilitation of the pedestrian bridge over I-70 ($400.0K)
Seibert Fountain Improvements - 27,082 27,082 - 100,000 - - - 2024: Re-appropriate funds for fountain upgrades ($27.0K) not complete in 2023;
2026: Placeholder for pump replacement ($100.0K)
Roundabout Lighting Project - 1,236,697 1,236,697 - - - - - 2024: Re-appropriate funds to complete lighting project at Town Center ($1.2M)
Traffic Counters - - - 250,000 - - - 2026: Roundabout Traffic Counters ($250.0K) - See Narrative C07
Neighborhood Road Reconstruction - 1,588,809 1,588,809 - 100,000 2,750,000 - -
2024: Re-appropriate funds for Meadow Dr culvert lining project, culvert replacement on
Black Gore Dr, design for drainage improvements at Meadow Dr/Meadow Ln ($1.6M);
2026: Vail Road Bike Lanes & Sidewalk ($100.0K);
2027: Road Improvements ($1.0M); Vail Valley Drive Bike Lanes ($750.0K); 2027: Vail
Road Bike Lanes & Sidewalk ($1.0M)
South Frontage Road Pedestrian Improvements - - 250,000 - 1,000,000 - -
2025: Design of pedestrian improvements on the South Frontage Road (paved bike
lanes/shoulders, sidewalk sections) between W LH Circle and E LH Circle, and
Donovan to Westhaven
2027: Construction of pedestrian improvements between W LH Circle and E LH Circle
($1.0M) - See Narrative C08
Bicycle Lane Additions and Improvements - - - - - 850,000 - 2028: Construction of bike lanes on West LH Circle ($500.0K); Construction of Bike Lanes
on East LH Circle ($350.0K) - See Narrative C09
Frontage Road Improvements near Ford Park - - - - - 150,000 - 2028: Concept design of angled parking on South Frontage Road at Ford Park ($150.0K) -
See Narrative C10
West Lionshead Circle Crosswalk - - - - 100,000 650,000 - - 2026: Design of crosswalk at Lionshead Place ($100.0K);
2027: Construction of crosswalk at Lionshead Place ($650.0K)
East Vail Interchange Underpass Sidewalk - - - - - 750,000 - - 2027: Construct pedestrian improvements at East Vail Interchange; Coordinate with
potential construction grant for the separation of the Gore Valley Trail from Bighorn Road
Vail Village Streetscape/Snowmelt Repair 1,500,000 2,933,961 2,933,961 - - - - - 2024: Replacement of 18 yr. old streetscape and snowmelt infrastructure (piping) in Vail
Village; Re-appropriate funds for ongoing Vail Village Streetscape/Snowmelt repair ($1.4M)
East Mill Creek Culvert Replacement - - - - - 100,000 1,000,000 -
Replace the metal pipe culvert from Vail Valley drive from Gold Peak to Manor Vail
2027: Design ($100.0K);
2028: Construction ($1.0M)
Sandstone Creek Culvert Replacement at Vail View - - - - - - 100,000 1,000,000
Replace the metal pipe culvert at Sandstone Creek and Vail View Drive -
2028: Design ($100.0K);
2029: Construction ($1.0M)
Lionshead Streetscape/Snowmelt Replacement (VRA)- 250,000 250,000 - - - - - 2024: Re-appropriate funds for the completion of 18 yr. old streetscape and snowmelt
infrastructure replacement ($250k)
Total Road and Bridge 3,215,000 9,508,179 9,508,179 2,005,000 2,600,000 6,310,000 4,875,000 3,380,000
Technology
Town-wide camera system 30,000 30,000 30,000 50,000 50,000 50,000 50,000 50,000 2024-2029: Annual maintenance
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Increase in Cost/Expanded Programs
Project Timing Changed from Prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
Audio-Visual capital maintenance 150,000 150,000 150,000 100,000 50,000 25,000 25,000 25,000 2025-2029: Update of A/V systems in Council Chambers, Grandview/Library/Community
room/Donovan A/V systems; Replacement cycle every 3-5 years
Cybersecurity 125,000 125,000 125,000 140,000 140,000 155,000 160,000 160,000 Annual Investment in cybersecurity, to keeps up with the ongoing changes that are
required to maintain a safe and secure computing environment
Software Licensing 865,000 865,000 865,000 959,135 1,107,519 1,140,355 1,174,175 1,209,011 Annual software licensing and support for town wide systems (3% Annual Increase)
Hardware Purchases 75,000 75,000 75,000 90,000 90,000 90,000 90,000 90,000 2024-2029: Workstation replacements (20-25 per year)
Website and e-commerce 70,000 70,000 70,000 75,000 77,250 79,568 81,955 84,413 2024-2029: Annual website maintenance (3% Annual Increase)
Fiber Optics / Cabling Systems in Buildings 50,000 795,626 795,626 50,000 50,000 50,000 50,000 50,000 2024-2029: Repair, maintain & upgrade cabling/network Infrastructure ($50K)
Network upgrades 150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 2024-2029: Computer network systems - replacement cycle every 3-5 years ($150K)
Data Center (Computer Rooms)150,000 150,000 150,000 150,000 150,000 150,000 150,000 150,000 2024-2029: Annual data center maintenance ($150K)
Data Center equipment replacement 1,750,000 1,750,000 1,750,000 - - - - - 2024: Replacement of data center main stacks ($1.75M)
Broadband (THOR)110,000 110,000 110,000 115,000 118,450 122,004 125,664 129,434 2024-2029: Annual Broadband Expenses (3% Annual Increase)
Business Systems Replacement - 90,000 90,000 185,000 100,000 30,000 - 30,000
2024: Re-appropriate funds for HR performance management system ($17.5K) and budget
software ($40K); Budget software price increase funded with 2023 savings from other
business systems ($32.5K); 2025/2027/2029: Placeholder for Parking System
Upgrades/Enhancements (Every other year) ($30.0K);
2025: Placeholder for Human Resources/Enterprise Information System ($120.0K);
Employee Housing Unit compliance software ($35.0K) - See Narrative C11;
2026: Placeholder for Business Systems Replacements ($100.0K)
Total Technology 3,525,000 4,360,626 4,360,626 2,064,135 2,083,219 2,041,926 2,056,793 2,127,857
Public Safety
Public Safety IT Equipment 40,000 40,000 40,000 75,000 75,000 50,000 35,000 35,000
Annual Maint/Replacement of PD IT Equipment including patrol car and fire truck laptops
and software used to push information to TOV and other agencies; TOV portion of annual
Intergraph software maintenance
Public Safety Equipment 140,600 188,963 188,963 241,387 133,868 133,868 133,868 133,868
2024: Reappropriate acquisition of two police K9s ($41.0K) and associated vehicle
modifications ($7.4k);
2025: Purchase of Skydio X10 Drones ($48.4K);
2025-2029: Annual Axon Body-Worn Camera Equipment Annual Cost ($125.6K); Flock
LPR Equipment Annual Cost ($15.0K); Drones software & warranty annual costs ($12.6K)
Terradyne Public Safety Vehicle 145,000 145,000 145,000 - - - - -
2024: $145,000 for the Town of Vail contribution towards the acquisition of a terradyne
armored vehicle by the Eagle County Special Operations Unit (Maintenance cost to be
funded by the Town of Avon) - Shared cost with Eagle County, Town of Avon, and Town of
Eagle
Fire Safety Equipment - - - 45,000 66,000 368,000 245,860 -
2025: Knox Box System Replacement/Upgrade ($45.0K): Drone Expansion ($16.0K);
Extrication Equipment ($35.0K);
2026: Placeholder for purchase of thermal imaging cameras ($15.0K);
2027: Self-contained breathing apparatus replacement ($368.0K);
2028: Heavy Hydraulic Extrication Equipment Replacement ($130.0K); Special Rescue
Trailer Replacement ($50.0K); Fire Hose Replacement ($50.0K); Placeholder for purchase
of thermal imaging cameras ($15.9K)
Event Equipment - 6,007 6,007 - - - - - 2024: Purchase of additional storage container for Santa's Village ($6.0K)
Radio Equipment replacement/expansion 720,000 - - 1,020,000 - - - - 2025: Replacements of radios for PW, PD and Fire (approximately every 5 years)
($1.0M) - See Narrative C12
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Increase in Cost/Expanded Programs
Project Timing Changed from Prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
Fire Truck Replacement - 1,723,309 1,723,309 - - 1,030,000 - -
2024: Re-appropriate remaining costs for Type 3 Engine Upfitting ($19.2K), Aerial
Apparatus Upfitting ($760.4K); Re-appropriate Enforcer Aerial Ladder Truck received in
2024 ($936.3K);
2027: E3 Regular Fire Engine Replacement ($1.0M)
Total Public Safety 1,045,600 2,103,279 2,103,279 1,381,387 274,868 1,581,868 414,728 168,868
Community and Guest Service
Children's Garden of Learning Temporary Facility Relocation - 32,248 32,248 - - - - - 2024: Re-appropriate $32.2K towards ongoing gutter and heat tape repairs and
replacements
Loading and Delivery Capital - 126,815 126,815 - - - - - 2024 includes 3 club car purchases, in addition to the four purchased in 2023
Energy Enhancements 52,500 114,130 114,130 130,000 156,000 187,200 225,000 270,000
2024: Re-appropriate funds for Public Works Shop EV Chargers and electrical service
upgrade ($61.6K);
2024-2029: Installation of EV stations to meet increased demand. There is potential for
grants to offset the initial capital cost of the equipment and installation - See Narrative C13
Pedestrian Safety Enhancements - 366,213 366,213 200,000 2,250,000 - - -
2024: Re-appropriate $16K for lighting crossing at Safeway; $350K Construction of RRFB
Pedestrian Crossing at Safeway;
2025/2028: RFB installations (Removed per Council Request) - See Narrative C14; 2025:
Design of Pedestrian improvements through Main Vail Underpass ($200.0K);
2026: Pedestrian Improvements through Main Vail Underpass ($2.0M); Extend NRT to
Spraddle Creek for Housing Access ($250.0K) - See Narrative C15
Bollard Installation Project - 483,536 483,536 - - - - -
Installation of retractable and standard bollards at Ford Park ($650K) offset by $250K
MMOF Grant; Re-appropriate funds for ongoing bollard installation project less $45K in
funds shifted to loading and delivery project ($483.5K)
Underground Utility improvements 1,700,000 4,187,838 4,187,838 - - - - -
2024: Underground HCE from Main Vail to East Vail in conjunction with fiber conduit
($1.7M) offset by reimbursement above; Re-appropriate unspent 2023 funds towards
project ($2.5M)
Guest Services Enhancements/Wayfinding - 759,416 759,416 - 800,000 1,200,000 1,200,000 -
2024: Re-appropriate funds to complete wayfinding signs project ($8.1K);
2026: VMS Wayfinding Replacements ($800.0K);
2027/2028: Updated Wayfinding Signage Program ($1.2M)
Electric Vehicle Pilot Program - 78,615 78,615 - - - - - 2024: Re-appropriate purchase of Ford F150 lightning for pilot testing.
Vehicle Expansion 133,000 326,815 326,815 65,000 - - - -
2024: 2 PD take-home vehicles, final stage of program implementation ($133k);
2025: Vehicle for Deputy Chief of Community Risk Reduction position (added in
2024)
Total Community and Guest Service 1,885,500 6,475,626 6,475,626 395,000 3,206,000 1,387,200 1,425,000 270,000
Total Expenditures 17,390,600 44,725,313 46,560,313 10,139,697 10,914,837 19,480,017 13,654,340 20,747,364
Dobson Financing Sources (Uses)
Transfer from VRD - - - - 3,000,000 - - - Estimated Contribution from VRD for new Dobson ice system
Transfer from RETT - - - 762,546 - - - - Transfer Dobson maintenance budget from RETT 5 year plan
Transfer from Vail Reinvestment Authority 200,000 4,541,840 4,541,840 4,361,633 - - - -
Dobson Loan Proceeds (VRA)- - - 24,730,000 - - - - Assumed conservative financing approach with VRA loan (still to be determined)
Dobson Redevelopment (3,896,275) (3,896,275) (50,350,000) - - - - 2025: Estimated cost for Dobson redevelopment assumed to be funded by VRA loan
proceeds (29.4M); VRD ($3.0M); RETT($762.5K); and CPF ($17.2M)
Total Dobson Financing Sources (Uses)200,000 645,565 645,565 (20,495,821) 3,000,000 - - -
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Increase in Cost/Expanded Programs
Project Timing Changed from Prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
CAPITAL PROJECTS FUND
Other Financing Sources (Uses)
Debt Service Payment (1,158,592) (1,158,592) (1,158,592) (1,158,298) (1,156,528) (1,159,494) (1,157,110) (1,159,463) PW Shops Debt Service Payment
Transfer to Residences at Main Vail - - - - - - - -
Transfer to Internal Employee Housing Fund - - - (2,000,000) (2,500,000) (2,500,000) (2,500,000) 2025-2029: Transfer to Internal Employee Housing Fund to offset purchase of Employee
Rental Units
Transfer to Housing Fund (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) (2,500,000) Annual $2.5M appropriation towards community housing projects (Transfer to Housing
Fund)
Transfer to Housing Fund (W. Middle Creek)- - (9,000,000) - 6,923,358 3,066,642 - Loan to HF for W. Middle Creek
Transfer from Marketing Fund - 6,007 6,007 - - - - - 2024: Transfer from Marketing Fund for event tents
Transfer from General Fund - 48,363 48,363 - - - - - 2024: Re-appropriate Transfer from Police Seizure Funds to cover K-9 acquisitions ($41K)
and K9 Vehicle mods (7K)
Total Other Financing Sources and Uses (3,658,592) (3,604,222) (3,604,222) (12,658,298) (5,656,528) 763,864 (3,090,468) (6,159,463)
Revenue Over (Under) Expenditures (846,719) (20,228,792) (20,491,478) (23,310,680) 13,438,010 1,073,549 3,458,979 (6,242,360)
Beginning Fund Balance 48,960,704 48,960,704 48,960,704 28,469,226 5,158,546 18,596,557 19,670,106 23,129,085
Ending Fund Balance 48,113,985 28,731,912 28,469,226 5,158,546 18,596,557 19,670,106 23,129,085 16,886,725
Fund Balance as a percentage of Sales Tax revenue 185%180%32%114%118%136%98%Minimum 25% of sales tax revenues
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Increase in Cost/Expanded Programs
Project Timing Changed from prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
Revenue
Real Estate Transfer Tax 7,000,000$ 7,000,000$ 8,000,000$ 7,700,000$ 7,777,000$ 7,855,000$ 7,934,000$ 8,013,000$ 2025 down 2.6% from 2024 forecast; 2026-2029 1.0% annual increase
Golf Course Lease 175,151 175,151 175,151 176,903 178,672 180,458 182,263 184,086 Annual lease payment from Vail Recreation District; Rent income funds the "Recreation
Enhancement Account" below;
Intergovernmental Revenue 270,000 850,960 850,960 155,000 30,000 30,000 30,000 30,000
()
2024-2029: $30K lottery proceeds used annual for park projects;
2024: $240K CDPHE Grant for water quality projects; Re-appropriate Eco Trails Reimbursement
for Dowd Junction ($150.0K) and remaining ERWSD Reimbursement for Dowd Junction
($312.2K); Re-appropriate remaining CDPHE Water Quality Grant ($22.9K); Re-appropriate
unused potion of CPW Bear Education Grant ($10.8K); Eagle County reimbursement for wildfire
risk reduction ($55.0K); Reimbursement from the Vail Recreation District for the Golf Course
Stormwater Study ($30.0K);
Project Reimbursements 75,000 75,000 75,000 - - - - - 2024: Evergreen Redevelopment Project Reimbursement for Middle Creek Restoration Fund
($75K)
Donations - 30,000 30,000 - - - - - 2024: Logan donation towards Artist in Residency sculpture acquisition
Recreation Amenity Fees 10,000 10,000 10,000 10,000 10,000 10,000 10,000 10,000 $10K annually
Bag Fees 50,000 97,800 97,800 50,000 50,000 50,000 50,000 50,000
2025-2029: Utilize bag fees towards two Hard to Recycle events ($50K)
2024: Re-appropriate utilization of bag fee towards recycling center catwalk replacement ($9.0K);
Utilize bag fees for Zero Hero Waste Program ($38.8K);
Earnings on Investments and Other 68,667 68,667 500,000 213,405 156,949 124,719 130,782 110,869 2025: 3% return assumed; 2026-2029: 2.5% return assumed
Total Revenue 7,648,818 8,307,578 9,738,911 8,305,308 8,202,621 8,250,177 8,337,045 8,397,955
Expenditures
Management Fee to General Fund (5%)350,000 350,000 400,000 385,000 388,850 392,750 396,700 400,650 5% of RETT Collections - fee remitted to the General Fund for administration
Wildland
Forest Health Management 695,415 725,415 725,415 744,450 731,346 766,982 804,372 843,603
Annual operating expenditures for Wildland department;
2025 includes:
-$$699.3K: Personnel
-$5.0K: Miscellaneous Educational Programming (Ongoing)
Wildland Fire Equipment - - - - - 13,000 53,800 - 2027: Wildland hose replacement ($13.0K);
2028: VHF radio replacement ($53.8K)
Wildfire Mitigation 10,000 35,000 35,000 385,000 10,300 10,609 10,927 11,255
2024-2029: Annual support for wildfire mitigation projects as identified in the 2020 Vail
Community Wildfire Protection Plan ($10.0K);
2024: Burn prep and fuels reduction on Bald Mountain Road funded by Eagle County($25.0K)
2025: Booth Creek Fuels Implementation, partially offset by USFS grant ($275.0K) - See
Narrative R01; Booth Heights and Booth Creek Trailhead Fuels Reduction ($100k) - See
Narrative R02
Fire Free Five - Rebate Program 100,000 173,189 173,189 50,000 50,000 50,000 50,000 50,000
2024: $100K for the Fire Free Five Community Assistance Program; Re-appropriate remaining
funds towards ongoing Fire Free Five rebate program ($73.2K);
2025-2029: Annual Funding for Fire Free Five Community Assistance Program ($50K) - See
Narrative R03
Wildland Fire Shelter 17,500 - - - 17,500 - - - 2026: Wildland Fire Shelter Replacement ($17.5K)
Fire Free Five - TOV Implementation 50,000 80,000 80,000 - - - - - 2024: $80K Continuation of Fire Free Five at TOV facilities
Total Wildland 872,915 1,013,604 1,013,604 1,179,450 809,146 840,591 919,099 904,858
Parks
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
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2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
Annual Park and Landscape Maintenance 2,377,001 2,377,001 2,377,001 2,078,443 2,057,566 2,143,683 2,233,604 2,327,503
Annual operating expenditures for Parks department (including personnel and supplies); 2025
includes:
-$1.3M: Personnel
-$20.0K: Trail Host Program (Ongoing)
Park / Playground Capital Maintenance 179,000 219,000 219,000 231,000 169,000 169,000 169,000 169,000
2025-2029: Annual maintenance items include projects such as playground surface
refurbishing, replacing bear-proof trash cans, painting/staining of play structures, picnic
shelter additions/repairs, and fence maintenance ($169K); 2025 includes Ford Park Entry
Landscape ($45.0K) - See Narrative R04
2024: Re-appropriate funds towards improvements of deteriorating wooden structures at Sunbird
Park ($40.0K);
Tree Maintenance 125,000 125,000 125,000 85,000 85,000 85,000 85,000 85,000 Annual on going pest control, tree removal and replacements in stream tract, open space, and
park areas
Street Furniture Replacement 35,000 107,000 107,000 35,000 35,000 35,000 35,000 35,000 2025-2029: Annual Placeholder for Street Furniture Replacements ($35.0K)
2024: $72K to replace blue Covid picnic tables with a more aesthetically pleasing option
Village Art Landscape Enhancements - 25,000 25,000 35,000 35,000 35,000 35,000 35,000 2025-2029: Landscape enhancements for new Art installations/donations ($35.0K);
2024: Re-appropriate funds for the planting bed at Squash Blossom on Bridge Street ($25K)
Stephens Park Safety Improvements - 19,904 13,250 - - - - - 2024: Re-appropriate funds for remaining equipment cost ($4.9K); Installation of a split-rail fence
between park and frontage road ($15.0K)
Ford Park- Betty Ford Way Pavers - 50,000 50,000 - - - - - 2024: Re-appropriate funds towards grading and landscape final touch up at streamwalk
entrance and guardrail ($50.0K)
Ford Park Enhancement: Priority 3 Landscape area - 5,946 - - - - - - 2024: Re-appropriate $5.9K towards on-going landscape repairs and plant material replacement
Ford Park Lower Bench Turf/Irrigation - - - 300,000 - - - - 2025: Replacement of worn turf grass and inefficient irrigation system ($300.0K) - See
Narrative R05
Ford Park Playground Improvements 268,000 497,804 197,804 - - 300,000 2,200,000 - 2024:$497.8K for Ford Park playground improvements:
2027: Placeholder for Park Renovation Design($300.0K);
2028: Construction of Ford Park Playground Renovation ($2.2M); - See Narrative R06
Ford Park Picnic Shelter - - - - 350,000 - - - 2026: Replacement of Ford Park Picnic Shelter ($350.0K)
Ford Park Master Plan Capital Design 200,000 200,000 200,000 - - - - - 2024: Design for ADA compliant routes and Tennis Center renovation
Turf Grass Reduction 150,000 150,000 150,000 15,000 80,000 - - -
2024: Continuation of Turf Grass Reduction projects at Main Vail and West Vail Roundabouts
and Municipal Building;
2025: Additional funds for Main Vail Roundabout Turf Reduction ($15.0K);
2026: Turf reduction projects in Ford Park ($80K)
Playground Restroom Replacements - - - - - 400,000 - 400,000 2027: Replace modular restroom building at Bighorn Park ($400.0K);
2029: Replace modular restroom building at Red Sandstone Park ($400.0K)
Donovan Park Improvements - 20,000 20,000 - 325,000 - - -
2024: Re-appropriate funds to complete rock garden renovations ($20.0K);
2026: Park safety improvements (Replace decks, worn equipment, etc) ($325.0K) - See
Narrative R07
Pirateship Park Improvements 300,000 300,000 265,000 - - - - - 2024: Safety improvements: replace wood siding and add climber
Bighorn Park Playground Improvements - - 150,000 - - - - 2025: Bighorn Park Play Area Maintenance ($150.0K) - See Narrative R08
Gore Creek Promenade Rehabilitation - 368,897 368,897 750,000 1,000,000 - - -
($368.9K);
2025-2026: Placeholder for Gore Creek Promenade Rehabilitation - Final Cost dependent
on outcomes of design ($1.75M) - See Narrative R09
Steps between Gore Creek Promenade and Children's
Fountain - 40,000 40,000 - - - - - 2024: Tree removal and landscaping on steps from Children's Fountain to Gore Creek
Promenade ($40.0K)
Slifer Fountain Feature Four Repair 75,000 75,000 75,000 - - - - - 2024: Repair plumbing leak in feature supply line in Slifer Plaza ($75k)
Buffehr Creek Park Safety Improvements - - - - - 500,000 - - 2027: Playground Safety Improvements ($500.0K) - See Narrative R10
Ellefson Park Safety Improvements - - - - - - - 500,000 2029: Playground equipment replacement ($500.0K) - See Narrative R11
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Increase in Cost/Expanded Programs
Project Timing Changed from prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
Total Parks 3,709,001 4,580,552 4,232,952 3,679,443 4,136,566 3,667,683 4,757,604 3,551,503
Rec Paths and Trails
Rec. Path Capital Maintenance 150,000 175,000 175,000 85,000 85,000 85,000 85,000 85,000 Annual Capital maintenance of the town's recreation path system ($85k); 2024: Recreation path
improvements ($65K); Re-appropriate funds towards shouldering improvements ($25K)
Recreation Path Safety Improvements 75,000 75,000 75,000 50,000 - - - - 2024: Design of recreation path safety improvements ($75K);
2025: Pedestrian Traffic Counters ($50.0K)
Bike Safety 10,000 10,000 5,000 10,000 10,000 10,000 10,000 10,000 2024-2029: Annual cost for bike safety programs ($10.0K)
Bike Path Signage - 46,081 11,081 - - - - - 2024: Re-appropriate funds towards replacement of bike wayfinding signage, striping, and
etiquette signage town-wide
Pedestrian Bridge Projects 550,000 882,988 882,988 - - - - - 2024: $550K for pedestrian overpass; Re-appropriate $333.0K for pedestrian overpass
rehabilitation
Gore Valley Trail Reconstruction - - - 180,000 - 80,000 - 80,000
2025: Placeholder for Gore Valley Trail Maintenance ($80.0K); Library to Lionshead Nature
Walk Environmental Assessment and Design ($100.0K) - See Narrative R12; Gore Valley
Trail along Bighorn Road Design (Removed per Council Request) - See Narrative R13;
2027: Placeholder for Gore Valley Trail Maintenance ($80.0K);
2029: Placeholder for Gore Valley Trail Maintenance ($80.0K)
East Vail Interchange Improvements - 204,543 150,543 - - - - - 2024: Re-appropriate funds for development of a landscape improvement plan due to
landscaping and drainage issues ($204.6K)
Dowd Junction repairs and improvements - 817,663 817,663 - - - - - 2024: Re-appropriate funds for ongoing restabilitzation of Dowd Junction retaining wall ($817.7K)
Portalet Enclosures 45,000 53,130 53,130 - - - - - Re-appropriate funds for installation of screens received in 2023 ($8.1K)
Booth Lake Trailhead Parking Restroom - 2,500 2,500 - - - - - 2024: Re-appropriate funds for final landscaping costs ($2.5K)
Bighorn Trailhead improvements - - - - - - 250,000 - 2028: Placeholder for improvements to the parking area at the Bighorn Trailhead to include
acquisition of easements, improved trail entry, additional parking spaces, and restroom facility to
south side of I-70 ($250.0K);
Total Rec Paths and Trails 830,000 2,266,905 2,172,905 325,000 95,000 175,000 345,000 175,000
Recreational Facilities
Golden Peak Pickleball Sound Barriers - 1,498 1,498 - - - - - 2024: Re-appropriate funds for purchase of remaining panels ($1.5K)
Nature Center Operations 112,654 112,654 112,654 117,437 120,960 124,589 128,327 132,176 Nature Center operating costs(Contract with Walking Mountains)
Nature Center Capital Maintenance 8,064 8,064 8,064 26,291 4,990 14,098 - -
2024: Path and walkway repairs ($8.1K);
2025: Signage ($16.6K); 2025: Regravel access road ($9.7K);
2026: Benches and tables ($5.0K);
2027: Slope roofing ($14.1K);
Nature Center Redevelopment - 383,522 383,522 - - - - - 2024: Re-appropriate $383.5K for further planning and design for a nature center remodel;
Nature Center Construction is currently unfunded
Total Recreational Facilities 120,718 505,738 505,738 143,728 125,950 138,687 128,327 132,176
Environmental
Environmental Sustainability 824,626 814,006 814,006 884,177 925,685 969,187 1,014,781 1,062,569
Annual operating expenditures for Environmental department (includes personnel supplies) 2025
includes:
-$749.3K: Personnel
-$55.0K: Climate Action Collaborative Dues (ongoing)
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Increase in Cost/Expanded Programs
Project Timing Changed from prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
Recycling and Waste Reduction Programs 95,500 200,400 200,400 127,050 130,862 134,787 138,831 142,996
Annual recycling and waste reduction programs; 2025 includes:
-$40.1K: Residential/Commercial Recycling Compost Program/Hauls (Ongoing)
-$7.5K: Recycling Compliance and Education (Ongoing)
-$38.8K: Zero Hero Program Support (Ongoing) - See Narrative R14
-$39.0K: Hard to Recycle Event, offset by Bag Fees (Ongoing)
Recycling Center Catwalk Replacement - 16,500 16,500 - - - - - 2024: Re-appropriate catwalk replacement at recycling center ($16.5K) - Funded with $9K of bag
fees
Ecosystem Health 234,017 609,017 609,017 281,000 287,930 245,068 252,420 259,993
Annual ecosystem health programs; 2025 includes:
-$18.0K: CC4CA Annual Retreat - Host Community (Ongoing)
-$50.0K: Open Lands Plan - Biodiversity Study Phase 2 (Ongoing)
-$8.0K: Sustainable Destinations - Annual Certification Dues (Ongoing)
-$55.0K: U.S. Forest Service Front Country Ranger Program (Ongoing)
-$100.0K: Wildlife Habitat Improvements, Forum, and Education (Ongoing)
-$50.0K: Gore Creek Pesticide Campaign (2025-2026) - See Narrative R15
Energy & Transportation 122,500 87,500 87,500 75,000 76,500 78,045 79,636 81,275
Annual energy and transportation programs; 2025 includes:
-$40.0K: Energy Smart Colorado Partnership (Ongoing)
-$2.5K: Energy-Related education, outreach, program incentives (Ongoing)
-$32.5K: Sole Power Plus Program (Ongoing) - See Narrative R16
E-Bike Programs 243,000 243,000 243,000 193,000 198,790 204,754 210,896 217,223
Annual E-Bike Programs; 2025 includes:
-$175.0K: Shift E-Bike Share Program (Ongoing)
-$18.0K: E-Bikes for Essentials Ownership Program (Ongoing)
E-Bike Share Infrastructure - 14,711 14,711 - - - - - E-Bike Share Infrastructure- Gravel pads and bike racks; 2024: Re-appropriate funds for
additional gravel pads and bike racks ($14.7K)
Sole Power App - 50,000 50,000 25,000 - - - -
2025: Development of App modifications for the Sole Power Plus App Expansion ($25K) -
See Narrative R16
Streamtract Education/Mitigation 30,000 30,000 30,000 75,000 30,000 30,000 30,000 30,000
Annual streamtract education programming; 2025 includes:
-$30.0K: General education programming (Ongoing)
-$45.0K: Restore the Gore Campaign Relaunch (One-time)
Water Quality Infrastructure - 195,007 195,007 - - - - - 2024: Re-appropriate funds for ongoing water quality infrastructure project ($195.0K)
Water Quality Maintenance 285,000 350,000 350,000 - - - - -
2024: Annual cleaning and draining of frog gutter bins and water quality vaults;
2024: Placeholder for updated water quality study ($75K); 2024: Increase in cost of cleaning of
frog gutter bins and water quality vaults based on higher-than-expected spring-time cleaning
costs ($35K); Increase in cost for golf course water quality study, offset by reimbursement from
VRD ($30.0K); 2025-2029: Ongoing cleaning of gutter bins and water quality vaults to be located
in Streets Maintenance within the General Fund
Streambank Mitigation - 35,000 35,000 140,000 - - - -
2024: Re-appropriate funds for streambank planting project ($35K);
2025: Streambank Mitigation at Ford Park in conjunction with in-stream improvements by
Trout Unlimited ($100.0K); Streambank Mitigation along Mill Creek ($40.0K); - See
Narrative R17
Middle Creek Restoration Fund 75,000 75,000 75,000 - - - - - 2024: The Evergreen redevelopment project is required to provide a restoration plan for Middle
Creek. The property is owned by the Town of Vail. The Town will fund the restoration plan and
be reimbursed by the developer (reimbursement included above)
Private Streambank Mitigation Program 80,000 80,000 80,000 - - - - - 2024: Private Streambank Mitigation Program
Booth Heights Open Space - 18,778,754 18,778,754 - - - - - 2024: Re-appropriate acquisition of Booth Heights parcel for open space ($17.6M); Increase
acquisition cost for additional legal fees ($1.1M)
Gore Creek Interpretive Signage - 222,165 222,165 - - - - - 2024: Re-appropriate funds towards ongoing project ($190.5K); New request of $32K for Gore
Creek signage using savings from the 2023 streambank restoration project for increased costs
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Increase in Cost/Expanded Programs
Project Timing Changed from prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
Energy Efficiency Performance Contract 150,000 150,000 150,000 - - - - - 2024: Placeholder for an energy audit to facilitate energy upgrades, potentially through an Energy
Efficiency Performance Contract
Total Environmental 2,139,643 21,951,060 21,951,060 1,800,227 1,649,766 1,661,841 1,726,564 1,794,056
Art
Public Art - Operating 188,525 188,525 188,525 196,599 205,611 215,049 224,934 235,286 Annual operating expenditures for Art in Public Places department; 2025 includes:
-$25.0K: Miscenalleous Programs & Events (Ongoing)
Public Art - General program / art 60,000 173,167 173,167 60,000 60,000 60,000 60,000 60,000
2024: Re-appropriate funds to purchase sculptures, artwork, art programs and events ($423.2K)
less utilization of funds for Art Space Studio construction ($360K); $30.0K Donation towards
Broel sculpture acquisition- see corresponding revenue above;
2024-2029: Annual funds purchase sculptures, artwork, art programs and events;
remainder is re-appropriated each year to accumulate enough funds. ($60k)
Public Art - Winterfest 30,000 79,383 79,383 30,000 30,000 30,000 30,000 30,000 2024: Re-appropriate donated funds towards 2024 Winterfest program;
2024-2028: $30K Winterfest budget.
Seibert Memorial Statue- Maintenance - 11,692 11,692 - - - - - 2024: Re-appropriate donated funds towards upkeep of sculpture ($11.7K)
Art Space - 1,420,375 1,420,375 - - - - -
2024: Re-appropriate funds towards construction of Art Space Studio in Ford Park ($760.4K);
$660K cost increase funded by $360K of General Program Art Funds and $300K of 2023 RETT
savings
Artist In Residency - Operating 30,000 30,000 30,000 70,500 72,615 74,793 77,037 79,348 2024 - 2029: Operating costs for artist in residency program utilizing the new Art Space
Artist In Residency - Capital Art Acquisitions 20,000 20,000 20,000 37,500 37,500 37,500 37,500 37,500 2024 - 2029: Capital art acquisition costs associated with artist in residency program
Total Art 328,525 1,923,142 1,923,142 394,599 405,726 417,342 429,471 442,135
Community
Council Contribution: Betty Ford Alpine Garden Support 79,195 79,195 79,195 80,779 83,202 85,698 88,269 90,917 Annual operating support of the Betty Ford Alpine Gardens; annual increase to follow town's
general operating annual increase
Council Contribution: Eagle River Watershed Support 42,000 42,000 42,000 42,000 43,260 44,558 45,895 47,271 Annual support of the Eagle River Watershed Council programs
Council Contribution: Trail Alliance 17,500 17,500 17,500 22,500 23,175 23,870 24,586 25,324 2025: Adopt A Trail Council Contribution for trails in or bordering the Town
Total Contributions 138,695 138,695 138,695 145,279 149,637 154,126 158,750 163,513
VRD-Managed Facilities & Maintenance
Recreation Enhancement Account 175,151 539,321 539,321 176,903 178,672 180,459 182,264 184,087
Annual rent paid by Vail Recreation District; to be re-invested in asset maintenance; 2024: Re-
appropriate funds to be re-invested in maintenance ($354.9K); Additional $9.3K for lease
payment collected over budget; 2025: Annual Rent Paid by Vail Recreation District; to be re-
invested in asset maintenance ($176.9K)
Recreation Facility Maintenance 22,000 22,000 22,000 22,000 22,000 22,000 22,000 22,000 2024-2029: RETT facility maintenance ($22.0K)
Synthetic Turf Replacement - 472,000 472,000 - - - - - 2024: Re-appropriate funds towards synthetic turf replacement ($472K)
Golf Clubhouse 13,708 12,484 12,484 123,287 88,002 - 51,150 26,162
2024: Heat tape replacement ($13.7K);
2025: Circulation Pump Replacement ($98.0K); Clubhouse parking lot mill & overlay
($23.9K); Clubhouse Signage ($9.4K);
2026: Stucco/Stone ($37.3K); 2026: Wood Trim ($26.8K);
2028: Clubhouse Exterior Door Replacement ($32.1K); Clubhouse Asphalt Parking Lot Repairs
($18.9K)
2029: Clubhouse Parking Lot Mill & Overlay ($26.2K)
Athletic Field Restroom/Storage Building - 1,000,000 1,000,000 - - - - - 2024: Re-appropriate $1.0M for the replacement of existing restroom/concession with new 2000
sq. ft. restroom/storage building
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Increase in Cost/Expanded Programs
Project Timing Changed from prior 5-year Plan
Changes since Town Manager's Draft
2024 2024
2024 Amended Forecast 2025 2026 2027 2028 2029
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
REAL ESTATE TRANSFER TAX FUND
Golf Course - Other 22,020 432,069 432,069 3,954 316,245 87,251 33,359 34,948
2025: Maintenance building asphalt driving and parking area ($4.0K);
2026: Streambank Restoration ($234.1K); Maintenance building exterior doors ($3.5K); 2026:
Streambank Restoration - Shift from 2024 to 2026 ($78.6K);
2027: 1st hole path planking ($77.6K); 1st hole bridge planking and stone veneer ($53.4K); 2nd
hole bridge planking ($14.3K); 11th hole pedestrian bridges ($18.9K); Other ($5.2K); 2028:
Maintenance building stucco ($25.3K); Maintenance building asphalt ($4.7K); Maintenance
building wood privacy fencing ($3.4K);
2029: First Hole Stone Planking and Veneer ($34.9K)
Drainage Improvements & Fence near Golf Maintenance
Building 295,410 295,410 - - - - - - 2024: Drainage and grading improvements and fence repair near golf maintenance building
($295K)
Dobson Ice Arena 17,336 643,731 - - - - - - 2024-2025: Utilize Savings in Dobson Maintenance towards Redevelopment
Ford Park / Tennis Center Improvements 13,261 150,854 150,854 54,166 1,265,867 - - -
2024: Furnace, hot water tank, baseboards replacement ($13.3K); Re-appropriate funds towards
incomplete projects ($137.6K) ;
2025: Wood siding and windows ($54.2K);
2026: Rebuild of tennis courts, retaining walls, and court fencing ($1.5M)
Athletic Fields 9,362 116,547 116,547 99,319 - 26,704 - 5,825
2025: Asphalt parking lot ($99.3K);
2027: Asphalt parking lot repairs ($11.1K); Wood Structure Paint ($9.3K); Wood trim, post, &
beam repair ($6.2K);
2029: Coated Exterior Gypsum Board ($5.8K)
Gymnastics Center - 219,399 711,494 3,863 - - - 62,104
2024: Re-appropriate ongoing repairs from 2023 ($354.9K);
2025: Concrete stairs and walkway ($3.9K); Elevator ($31.0K);
2029: Furnace ($31.0K)
Total VRD-Managed Facilities & Maintenance 568,248 3,903,815 3,456,769 483,492 1,870,786 316,414 288,773 335,126
Total Expenditures 9,057,745 36,633,511 35,794,865 8,536,218 9,631,427 7,764,435 9,150,289 7,899,016
Other Financing Sources (Uses)
Loan from General Fund for Booth Heights 3,750,000 3,750,000 - - - - - 2024: Loan from General Fund for Booth Heights Acquisition ($3.75M)
Loan Repayment (to) General Fund for Booth Heights (282,199) (187,500) (187,500) (187,500) (187,500) (187,500) (187,500) (187,500) Payback of funds for Booth Heights acquisition costs over 20 years, 2024-2043: $187.5K annual
debt service payment
Transfer from General Fund - Other - 2,880 2,880 - - - - - 2024: Transfer from General Fund for Clean-Up Day volunteer incentives
Transfer (to) General Fund - Other (13,500) (13,500) - - - - - 2024: Transfer to General Fund for increase in budget and scope of Destination Stewardship
Management Plan
Transfer from/(to) CPF - - (762,546) - - - - 2026: Transfer to Capital Projects Fund for Dobson Arena (utilizing savings in annual Dobson
maintenance)
Revenue Over (Under) Expenditures (1,691,126) (24,774,053) (22,504,074) (1,180,956) (1,616,306) 298,242 (1,000,743) 311,439
Beginning Fund Balance 31,887,550 31,887,550 31,887,550 9,383,476 8,202,520 6,586,214 6,884,455 5,883,712
Ending Fund Balance 30,196,424$ 7,113,497$ 9,383,476$ 8,202,520$ 6,586,214$ 6,884,455$ 5,883,712$ 6,195,151$
Minimum Fund Balance 2,000,000$ 2,000,000$ 2,000,000$ 2,000,000$ 2,000,000$ 2,000,000$ 2,000,000$
Page 50
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TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
HOUSING FUND
2023 2024
Actuals Forecast 2025 2026 2027 2028 2029
Revenue
Housing Sales Tax 5,075,762$ 5,150,000$ 5,201,534$ 5,306,000$ 5,412,000$ 5,520,000$ 5,630,000$
2025: 1% annual increase from
2024; 2026 - 2029: 2% annual
increase
Housing Fee in Lieu Annual Collections 17,104 44,787 - - - - -
Transfer from CPF - Reimbursement for North Trail Townhome
Unit D (TOV unit)- 308,799 - - - - -
Transfer in from Capital Projects Fund 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Workforce Housing Sales 385,169 1,100,000 - - - - - 2024: Estimated resale revenue for
Pitkin Creek #3B and #14A
Lionsridge Land Sale - 5,000,000 - - - - - 2025: Lionsridge Land Lease
Purchase Option
Earnings on Investments 304,854 450,000 50,000 13,802 - - 17,174
Total Revenue 10,486,889 14,553,586 7,751,534 7,819,802 7,912,000 8,020,000 8,147,174
Expenditures
Housing Programs
InDeed Program 532,000 3,019,645 1,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Annual $2.5M transfer from CPF for
InDeed/Community Housing; In 2025
$1.0M to be used for TR Habitat
Contribution
Buy Down Housing - 106,891 - - - - -
Timber Ridge Unit Purchases - - - 25,449,948 - - - 2026: Comitment to purchase TR
units
Future Purchases - 1,500,000 2,275,000 - - - - Placeholder for Buy Down housing
purchases
Pitkin Creek Unit #14A 778,507 4,000 - - - - -
Pitkin Creek Unit #3B 785,444 - - - - - 2024: Utilize resale revenue of
$625K and $160.4M of InDeed funds
to purchase Pitkin Creek #3B
Construction Housing Projects
Timber Ridge Redevelopment 114,080 80,920 - - - - -
Timber Ridge Habitat Contribution - 2,000,000 - - - - $2.0M contribution to Habitat to
Humanity for TR units
W. Middle Creek Development Predevelopment 507,954 3,892,046 - - - - -
W. Middle Creek Development Placeholder - 10,000,000 - - - - $10.0M placeholder for W. Midddle
Creek housing projects
W. Middle Creek Development Legal Fees Contingency 50,000 - - - - -
Residences at Main Vail Opportunity Fee 1,950,000 50,000 - - - - - 2024: Re-appropriation of remaining
RMV opportunity fee
Land Purchases for future Housing
CDOT Parcel Acquisition Placeholder - West Middle Creek 69,339 2,629,500 - - - - -
CDOT Parcel Acquisition Placeholder - East Vail 2,415,500 - - - - -
Eagle-Vail Parcel Placeholder 50,000 - - - - -
Total Expenditures 3,951,879 14,583,947 15,775,000 27,949,948 2,500,000 2,500,000 2,500,000
Operating Income 6,535,010 (30,361) (8,023,466) (20,130,146) 5,412,000 5,520,000 5,647,174
Other Finance Sources (Uses
Loan from/(repayment to) GF for TR units - - 18,167,448 (18,167,448) - -
Transfer from/(to) Timber Ridge- Site and Podium (850,000) (17,034,302) - - 17,959,156 - -
Transfer from/(to) Timber Ridge- CDOT Land Acquisition (1,719,500) - - 1,719,650 - -
Loan from/(repayment to) CPF/GF for Middle Creek - 10,000,000 - (6,923,358) (3,066,642) -
Total Other Finance Sources (Uses)(850,000) (18,753,802) 10,000,000 18,167,448 (5,412,000) (3,066,642) -
Surplus (Deficit) Net of Transfers and One-Time Items 5,685,010 (18,784,163) 1,976,534 (1,962,698) - 2,453,358 5,647,174
Beginning Fund Balance 13,099,153 18,784,163 - 1,976,534 13,836 13,836 2,467,194
Ending Fund Balance 18,784,163$ -$ 1,976,534$ 13,836$ 13,836$ 2,467,194$ 8,114,367$
Page 51
140
UNFUNDED PROJECTS
Project Eligible for Funding From
Cost Estimate (If
Known)
West Vail Roundabout Lighting Project Capital Projects Fund 2,400,000
Vail Village & Lionshead Bollard Installation Capital Projects Fund 1,300,000
Municipal Complex Redevelopment Capital Projects Fund N/A
Permanent Location for Children’s Garden of Learning Capital Projects Fund N/A
Vail Village Transit Center Improvements Capital Projects Fund N/A
West Vail Master Plan Outcomes Capital Projects Fund N/A
Gore Valley Trail improvements near Lionshead Gondola Real Estate Transfer Tax Fund N/A
West Middle Creek Housing Development Housing fund N/A
Development of CDOT East Vail Housing Parcel Housing Fund N/A
Page 52
141
OTHER FUNDS
Page 53 142
Proposed
Budget
2025 2026 2027 2028 2029
Revenue
Rental Revenue 1,191,354 1,227,095 1,263,907 1,301,825 1,340,879
Other Earnings on Investments - 171 1,892 3,691 5,569
Total Revenue 1,191,354 1,227,266 1,265,799 1,305,515 1,346,449
Expenditures
Salaries & Benefits 123,764 129,952 136,450 143,272 150,436
General Fund Administrative Fee 238,271 245,419 252,781 260,365 268,176
Operational Costs 405,808 417,982 430,522 443,437 456,740
Operational Maintenance 203,750 209,863 216,158 222,643 229,322
Unit Masterleases 61,200 63,036 64,927 66,875 68,881
Total Expenditures 1,032,793 1,066,252 1,100,838 1,136,593 1,173,556
Surplus (Deficit) from Operations 158,561 161,014 164,960 168,923 172,893
Capital Funding Sources/(Uses)
Purchase of Employee Rental Units - (2,000,000) (2,500,000) (2,500,000) (2,500,000)
Capital Maintenance of Units (150,000) (75,000) (75,000) (75,000) (75,000)
Transfer from/(to) Capital Projects Fund - 2,000,000 2,500,000 2,500,000 2,500,000
Net Capital Funding Sources/(Uses)(150,000) (75,000) (75,000) (75,000) (75,000)
Surplus (Deficit) Net of Capital Items 8,561 86,014 89,960 93,923 97,893
Beginning Fund Balance - 8,561 94,575 184,536 278,458
Ending Fund Balance 8,561$ 94,575$ 184,536$ 278,458$ 376,351$
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
INTERNAL EMPLOYEE HOUSING RENTAL FUND
Page 54
143
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
VAIL MARKETING & SPECIAL EVENTS FUND
Proposed
2023 2024 2024 2025
Actuals Budget Amended Budget
Revenue
Business Licenses 354,366$ 345,000$ 345,000$ 350,000$
VLMD Contribution 1,200,000 - - -
Event Reimbursements/Shared Costs 100,000 - - -
Earnings on Investments 14,518 250 250 -
Total Revenue 1,668,885 345,250 345,250 350,000
Expenditures
Commission on Special Events (CSE) :
CSE Funded Events - - - -
CSE Surveys 5,530 54,000 54,000 -
Education & Enrichment 168,000 154,530 136,500 -
Visitor Draw 604,500 684,648 735,270 -
Recreation 103,000 75,000 124,000 -
Signature Events 757,500 1,095,252 1,013,660 -
Town Produced Events:504,184 801,000 794,993 -
NYE/4th of July Display 49,000 58,000 58,000 -
Ambient Event Funding:
Music in the Villages 131,816 237,978 237,978 -
Cultural Heritage:
National Brotherhood of Skiers 125,000 - - -
Other Council Funded Events:
Mikaela 87 9,514 - - -
Collection Fee - General Fund 17,718 17,250 17,250 17,500
Total Expenditures 2,475,762 3,177,658 3,171,651 17,500
Other Financing Sources (Uses)
Transfer from/(to) Capital Projects Fund (99,338) - (6,007) -
Transfer from/(to) General Fund 850,000 2,600,000 2,600,000 -
Transfer to VLMD (Business License Fee)- - - (332,500)
Transfer from/(to) Vail Local Marketing District
(Fund Balance)- - - (127,701)
Total Other Financing Sources (Uses)750,662 2,600,000 2,593,993 (460,201)
Revenue Over (Under) Expenditures (56,215) (232,408) (232,408) (127,701)
Beginning Fund Balance 416,324 360,109 360,109 127,701
Ending Fund Balance 360,109$ 127,701$ 127,701$ -$
Page 55
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2025
2023 2024 2024 Proposed
Actual Budget Amended Budget
Revenue
Town of Vail Interagency Charge 4,099,390$ 4,632,943$ 4,639,818$ 5,000,479$
Insurance Reimbursements & Other 89,754 25,000 25,000 -
Intergovernmental Revenues 24,718 - - -
Earnings on Investments 102,033 1,500 1,500 7,000
Equipment Sales and Trade-ins 217,443 196,227 196,227 317,070
Total Revenue 4,533,338 4,855,670 4,862,545 5,324,549
Expenditures
Salaries & Benefits 1,230,606 1,440,075 1,440,075 1,575,281
Operating, Maintenance & Contracts 1,968,173 2,169,796 2,169,796 2,311,716
Capital Outlay 1,643,111 1,501,976 2,729,522 1,603,200
Total Expenditures 4,841,890 5,111,847 6,339,393 5,490,197
Revenue Over (Under) Expenditures (308,552) (256,177) (1,476,848) (165,648)
Transfer In from General Fund 59,652 - - -
Beginning Fund Balance 1,919,624 1,670,724 1,670,724 193,876
Ending Fund Balance 1,670,724$ 1,414,547$ 193,876$ 28,228$
HEAVY EQUIPMENT FUND
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
TOWN OF VAIL 2025 PROPOSED BUDGET
Page 56
145
2025
2023 2024 Proposed
Actual Budget Budget
Revenue
Town of Vail Interagency Charge - Premiums 4,748,921$ 4,398,910$ 4,471,094$
Employee Contributions 931,028 911,864 943,859
Insurer Proceeds 3,432 530,000 430,000
Earnings on Investments 272,194 75,000 109,130
Total Revenue 5,955,575 5,915,774 5,954,083
Expenditures
Health Insurance Premiums 1,584,181 901,760 1,097,365
Claims Paid 4,267,704 5,093,407 5,519,226
Wellness Bonus 71,400 109,000 112,674
Professional Fees 61,128 110,000 42,000
Total Expenditures 5,984,413 6,214,167 6,771,265
Revenue Over (Under) Expenditures (28,837) (298,393) (817,182)
Beginning Fund Balance 5,103,362 5,074,525 4,776,132
Ending Fund Balance 5,074,525$ 4,776,132$ 3,958,950$
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
HEALTH INSURANCE FUND
Page 57
146
2023 2024 2024
Actual Budget Amended 2025
Revenue
E911 Board Revenue 1,067,535$ 1,167,993$ 1,167,993$ 1,246,961$
Interagency Charges 1,442,641 1,598,162 1,598,162 1,982,148
Other County Revenues 103,000 - - -
Town of Vail Interagency Charge 669,317 691,448 691,448 827,330
Earnings on Investments and Other 130,738 5,000 5,000 54,000
Total Revenue 3,413,231 3,462,603 3,462,603 4,110,439
Expenditures
Salaries & Benefits 2,547,374 2,867,907 2,867,907 3,090,617
Operating, Maintenance & Contracts 566,787 613,342 627,742 647,869 2024: Additional fiber cabling charges ($14.4K)
Capital Outlay 85,145 - 194,200 750,000
2024: Mobile Responder functionality add-on to CAD
software ($194.2K); 2025: RMS System
Replacement; 2026: CAD System Replacement;
2027: Mobile Command Unit Replacement
Total Expenditures 3,199,306 3,481,249 3,689,849 4,488,486
Revenue Over (Under) Expenditures 213,925 (18,646) (227,246) (378,047)
Other Financing Sources (Uses)
Transfer from General Fund 154,037 - - -
Total Financing Sources (Uses)154,037 - - -
Change in Net Position 367,962 (18,646) (227,246) (378,047)
Beginning Fund Balance 2,189,273 2,557,235 2,557,235 2,329,989
Ending Fund Balance 2,557,235$ 2,538,589$ 2,329,989$ 1,951,942$
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE
DISPATCH SERVICES FUND
Page 58
147
Proposed
2023 2024 2024 2025
Actuals Budget Forecast Budget
Revenue
Rental Income 1,676,624$ 466,438$ 466,438$ -$
Other Income 42,346 3,681 3,681 -
Total Revenue 1,718,970 470,119 470,119 -
Expenditures
Operating, Maintenance & Contracts 693,825 171,872 297,496 -
Capital Outlay 12,012 - - -
Contingency - - 50,000 -
Total Expenditures 705,837 171,872 347,496 -
Operating Income 1,013,133 298,247 122,623 -
Non-operating Revenues (Expenses)
Interest on Investments 80,694 12,500 12,500 -
Loan Principal Repayment to Capital Projects Fund (395,574) (401,508) (401,508) (407,530)
Interest Payment to Capital Projects Fund (64,953) (61,447) (61,447) (55,379)
Total Non-operating Revenues (Expenses)(379,833) (450,455) (450,455) (462,909)
Surplus (Deficit) from Operations 633,300 (152,208) (327,832) (462,909)
Site/Podium/Land
Land Reimbursement @ Sale
Transfer from Housing Fund- CDOT Land Acquisition 1,719,650
CDOT Land Acquisition (1,719,650)
Site and Podium- Timber Ridge Redevelopment (836,242) (32,749,840) (40,414,365)
Redevelopment Legal Fee Contingency (50,000)
Transfer from Housing Fund- Site and Podium 850,000 9,000,000 17,034,302
Transfer from General Fund- Site and Podium/legal fees 23,749,840 23,430,063
Total Site and Podium 13,758 - - -
TR Unit Purchases
Transfer to CPF for Land reimbursement
Loan from HF for Subsidy 4,300,000
Building D - Purchase Price (5,847,933)
Total Building A- Debt Service - (1,547,933) -
Revenue Over (Under) Expenditures 647,058 (1,700,141) (327,832) (462,909)
Beginning Fund Balance 2,078,748 2,948,789 2,725,806 2,397,974
Ending Fund Balance 2,725,806$ 1,248,648$ 2,397,974$ 1,935,065$
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
TIMBER RIDGE FUND
Page 59
148
2024 Proposed
2023 2024 Amended 2025
Actuals Budget Budget Budget
Revenue
Rental Income 463,945$ 1,721,300$ 1,721,300$ 1,780,694$
Other Income 75,769 124,230 124,230 284,236
American Rescue Plan Funds 1,365,835 -- -
Project Reimbursements 3,312 -- -
Investment Earnings 197,916 500 500 500
Total Revenue 2,106,777 1,846,030 1,846,030 2,065,430
Expenses
Operating, Maintenance & Contracts 294,820 567,994 567,994 776,383
Capital Outlay- Triumph -51,639 51,639 -
Capital Outlay- RMV Construction 14,895,019 - 62,019 -
Total Expenditures 15,189,839 619,633 681,652 776,383
Revenue Over Expenses (13,083,062) 1,226,397 1,164,378 1,289,047
Other Financing Sources (Uses)
Fiscal Agent fees (3,500) (3,000) (3,000) (3,000)
Principal Repayment (435,000) (435,000) (435,000) (450,000)
Interest Expense (799,004) (783,788) (783,788) (828,753)
Transfer from Capital Projects Fund 5,093,769 - - -
Total Other Financing Sources (Uses)3,856,265 (1,221,788) (1,221,788) (1,281,753)
Change in Net Position (9,226,796) 4,609 (57,410) 7,294
Beginning Fund Balance 9,709,514 72,936 482,717 425,307
Ending Fund Balance 482,717$ 77,545$ 425,307$ 432,601$
TOWN OF VAIL 2025 PROPOSED BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
RESIDENCES AT MAIN VAIL
Page 60
149
TO: Vail Town Council
FROM: Finance Department
DATE: November 19, 2024
SUBJECT: Additional Requested Details: 2025 Town Manager’s Budget
I. SUMMARY
On November 3rd, 2024, Staff presented the Town Manager’s Budget Draft. Council requested
additional information on a variety of budget items, which is provided below.
II. DISCUSSION
Revenue
• Council requested a list of potential grant funding that the town may apply for based on the
current 5-year plan (2025 – 2029). Staff has identified the following as potential sources of
grant funding. All amounts are only estimates, and additional opportunities may be identified
in the future. It is the Town’s policy to not budget for a grant until it is awarded. If grant funding
is not awarded, the associated project may not move forward. For larger grants staff will
request Council approval prior to submission to ensure that Council is in support of the
proposed project.
Fund
Project
Narrative
Project/Program Name
Potential Funding
Source
Estimated
Amount
Various N/A Mobility (Shift Bike or Car
Share)
Colorado Energy Office
CAMP grant
Up to $1.5M over
3-years
CPF
C01
Geothermal Energy System
Federal Inflation
Reduction Act Funds
$1.0M+
CPF
N/A
Vail Transit Center Expansion
(Construction)
CDOT, FTA 5339(B),
and/or DOT RAISE
$6.0M+
CPF
N/A
Bus Replacements
FTA 5339, CDOT
Up to 80% of
replacement cost
CPF
C08
South Frontage Road
Pedestrian Improvements
Developer Funding/
Mobility Grants
TBD
CPF
N/A
Vail Valley Drive & Vail Road
Bike Lanes/GVT Extension
Mobility Grants
TBD
CPF C09 E & W LH Circle Bike Lanes Mobility Grants TBD
CPF N/A Main Vail Underpass
Improvements
Mobility Grants
TBD
150
Town of Vail Page 2
RETT R16 Sole Power Plus (Transit
Expansion)
CDOT Mobility Grant $50.0K
RETT R01 Booth Creek Fuels
Implementation
US Forest Service $125.0K
HF N/A West Middle Creek (Pending
AMI)
DOLA/CHFA $1.0M - $10.0M
Capital Projects
• East Vail Parcel (Housing Fund)
o Council inquired about a cost estimate for the entitlement process at the East Vail
parcel. Staff estimates $400.0K, or approximately $14.0K per unit (with an anticipated
25-30 units). No funds are currently included in the proposed 2025 budget towards
this process but will be included as part of the 3rd supplemental of 2024 so that staff
may begin moving forward with this process.
Debt Service
• Repayment of Booth Heights Loan from RETT to General Fund: $187.5K
During 2024, the Town acquired the Booth Heights from Vail Resorts. To help maintain an
adequate fund balance in the RETT fund, it was originally planned to utilize a loan of $3.75M
from the General Fund. Due to better-than-expected real estate transfer tax collections
during 2024, the RETT fund could fully fund this project without a loan from the General
Fund while also maintaining a reserve balance above the $2.0M reserve policy minimum.
Staff proposed utilizing the more restrictive RETT fund for Booth Heights without a loan from
the General Fund. If Council approves this adjustment, staff will incorporate it into the final
2024 supplemental budget and 2nd reading of the 2025 budget.
The following tables shows the RETT and General Fund balances under both scenarios,
following the current 20 year pay-back plan and then paying with full cost of Booth Heights
with no loan from the General Fund.
*Excludes Parking Capital Reserve
Planned 20-year pay-back
Projection 2024
Forecast
2025 2026 2027 2028 2029
General
Fund
Reserves*
$39,359,834
$32,774,844
$33,593,783
$45,378,584
$38,521,104
$30,732,919
RETT
Reserves
$9,383,476 $8,202,520 $6,586,214 $6,884,455 $5,883,712 $6,195,151
No Loan from the General Fund
Projection 2024
Forecast
2025 2026 2027 2028 2029
General
Fund
Reserves*
$42,922,334
$36,149,844
$36,781,283
$48,378,584
$41,333,604
$33,357,919
RETT
Reserves
$5,820,976 $4,827,520 $3,398,714 $3,884,455 $3,071,212 $3,570,151
151
Attachment A
Project Narratives
Index Project Title Fund
C01 Geothermal Energy System (Placeholder)Capital Projects Fund
C02 Bus Shelter Improvements Capital Projects Fund
C03 Bus Stop Amenities Capital Projects Fund
C04 Bus Replacements (Placeholder)Capital Projects Fund
C05 Car Share Program (Placeholder)Capital Projects Fund
C06 Photo Radar Pilot Capital Projects Fund
C07 Roundabout Traffic Counters Capital Projects Fund
C08 South Frontage Road Pedestrian Improvements Capital Projects Fund
C09 East and West LH Circle Bike Lanes Capital Projects Fund
C10 South Frontage Road Angled Parking Capital Projects Fund
C11 Housing Compliance Software Capital Projects Fund
C12 Radio Replacement Capital Projects Fund
C13 Electric Charging Station Infrastructure Capital Projects Fund
C14 Flashing Beacon Installations Capital Projects Fund
C15 North Spraddle Creek Extension Capital Projects Fund
C16 Dobson Arena Redevelopment Capital Projects Fund
R01 Booth Creek Fuels Implementation (USFS Land)Real Estate Transfer Tax Fund
R02 Booth Heights and Booth Creek Trailhead Fuels Reduction (TOV Land)Real Estate Transfer Tax Fund
R03 Fire Free Five Rebate Program Real Estate Transfer Tax Fund
R04 Ford Park Entry Landscape Real Estate Transfer Tax Fund
R05 Ford Park Lower Bench Turf/Irrigation Real Estate Transfer Tax Fund
R06 Ford Park Playground Improvments Real Estate Transfer Tax Fund
R07 Donovan Park Improvements Real Estate Transfer Tax Fund
R08 Bighorn Park Playground Improvmenets Real Estate Transfer Tax Fund
R09 Gore Crek Promenade Rehabilitation Real Estate Transfer Tax Fund
R10 Buffehr Creek Park Safety Improvments Real Estate Transfer Tax Fund
R11 Ellefson Park Safety Improvements Real Estate Transfer Tax Fund
R12 Library to Lionshead Nature Walk Assessment Real Estate Transfer Tax Fund
R13 Bighorn Road Separation Real Estate Transfer Tax Fund
R14 Zero Hero Program Support Real Estate Transfer Tax Fund
R15 Gore Creek Pesticide Study Real Estate Transfer Tax Fund
R16 Sole Power Plus Expansion Real Estate Transfer Tax Fund
R17 Streambank Mitigation Real Estate Transfer Tax Fund
152
C01
Capital Projects Fund – 2025 Five-Year Plan
Project: Placeholder for Geothermal Energy System
Budget:
Narrative: During 2024, an ongoing study has been taking place to determine the feasibility of a
Geothermal Energy System to reduce greenhouse gas emissions. The study will enable a more
accurate cost estimating for initial system installation and facilitate better understanding of
applicable business models, ROI, and other metrics for the system. A Geothermal Energy
system has potential to increase the efficiency of the Snowmelt System and decrease operating
costs, as well as help significantly meet carbon emissions reduction goals – Based on current
information, an up-to 90% reduction in municipal scope 1 GHG emissions is possible.
A $250,000 grant has been awarded by the Colorado Energy office to offset design costs, which
are budgeted at a total of $400,000 in 2024. This project potentially will include the design and
construction of a geothermal heating district, with the initial location in Lionshead Village.
The $4,500,000 placeholder for construction of this system is a best-estimate for potential net
costs within the 5-year plan. The total cost and timing may vary widely based on the results of
the feasibility study, and the scope determined to be pursued.
Photos:
Applicable Strategic Priority and Goal: Environmental (E.3)
2025 2026 2027 2028 2029
Capital Cost (Placeholder) $1,500,000 $0 $3,000,000 $0 $0
153
C02
Capital Projects Fund– 2025 Five-Year Plan
Project: Bus Shelter Improvements
Budget:
Narrative: The 2045 Mobility and Transportation Master plan recommends providing Bus Shelters and
amenities at busy bus stops to improve safety and user experience. In order to achieve this
goal, staff request to add Solar Lights at existing shelters which do not already have lighting for
pedestrian safety in 2025. Staff also recommends planning to continue building shelters in
locations which do not have any in 2027, based on the bus boarding data. These shelters would
look similar in design to the ones added during the past few years. The cost of each is
approximately $50k.
Photos:
Applicable Strategic Priority and Goal: Transportation (D.1)
2025 2026 2027 2028 2029
Solar Lights in Shelters $20,000 $0 $0 $0 $0
Construction of New
Shelters
$0 $0 $200,000 $0 $0
154
C03
Capital Projects Fund– 2025 Five-Year Plan
Project: Bus Stop Amenities
Budget:
Narrative: The 2024 Mobility & Transportation Master Plan recommends adding bus stop amenities to
increase safety and user experience to help improve transit ridership. This includes amenities
such as bus pad waiting areas, benches, trash receptacles, lighting, shelters where appropriate,
among other amenities. This budget request would specifically add bus waiting areas and
benches where necessary and is spread out over two years. Prioritizing ridership boardings and
proximity to higher speed roads like the Frontage Roads and Bighorn Road.
Photos:
Applicable Strategic Priority and Goal: Transportation (D.1)
2025 2026 2027 2028 2029
Capital Cost $0 $50,000 $50,000 $0 $0
155
C04
Capital Projects Fund – 2025 Five-Year Plan
Project: Placeholder for Electric Bus Replacements
Budget:
Narrative: In 2029, 8 diesel buses will be due for replacement with electric buses. This is a placeholder for
the replacement cost. It is anticipated that federal grants may offset a portion of this cost,
however the exact amount is not known at this time.
During 2020 to 2024, the Town has added 12 battery electric buses to its fleet. These buses will
be due for replacement in 2032 and 2036 (on a 12-year cycle).
Photos:
2025 2026 2027 2028 2029
Capital Cost $0 $0 $0 $0 $10,225,000
156
C05
Capital Projects Fund – 2025 Five-Year Plan
Project: Car Share Program Implementation
Budget:
Justification: The first-year cost of a car share program requires the purchase of two electric vehicles
($50,000 each) and upgrades to electric vehicle charging stations ($17,675). Overhead includes
tech and graphics, vehicle insurance, marketing, customer service and support, new member
incentives and rebates, back-end system management, and repair and maintenance of vehicles.
After year one, the cost decreases significantly, with overhead being partially offset by earned
income generated from the program. Year two program costs are estimated at $33,000.
Applicable Strategic Priority and Goal: Transportation (D.1)
2025 2026 2027 2028 2029
Car Share Infrastructure
Costs
$117,675 $0 $0 $0 $0
Ongoing Program Costs
(General Fund)
$37,325 $33,000 $33,000 $33,000 $33,000
157
C06
Capital Projects Fund – 2025 Five-Year Plan
Project: Residential Traffic Calming – Photo Radar
Budget:
Narrative: As part of the 2045 Mobility and Transportation Master Plan many discussions occurred with
regards to traffic calming along residential roads. One of the recommended outcomes that
received a lot of traction was the consideration for implementing Photo Radar and Photo Radar
Enforcement signage. These funds would go towards a pilot program to understand the
potential impacts of photo radar along residential roads as the next step.
Photos:
2025 2026 2027 2028 2029
Capital Cost $20,000 $0 $0 $0 $0
158
C07
Capital Projects Fund– 2025 Five-Year Plan
Project: Roundabout Traffic Counters
Budget:
Narrative: The 2024 Mobility & Transportation Master Plan recommends installing permanent traffic
counters at the Main Vail and West Vail Roundabouts to be able monitor traffic volumes which
can be utilized in the future to determine if capacity improvements are necessary and project
when/if they should be implemented. Currently, the Town only gets snapshots of peak period
traffic times every few years. Having the ability to monitor day to day traffic and understand
how often peak traffic volumes are reached at key intersections like the Vail roundabouts, will
allow staff to better understand when and if capacity improvements identified in the 2024
Mobility & Transportation Master Plan need to take planned for. This also will provide better
understanding of traffic flows for day-to-day operations.
The Main Vail Lighting project included additional conduit for future traffic cameras to be
mounted on the light poles. While the technology is not quite there for exactly what we are
looking for in a roundabout at this time, staff believes this will come soon and would be
appropriate to include in the 5-year plan.
Applicable Strategic Priority and Goal: Transportation (D.1)
2025 2026 2027 2028 2029
Capital Cost $0 $250,000 $0 $0 $0
159
C08
Capital Projects Fund – 2025 Five-Year Plan
Project: South Frontage Road Pedestrian Improvements
Budget:
Narrative:
The 2024 Mobility & Transportation Master plan identifies the section of the South Frontage Road between
Donovan Park and East Lionshead Circle as a length of South Frontage Road that needs pedestrian
improvements. The improvements are for pedestrian safety along the Frontage Road and to provide an
alternative option to the Gore Valley Trail which can get congested during peak summer periods. These
improvements can be further broken down into three sections:
Donovan Park to Westhaven: This section of Frontage Road currently has no pedestrian accommodations and
has portions which only have very narrow bike lane/shoulders. The construction of portions of this section
may have an opportunity to be funded by redevelopment or grant opportunities. The Coldstream
redevelopment project has offered $100k to help pay for design and/or construction; and the Cornerstone
Development had previously been approved (in 2008) under the condition that the project would construct
the portion in front of the Grand Hyatt parking structure. The Cornerstone development is currently back in
for approval with larger deviations than 2008 and may require additional offsetting public benefits, which
could include significant portions of these pedestrian improvements.
Sandstone Underpass to West Forest Road: This section has been identified as an easy opportunity to make a
significant pedestrian safety improvement by separating the at grade paved bike lane/shoulders from the
Frontage Road. This can be completed by implementing a Road Diet. This includes removal of excess asphalt,
restriping to remove unnecessary turn lanes, revegetating a landscape median between the bike lane and
vehicle lanes, and making improvements to the Red Sandstone Creek Culvert to better accommodate
pedestrians.
W LH Circle to E LH Circle: This section is a critical connection from the I-70 Pedestrian Bridge to Lionshead
Village, particularly for bike, stroller, and wheelchair access. It also provides safe pedestrian access for
overflow Frontage Road parking in this area. There are currently no pedestrian accommodations in this
section.
For all three of the above sections, staff recommends designing these improvements in 2025 and constructing
the improvements in future years 2026-2028 with developer and/or grant funding. Having a complete design
and shovel ready project is beneficial when competing for grant dollars.
Applicable Strategic Priority and Goal: Transportation (D.1)
2025 2026 2027 2028 2029
Design $300,000 $0 $0 $0 $0
Construction $0 $650,000 $1,000,000 $0 $0
160
C08
Photos:
Donovan to Westhaven
Sandstone Roundabout to W. Forest Road
W. Lionshead Circle to E. Lionshead Circle
161
C09
Capital Projects Fund– 2025 Five-Year Plan
Project: East and West Lionshead Circle Bike Lanes
Budget:
Narrative: East & West LH Circle are busy pedestrian roads that provide the main access into Lionshead
Village. The existing roads do not have bike lanes. The 2024 Mobility & Transportation Master
Plan recommends adding bike lanes by narrowing the vehicular lanes and adding 5’ bike lanes.
This treatment is also proposed on Vail Valley Drive and Vail Road. If successful in those
locations, the same treatment should be implemented on E & W LH Circle where appropriate.
Applicable Strategic Priority and Goal: Transportation (D.1)
2025 2026 2027 2028 2029
West Lionshead Circle
Bike Lanes
$0 $0 $0 $500,000 $0
East Lionshead Circle Bike
Lanes
$0 $0 $0 $350,000 $0
162
C10
Capital Projects Fund – 2025 Five-Year Plan
Project: South Frontage Road Angled Parking
Budget:
Narrative: The 2024 Mobility and Transportation Master Plan recommends adding traffic calming and
angled parking along the South Frontage Road at Ford Park. This improvement will provide 100-
200 additional parking spaces for Ford Park, Skiing, and general overflow parking days. The
improvement will also provide traffic calming from the existing Ford Park Lot entrance to Vail
Valley Drive, and a promenade viewing area above the Ford Park fields along the South
Frontage Road as contemplated in 2009.
To move this project forward, it is recommended to complete an initial concept design and
alternatives analysis based on the 2009 concept.
Photos:
2025 2026 2027 2028 2029
Design $0 $0 $0 $150,000 $0
Construction TBD
163
C11
Capital Projects Fund – 2025 Five-Year Plan
Project: Housing Compliance Software
Budget:
Narrative: In an effort to provide better and more timely customer service and have a less manual
compliance process, staff is requesting funds for software solution(s) that integrate into a
compliance system that will allow Housing staff to manage compliance and communication
with Employee Housing Unit owners within the same software solution, as well as helping the
Housing team with other frequently requested tasks such as EHU resale valuations. Staff is
seeking software that provides the following features:
1. Property information tracking
2. Homebuyer information management
3. Transaction details and workflow management
4. Owner monitoring and compliance tracking
5. Resale price formula tracking
6. Housing counseling
Applicable Strategic Priority and Goal: Housing (A)
2025 2026 2027 2028 2029
Housing Compliance
Software
$35,000 $0 $0 $0 $0
164
C12
Capital Projects Fund– 2025 Five-Year Plan
Project: Town-Wide Radio Replacement
Budget:
Narrative: The handheld radios utilized by town-wide employees (including the Fire, Police, and Public
Works departments) will be due for replacement in 2025. This replacement is necessary, as
Motorola will be ending support of the current devices. Devices will not be able to be repaired
or updated after this point. The life of these radios are approximately 5-years.
2025 2026 2027 2028 2029
Capital Cost $1,020,000 $0 $0 $0 $0
165
C13
Capital Projects Fund – 2025 Five-Year Plan
Project: Electric Charging Station Infrastructure
Budget:
Narrative: The Town of Vail Electric Vehicle Readiness Plan calls for a 10x increase in level 2 charging ports and
a 4x increase in DC Fast Charging stations by 2030. The 5-year plan includes a 20% increase in budget per year
to help meet this goal. Level 2 stations, which typically contain 2 ports, are estimated to cost approximately
$25,000 to install per station. DC Fast charging stations may cost from $40,000 to $100,000, depending on the
electrical service upgrades required. The cost in 2027 includes the planned addition of new DCFC stations to
serve East and West Vail locations (currently, DCFC only exist in the Lionshead Parking Structure).
By taking advantage of Inflation Reduction Act (IRA) funding now available, the Town of Vail can receive 30%
of the cost via to the "direct-pay method" to install new stations until 2032. Additionally, stations could
provide revenue in the future which may offset some of the installation costs.
With a limited budget over the next five, it will be necessary to pursue additional grant funding and/or public-
private-partnerships to cover the cost of installing charging stations. DC fast charging development in Vail
could benefit from high grant dollar amounts (potentially up to 80% of project), depending on grant
availability and success in pursuing competitive grant awards.
With the current 5 year capital budget plan, the town could see an additional 40-45 ports (or 20 stations)
installed by 2030, with 4 or more being DCFC. With supplemental funding, grants, station revenue, and
Private-Public Partnerships, and a corresponding increase to expenditures, more stations may be able to be
installed, coming closer to the goals of the town's Electric Vehicle Readiness Plan.
Photos:
Applicable Strategic Priority and Goal: Environmental (E.3)
2025 2026 2027 2028 2029
Capital Cost $130,000 $156,000 $187,200 $225,000 $270,000
166
C14
Capital Projects Fund – 2025 Five-Year Plan
Project: Flashing Beacon Installations
Budget:
*Per Council Request, this project has been removed from the proposed budget.
Narrative: The 2045 Vail Mobility and Transportation Master Plan recommends adding Rapid Flashing
Beacons at key pedestrian crossings for pedestrian safety, specifically at the Gore Valley Trail
crossing of Bighorn Road, along Vail Valley Drive, Vail Road, East LH Circle, and West LH Circle.
At this time, staff is recommending installing 3 RFB's in 2025: One at Bighorn Road and two
along Vail Valley Drive. The installation at Bighorn Road will provide a safer crossing for the
Gore Valley Trail which carries a high volume of pedestrians across this higher speed road. The
installation on Vail Valley Drive will provide safer crossings across Vail Valley Drive at the stream
walk crossing and the E. Gore Creek Drive crossings. These locations on Vail Valley Drive are
recommended due to requests received from residents. However other crossings to consider
along Vail Valley Drive would be at Hansen Ranch Road, Manor Vail, and Ford Park. A
placeholder for two additional locations is shown in 2028. Each installation is estimated at $30k
to $50k, pending utility conflicts and power availability.
If the installations were to be based on pedestrian volume alone, the crossing at the
intersection of Vail Road and West Meadow Drive, and E LH Circle at the parking structure
might be better considered.
Photo:
2025 2026 2027 2028 2029
Capital Cost $150,000* $0 $75,000* $0 $0
167
C15
Capital Projects Fund – 2025 Five-Year Plan
Project: North recreation Trail Extension to Spraddle Creek
Budget:
Narrative: The 2045 Vail Mobility and Transportation Master Plan recommends extending the North
Recreation Trail across the Main Vail Roundabout and to Spraddle Creek trailhead to
accommodate the increase usage from the adjacent new housing units at Main Vail Residence
and potential development at West Middle Creek.
Photos:
Applicable Strategic Priority and Goal: Transportation and Housing
2025 2026 2027 2028 2029
Capital Cost $0 $250,000 $0 $0 $0
168
C16
Capital Projects Fund – 2025 Five-Year Plan
Project: Dobson Arena Redevelopment
Budget:
Narrative: The Dobson Ice Arena is one of the largest multi-purpose ice facilities on Colorado's Western Slope. The
Town of Vail owns the facility; it is operated by the Vail Recreation District under a long-term lease. The
arena was originally built in 1979 and has had one addition and other remodels performed over the
years. There has not been a major remodel completed of the entire arena.
In 2023 Vail Town Council awarded a design contract to Populous Architects for the Dobson Arena
Remodel project. Throughout 2023 and 2024, staff and the Town Council has refined the design options.
In June of 2024, a joint meeting of the Vail Recreation District and Vail Town Council was held, and a
final recommendation was approved to include the following:
• Reinforced Roof – Keeps the Dobson Look
• Refreshed locker rooms with Expansion
• Provides Full Equitable Solution for Locker Rooms
• Expanded South Lobby & New West Entry
• Sets the Stage for the Civic Center Master Plan
• Full Replacement of MEP
• Updated Envelope will Reduce Operating Costs
• Resolves ADA Access
• Lounge, Concessions and Bathrooms are Improved
• Exterior and Interior Refreshed
• Enhanced Flexibility for Events
• Restrooms designed for Max Hockey Event
• Alternate for North Bathrooms to be Priced
• Storage and back of house improvements
Construction is anticipated to begin in Spring of 2025.
Project Funding Sources are Proposed as follows:
Vail Reinvestment TIF funds $ 48.8 M
VRD funding the Ice System Hard and Soft Costs $ 3.0 M
Real Estate Tax Funds over the next 5 years allocated $ 0.8 M
Remaining from reserves, fundraising, and loans $ 2.8 M
$ 55.4 M
2023/2024 Approved
Budget
2025 Proposed
Budget
Capital Cost $5,050,000 $50,350,000
169
C17
Photos:
170
R01
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Booth Creek Fuels Implementation (on USFS Land)
Budget:
Narrative: Funds will be utilized to hire contractors to implement mechanical fuels reduction on the USFS
Booth Creek Fuels Project. TOV funds will be matched with $125,000 in USFS funds for a total
project budget of $275,000. These funds will complete phase 1 of the project (78 acres of
treatment) in a high priority area identified in the Vail Community Wildfire Protection Plan
(CWPP).
2025 2026 2027 2028 2029
USFS Grant Revenue $125,000 $0 $0 $0 $0
Program Cost $275,000 $0 $0 $0 $0
Net Cost $150,000 $0 $0 $0 $0
171
R02
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Booth Heights and Booth Creek Trailhead Fuels Reduction (on TOV Land)
Budget:
Narrative: Funds will be utilized to hire contractors to implement mechanical fuels reduction on the TOV
land near the Booth Creek trailhead and the Booth Heights parcel. Project will treat 5 acres on
the Booth Creek trail head parcel and approximately 23 acres of the Booth Heights parcel.
Mechanical treatment will focus on reducing fuels adjacent homes and improving wildlife
habitat. These implementation units are adjacent to treatment units of the USFS Booth Creek
Fuels Reduction Project and connect to previously completed treatment units on TOV land.
2025 2026 2027 2028 2029
Program Cost $100,000 $0 $0 $0 $0
172
R03
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Fire Free Five Rebate Program
Budget:
Narrative: The Fire Free Five program began in 2022. This program reimburses property owners for
installation of non-combustible landscaping within 5 feet of a structure. This program was
included in the prior five-year plan with funding through 2025. Due to the success of the
program, and significant ongoing community need, it is requested to continue this program on
an annual basis with $50K in funding per year.
Photos:
2025 2026 2027 2028 2029
Program Cost $50,000 $50,000 $50,000 $50,000 $50,000
173
R04
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Ford Park Entry Landscape at Nature Center Bridge
Budget:
Narrative: The Nature Center Bridge is an important access point for the south side of Ford Park, for the
Betty Ford Alpine Gardens and for the Ford Amphitheater. However, the landscape elements of
the entry are in poor repair. This project will partner with funds from the Vail Valley
Foundation (up to $10K) and a private donor (up to $10K) to improve the landscape entry and
screen the numerous utility boxes in the area.
Photos:
2025 2026 2027 2028 2029
Capital Cost $45,000 $0 $0 $0 $0
174
R05
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Ford Park Lower Bench Turf-Irrigation
Budget:
Narrative: The large turf area on the lower bench of Ford Park was disturbed several years ago for a
significant sewer line project and was not properly repaired. The soil is compacted and full of
weeds and the area was improperly graded so that there are rolls and dips throughout. This
budget will remove a strip approximately 50' wide x 200' long, repair the soil structure, properly
grade the area and install new sod. In addition, staff is researching solutions for the 4' wide
strip along West Betty Ford Way that is usually more dirt than grass.
Photos:
2025 2026 2027 2028 2029
Capital Cost $300,000 $0 $0 $0 $0
175
R06
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Ford Park Playground Improvements
Budget:
Narrative: In 2024, important safety and maintenance improvements were performed to stabilize the 25-
35 year old play area. However, the underlying structural deficiencies associated with aging
wood structures still existing and there are important playground safety needs to be rectified.
This project will look to fully renovate Vail's oldest play area to ensure it complies with current
guidelines, ADA, and Vail's tradition of art-inspired play to provide an exceptional play
experience for Vail's residents and guests. The $300K in 2027 will be used for design, the
$2.2M in 2028 would be for construction.
Photos:
2025 2026 2027 2028 2029
Design $0 $0 $300,000 $0 $0
Construction $0 $0 $0 $2,200,000 $0
176
R07
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Donovan Park Playground Improvements
Budget:
Justification: At over 20 years old, the wooden play structures are in need of repairs including the
replacement of multiple play components (slides, climbers, etc), replacement of wood decks,
structural repairs, and maintenance of the two art components, "Mother and Child" that
require dismantling and repainting.
2025 2026 2027 2028 2029
Capital Cost $0 $325,000 $0 $0 $0
177
R08
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Bighorn Park Playground Improvements
Budget:
Justification: At 17 years old, Bighorn Park play area is in need of some larger-scope maintenance including
replacement of the main wood support logs due to deterioration, railing improvements, new
netting, painting/staining, ADA compliance improvements and replacement of two play
components.
Photos:
2025 2026 2027 2028 2029
Capital Cost $150,000 $0 $0 $0 $0
178
R09
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Placeholder for Gore Creek Promenade Rehabilitation
Budget:
Justification: The Gore Creek Promenade is a popular amenity in the heart of Vail Village. Residents and
guests alike frequent the busy shops, galleries, and restaurants. Families enjoy the turf area
and easy access to Gore Creek. Weekly whitewater events are held each spring, Winterfest ice
sculptures during the ski season, the annual GoPro Mountain Games and a busy summer
season all contribute to making the Promenade one of the most regularly visited parks in Vail.
The park last saw a major renovation in 1993 and is in need of some improvements. The most
significant issue with the Promenade currently is the quality of the core turf area located at the
east end of the park. Town maintenance crews have difficulty sustaining the grass, and a key
component of any work on the Promenade should be to resolve that issue. Other issues
include streambank erosion, limited options for seating and gathering, a lack of access for those
with limited mobility (ADA), a decline in the health of some trees, and the narrow width of the
heated paver walkway during periods of high use.
The Town Council recently approved a contract with a landscape architecture firm for
redesigning the park. Design options will be presented during the Fall of 2024 and council will
have the opportunity to select a final design, a scope of work, and a final project budget.
The $1.75M construction cost is a placeholder and may need to be adjusted based on the
outcome of the design process and further refining of needs.
Photos:
2025 2026 2027 2028 2029
Placeholder for
Construction
$750,000 $1,000,000 $0 $0 $0
179
R10
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Buffehr Creek Park Safety Improvements
Budget:
Narrative: The Buffehr Creek Park play area was installed in 2001. It is one of two "catalog" play areas in
Vail and has held up reasonably well. It is reaching the end of its projected life of 25 years. At
this time, it is a placeholder item in the event it cannot be postponed due to its condition.
2025 2026 2027 2028 2029
Capital Cost $0 $0 $500,000 $0 $0
180
R11
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Ellefson Park Safety Improvements
Budget:
Narrative: The Ellefson Park play area was installed in 2002. It is one of two "catalog" play areas in Vail
and has held up reasonably well. It is reaching the end of its projected life of 25 years. This
proposed change postpones the project from 2027 to 2029 from the current 5-year budget. At
this time, it is a placeholder item in the event it cannot be postponed again due to its condition.
2025 2026 2027 2028 2029
Capital Cost $0 $0 $0 $0 $500,000
181
R12
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Library to Lionshead Nature Walk Assessment
Budget:
Justification: The Gore Valley Trail between the Vail Library and Lionshead Village is a very busy section of
recreation trail. One recommendation of the newly adopted Vail Mobility Masterplan for
alleviating trail congestion is to look for opportunities to create alternate safe routes for bikes
and pedestrians. Many of these routes would occur along the Frontage Roads, however this
section of trail has a different opportunity. This project would evaluate the construction of a
soft-surface pedestrian-only trail along the south side of Gore Creek. The area along that south
bank is generally in a native condition with an existing pedestrian bridge on the west end that
accesses several informal trails.
This project would require construction of a new pedestrian bridge behind the library. The
roughly 750' long soft surface trail would meander through the town-owned parcel (zoned
Outdoor Recreation) and connect to the existing bridge on the west end. This budget would
provide funds to evaluate potential impacts, proceed through a public engagement process and
consider alternative construction techniques. If the project is deemed feasible and desirable
through the town's design review process, this budget will provide design drawings suitable for
construction.
Photos:
2025 2026 2027 2028 2029
Assessment $100,000 $0 $0 $0 $0
Construction TBD if Feasible
182
R13
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Gore Valley Trail Separation along Bighorn Road
Cost:
*Per Town Council request, this project has been removed from the 2025 proposed budget.
Narrative: The Gore Valley Trail runs along the paved shoulders of Bighorn Road as it makes its way
through East Vail. The 2045 Mobility & Transportation Master Plan recommends separating this
trail from Bighorn Road to provide a safer and more enjoyable experience for Gore Valley Trail
users. Hundreds of pedestrians and bicyclists use this section of the GVT everyday during the
summer months. A separated recreational trail would provide significant safety improvements
and experience benefits especially to users who are not comfortable travelling on paved
shoulders next to vehicular traffic travelling at 40-50mph.
In order to move this project forward the Town has applied for a grant to design this section of
the Gore Valley Trail. The design is expected to cost $250,000, and if awarded the grant, the
Town will be reimbursed up to $210,000. Once designed the Town can apply for additional
construction funds in the future.
Photos:
Applicable Strategic Priority and Goal: Transportation
2025 2026 2027 2028 2029
Design $250,000* $0 $0 $0 $0
Construction TBD
183
R14
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Zero Hero Program Support
Budget:
Narrative:
Per the Greenhouse Gas Inventory conducted in 2020 for the Vail community, 10% of all greenhouse gas
emissions are from waste produced. Diverting recyclable and organic material can reduce waste related
emissions. The Town of Vail requires all events in Vail who receive funding from the town to host a specific
event or any event with 500 or more attendees and food/beverages to provide zero waste operations
including compost at events. A Zero Waste event requires sorting all waste to ensure no contamination in the
recycling and compost as well as education for event attendees. Event producers are required to report their
diversion rate during event debriefs required as part of the town’s special event permitting process. Event
producers can hire a 3rd party to provide zero waste services or do it in house with a dedicated internal green
team or zero waste team.
The Zero Waste Program began in 2012 when the Town of Vail began partnering with Eagle Valley Alliance for
Sustainability (which later merged with Walking Mountains Science Center) to provide zero waste services at
the Vail Farmer’s Market and other events in the Town of Vail in order to increase event waste diversion,
including organic waste that can be composted. TOV Environmental Sustainability staff previously managed
the Zero Waste program securing 4-6 volunteers each week to provide Zero Waste services at the Vail
Farmer’s Market for 16 weeks. Ensuring enough volunteers were secured and trained on zero waste each
week proved very challenging and time consuming. By the end of the first summer, it was clear that a
dedicated group of staff was required to provide this service, so Town of Vail and Walking Mountains Science
Center began the Sustainability Internship in summer of 2013, with Town of Vail funding the program through
an annual contract. The program recruited interns from the local Colorado Mountain College, especially
students in the sustainability degree tract. The internship opportunity has since spread to allow other college
students throughout the country interested in getting hands on experience in the zero waste and
sustainability sectors. Each summer, 6 interns are hired for a duration of 19 weeks from late May-October. The
interns initially provided zero waste services, including education at zero waste stations and sorting of
materials to ensure a clean stream, at the now 17 weeks of the Vail Farmer’s Market each summer and
expanded to other events in Vail in a fee for service model charged to event producers. As part of the Town of
Vail contract, interns also provide the Town of Vail Environmental Sustainability Department with additional
support for waste diversion education, outreach, and initiatives including providing waste audits to
businesses, working with businesses to set up a compost program, working the two Hard to Recycle events
hosted in Vail, providing education at the recycling center, etc. The contract with Walking Mountains Science
Center provided Town of Vail a discounted hourly rate for the Vail Farmer’s Market and other events
produced by Town of Vail at $12.50/hour/intern rather than the $21/hour/intern paid by event producers for
all other events in Vail and by event producers and municipalities in other parts of Eagle County.
Following Vail’s leadership, zero waste events have spread to other municipalities in Eagle County and the
Walking Mountains Zero Waste team, including the interns, full time sustainability staff, and volunteers now
provide 130 days of zero waste events in Eagle County each summer. Of those 42.7% (56 of 130 days) of the
event days are in Vail, including 17 Farmer’s Market days.
2025 2026 2027 2028 2029
Program Cost $38,800 $38,800 $38,800 $38,800 $38,800
184
R14
Total costs for Walking Mountains to run their Zero Waste program annually is: $186,868.83. This includes:
Staff Salaries, Internship Costs, Senior Management + Finance, and Contract Staff Expenses related to the
program. In 2024, Town of Vail’s contract was for $38,800 which covered 20.7% of the total program cost. The
2024 request for the program was for $49,000, but only $38,800 was allocated through bag fee dollars during
the first budget supplemental in 2024.
Town of Vail is not the only municipality to support the Zero Waste Program/Sustainability Internship. While
42.7% of all zero waste events are held in Vail, the town supports 20.7% of the cost to operate the Zero Waste
Program. In addition, Walking Mountains receives the following support from other municipalities as well as
fees charged to event producers:
• $80,000 from Eagle County annually plus an additional $11,000 to provide Zero Waste at the Eagle
County Rodeo
• $10,000 from the Town of Avon
• $8,000 from Beaver Creek
• $3,000 from Town of Minturn
• $2,000 from Town of Eagle
The $38,800 contract in 2025 will provide support for the internship and zero waste program. Walking
Mountains will include zero waste services for the Vail Social, two Community picnics, and will continue to
provide support to the Environmental Sustainability Department for waste diversion initiatives, education, and
outreach support. The Environmental Sustainability department proposes half ($19,400) to come from bag
fees and half ($19,400) to come from RETT to cover this cost in 2025 to ensure Walking Mountains is able to
hire the sustainability interns and run the Zero Waste program for events this year.
In 2023, of the 13 events staffed by Walking Mountains Zero Waste team, they had an 87.5% diversion rate,
diverting 16.57 tons of material out of 18.93 total tons of material produced at events in Vail. The 2024 event
season is still active, so 2024 data will be available in Q4 2024.
Town Council Strategic Plan Priorities/Goal(s):
Environmental Sustainability: Our sensitive alpine environment supports our economy, and the Town must
continue to be a responsible steward of our sensitive natural resources and should continue to
be a leader in environmental sustainability for mountain resort communities across the world.
Desired Results: E.3: Reduce 2014 baseline carbon emissions by 25% by 2025, 50% by 2030, and 80% by 2050.
185
R14
Photos:
Applicable Strategic Priority and Goal: Environmental (E.3)
186
R15
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Gore Creek Pesticide Campaign
Narrative: Preliminary studies have shown that landscape chemical use is widespread in Vail and having an
impact on aquatic life in Gore Creek. The Colorado Pesticide Applicators Act does not currently
allow local governments to enact regulations to protect sensitive ecosystems like Gore Creek
from harm caused by broadcast landscape chemicals. This budget allocation would fund a
campaign to convince state policy makers of the negative impacts landscaping chemicals are
having on aquatic life in Gore Creek and allow changes to state-wide policy to empower the Vail
Town Council to enact regulations to limit landscape chemical use along waterways within its
jurisdiction. A successful campaign would be a crucial step in achieving council’s Strategic Goal
E.1: By 2029, Gore Creek is no longer a 303(d) listed impaired waterway which would reduce
near term risk of losing gold medal fishery status.
Photos:
Applicable Strategic Priority and Goal: Environmental (E.1)
2025 2026 2027 2028 2029
Campaign Costs $50,000 $50,000 $0 $0 $0
187
R16
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Sole Power Plus Expansion
Budget:
Background:
Sole Power, the green commuting challenge, was developed by Town of Vail in 2010 to encourage and
incentivize residents and employees in Vail to get out of their cars and commute by human powered modes of
transportation such as bike, e-bike, walk, run, skate, etc. Because so many Vail employees live outside of Vail
and commute in, the program was designed to be valley wide. Any human powered trip that replaces a vehicle
trip can be logged, including commuting to/from work, attending social events, and running errands. While
participants can log trips year-round, there is a challenge that runs every year from Memorial Day to mid-
October. Participants can join a team or participate as an individual. The program has a friendly competitive
spirit with teams and individuals striving to appear at the top of the leaderboards each week. Collectively,
participants work together to achieve an annual challenge goal of 60,000 miles of human powered miles.
Participants manually track trips on the www.solepower.org website. A mobile app is currently in
development and will launch by the 2025 season which will auto-track and auto-log trips, making the process
easy, streamlined, and more efficient for participants. Since its inception, 2,952 Sole Power participants have
logged 538,670 miles over 98,400 trips. This has reduced 501,000 pounds of greenhouse gas emissions (the
equivalent of removing 54 vehicles from the road each year).
While the Town of Vail has funded Sole Power each year, there are also several cash and in-kind sponsors to
support the program, providing prizes, hosting happy hours, running radio ads, or paying cash to support the
program. Participants who log at least one trip each week is entered into a random prize drawing for a gift
card of their choice from a sponsor. Monthly happy hours with free drinks, snacks, and prizes, provide
participants an opportunity to connect with each other and cultivate a community around green commuting.
An end of season party with food, drinks and prizes, also celebrates all participants and highlights top mileage
earners and top teams.
Sole Power Plus Expansion: While Sole Power has been successful as a human powered commuting challenge
with strong participation from residents and the business community, there is great opportunity to expand
Sole Power and incentivize additional green commuting modes such as carpooling and bus ridership. Including
these modes greatly increases opportunity for participation by employees and residents living down valley in
Eagle, Gypsum, or Dotsero, especially with the new Core Transit operations. Since the distance is significant
for efficient use of human powered modes of transportation to commute to Vail from down valley locations,
the bus and carpooling are great alternatives to reducing single occupancy vehicles (SOV’s) coming to Vail.
With Sole Power Plus, down valley residents are incentivized to come to Vail by bus or carpool and increase
opportunity to reduce vehicle miles traveled from SOV’s, reduce parking congestion, and reduce
transportation related greenhouse gas emissions for residents and employees commuting to Vail. The current
incentive program can be further developed into a more robust incentive program to really drive participation
and reward people for getting out of their SOV’s and embrace green commuting. This program can shift the
culture of how people commute in/to Vail for recreation, errands, and social engagements year-round.
2025 2026 2027 2028 2029
App Expansion Cost
(Capital)
$25,000 $0 $0 $0 $0
Programming Cost $25,000 $25,000 $25,000 $25,000 $25,000
188
R16
Justification:
The Vail Parking and Mobility Task Force supports the idea of expanding the Sole Power program to Sole
Power Plus to include bus ridership and carpooling. Incentivizing these additional green commuting options
will also work towards achieving Town Council Strategic Priorities of Transportation and Environmental
Sustainability (specific goals are highlighted below). The Sole Power Plus expansion specifically appears in the
Strategic Action Plan under both of these priority strategic goals. Sole Power Plus would become a year-round
program with specific competitions at different times of the year to encourage green commuting- both human
powered and via bus ridership and carpooling. To expand to Sole Power Plus, the current logo and brand
would need a refreshed look and a marketing campaign would promote the re-envisioned program.
The mobile app will also need to be updated with the bus ridership and carpooling options and specific
leaderboards created as well as an update with new branding. A more robust incentive program to incentivize
and reward greater and year-round participation through a points/miles to cash/rewards model that can be
redeemed at participating businesses. An in-app incentives management tool is an effective means for the
robust incentive program, but as development of this tool is expensive, it would be part of Phase 2 for Sole
Power Plus expansion and implemented in 2026 once Sole Power Plus is launched, participation increases, and
there is proof of concept. This also allows for fundraising opportunities to help fund the in-app incentive
management tool.
One-time 2025 expansion costs would include a rebrand of the logo with a marketing campaign, a onetime
cost for updating the mobile app to reflect a new Sole Power Plus logo, leaderboards, and badges. Since the
program would become year-round, ongoing costs would include additional operations budget for marketing,
to host happy hours, provide incentives, procure shirts and swag, etc. Additional sponsorships for the program
will be secured as well from partners around the county and local businesses to help offset costs for additional
incentives.
The expansion to Sole Power Plus increases the ability for greater participation in a year-round capacity,
providing opportunity and incentives for employees commuting to Vail and residents living in and coming to
Vail to recreate, shop, attend social engagements, etc. The development of a robust incentives program will
drive participation, shift commuting culture, and encourage those coming to Vail to work, recreate, run
errands, and attend social functions to utilize the Town of Vail bus system, Core Transit or carpooling options
year-round.
Applicable Strategic Priority and Goal: Transportation (D.1) & Environmental (E.3)
Photos:
189
R17
Real Estate Transfer Tax Fund – 2025 Five-Year Plan
Project: Streambank Mitigation
Budget:
Narrative: These projects will address two of the more degraded stretches of aquatic and riparian habitat
in Vail.
The Ford Park streambank project will be planned in winter of 2024/25 and completed in 2026.
The project is a partnership with Trout Unlimited, who is the recipient of $249,000 in funds
from CDPHE for the 2021 Mill Creek algaecide spill, and a $200,000 grant from CPW. Eagle
County Trout Unlimited has also raised $57,000 from its board and members for this project.
With Town of Vail funds, the project partners will have a budget of $606,000 to design and
complete improvements to in-stream and riparian habitat along more than 600 yards of Gore
Creek in Ford Park.
The Mill Creek mitigation will include streambank restoration and riparian habitat
enhancement from Pirateship Park to Gore Creek Drive.
This will help achieve council’s strategic Goal E.1: By 2029, Gore Creek is no longer a 303(d)
listed impaired waterway which would reduce near term risk of losing gold medal fishery status.
Applicable Strategic Priority and Goal: Environmental (E.1)
2025 2026 2027 2028 2029
Streambank Improvements
at Ford Park
$100,000 $0 $0 $0 $0
Mitigation along Mill Creek $40,000 $0 $0 $0 $0
190
Form Name: 2025 Council Contribution Request- Services
Submission Time: June 26, 2024 7:34 pm
Browser: Chrome 126.0.0.0 / Windows
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Location: 39.7388, -104.9868
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name Colorado Snowsports Museum
Contact Name Jennifer Mason
Title of Contact Executive Director
Contact Email jen@snowsportsmuseum.org
Program and/or organization website snowsportsmuseum.org
Number of years organization has been
in business
48
Organization Mission Statement Celebrate Colorado snow sports by telling stories that educate and inspire
others to seek adventure.
Address 231 S Frontage Road East
Vail, CO 81657
Work Phone (970) 476-1876
Organization's Tax Status 501(c)3
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16548172418
Funding Request
What is the name of your program?Colorado Snowsports Museum General Operating Costs
Is this a new program?No
How many years has this program been
produced in Vail?
48
Type of Funding Requested Cash & In-Kind
Cash Contribution Requested 50000
In-Kind Contribution Requested In-Kind Rent; Four Silver Parking Passes
Did you received funding from the Town
of Vail for 2024?
Yes
191
How much funding did you receive from
the Town of Vail for 2024? (Please
include total funding you received from
the CSE and Town Council)?
48225
Please describe the location(s) of the
program in previous years.
The Colorado Snowsports Museum is located in the Vail Village
Transportation Center.
PROGRAM INFORMATION
How does your request support the
Contribution Policy (See above)?
The Council Contribution will be used for daily operating costs, allowing us
to keep the Museum, one of Vail's most visited, year-round, cultural
facilities, admission-free for all visitors. Home to the most comprehensive
exhibit of 10th Mountain Division artifacts, pictures and films in the nation,
the Museum honors and shares the story of this elite division and their
accomplishments. It was the soldiers of the 10th who championed the
Colorado ski industry and put Vail on the map. The evolution of Vail is a
focal point of the Museum, allowing both visitors and locals alike to absorb
the local color and enhance their experience of Vail with rich insights into
the history and heritage of the town and the Colorado snow sports industry.
How will your program support the
mission & vision of the Vail Town
Council?
Our innovative and interactive Museum adds vibrancy to Vail, providing a
unique educational and cultural experience that all ages and abilities are
able to enjoy. The level of excellence and use of technology has elevated
the Museum to the same standard that residents and guests have come to
expect from all aspects of Vail. Our newest exhibit, Letters Home, features
an interactive digital touchscreen of the Museum's collection of letters,
scrapbooks, photos, army communications and rosters of the WWII era
10th Mountain Division soldiers. Another popular exhibit is Vail's DNA
which tells the story of the birth and growth of the Vail Valley, from a small
mountain village to the thriving world-class destination it is today.
192
How will your program attract target
markets of both visitors and community
members?
The Museum is one of Vail's most visited cultural/educational institutions
and currently draws 75,000 visitors annually. Its location at the gateway to
the village core makes it accessible to thousands of people coming or
going from the Vail Transportation Center. It also is a draw for travelers
along the I-70 corridor, or those who have a specific interest in the 10th
Mountain Division of World War II. In addition to daily visitors, the Museum
hosts field trips for students from local schools, and Vail history walking
tours twice weekly through the summer and winter seasons. The Museum
is also available for special events for various community and private
groups seeking a venue that is easily accessible and affordable. In
addition, the Museum has obtained a loyal and strong social media
presence. This keeps our audience and newcomers in the know about
what's happening at the Museum and in the Vail community.
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
The Colorado Snowsports Museum houses the most comprehensive
collection of Colorado ski and snowboard artifacts, films and pictures in the
world. We are perpetually accepting new artifacts and sharing new content
with them, whether it be a temporary exhibit, social media post, or email
communication. Additionally, our Through the Lens series each winter
features expert speakers on topics relevant to the current local
environment. This past year, one of our featured Through the Lens
speakers was Billy Kidd who joined us in Vail on the 60th anniversary of his
and Jimmie Huega's first Olympic medals. This was historic in that it was
the first Olympic medals earned by the men's US Olympic team in alpine
skiing. We record and post each of these events onto our YouTube
channel, forever preserving these special stories and providing an
additional opportunity to reach a broader audience.
How will your program achieve
recognition and drive participation?
The Colorado Snowsports Museum is a leader in small museum
management. We are consistently featured in regional and national media
outlets, gaining respect as Vail's only museum. Additionally, each year as
we induct a new class into the Colorado Snowsports Hall of Fame, we gain
a new following of supporters from those who come together to celebrate
the newest inductees. The inductees are recognized by their family,
friends, and peers from across the state, country and world, allowing the
Museum to have a far-reaching impact. This year's Hall of Fame class has
been featured on 9 News Denver, Aspen Times, Denver Gazette, Summit
Daily, and Powder Magazine Newsletter to name a few.
193
What is the lasting community
involvement and or benefit of this
program?
Having Vail as the home for the Colorado Snowsports Museum reinforces
this community as the epicenter of Colorado snow sports, which in turn
provides benefit to all aspects of the Vail economy and the quality of life for
all residents of Vail. As museums are functioning more and more like
community centers in providing access to current trends and new ideas,
they've become hot-spots for civic engagement. The promotion of
education and the cultivation of conversation that is taking place at the
Colorado Snowsports Museum is helping to shape and strengthen our
neighborhoods.
BUDGET
Are your books audited?No
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16548172435
Who currently funds your organization?The Museum receives funding from the following sources: net proceeds
from the Hall of Fame Celebration; Through the Lens speaker series ticket
sales; individual Museum memberships; gift shop sales; private tours;
Museum rentals; grants; sponsorships; and donation box collections.
In-kind support is also a vital component of the budget.
What percentage % of the total event
budget is being requested?
6
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
The Town of Vail's cash contribution keeps us an admission-free museum
for all visitors, and open 350 days a year. Without this cash contribution,
we would need to cut back operating days and/or staff hours to
accommodate. Without the in-kind support, the Museum would be
significantly impacted.
Should the Council decide not to
support this program at all, will it still
occur?
No
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
7200
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
51000
Please list your confirmed sponsors or
partners
Vail Resorts Epic Promise, Diana Lee Crew & Katherine Crew, All Points
North, Jimmie Huega Legacy Foundation, Moving Mountains
194
Please explain the potential for
additional sponsorships or partners.
This past year, we introduced the opportunity to sponsor each of our
Through the Lens events, which was highly successful. These
sponsorships help us cover the cost of AV support, which allows us to
preserve these presentations and share to a broader audience on our
various social channels. Looking ahead, we are exploring potential
opportunities for underwriting opportunities to cover field trips expenses so
that we can invite all the students in Eagle County to explore the Museum
and the rich history of their hometown.
ADDITIONAL INFORMATION
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
Thank you for your past support and consideration of future funding. As a
nonprofit, we are reliant on the contributions of our supporters. Now more
than ever, museums are essential as a way to bring people together. They
foster social networks and inclusivity, educate and inspire future
generations, and preserve vital history.
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16548172446
If you received Council funding in 2024,
please upload a document recapping
the use of prior year Council funds.
https://www.formstack.com/admin/download/file/16548172447
Upload any other relevent materials
such as photos, videos, articles, PR
coverage, ect.
https://www.formstack.com/admin/download/file/16548172448
195
Form Name: 2025 Council Contribution Request- Services
Submission Time: June 27, 2024 5:55 pm
Browser: Safari 16.3 / OS X
IP Address: 68.170.40.14
Unique ID: 1239667465
Location: 39.7388, -104.9868
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name Betty Ford Alpine Gardens
Contact Name Nicola Ripley
Title of Contact Executive Director
Contact Email nicola@bettyfordalpinegardens.org
Program and/or organization website www.bettyfordalpinegardens.org
Number of years organization has been
in business
37
Organization Mission Statement To protect the alpine environment through education, conservation and
living plant collections.
Address 522 South Frontage Road East
Vail, CO 81657
Work Phone (970) 476-0103 ext. 6
Organization's Tax Status 501(c)3
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16553091552
Funding Request
What is the name of your program?Gardens Upkeep and Maintenance
Is this a new program?No
How many years has this program been
produced in Vail?
37
Type of Funding Requested Cash & In-Kind
Cash Contribution Requested 100000
In-Kind Contribution Requested 2 Ford Park parking spaces & one blue parking pass
Did you received funding from the Town
of Vail for 2024?
Yes
196
How much funding did you receive from
the Town of Vail for 2024? (Please
include total funding you received from
the CSE and Town Council)?
119195
Please describe the location(s) of the
program in previous years.
Betty Ford Alpine Gardens has been developing and maintaining the
Gardens in Ford Park with support from the Town of Vail for 37 years.
PROGRAM INFORMATION
How does your request support the
Contribution Policy (See above)?
Betty Ford Alpine Gardens ranks as Vail's top summer destination for
visitors on multiple websites. With National and International accolades,
including top 10 'Must See' Public Gardens in the US and in 2023 in the
Top 9 Most Beautiful gardens in North America' it is a destination driver for
visitors looking for a unique mountain experience. In addition Betty Ford
Alpine Gardens is a significant economic driver for Vail's summer economy,
estimated at 15 million, despite being free to the public, explained later in
more detail.
The Gardens provide an exceptional recreational, educational and cultural
experience with no admission fee for the public. The Gardens draw
approximately 100,000 visitors each summer. Extensive signage and new
annual exhibits in the Education Center and throughout the Gardens
provide a unique experience for the visitor, . Daily tours, both self-guided
and docent led enrich this experience and draw visitors back every year
with new things to see. New education programs and expanding gardens
over the years means the value of this program continues to grow and
evolve. The Town of Vail's goal to be a premier international resort
community is elevated by having a world class Botanical Garden and a
leader in alpine plant conservation in Vail's Ford Park.
197
How will your program support the
mission & vision of the Vail Town
Council?
The Gardens is committed to preserving Vail's natural environment with a
mission to protect the alpine environment through education, conservation
and living plant collections. The Gardens inspire an appreciation of the
mountain environment in all of its visitors. With an estimated 200,000 plus
summer visitors, it is the crowning jewel of Vail's summer experience.
In addition, The Gardens is a huge impact on Vail's summer economy. In
2023 we began to monitor both visitors and economic impact. Using
Intercept Insights analysis and cell phone data from Ford Park we found
approximately 100,000 visitors come to Betty Ford Alpine Gardens. Initial
survey results reveal a 15 million dollar impact on the Vail economy. As
we continue this research study and survey more summer visitors we
expect this number to go considerably higher. Vail's contribution to this
remarkable destination reaps a significant dividend. Over the years the
Garden budget has grown to almost 2 million per year, all monies spent on
providing an engaging, cultural visitor experience at no cost to the visitor.
The recent Ford Park Master Plan acknowledged the significant benefits of
the Gardens within Ford Park and recommends an expansion of gardens,
natural and landscapes maintained by Betty Ford within the Park. We are
now funding a professional plan for how such an expansion can take place
in a financially sustainable manner for the benefit of Vail, our visitors and
the entire community.
How will your program attract target
markets of both visitors and community
members?
The immaculate condition of these exceptional gardens keeps this
destination at the top of Vail's summer offerings. The spectacular Gardens
draw destination visitors and community members back each year. The
displays, both floristic and educational, change constantly and for locals
that means return visits. The Gardens is ranked #1 on Trip Advisor for
'Things to do in Vail'. Available to visit with no entry fee, visitors and
community members become repeat visitors to see the ever evolving
Garden.
The Gardens continues its investment in the multi-phase marketing and
rebranding project with local company, Blackbird Agency, formerly Hill
Aevium. The current phase includes a local and statewide push to connect
visitors with the Gardens and encourage visitation. The Gardens marketing
extends to the Vail Valley Magazine, Colorado Tourism Office website, Vail
Daily, Colorado Public Radio among others.
Ranking amongst the top public gardens in the US by USA Today
magazine, AARP, AAA, Active Times, Sunset and others, this Garden is a
national draw to choose Vail as a destination. Our book, On the Roof of the
Rocky Mountains released in 2021, amplifies the message of the important
'behind the scenes' work of the Gardens and won a Gold Indie Award.
198
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
Botanical Gardens offer an ever changing stage for visitors, the Gardens
change daily with new plants taking center stage as different areas burst
into bloom and provide a constantly changing palette. Each year new
gardens are either physically added or old areas are refreshed providing
new areas of interest each year. These renovation programs are
strategically planned and independently funded to ensure a high
professional standard of all areas. In its second year, a waterwise gardens
at the Park's west entry enhances the visitor experience when entering the
park from the west along Gore Creek. This major expansion was funded by
the Gardens and will be maintained by the Gardens for the future.
Each year a new educational exhibit enhances the garden experience. In
2024 the 'Dinosaurs Among Us' exhibit, explaining the transition of modern
day birds from dinosaurs, has already drawn huge crowds.
How will your program achieve
recognition and drive participation?
As described elsewhere, the Gardens is now regarded as one of the top
Botanical Gardens in the US.
In April 2024, Fox News featured the Gardens as one of 5 flower gardens
across 5 time zones showcasing American beauty. This has been amplified
across the board by numerous other outlets such as USA Today, AAA,
AARP etc.
Garden staff are acknowledged as experts in their field and asked for
opinion and advise for media outlets extending the reach of the Gardens.
Executive Director, Nicola Ripley, former President of the American Public
gardens Association, will be a featured panelist for an upcoming global
conservation conference in Singapore. Touring both in the US and abroad,
staff are in high demand to give talks and workshops, ensuring new
audiences and visitors.
In 2024, the Gardens presented a bilingual exhibit "Dinosaurs Among Us"
from the American Museum on Natural History in New York. Exhibits from
well recognized institutions like this continue to grow our reputation and
bring new visitors to the community. The topic of this exhibit - evolution of
modern day birds from dinosaurs - has a broad appeal and has drawn huge
crowds already, many of whom are first time visitors.
The Gardens continues a vigorous rebranding project, including a new
website, new printed materials and increased social media.
199
What is the lasting community
involvement and or benefit of this
program?
Through Betty Ford Alpine Gardens, Vail now leads the way in preserving
the mountain environment for the current community and future
generations. The role that the Gardens plays in its Strategy for Alpine Plant
Conservation has received international recognition through the
International Union for the Conservation of Nature (IUCN). Both the plant
collections themselves and our important conservation work will leave a
lasting legacy not only for Vail but for our continent.
Locally, the Gardens are an essential anchor for the local community, a
place for celebrating important milestones and bringing family and visitors
to showcase a beautiful place in their backyard. We hear from longtime
seasonal visitors that the Gardens have been a throughline in their
experience and a place they have included in every visit over the years.
Our team of loyal volunteers have put years of love, sweat and tears in to a
garden they are fiercely proud of. In interviews for the Betty Ford book we
were told the Gardens gives Vail its soul.
BUDGET
Are your books audited?Yes
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16553091569
Who currently funds your organization?Our operating budget is currently $1.8 million. Individual donors are the
primary source of revenue through outright donations, grants and
memberships. Other sources of revenue include earned income - gift shop
purchases, tours, weddings, yoga etc and endowment distribution funds
general operations.
The estimated budget for the Gardens Upkeep & Maintenance program is
approximately $300,000 but this is challenging to break out from the overall
1.8 million because so many costs are shared with education and
conservation. We are requesting $100,000 contribution for this program
from the Town of Vail, the increase reflects the significant increase in
programming and management since the allocation was first established
over 20 years ago. In just the last 12 years the overall budget has grown
from 500,000 to almost 2 million and the Gardens has expanded. Just
recently a large area was added behind the basketball court (Pollinator
garden) and alongside Betty Ford Way above the Education Center (the
Mountain Waterwise garden), both areas were previously weed patches.
What percentage % of the total event
budget is being requested?
33
200
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
The Gardens team commits to using available resources to maintain the
Gardens. We may have to scale back the level of upkeep, having a
detrimental impact on the appearance of the Gardens. Because the
Gardens are living collections that build year over year, scaling back the
investment in them even for a year, has an impact with a ripple effect that
will be felt in that year and for years beyond. The visitor expects a
significant investment from the local council and in fact many visitors
assume the Gardens is funded entirely by the Town of Vail.
Should the Council decide not to
support this program at all, will it still
occur?
Yes
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
200000
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
15000
Please list your confirmed sponsors or
partners
The Frechette Family Foundation Internship Endowment funds two
horticulture interns and a supervising horticulturist in perpetuity. Other
funds come from memberships and individual donations on an annual
basis.
Please explain the potential for
additional sponsorships or partners.
Having the Town of Vail as an anchor supporter is a vital part of securing
funding from other foundations and grantors. Support from our town allows
Betty Ford Alpine Gardens to reflect that we are an important pillar to the
international community the Town of Vail serves.
The Gardens is supported by individual philanthropy and family
foundations. Individual philanthropy, memberships, and donations from
garden visitors support this community asset and international treasure.
Depending on projects, the Gardens apply for grants from foundations and
individual support for specific initiatives and general operations.
ADDITIONAL INFORMATION
201
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
As one of Vail's main destinations, Betty Ford Alpine Gardens adds
economic impact to the associated organizations and services in town.
Based on data collected by Intercept Insights, the Gardens' economic
impact is now $15million a summer.
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16553091579
If you received Council funding in 2024,
please upload a document recapping
the use of prior year Council funds.
https://www.formstack.com/admin/download/file/16553091580
202
Form Name: 2025 Council Contribution Request- Services
Submission Time: June 27, 2024 3:22 pm
Browser: Chrome 126.0.0.0 / Windows
IP Address: 64.184.241.85
Unique ID: 1239627738
Location: 39.6699, -106.9803
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name Eagle River Coalition
Contact Name Melanie Smith
Title of Contact Development Director
Contact Email smith@eagleriverco.org
Program and/or organization website eagleriverco.org
Number of years organization has been
in business
20
Organization Mission Statement The Eagle River Coalition advocates for the health of the Upper Colorado
and Eagle River watersheds through research, education and projects.
Address PO Box 1477
461 Railroad Ave Unit C
Gypsum, CO 81637
Work Phone (970) 827-5406
Organization's Tax Status 501c3 EIN 20-4448864
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16552500753
Funding Request
What is the name of your program?Eagle River Coalition 2025 Support
Is this a new program?No
How many years has this program been
produced in Vail?
20
Type of Funding Requested Cash Funding Only
Cash Contribution Requested 42000
Did you received funding from the Town
of Vail for 2024?
Yes
203
How much funding did you receive from
the Town of Vail for 2024? (Please
include total funding you received from
the CSE and Town Council)?
42000
Please describe the location(s) of the
program in previous years.
The Eagle River Coalition takes an integrated approach to protecting the
streams of Eagle County, including Gore Creek, the Eagle River and its
tributaries, through monitoring water quality, educating the community and
managing riparian restoration efforts.
Specifically, the contribution request from the Town of Vail is expanded in
the attachment to this request titled "2025 Eagle River Coalition Program
Details.pdf." Please reference this document for additional information
regarding the locations of the program in previous years and other details.
PROGRAM INFORMATION
How does your request support the
Contribution Policy (See above)?
The health of Gore Creek is critical to the Town of Vail's full-time residents,
as well as to seasonal homeowners and visitors and the 40 million+
downstream water users of the Colorado River. At its root, our region's
recreation-based economy fundamentally relies upon excellent water
quality and quantity.
This is both direct - in terms of whitewater enthusiasts, anglers, hikers,
backpackers and hunters, and indirect - in terms of sightseers, skiers and
snowboarders, and the hospitality and tourism industries that depend upon
these natural resources. Visitors and community members alike reasonably
expect to see, recreate in and interact with a beautiful stream and drink
clean water when they are in and near Vail.
204
How will your program support the
mission & vision of the Vail Town
Council?
The Eagle River Coalition's mission is tied inextricably to the mission and
vision of Vail because water from melting snow, springs and creeks flows
throughout the watershed. These streams, including the Gore Creek, Eagle
River and Colorado River (and their tributaries) not only supply the water
for Eagle County's population, as well as several Front Range
communities, but also offer opportunities for an incredible array of
commercial, recreational, educational and scenic experiences. The Eagle
River Coalition's programs, projects and initiatives ensure a healthy
watershed and protect the recreational, economic, social and natural
values that make Vail and the Eagle River what they are.
We assist with the coordination of restoration projects in riparian areas,
streambanks and in stream channels - places where development,
recreation and more have led to degraded ecosystem health and water
quality. We believe that taking an active role in the protection of our
waterways ensures a vibrant future for all.
We champion the work that the Town has done already to improve
conditions on Gore Creek and its tributaries, and we strive to continue our
role as an active collaborative organization.
How will your program attract target
markets of both visitors and community
members?
Our small team of full-time staff, together with an active board of directors
and a range of collaborating entities in the community, is committed to
improving and protecting the health of our watershed, from the rivers and
streams to those who depend on them. We do this through education,
restoration projects, advocacy and water quality monitoring efforts.
Our work positively impacts many thousands of visitors and locals annually.
In May 2024, more than 800 volunteers assisted in the removal of 15+ tons
of trash and debris during the Community Pride Highway Cleanup. All who
travel on I-70 over Vail Pass enjoy the benefits of this work. In addition to
preventing all that trash from making its way to the Colorado River, which
supplies 40 million individuals with water throughout the West, our events
and programs grow local pride, protect wildlife and keep this iconic valley's
rivers healthy.
Without landscapes of cascading water from snowmelt and healthy streams
where native fish spawn, the Vail we know today would not be the Vail we
enjoy and have experienced for decades. The Eagle River Coalition's work
protects local waterways and the ecosystems on which wildlife and humans
depend. Tourism, commerce and the mountain lifestyle to which visitors
and the community are drawn hinge on the presence and resilience of our
valley's waterways.
205
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
The Eagle River Coalition is committed to its mission to protect and
conserve our watershed both now and into the future. We know that our
organization is more effective in pursuit of this principle by remaining
adaptable to the needs of the community and connecting with residents
and visitors in new and engaging ways.
An example of such is the expansion of our educational opportunities and
resources to support conversion from turfgrass to waterwise landscaping.
To-date, events have included rain barrel workshops, the dissemination of
educational materials and collaborative work with municipalities, HOAs and
water providers to achieve measurable results in water efficiency and
reduction of outdoor irrigation. Together with longstanding and new
partners alike, we continue to seek out creative ways to structure our
programs and initiatives to be as inclusive and welcoming as possible,
adapting to the demands of whatever circumstances we may face.
This is just an example of our commitment to delivering engaging
opportunities for the community to truly make a difference for the benefit of
local rivers and streams. By remaining adaptable, encouraging creativity,
deepening relationships and considering ways to increase our inclusivity to
ensure that all in the community (including locals and visitors alike) feel
empowered to protect the landscapes that surround us in the Eagle River
Valley.
206
How will your program achieve
recognition and drive participation?
The outcomes of our efforts to protect local rivers and streams promote
extraordinarily vibrant displays of friendly, cross-generational fun and
recreational pursuits. Whether biking up Vail Pass to the Gore Range
viewpoint near the Black Lakes, celebrating a wedding on the banks of
Piney Lake, cheering on kayakers and paddleboarders as they race along
the waves of Gore Creek or spending a quiet afternoon in waders with a fly
rod, the work of our organization plays an integral role. When volunteers
(more than 1200 annually) participate in our cleanups and projects, they
are left enjoying a sense of belonging and community knowing they were
critical in the shared desire to see local landscapes cleaned, healthy and
restored.
We are active on social media, maintain an engaging blog and website,
send a regular newsletter and represent our mission by sporting branded
clothing connecting the community to our programs and the resources we
help protect. Our materials consistently include sponsor names and logos,
and this recognition can be found on event pages and signup forms as well.
Following the 30th Annual Eagle River Cleanup on September 7, we plan
to host a BBQ to again celebrate volunteers, sponsors and supporters and
celebrate their collaborative work. We are thrilled to maintain high-energy
engagement of those committed to local waterways and healthy
landscapes and look forward to recognizing supporters of all kinds at this
BBQ as well as in program marketing efforts.
What is the lasting community
involvement and or benefit of this
program?
There are benefits to tradition, and our highway and river cleanup events
have been around for 25 and 30 years in 2024 respectively. More than
1200 volunteers consider these annual events to be part of their identity in
relation to their landscape.
Additionally, efforts to monitor, track and improve water quality can create a
lasting tradition of stewardship and science-backed decision-making that
protects invaluable and essential resources. As water issues in the
Mountain West continue to deepen and intensify, creating community,
increasing accountability and opportunities for involvement and change,
and continuing to invest in on-the-ground organizations that protect these
resources is ever more important.
BUDGET
Are your books audited?Yes
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16552500769
207
Who currently funds your organization?Eagle River Watershed Council is funded by private foundations, Colorado
Water Conservation Board, Eagle County, local municipalities, Eagle River
Water and Sanitation District (ERWSD), Upper Eagle Regional Water
Authority (UERWA), local businesses, individuals and hosted events.
What percentage % of the total event
budget is being requested?
12
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
The sediment source monitoring (TMDL) and bio-monitoring of Gore/Black
Gore Creeks and the projects from the Gore Creek Strategic Action Plan
have the greatest and most direct benefit to the Town of Vail and its
residents. Those projects would likely be significantly reduced in scope and
possibly eliminated, if not funded in full by the Town of Vail. WQMAP and
the cleanups would require adjustment to the geographical area covered by
each, but both would continue.
Should the Council decide not to
support this program at all, will it still
occur?
Yes
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
290000
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
17500
Please list your confirmed sponsors or
partners
We are grateful to financial and in-kind support from Eagle County, Eagle
Valley Outdoor Movement (EVOM), Eagle River Water & Sanitation District,
Upper Eagle Regional Water Authority, Vail Resorts EpicPromise,
Homestake Partners (Aurora and Colorado Springs), Battle Mountain, the
Towns of Gypsum, Eagle, Avon, Vail and Minturn, Colorado River Water
Conservation District, the Colorado Water Conservation Board, the
Edwards Metro District, as well as approximately 30 local businesses, the
Smith, & Frampton Foundation, Vail Board of Realtors Foundation,
American Rivers, Colorado Department of Transportation, Lotic
Hydrological and many other collaborative entities.
208
Please explain the potential for
additional sponsorships or partners.
The Eagle River Coalition regularly looks for funding opportunities through
foundation, corporate and government grants. We also encourage
relationship-building in the community and with businesses through our
sponsorship program and donor engagement events to leverage additional
support for projects, programs and events.
ADDITIONAL INFORMATION
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
Thank you for considering this request, and please let us know if additional
information would be helpful.
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16552500779
If you received Council funding in 2024,
please upload a document recapping
the use of prior year Council funds.
https://www.formstack.com/admin/download/file/16552500780
Upload any other relevent materials
such as photos, videos, articles, PR
coverage, ect.
https://www.formstack.com/admin/download/file/16552500781
209
Form Name: 2025 Council Contribution Request- Services
Submission Time: June 14, 2024 1:39 pm
Browser: Chrome 126.0.0.0 / Windows
IP Address: 96.69.138.209
Unique ID: 1235516711
Location: 39.7351, -105.0269
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name High Five Access Media
Contact Name JK Perry
Title of Contact Executive Director
Contact Email jk@highfivemedia.org
Program and/or organization website highfivemedia.org
Number of years organization has been
in business
39
Organization Mission Statement Our mission is to empower the local community, through media education
and technology, to become civically engaged, express ideas, and advocate
for causes.
Address PO Box 5600
281 Metcalf Road Unit 203
Avon, CO 81620
Work Phone (970) 949-5657
Organization's Tax Status 501c3
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16495460583
Funding Request
What is the name of your program?Community Access Media Center
Is this a new program?No
How many years has this program been
produced in Vail?
39
Type of Funding Requested Cash Funding Only
Cash Contribution Requested 152000
Did you received funding from the Town
of Vail for 2024?
Yes
210
How much funding did you receive from
the Town of Vail for 2024? (Please
include total funding you received from
the CSE and Town Council)?
152000
Please describe the location(s) of the
program in previous years.
Eagle County
PROGRAM INFORMATION
How does your request support the
Contribution Policy (See above)?
We are a nonprofit, noncommercial community access media center
located in Avon, Colorado. We serve Eagle County by providing video
production education, access to professional equipment, and distribution of
programming on local cable television on Comcast Channel 5, and across
internet and social media platforms. In addition, we provide coverage of
government proceedings, nonprofits, and community events.
How will your program support the
mission & vision of the Vail Town
Council?
It is our belief that community access media helps to build an informed and
civically engaged community, creating a ripple effect across ages, genders,
race, political views, economic status and professions. From students who
learn skills that develop into a passion or even a career, to community
members who tune into government meetings from the comfort of their
home and still be informed of local affairs, the diversity and breadth of our
programs allows for High Five Access Media to engage with the entire Vail
Valley.
How will your program attract target
markets of both visitors and community
members?
High Five Access Media serves residents and guests with coverage of
Town of Vail government
meetings, and residents, students and nonprofits with access to media
training, equipment, and
cable access. Indirectly, this allows nonprofits that serve a larger market to
leverage their message
among residents and guests.
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
In 2025, we'll be celebrating 40 years since our organization was
incorporated as a nonprofit in 1985. We'll be holding events to celebrate
those who've been instrumental in our success, producing videos to
commemorate, and increasing our presence in the community. We've also
got several new potential programs we're working to bring to the
community. These include digital archiving of our back catalog of content
(including government meetings), and creation of a podcast studio with
associated equipment and training curriculum. We'll also be working with
local high school teachers to aid in curriculum development for their
classes.
211
How will your program achieve
recognition and drive participation?
We're continually working to increase our impact in the community. We're
doing this through improved social media sharing, presence at community
events, advertising, as well as working in schools to share our mission with
students and teachers.
What is the lasting community
involvement and or benefit of this
program?
As our history shows, High Five Access Media is a nimble organization that
can stay at the forefront of community needs and technological
development. We know that regardless of how technology changes, our
community needs a reliable source of information and a timely and
cost-effective platform to produce media. We will continue to stay
steadfastly committed to our mission with a vision for the future of
expanding our programs specific to media education and production.
It is essential that funding remains available to communities for the further
education of youth and availability of low-cost access to programs that
educate and inform the local population.
In the face of these challenges, High Five hopes to show its value to the
community and garner support and funding. In this way, High Five will be
sustainable and available to Valley residents, students, and nonprofits well
into the future.
BUDGET
Are your books audited?Yes
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16495460599
Who currently funds your organization?The towns of Vail and Avon provide the bulk of our funding in the form of
franchise fees. We also earn revenue through production services (at a
significant discount to nonprofits and governments, compared to a
commercial production outfit). In response to national trends of cable
subscribers "cutting the cord," which will result in lower franchise fees, we
escalated our fundraising efforts in 2024 with the help of an infrastructure
grant. This, along with support from our communities, will help ensure High
Five can continue to provide this valuable resource.
What percentage % of the total event
budget is being requested?
23
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
Our ability to provide this valuable resource for the community will be
severely impacted.
Should the Council decide not to
support this program at all, will it still
occur?
Yes
212
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
312000
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
0
Please list your confirmed sponsors or
partners
Franchise fees from the Town of Avon. Earned revenue from seven
governmental entities in the valley, and around a dozen nonprofits. We've
also secured grants and sponsors for several of our programs, including
high school sports coverage (and its educational component), our
educational workshops, and more.
Please explain the potential for
additional sponsorships or partners.
We're currently asking the community to support our programs through
grants, sponsorship and individual donations.
ADDITIONAL INFORMATION
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
Thank you for your support of community access media in our valley. 2025
marks the 40th anniversary of when we were incorporated as a nonprofit.
We'll be celebrating the people and partners who've made community
access a success in Vail, and beyond!
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16495460609
If you received Council funding in 2024,
please upload a document recapping
the use of prior year Council funds.
https://www.formstack.com/admin/download/file/16495460610
Upload any other relevent materials
such as photos, videos, articles, PR
coverage, ect.
https://www.formstack.com/admin/download/file/16495460611
213
Form Name: 2025 Council Contribution Request- Services
Submission Time: June 26, 2024 6:17 pm
Browser: Chrome 126.0.0.0 / OS X
IP Address: 108.145.134.55
Unique ID: 1239316328
Location: 37.751, -97.822
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name Vail Valley Mountain Trails Alliance
Contact Name Ernest Saeger
Title of Contact Executive Director
Contact Email ernest@vvmta.org
Program and/or organization website vvmta.org
Number of years organization has been
in business
13
Organization Mission Statement To connect our community to the outdoors through sustainable recreation.
Address PO Box 3986
Avon, CO 81620
Work Phone (607) 778-0337
Organization's Tax Status Exempt 501c3
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16547941814
Funding Request
What is the name of your program?VVMTA Stewardship Programming
Is this a new program?No
How many years has this program been
produced in Vail?
9
Type of Funding Requested Cash Funding Only
Cash Contribution Requested 22500
Did you received funding from the Town
of Vail for 2024?
Yes
How much funding did you receive from
the Town of Vail for 2024? (Please
include total funding you received from
the CSE and Town Council)?
17500
214
Please describe the location(s) of the
program in previous years.
The Adopt A Trail program includes twelve (12) trails adopted by sixteen
(16) teams that are connected to the Town of Vail. These include East Vail
trailheads (Pitkin, Gore, Deluge, Booth, etc), North Trail, Son of Middle
Creek, Lost Lake, Two Elk, Buffehr, and more.
The Trail Ambassador program includes volunteers stationed at seasonal
closed trails including North Trail trailheads, Son of Middle Creek, Buffehr
Creek, and Two Elk.
The Trail Conservation Crew in 2023 provided over $45,000 of on the
ground, trail maintenance and stewardship projects in/around the Town of
Vail. This included projects on Mill Creek, North Trail, Deluge, and
Bighorn, and as seasonal wildlife trail closure ambassadors. They cleared
over 300 downed trees on these trails as well to ensure visitors and locals
have a high quality trail experience.
PROGRAM INFORMATION
How does your request support the
Contribution Policy (See above)?
VVMTA's programs directly contribute to the Town of Vail's mission and
each of the four main strategies in the Council Action Plan: Community,
Economy, Experience, and Sustainability. Our Adopt A Trail (AAT) and
Trail Ambassador (TA) programs include volunteers from businesses and
residents of the Town of Vail, provide economic vitality through outdoor
recreation tourism, enhance the experience of trail users, and maintain,
educate, and advocate for sustainable trails and conservation. Our Trail
Conservation Crew (TCC) employs residents of Vail (2 in 2024). The TCC
will collaborate with local land managers and partner organizations to
perform and execute recreation and conservation projects. Their focus will
be trail maintenance, protecting seasonal wildlife closures, closing
illegal/social trails, designating campsites and closing illegal campsites,
communicating fire restrictions, educating trail users at trailheads, removing
garbage, and overall mitigating the impact increased recreation is having
on trails and our public lands.
How will your program support the
mission & vision of the Vail Town
Council?
Community: Recruit, train, and educate volunteers of both residents and
business within the Vail community.
Economy: Promote Vail's world class trails to attract visitors and locals to
Vail where they will inevitably shop, eat, drink, and/or stay.
Experience: Maintain trails and support our wildlife population to create a
world class trail use experience through outdoor recreation while ensuring
that wildlife and the natural environment are conserved.
Sustainability: Create hundreds of trail and outdoor recreation stewards to
actively conserve our natural environment.
215
How will your program attract target
markets of both visitors and community
members?
Community members are our volunteers and volunteers are our backbone.
They are the boots on the ground executing trail maintenance and trail
educational programs. These efforts are a direct benefit to the visitors who
come to Vail to enjoy trails and the natural environment.
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
Both the AAT and TA programs continue to grow year over year. With the
growth of visitors, population, and trail users continuing it is ever more
important to manage trails and wildlife in Vail. Due to this there will
continue to be new and rewarding volunteer opportunities for both of these
programs. The TCC directly addresses the growing impacts by being the
professionally trained boots on the ground on a daily basis as well as
training volunteers.
In 2024, we have grown our Trail Ambassador program to include two (2)
seasonal full-time staff people. These staff persons were spending 40
hours per week at seasonal wildlife closures in May and June, educating
users on why they exist. From the end of June until October, these two
staff persons will spend 40 hours per week at open and busy trailheads
including East Vail trails, Upper Piney, North Trail, and others providing
education on how to recreate responsibly.
Additionally, in partnership with the Vail Valley Partnership we recently
launched our "Respect the Vail Valley" educational campaign. It is funded
by the Colorado Tourism Office and Eagle County Lodging Tax grant. We
are not asking for funding from the Town of Vail to support this campaign at
this time, rather we are just making you aware. The content, graphics, and
messaging were built to carry over to up-valley areas such as Vail. Our
volunteer Trail Ambassadors and staff Trail Ambassadors will have
materials at trailheads to drive this messaging.
How will your program achieve
recognition and drive participation?
AAT trail maintenance days do not only provide rewarding tangible results
through trail maintenance. Trail work days are social events with friends,
colleagues, and families. Teams are encouraged to build and strengthen
relationships through this program. Additionally, we provide annual free
social events for all teams to attend and celebrate the program's
accomplishments.
What is the lasting community
involvement and or benefit of this
program?
A sustainable, well maintained trail experience for locals and visitors to
enjoy for many years in the future. Additionally, the TA program keeps trail
users off of seasonal closed trails to ensure wildlife can thrive and survive
during the critical winter, migration, and calving seasons and ensures trail
users have fun, but do it sustainably.
BUDGET
Are your books audited?No
216
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16547941830
Who currently funds your organization?Local municipalities, private donors, memberships, grant funding, and
events.
What percentage % of the total event
budget is being requested?
7
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
We are committed to serving our entire community and would do our best
not to constrain these programs in the Town of Vail. However, we may
have to scale back our programs which limits our lasting impacts, if funding
is reduced.
Should the Council decide not to
support this program at all, will it still
occur?
Yes
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
315000
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
6500
217
Please list your confirmed sponsors or
partners
National Forest Foundation
Town of Avon
Eagle County
Town of Minturn
Vail Rec District
Berry Creek Metro District
Singletree Property Owners Association
Forest Service Eagle-Holy Cross Ranger District
Slifer Smith Frampton Foundation
Town of Eagle
Bureau of Land Management
Mountain Recreation
Holy Cross Energy
American Gypsum
Alpine Kind
Sunrise Minturn
Vail Valley Surgery Center
Summit Investors
Steadman Clinic
RPM Adversitings
MTech Mechanical
FirstBank
ANB Bank
Vail Cabinets
Berglund Architects
Pedal Power
Vail Board of Realtors
Venture Sports
High Gear Cyclery
East West Partners
Shop & Hop
Kind Bikes & Skis
Ski Town All-Stars
Vail Health
Alpine Engineering
Yeti's Grind
Partners Environmental
Please explain the potential for
additional sponsorships or partners.
We are always looking for additional partners through private donations,
our business partnership program, and our 1% for Trails program. We
believe the more impactful projects we can execute on the ground, the
more the potential for partnerships to increase.
ADDITIONAL INFORMATION
218
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
This request is to support our annual operations of Adopt A Trail, Trail
Ambassadors, and the Trail Conservation Crew. We'd love to discuss how
we can further support the Town of Vail's Destination Stewardship
initiatives through additional programming, education, and outreach with a
goal of providing an elevated impact of sustaining Vail's trails, wildlife, and
natural environment.
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16547941840
If you received Council funding in 2024,
please upload a document recapping
the use of prior year Council funds.
https://www.formstack.com/admin/download/file/16547941841
Upload any other relevent materials
such as photos, videos, articles, PR
coverage, ect.
https://www.formstack.com/admin/download/file/16547941842
219
Form Name: 2025 Council Contribution Request- Services
Submission Time: June 6, 2024 1:28 pm
Browser: Chrome 125.0.0.0 / Windows
IP Address: 66.198.207.66
Unique ID: 1232962034
Location: 39.4844, -106.0192
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name TreeTop Child Advocacy Center
Contact Name Amy Oliveira
Title of Contact Executive Director
Contact Email amy@treetopcenter.org
Program and/or organization website treetopcenter.org
Number of years organization has been
in business
6
Organization Mission Statement Our mission is to support child victims of abuse and their families through
intervention, advocacy, and support services.
Address Physical: 103 South Harris Street, Breckenridge CO 80424
Mailing: PO Box 1628
Frisco, CO 80443
Work Phone (970) 409-2111
Organization's Tax Status 501 (c) (3)
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16459703895
Funding Request
What is the name of your program?TreeTop Child Advocacy Center
Is this a new program?No
How many years has this program been
produced in Vail?
6
Type of Funding Requested Cash Funding Only
Cash Contribution Requested 20000
Did you received funding from the Town
of Vail for 2024?
No
Please describe the location(s) of the
program in previous years.
TreeTop serves the 5th judicial district in Colorado which includes Eagle,
Lake, Summit and ClearCreek counties. The current address of TreeTop
is 103 South Harris Street, Breckenridge, CO 80424.
220
PROGRAM INFORMATION
How does your request support the
Contribution Policy (See above)?
TreeTop Child Advocacy provides an avenue for families to get help when
abuse occurs. TreeTop is a service for both the citizens who live in Vail
but also for those who work in the Town of Vail. This would include
employees who commute from the surrounding areas in Eagle, Lake and
Summit Counties. This request supports the community of Vail which
helps the Town of Vail achieve it's Mission Statement.
How will your program support the
mission & vision of the Vail Town
Council?
Vision: To be the premier mountain resort community in the world.
The Mission of the Town of Vail is to provide exceptional public services, to
people who live,
work, and play here so they can connect to the community and to nature,
create memories, find
opportunities to thrive, and have the time of their lives.
TreeTop Child Advocacy is a non-profit organization that provides support
services for child victims of abuse. We are a public service who supports
the citizens of Vail and employees who work in Vail. Our program provides
a safe, supportive environment to allow a child to speak openly of their
abuse. TreeTop is available for families to receive help during an
unfortunate and stressful time. We provide ongoing advocacy as needed
to help victims and families heal and move forward.
How will your program attract target
markets of both visitors and community
members?
TreeTop's work does not focus on attracting a target market, but rather to
support visitors and community members who have experienced child
abuse. A few years ago, a father and daughter were visiting Breckenridge
for a ski trip. Unfortunately, the father had been abusing the daughter, and
when he went to ski, the daughter called the local police. TreeTop was able
to work with the police to get the daughter out of the situation and got in
touch with the child's mother. Although not a local resident, the organization
did all they could to support the mother and daughter during a very difficult
time.
TreeTop works to educate people in the communities they serve about
services they provide, to ensure everyone is aware of the organization.
TreeTop will enhance community awareness through media interviews with
local newspapers and radio stations, community fundraising events,
collaborations with local non-profits, and the school districts, among other
methods.
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
TreeTop does not deliver programming or activities, however, as part of it's
strategic plan, TreeTop will expand its reach across communities. We will
host annual fundraising events, participate in the Chamber of Commerce,
and foster donor partnerships. This will allow TreeTop to achieve
operational excellence and create financial sustainability to continue to
provide this essential service to the communities it serves.
221
How will your program achieve
recognition and drive participation?
TreeTop will continue to provide an essential service to the communities it
serves, however, it is not an organization that seeks to increase
participation due to the nature of the work. TreeTop provides quality care to
children who have been victims of abuse, and additional services to
support their family. TreeTop ultimately relies on partnerships with law
enforcement offices, and will maintain its reputation in the community to
drive participation through quality care of children and families.
What is the lasting community
involvement and or benefit of this
program?
With its office located in Breckenridge, Colorado, TreeTop was established
in Summit County in 2017 as the only nonprofit organization to provide
forensic interviews to child victims of violence in the 5th judicial district in
Colorado. Child Advocacy Centers play an important role in communities,
and were developed in the 1980s in response to criticism that
investigations into child sexual abuse were often frightening and included
repetitive interviews, increasing the trauma associated with the event.
TreeTops model improves the community collaborative response to child
sexual abuse and the criminal justice processing of these cases in a way
that does not further harm the children involved, providing a lasing benefit
to the community.
BUDGET
Are your books audited?Yes
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16459703910
Who currently funds your organization?Grants: VOCA (Victim of Crimes Act) - Federal Grant
Government: Local and Counties
Business Sponsorships
Donors
What percentage % of the total event
budget is being requested?
6
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
It will create an additional burden on other funding sources to allow
TreeTop to remain in business in 2025. With the reduction of the VOCA
grant, TreeTop is requesting funding from other sources of revenue to
offset the 50% shortfall. If we are not successful, there is a high risk of
closing the doors in 2025.
Should the Council decide not to
support this program at all, will it still
occur?
No
SPONSORSHIPS & PARTNERSHIPS
222
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
100000
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
75000
Please list your confirmed sponsors or
partners
BGV Gives
Summit Foundation
Omni Real Estate
Slifer Smith and Frampton
Pinnocal
Anshutz
Town Government's that TreeTop serves
Rotary
Building Hope
Copper Mountain
Alexander Storm
Please explain the potential for
additional sponsorships or partners.
Vail Health
Congressionally Directed Spending
New Town's/Counties that TreeTop supports
Chamber of Commerce Businesses
Individual Donors
Vail Resorts
ADDITIONAL INFORMATION
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
https://www.summitdaily.com/news/high-country-advocacy-center-risk-closi
ng/
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16459703920
Upload any other relevent materials
such as photos, videos, articles, PR
coverage, ect.
https://www.formstack.com/admin/download/file/16459703921
223
Form Name: 2025 Council Contribution Request- Services
Submission Time: June 28, 2024 11:27 am
Browser: Chrome 126.0.0.0 / OS X
IP Address: 135.134.158.225
Unique ID: 1239897437
Location: 47.7242, -116.7834
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name Eagle Valley Community Foundation
Contact Name Grace Anshutz
Title of Contact Director of Development and Marketing
Contact Email grace@eaglevalleycf.org
Program and/or organization website https://eaglevalleycf.org/
Number of years organization has been
in business
9
Organization Mission Statement
EVCF's mission is to provide access to programs and resources that
support wellness, healthy food access, and other essential needs in our
community while embracing individual dignity and a commitment to
sustainability and quality.
EVCF is a young, entrepreneurial 501(c)3 organization founded to address
the greatest needs of the marginalized people living and/or working within
the Eagle River Valley and beyond. EVCF is not a traditional community
foundation, rather we work in conjunction with community partners to both
deliver direct service programs and support the impact and capacity
building of other nonprofit organizations. Established in 2015, Eagle Valley
Community Foundation (EVCF) was created by and for the people of the
Eagle River Valley to address critical community issues and foster
equitable outcomes.
Current areas of focus include:
• Addressing food insecurity through The Community Market, which offers
fresh, local produce, healthy dairy and meats, and other groceries to over
4,600 community members each week across two storefronts and via
mobile markets.
• Health & Wellness Resources and Referrals via MIRA, a mobile bus that
provides health education, preventative screenings, behavioral health
referrals and resource connection to over 4,500 people annually.
• Building community leadership among people of color through Elevar,
which offers leadership development and social impact funding to emerging
Latinx leaders and people of color to develop as leaders.
Address P.O. Box 1580
Vail, CO 81658
224
Work Phone (515) 537-0551
Organization's Tax Status 501c3 Tax Exempt Org
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16556059825
Funding Request
What is the name of your program?The Community Market
Is this a new program?No
How many years has this program been
produced in Vail?
9
Type of Funding Requested Cash Funding Only
Cash Contribution Requested 50000
Did you received funding from the Town
of Vail for 2024?
No
Please describe the location(s) of the
program in previous years.
EVCF and The Community Market provides support to the most vulnerable
community members throughout Eagle County. Providing services, mobile
markets, and programs from Vail to Dotsero, EVCF is making a substantial
difference throughout the community.
2020 $65,000 through the Town of Vail Community Relief Grant to support
the immediate needs of community members impacted by COVID-19.
2022 $10,000 to support The Community Market- funding supported the
mobile markets offered in Vail and to employees who work within the town
of Vail.
PROGRAM INFORMATION
225
How does your request support the
Contribution Policy (See above)?
As the VVP 2024 Nonprofit of the Year, EVCF is a trusted resource and
respected nonprofit organization, uniquely positioned to serve the most
essential needs of community members through responsive, culturally
relevant, and intentional programming. EVCF addresses food insecurity,
food waste, and sustainability through The Community Market (TCM). TCM
provides a dignified customer experience, promoting healthy diets and
improving the overall health and environment of community residents. We
aim to remove stigma around food access, educating customers about
sustainable food systems. TCM ensures no family chooses between bills or
food, offering free, nutrient-rich food via storefront markets and mobile
pantries featuring local produce, meat, dairy, and groceries. TCM prevents
food waste through food recovery from restaurants, grocers, farms, and
distributors, creating a sustainable, community-driven food system.
TCM fulfills an unmet need in the community by delivering essential food
resources directly to underserved communities. The individuals whom we
serve are the backbone of our community, toiling tirelessly in multiple jobs
to sustain our tourism-driven economy. We currently serve over 4,600
customers weekly, with 228 benefiting weekly from the mobile market at
the Hythe and over 170 weekly customers indicating Vail as their residence
at our storefronts.
226
How will your program support the
mission & vision of the Vail Town
Council?
TCM aligns closely with the Town of Vail's mission and vision through its
dedication to providing exceptional public services, fostering community
connections, and promoting sustainability.
Exceptional Public Services: TCM provides an essential public service by
offering free, healthy food to low-income communities. This ensures that all
residents, regardless of their financial situation, have access to nutritious
food, which is a fundamental aspect of exceptional public service.
Connecting People to the Community and Nature: By distributing locally
sourced fresh produce and reducing food waste through food rescue and
composting, TCM promotes environmentally sustainable practices among
restaurants, groceries and community members within the Town of Vail.
Creating Opportunities to Thrive: Access to healthy food supports the
physical and mental well-being of community members, enabling them to
thrive and enjoy a high quality of life.
Supporting a Vibrant, Inclusive Community: TCM's efforts to remove the
stigma around food access ensures individuals feel respected and
supported, enhancing their sense of belonging and community
engagement. This inclusive approach involves diverse leaders in
decision-making and is vital to maintaining a vibrant and resilient
community where everyone is valued.
By addressing food insecurity, promoting health, and supporting
sustainability, TCM contributes to the positive experience of living and
working in Vail.
227
How will your program attract target
markets of both visitors and community
members?
The efforts of TCM to reduce food insecurity, supports economic
development and attracts visitors to Vail in the following ways:
-By providing free, healthy food to low-income residents, TCM improves the
overall health and well-being of the community.
-TCM collaborates with local farms, grocers, and restaurants for food
recovery, fostering strong relationships with local businesses. These
partnerships not only reduce food waste but also create a sustainable food
system that benefits the local economy.
-TCM helps to ensure that residents, including those in the service and
hospitality industries, have access to basic necessities. This support is
crucial for attracting and retaining workers who are essential to the tourism
and service sectors that drive Vail's economy. A stable and satisfied
workforce enhances the quality of service provided to visitors.
-Vail's reputation as a premier mountain resort community is enhanced by
its commitment to sustainability and social responsibility. TCM's efforts in
reducing food waste and promoting environmental sustainability align with
the values of many tourists who prioritize visiting eco-friendly and socially
responsible destinations, boosting Vail's attractiveness to conscientious
travelers.
The overall improvement in quality of life through reduced food insecurity
makes Vail a more attractive place to live, work, and visit. Visitors are more
likely to have positive experiences in a community where residents are
healthy and thrive.
228
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
The need for fresh, healthy food has continued to increase throughout
Eagle County since the pandemic. Rising food costs, housing affordability,
and inflation have impacted low and middle income families' ability to meet
their basic needs. Prior to COVID, an average of 1,100 customers
benefitted from TCM weekly. Today, more than 4,600 people receive food
each week from TCM. TCM's costs have increased drastically, due to rising
costs and increasing demand for food. While TCM has always relied on
food rescue to support demand and fulfill the goal of environmental
sustainability, to further counter these rising costs, TCM has established a
new partnership with 106West Logistics. Through this partnership, TCM
and 106West can create a seamless and efficient system for restaurants to
participate and contribute unused food that can be redistributed through
TCM. Using their in-town electric vehicle delivery system, 106West will
support daily collection of food that will otherwise go to waste at local Vail
restaurants and store it in their loading dock refrigeration for TCM staff and
volunteers to pick up and redistribute. This process will enable more
restaurants to easily become involved and will significantly increase food
rescue, reduce food waste and help to support locals in need.
TCM will continue to provide a weekly mobile market at The Hythe, where
nearly 11,0000 customers benefitted in 2023, demonstrating the clear need
for free, nutritious food distribution within Vail.
How will your program achieve
recognition and drive participation?
Through a robust volunteer base, generous donors, and a diverse
population of beneficiaries, EVCF is recognized as a reliable, trustworthy,
impactful and well-respected nonprofit leader in the Vail Valley. EVCF
convenes bi-annual networking events with all major nonprofit leaders
throughout the Vail Valley, enhancing connection, collaboration, and
building the social fabric of our community. Recently, EVCF was
recognized as the 2024 VVP Nonprofit of the Year and has received
statewide recognition from the philanthropic community for EVCF's
leadership, impact, and innovation.
A study conducted by Feeding America found that 8,700 people experience
food insecurity at any given time in Eagle County. Food insecurity often
reflects a household's need to make trade-offs between important basic
needs, such as housing, utilities, or medical bills, and purchasing
nutritionally adequate foods. Food-insecure households are not necessarily
food insecure at all times and the average customer to TCM will visit 6-7
times to help them get back on their feet. Since the pandemic, rural resort
communities are disproportionately impacted by food insecurity due to high
food costs, a lack of affordable housing, and a local economy dependent of
the service sector. By providing healthy food access directly within the
communities and workplaces in need and offering flexible schedules to
shop, TCM is meeting a significant need among households experiencing
food insecurity in our community.
229
What is the lasting community
involvement and or benefit of this
program?
Investing in TCM yields significant financial, health, and social returns. For
every $1 donated, TCM redistributes $5.60 worth of food and leverages $7
through community support and partnerships. The lasting impact of TCM
on the Vail community is profound, fostering a healthier, more resilient, and
inclusive community. By providing free, healthy food to low-income
residents, TCM ensures that everyone, regardless of financial status, has
access to nutritious food, leading to improved overall health and well-being.
This not only reduces healthcare costs but also enhances productivity and
quality of life.
Additionally, TCM's commitment to environmental sustainability through
food waste reduction and partnerships with local businesses will leave a
lasting positive impact on Vail's natural environment and economy. Over
the past year, TCM has recovered more than 600,000 pounds of food from
local groceries and is set to increase that significantly through expanded
partnership with 106West and local Vail businesses. By fostering a
sustainable food system and promoting eco-friendly practices, TCM helps
protect the local environment, which is vital for the community's long-term
prosperity and health. These efforts align with Vail's values and enhance its
reputation as a responsible, forward-thinking community, ensuring that Vail
remains a desirable place to live, work, and visit for generations to come.
BUDGET
Are your books audited?Yes
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16556059840
230
Who currently funds your organization?EVCF receives funding from diverse sources including grants from private
foundations and local municipalities, businesses, board members,
individuals, and community-based grassroots donors. This diverse range of
funding ensures we are not overly reliant on any one source of revenue,
and we can adapt should funding fall through. We operate a lean and
balanced budget to support the needs of the community and rely 100% on
funding from our supporters and funders each year to fulfill our mission.
100% of the board contributes to the organization with the goal to cover the
majority of administrative expenses, allowing each dollar raised to support
direct programming. Since our founding, the community has come together
to support neighbors in need.
Some of the current supporters to TCM include but are not limited to: Town
of Eagle, Town of Avon, Eagle County, Vail Resorts, the Frechette Family
Foundation, the Helle Family Foundation, the Rushmores, the Slifers, the
Fergusons, the Malehorns, the Rossettis, Hunger Free Colorado, Colorado
Health Foundation, Vail Health, Alpine Bank, and more. For a complete
listing, see our annual report attached below.
Your consideration of this grant proposal is very meaningful to TCM and
will make a difference for thousands of families this year who are impacted
by food insecurity.
What percentage % of the total event
budget is being requested?
1
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
EVCF relies 100% on charitable contributions to support the mission and
programs of the organization. Without funding from local municipalities,
EVCF is limited in the ability to deliver mobile markets in all local towns and
neighborhoods. Should EVCF not receive funding or receive limited support
from the Town of Vail, there is a risk of having to reduce programming and
resource delivery within the Town. With new partnerships emerging with
local businesses within the Town of Vail, EVCF will leverage more in-kind
support through food donations and will simultaneously seek financial
support each new partner as well. Having the support of the Town of Vail
brings credibility to these new partnerships and is a demonstration of the
importance of supporting our most vulnerable populations.
Should the Council decide not to
support this program at all, will it still
occur?
Yes
SPONSORSHIPS & PARTNERSHIPS
231
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
1755000
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
2000000
Please list your confirmed sponsors or
partners
Through community partnerships with Food Bank of the Rockies, Food
Rescue Alliance, Eagle County government, Vail Health, Vail Resorts, local
municipalities, Colorado Mountain College, Eagle County Schools,
Mountain Family Health, neighborhood community centers and mobile
home parks throughout the county, local & regional farmers and growers,
and several grocers, restaurants, hotels, small businesses and nonprofit
organization, we are committed to nourishing the lives of the local people
who provide the services that make our community thrive and reduce food
insecurity throughout Eagle County. In addition to these essential partners,
TCM is working with the following partners to expand food rescue within the
Town of Vail:
1. 106 West Logistics: This new partnership will support daily collection of
food that will otherwise go to waste at local Vail restaurants through their
small electric vehicles and store it in their refrigeration on their loading dock
for TCM staff and volunteers to pick up and redistribute.
2. Vail restaurants and businesses: Expanding food rescue from the Vail
restaurants and businesses are essential to our expanded effort to offer
more fresh produce and healthy food to locals in need.
3. MIRA Program: A sister program of TCM, MIRA is a critical partner in
these efforts. MIRA partners with TCM to provide baseline data on
diet-related conditions, BMI, etc. and provides health education events
around nutrition, food resources, healthy cooking, etc.
232
Please explain the potential for
additional sponsorships or partners.
As a philanthropic foundation, EVCF and TCM are always seeking new
partnerships and funding to serve our community and meet our operational
needs. In 2024, we have a focus on building our partnerships with local
farms and restaurants to expand food rescue and the Town of Vail can help
us in building these partnerships to:
• RECOVER: Recognizing the abundance of surplus food in local
restaurants, TCMS is establishing partnerships with restaurants to recover
excess food that would otherwise go to waste. By diverting this surplus to
TCM, we can redistribute nutritious meals to families in need. This not only
minimizes food waste but also provides nutritious options to those facing
food insecurity.
• REPURPOSE: Building on the strength of our community networks, we
will engage these community members to repurpose surplus fruits and
vegetables. Through cooking workshops, recipe sharing, and preservation
techniques, we empower these networks to transform excess produce into
delicious meals and snacks for their families and neighbors.
• REINVIGORATE: Central to our approach is the promotion of local
purchasing and support for small-scale producers. By creating a revenue
stream, we provide a platform for local farmers and artisans to sell their
goods directly to our food bank system. Through education and outreach
efforts, we encourage residents to prioritize locally sourced foods, thereby
reducing the environmental impact of transportation while supporting the
regional economy.
ADDITIONAL INFORMATION
233
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
TCM has a proven track record of success and to effectively measure
progress towards the desired outcomes, EVCF is implementing a
comprehensive evaluation plan that includes both qualitative and
quantitative methods.
- Food Waste Reduction: We will track the amount of surplus food
recovered from restaurants and redistributed through the community
market, quantifying the reduction in food waste.
-Healthy Food Access: Surveys and interviews will be conducted to assess
changes in access to fresh, nutritious food options among target
populations.
-Economic Impact: Purchasing data from TCM and feedback from
participating farmers and artisans will be collected to evaluate the
economic impact of the project on local producers.
-Health Outcomes: We will track indicators such as changes in dietary
patterns, body mass index (BMI), and rates of diet-related diseases among
community members over time through our sister program, MIRA.
-Community Engagement: Interviews, focus groups, and observation will be
used to assess levels of community engagement.
Evaluations will be conducted longitudinally, allowing us to track changes in
outcomes over time and assess the sustainability of project impacts. Data
will be analyzed using both quantitative and qualitative methods, and
findings will be synthesized into regular progress reports and disseminated
to project stakeholders, including funders, partners, and the broader
community.
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16556059850
Upload any other relevent materials
such as photos, videos, articles, PR
coverage, ect.
https://www.formstack.com/admin/download/file/16556059851
234
Form Name: 2025 Council Contribution Request- Services
Submission Time: July 12, 2024 2:47 pm
Browser: Safari 17.5 / OS X
IP Address: 63.228.86.55
Unique ID: 1244343941
Location: 37.2564, -107.0443
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name Castle Lodge #122
Contact Name Matt Solomon
Title of Contact Treasurer
Contact Email matt@MattSolomon.org
Program and/or organization website N/A
Number of years organization has been
in business
128
Organization Mission Statement Castle Lodge # 122, Ancient Free & Accepted Masons, was formed in 1906
and, according to our records, applied for tax exempt status on May 24,
1954. Since its formation, the intent is to provide an organization that
promotes a fraternal way of life and charitable support within our
community.
Address PO Box 783
Eagle, CO 81631
Work Phone (970) 376-2146
Organization's Tax Status Tax-Exempt
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16619620014
Funding Request
What is the name of your program?Masonic Toy Store`
Is this a new program?No
How many years has this program been
produced in Vail?
23
Type of Funding Requested Cash Funding Only
Cash Contribution Requested 2000
Did you received funding from the Town
of Vail for 2024?
Yes
235
How much funding did you receive from
the Town of Vail for 2024? (Please
include total funding you received from
the CSE and Town Council)?
2000
Please describe the location(s) of the
program in previous years.
130 East Third Street, Eagle, Colorado 81631.
Additionally, deliveries were made to families in need throughout the year.
PROGRAM INFORMATION
How does your request support the
Contribution Policy (See above)?
The request has been submitted electronically, on time, and will affect the
overall well-being of our community while reflecting the mission of the town
of Vail and those who live and work in our valley.
How will your program support the
mission & vision of the Vail Town
Council?
By providing this service, we contribute to a vibrant and diverse economy
and community, ensuring that all families, regardless of their financial
situation, can experience joy and connection. This initiative not only
supports local families but also enhances the cultural fabric of our
community, offering recreational opportunities and fostering an
environment where every child can learn and grow through play.
How will your program attract target
markets of both visitors and community
members?
The Masonic toy store partners with local non-profits, businesses, and
news outlets to ensure our services are known and welcoming to all our
community residents.
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
Our program works to create a safe welcoming environment for everyone in
our community to share in holiday excitement and joy. We serve the
families who serve our guests.
How will your program achieve
recognition and drive participation?
We do not seek recognition. Word of mouth is our biggest partner in this
annual event. That said, the Masonic toy store partners with local
non-profits, religious organizations, businesses, and news outlets to ensure
our services are known and welcoming to all our community residents. In
addition, we serve many families as their children grow from infant to young
adult.
236
What is the lasting community
involvement and or benefit of this
program?
The Masonic toy store supports working families in our mountain resort
community and fosters lasting community involvement and benefits by
ensuring that all children, regardless of their family's economic status, can
experience the joy of the holiday season. This initiative promotes inclusivity
and social cohesion, reinforcing the community's commitment to supporting
its members. Additionally, it alleviates financial pressure on working
families, allowing them to allocate resources to other essential needs. The
toy store also encourages community engagement, as local businesses
and residents often contribute through donations and volunteer efforts,
strengthening communal bonds and creating a sense of shared
responsibility and generosity. Ultimately, this initiative enhances the overall
well-being of the community by nurturing a supportive and caring
environment for all.
BUDGET
Are your books audited?Yes
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16619620035
Who currently funds your organization?Local municipalities, businesses, and private donations.
What percentage % of the total event
budget is being requested?
10
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
Fewer families will be served.
Should the Council decide not to
support this program at all, will it still
occur?
Yes
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
0
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
0
Please list your confirmed sponsors or
partners
Past partners have been the Towns of Vail, Avon, Eagle, Gypsum. State
Farm Insurance. Edward Jones Financial, and many individuals and other
non-profit entities.
237
Please explain the potential for
additional sponsorships or partners.
100% of the funds raised for the Masonic toy store go back into our
community. Any additional dollars raised through sponsorship go directly
into serving our community members.
ADDITIONAL INFORMATION
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
Every year we see the need for our services rise. The families the Masonic
Toy Store serves are the people who work to serve our community and
visitors. Last year we served 345 families in person at the toy store, with
an additional 52 students from Eagle Valley Middle School, Eagle Valley
Elementary School, and Brush Creek Elementary School at the request of
school administration. This represents an average increase of 9% over the
last three years. We know the needs are increasing, and we expect to
have needs of over 400 families this year.
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16619620047
If you received Council funding in 2024,
please upload a document recapping
the use of prior year Council funds.
https://www.formstack.com/admin/download/file/16619620048
Upload any other relevent materials
such as photos, videos, articles, PR
coverage, ect.
https://www.formstack.com/admin/download/file/16619620049
238
Form Name: 2025 Council Contribution Request- Services
Submission Time: June 27, 2024 10:50 am
Browser: Chrome 126.0.0.0 / Windows
IP Address: 216.147.123.78
Unique ID: 1239521578
Location: 39.7388, -104.9868
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name SpeakUp ReachOut
Contact Name Erin Ivie
Title of Contact Executive Director
Contact Email erin.ivie@speakupreachout.org
Program and/or organization website www.speakupreachout.org
Number of years organization has been
in business
15
Organization Mission Statement Our mission is to prevent suicide in Eagle County through training,
awareness and hope. We reduce instances of suicide in Eagle County and
help those affected by it address their pain. Through educational programs,
events, peer groups, and partnerships, we bring community members
together to learn and share their unique experiences.
Address 706 Chambers Ave
Unit 3
Eagle, CO 81631
Work Phone (970) 632-3858
Organization's Tax Status 501c3
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16550898312
Funding Request
What is the name of your program?Vail Workplace and Community Suicide Prevention
Is this a new program?No
How many years has this program been
produced in Vail?
15
Type of Funding Requested Cash Funding Only
Cash Contribution Requested 10000
Did you received funding from the Town
of Vail for 2024?
No
239
Please describe the location(s) of the
program in previous years.
SpeakUp ReachOut has been delivering suicide prevention training,
resources and consultation to all Eagle County communities and
municipalities for 15 years. SpeakUp ReachOut has partnered with Town
of Avon, Town of Eagle, Gypsum Chamber, VVP and Eagle County as well
as local businesses to provide these programs in years past. This is not a
one time event. It is a mulptiple iteration approach.
PROGRAM INFORMATION
How does your request support the
Contribution Policy (See above)?
SpeakUp ReachOut is the only entity that provides suicide specific
prevention and postvention in Eagle County. We work collaboratively with
many partners for intervention services. Currently the Town of Vail does
not provide this service or resouce to the community. The Town of Vail
does have an Employee Assistance program to support their staff which is
an asset but is only one piece of worker wellbeing and mental health
promotion.
How will your program support the
mission & vision of the Vail Town
Council?
For the Town of Vail to provide exceptional public services, to people who
live, work, and play here so they can connect to the community and to
nature, create memories, find opportunities to thrive, and have the time of
their lives we must create a caring and compentent workforce and
community that understands the impact of suicide and is taking steps to
prevent suicide intensity within the community. SpeakUp ReachOut's
programs provide training and education on behavioral health and suicide
prevntion, support after a death by suicide, lethal means safety, and help
imporve access to suicide safer care in our community by training a caring
and competent behavioral health caregiving workforce. Through peer
support programs we imporve connectedness and cultivate problem solving
and coping skills.
How will your program attract target
markets of both visitors and community
members?
Our program is targeted to community members but open to visitors. Our
programs support the social and emotional health of the Town of Vail
workforce and community members. We belive that by providing those
supports, the Town of Vail can put its best foot forward and provide the
world class service and experience that Vail is known for.
Being a leader in workplace wellbeing and mental health promotion is
attractive and important to the newest generation of workers. We need
workers to be supported and have the resouces so that they stay in our
communities and continue to provide the services to those that visit or live
here part time.
240
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
SpeakUp ReachOut prides itself on innovation in suicide prevention. We
will spearhead suicide awareness initiatives because we believe in evolving
with the needs of society. Each year SpeakUp ReachOut is looking at the
newst best practices and evidence informed approaches and adopting
those that are the best fit for our community. Recently SpeakUp ReachOut
added Talk Saves Lives to its training offerings as it is fresh, accesible and
fun. We also work closely with the national Workplace Suicide Prevention
Guidelines team to bring worker wellbeing and mental health promotion
opportunites to the County.
How will your program achieve
recognition and drive participation?
SpeakUp ReachOut will actively solicit Town of Vail businesses and
organizations for training in suicide prevention. Our goal would be to train
10 organizations in Vail in 2025 with this funding. SpeakUp ReachOut
would recognize Town of Vail as a sponsor of each of these trainings. We
also recognize the business that have invested in training in our newsletter
and social media.
SpeakUp ReachOut is already recognized as the "go to" organization for
this important training and we feel that the business community is ready to
work with us.
What is the lasting community
involvement and or benefit of this
program?
We know that approximately 80% of all people who die by suicide are of
working age (18-65) making the workplace the most cross-cutting system
for suicide prevention, intervention and crisis response. This intial training
will be the first step for organization to understand how they can make a
difference. Research shows that for every one person training in suicide
prevention, 6 lives are impacted. That is just the tip of the iceberg. If we
save one life, which we know we will, it is worth it. The overall lasting
benefit of this program is to create lives worth living through providing
opportunities to thrive.
BUDGET
Are your books audited?Yes
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16550898327
Who currently funds your organization?State of Colorado - Office of Suicide Prevention
Vail Health Behavioral Health
Local Foundations
Town of Eagle, Town of Avon, Eagle County
Local businesses
Individual donors
What percentage % of the total event
budget is being requested?
3
241
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
This program can be scaled with a lower funding allocation. If the program
is not funded at all we will still continue to deliver programs on a request
basis in Vail but will not be able to do as much outreach to solicit
businesses in the Town of Vail.
Should the Council decide not to
support this program at all, will it still
occur?
Yes
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
275000
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
0
Please list your confirmed sponsors or
partners
Vail Health Behavioral Health
The Colorado Health Foundation
Town of Avon- for tarted outreach
Town of Eagle- for targeted outreach
Eagle County- for Spanish language parity
Vail Valley Cares
MTech Mechanical
Please explain the potential for
additional sponsorships or partners.
SpeakUp ReachOut is actively socliciting local businesses across the
Valley to support our work and initiatives. We also actively seek grant
opportunities year round to underwrite the work of SpeakUP ReachOut.
ADDITIONAL INFORMATION
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
These financial figures are for the full Countywide implementation:
Program Specific Expenses $84,500
Wage for Specific Programs $200,000
SpeakUp ReachOut would like to thank the Town of Vail for consideration.
We would be incredibly grateful to have the Town of Vail as a partner in
working to end suicide in our community.
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16550898337
Upload any other relevent materials
such as photos, videos, articles, PR
coverage, ect.
https://www.formstack.com/admin/download/file/16550898338
242
Form Name: 2025 Council Contribution Request- Services
Submission Time: June 27, 2024 7:01 pm
Browser: Chrome 126.0.0.0 / Windows
IP Address: 76.155.30.8
Unique ID: 1239680329
Location: 39.6699, -106.9803
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name Vail Valley Charitable Fund
Contact Name Terri Hanley Reichert
Title of Contact Development Manager
Contact Email terri@vvcf.org
Program and/or organization website vvcf.org
Number of years organization has been
in business
28
Organization Mission Statement We approve direct aid up to $7,500 to locals facing financial burdens due to
medical crises or long-term illness; extended grant fundraisers rally our
community for applicants facing extreme hardships.
Additional programs complement and support our pursuit of whole-body
health and wellness. Two dental programs, Eagle County Smiles (ECS)
and Eagle County Grins (ECG) provide dental care to our uninsured
population. ECG also connects adults to Medicaid or CHP+ state benefits.
The Vail Breast Cancer Group (VBCG) provides comfort and connects
candidates to our direct aid. Finally, Eagle County Moves (ECM) offers
physical therapy to supplement an applicant's healing journey.
Address PO Box 2307
Edwards, CO 81632
Work Phone (970) 524-1480
Organization's Tax Status 501c3
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16553279379
Funding Request
What is the name of your program?Direct Aid,Eagle County Smiles,Eagle County Grins
Is this a new program?No
How many years has this program been
produced in Vail?
28
243
Type of Funding Requested Cash Funding Only
Cash Contribution Requested 15000
Did you received funding from the Town
of Vail for 2024?
No
Please describe the location(s) of the
program in previous years.
For 28 years, the VVCF has served the Vail Valley - from East to West,
beginning in East Vail through Dotsero, including Minturn and Red Cliff.
Our direct aid has helped over 2,100 families with over $9.4 million of
support for basic living expenses while suffering a medical crisis or
long-term illness. In 2006, we formed Eagle County Smiles, a dental
program serving children. In 2021, we added an adult dental program
called Eagle County Grins with the help of Dr. and Maddy Moses of
Elevated Dental. We've also begun a physical therapy program called
Eagle County Moves and reabsorbed the Vail Breast Cancer Group.
PROGRAM INFORMATION
How does your request support the
Contribution Policy (See above)?
Our programs benefit the entire community of Vail because many of the
people we help either live or work in the town, contributing to its vibrancy
and robust economic profile. Our programs help residents and workers be
financially resilient and feel a community's love so they may focus on
healing.
Our dental programs are an investment in the community's future health.
Eagle County Smiles serves uninsured children 0-18 years old by pairing
them with a local dental provider who treats decay and other problems,
teaches healthy lifelong habits, and recalls the child every 6 months for
prevention. Eagle County Grins serves adults and provides financial
support and a connection to existing benefits with the state - this adult
program is growing fast. Oral health is a precursor to overall health and
wellness; this program helps community members treat their oral health
problems, become pain-free and more resilient, and invest in their future
health.
The Vail Breast Cancer Group provides comforts to women facing a breast
cancer diagnosis, and we are actively working on program growth that
includes help to pay for diagnostic mammograms for uninsured women.
244
How will your program support the
mission & vision of the Vail Town
Council?
The VVCF believes in grassroots fundraising because this is how strong
communities are built. We take care of one another. Our grant recipients
frequently tell us by receiving grant funding, they feel relief from their
financial hardship and ALSO the love of the community. This allows us to
reach all community members equitably, meeting the Town of Vail's
mission to grow a vibrant and diverse economy and community. We
constantly strive to provide exceptional services, evident in our ability to
connect our applicants with even more services through our working
knowledge and cooperation with sister nonprofits.
"My whole world was spinning. To say a cancer diagnosis is traumatizing is
an understatement. It's a savage, devastating, shocking, completely
shattering feeling. I was 39 years old, recently married with two small
children, and I had so much more life to live. I was crushed and scared.
Our VVCF grant helped tremendously by paying for hospital bills and other
expenses not covered by our insurance. This valley's earnest care,
empathy, and generosity made it possible for me to spend more time with
my family, allowing me to enjoy the moments rather than worry about what
to make for dinner or if the mortgage will get paid.
Cancer is legitimately the worst full-time job. I have completed the two most
daunting hurdles: chemo and a double mastectomy. I am happy to report I
am in remission! We are beyond thankful for this community." ~Jen Riddle,
Grant Recipient
How will your program attract target
markets of both visitors and community
members?
Our programs are available to every community member who has lived or
worked in the Vail Valley for a year or more. Our direct aid application is
available online in English and Spanish. We've won grant funding for a new
full-time Bilingual Coordinator, who will strengthen our relationship with
Spanish-speaking neighbors.
While our programs don't serve tourists, it is important to note that they
offer community members a chance to be resilient and get back to work
serving tourists, an important aspect of this local economy.
We hold annual events that are marketed to locals and tourists and help
create the community vibrancy tourists have come to appreciate. The
Summer Solstice Trail Run and LG TRI are two examples of events in
which locals and tourists participate. This year, we will hold our first
Bowling for Boobs in October held at Decca Bol in Vail. This fundraiser for
the Vail Breast Cancer Group will also attract both locals and tourists.
245
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
In 28 years, we pride ourselves on being innovators. From a program
standpoint, we're always looking for better ways to serve this community.
The VVCF started with a grassroots fundraiser in 1996, and the Direct Aid
program followed in tandem with that. We've added our dental programs,
physical therapy program, and the Vail Breast Cancer Group to our
portfolio because we feel each program complements the other in helping
our neighbors achieve the best possible health and wellness even when
met with health challenges. We're approached often to absorb one
program or another, and this list shows that we indeed do that, but more
importantly, we are selective so that we continue to stay true to our
mission. Most of all, we observe application trends to keep a pulse on the
community experience.
We are equally analytical from an event standpoint, so we've recently
changed our signature events to ensure we offer what the community
wants while being financially careful in how we deliver events. We do this
by surveying attendees and analyzing financial outcomes.
How will your program achieve
recognition and drive participation?
We send monthly newsletters to our supporters and engage in a robust
mail and online effort to secure end-of-year donations from community
members through direct mail, as well as Colorado Gives Day. We also
engage in quite a bit of social media storytelling. We have a monthly
column in the Vail Daily where we tell our story from multiple perspectives
(staff, donors, volunteers, grant recipients, and program partners). Our
board members and staff wear many hats in this community as they work
professionally and volunteer on countless boards; in these interactions,
strong partnerships have been and continue to be made, driving
recognition and participation in our programs and events. Through these
efforts, we can share the large list of program supporters who support us
with funding.
We also apply for many grant funding and prize opportunities throughout
the year, where we talk about VVCF history and program initiatives.
246
What is the lasting community
involvement and or benefit of this
program?
Since 1996, we've distributed over $9.4 million dollars to over 2,100
families.
Since program inception, Eagle County Smiles has served over 549 kids
with over 6,176 services worth over $902,250 in service value.
In 2023, we helped 85 people by distributing $310,239 in Direct Aid and
hosted three extended grant fundraisers - record numbers by all
measurements. Our community can't prevent hard times for our neighbors
and loved ones, but we can keep rising to the occasion when challenges
occur. Platforms like GoFundMe make fundraising convenient, and they fill
a great need. Rest assured, the Vail Valley Charitable Fund achieves the
same result with our grassroots extended grant fundraisers, and more
funds go to the beneficiary. The small percentage we keep (to meet our
nonprofit obligations for the IRS) stays in the community and fuels our
direct aid and other programs. Plus, the recipient can SEE the love of their
community at the fundraiser. We get told all the time - it is heartwarming
for a recipient to know a community is cheering them on.
In 2023, 15 of the 85 people we helped lived or worked in the Town of Vail.
In 2022, 9 of the 67 people we helped lived or worked in the Town of Vail.
Total funds given to Town of Vail Residents/Employees for these two years
is $89,953 .
BUDGET
Are your books audited?No
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16553279394
Who currently funds your organization?Individual Donors - neighbors within the Vail Valley and beyond (we are
seeing an increase in funding from out-of-state donors because they
believe in us after we help their loved ones).
Local businesses of all sizes
Grant Funding from Private Foundations
In 2023, we won $100,000 in Nonprofit Infrastructure grant funding
earmarked specifically for a Full Time Bilingual Program Coordinator from
the state of Colorado
Local Governments - we apply for funding from the Town of Avon and
Town of Eagle. The Town of Gypsum financially supports the LG TRI with
significant In-Kind donations.
What percentage % of the total event
budget is being requested?
2
247
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
Our direct aid grant applications are coming in at a higher rate than ever.
We are carefully evaluating those applications, understanding that we can't
fully fund each request. If you choose to fund this program, we will pass
those funds quickly to deserving applicants, and we can help more people
with your support.
Should the Council decide not to
support this program at all, will it still
occur?
Yes
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
88500
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
33000
248
Please list your confirmed sponsors or
partners
Charitable Foundation of the Edwards Rotary Club
Yampa Valley Community Foundation (fiscal agent for Nonprofit
Infrastructure Grant)
Walmart - Facility #1199
Charitable Foundation of the Vail Rotary Club
Rocky Mountain Health Foundation
John G. Duncan Charitable Trust
Vail Valley Cares
United Way Eagle River Valley
America's ToothFairy
Slifer, Smith & Frampton
Colorado Housing and Finance Authority
Vail Resorts Epic Promise
Colorado Snowsports Museum and Hall of Fame
Siena Valley Club
Town of Gypsum
Vail Honeywagon
Colorado Mountain Medical
Comerford Insurance
Axis Sports Medicine
AIA Construction
Mountain Life Calvary Chapel
Alpine Bank
Architecture Engineering Consultants
Anthem Blue Cross
First Bank
ANB Bank
Seagull's Cycles
The Kind
Riverwalk Wine & Spirits
Beck Building
Wishes Toystore
Please explain the potential for
additional sponsorships or partners.
We're always applying for Grant/Prize Funds. These funders have
applications pending or available in the coming months, and we're actively
researching other opportunities.
Denver Children's Foundation
Colorado Housing Finance Authority
Town of Avon
Town of Eagle
We've also applied for the RWJF Purpose Prize for our past work. We will
be notified in August if we are among the finalists for a $250,000 prize.
249
ADDITIONAL INFORMATION
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
We are incredibly grateful for the financial support you provided via Covid
Relief funds; we met our community where they needed us most by
working together. Thank you for trusting us.
Explanation for this question.
What is the dollar $ amount of sponsorships and/or partnerships from other
sources reflected in the program budget?
Current Confirmed Grant Funding - $55,500
Current Confirmed In-Kind - $33,000
Total - $88,500
We have many pending grant applications at this time, and we will pursue
more.
Please see this link for our story:
https://vvcf.org/our-story/
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16553279404
250
Form Name: 2025 Council Contribution Request- Services
Submission Time: June 24, 2024 1:50 pm
Browser: Chrome 126.0.0.0 / Windows
IP Address: 76.88.22.250
Unique ID: 1238502230
Location: 33.0924, -117.2624
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name Vail Valley Foundation
Contact Name David Dressman
Title of Contact Vice President, Sales and GRFA
Contact Email ddressman@vvf.org
Program and/or organization website vvf.org, grfavail.com
Number of years organization has been
in business
43
Organization Mission Statement The Vail Valley Foundation (VVF) is a nonprofit organization with a mission
to provide leadership in arts, athletics, and education, and address
community needs to enhance our valley as a place to live, work and visit.
Since 1981, the Vail Valley Foundation has been bringing big ideas to life
and adding vibrance to our Valley.
Address PO Box 6550
Avon , CO 81620
Work Phone (970) 777-2015
Organization's Tax Status 501C3 Nonprofit
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16536008830
Funding Request
What is the name of your program?Gerald R. Ford Amphitheater - Capital Improvements
Is this a new program?No
How many years has this program been
produced in Vail?
36
Type of Funding Requested Cash Funding Only
Cash Contribution Requested 5000000
Did you received funding from the Town
of Vail for 2024?
Yes
251
How much funding did you receive from
the Town of Vail for 2024? (Please
include total funding you received from
the CSE and Town Council)?
55000
Please describe the location(s) of the
program in previous years.
*The above $55,000 in funding is specific only to GRFA Summer Live
Music/Entertainment programming and doesn't include TOV funding
received by VVF for other projects including the GoPro Mountain Games,
Vail Dance Festival or Apres at the Amp.
Location: Vail.
PROGRAM INFORMATION
How does your request support the
Contribution Policy (See above)?
The Gerald R. Ford Amphitheater ("the Amp") is in need of significant
capital improvements which will help prepare the venue, and live
performing arts in Vail for success for the next two generations. The Town
of Vail is VVF's most important and longest standing partner as it relates to
the Gerald Ford Amphitheater. It's critical that we receive support from
Town of Vail for the much-needed capital improvements at GRFA which
shall total approximately $20m.
These improvements will allow the venue to be able to manage the much
longer programming season and the significantly increased volume of
programming from April to October. The improvements will significantly
enhance the experience of visiting artists, the experience of our guests, the
experience for our staff and key partners, and the experience of guests
interfacing with our concession operations.
The Amp is the cultural and entertainment centerpiece of Vail and delivers
value to all members of the community and to visitors via unique and
diverse programming and a world class entertainment experience.
How will your program support the
mission & vision of the Vail Town
Council?
The Amp contributes significantly to the Town of Vail's mission by
positioning Vail as a leader in arts and entertainment and by providing
locals & guests with cultural & entertainment opportunities and a premium
guest experience.
How will your program attract target
markets of both visitors and community
members?
Through diverse and consistent arts and entertainment programming from
April - October and via targeted, strategic year-round marketing and
communications efforts. The planned improvements will establish the
GRFA as a can't miss performing arts venue in the Rocky Mountain West
and attract destination visitors from across the USA and abroad.
252
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
By delivering an exceptional artist experience so that iconic artists want to
return to the venue time and again.
By continuing to increase programming and media impressions, the Amp is
now on the radar of artists and music agents across the country and
beyond. This growth continues to position the venue as a must-see
outdoor Amphitheater experience for artists and ticket buyers.
How will your program achieve
recognition and drive participation?
Via VVF and AEG Presents headliner concerts, the Vail Dance Festival,
Bravo! Vail and expanded media/marketing reach will each continue to
drive awareness and positive impressions for Vail.
What is the lasting community
involvement and or benefit of this
program?
The GRFA is arguably our valley's greatest asset from April to October.
Continued investment in this key asset of Vail and our entire community
shines a positive light on our community as an exceptional arts and
entertainment destination.
BUDGET
Are your books audited?Yes
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16536008846
Who currently funds your organization?Donors, Corporate Partners, Ticket Sales, F&B Sales, Municipal funding.
The attached program budget is specific to the expected expenses tied to
the GRFA Capital Improvement project and is not a full VVF organization
budget. We are happy to provide any additional budget details you need.
What percentage % of the total event
budget is being requested?
24
253
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
As VVF's primary partner in GRFA, and ultimately, since Town of Vail is the
asset owner of the GRFA it is critical that the Town of Vail support these
capital improvements to the Amp. As a reminder, the VVF has already
invested (paid for) $1.5 million to replace the roof membrane and install
cutting edge solar panels to make the venue more environmentally
sustainable. In addition, VVF is responsible for securing approximately $20
million above and beyond the roof membrane and solar system, in order to
make this our capital project happen. We are asking the Town of Vail to
support VVF's previous capital spend of $1.5 million for the roof and solar
with a grant of $1 million from the Town of Vail, and an additional $4 million
(20%) of the total capital improvements of $20 million.
There are many amazing venues in the State of Colorado. Coloradans and
tourists have an abundance of options to consume amazing entertainment.
In order for the Amp to continue its growth and drive future success within a
saturated Colorado live music market, improvements to the venue need to
be made.
Should the Council decide not to
support this program at all, will it still
occur?
No
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
0
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
0
Please list your confirmed sponsors or
partners
N/A. This is a private fundraising initiative. The VVF plans to raise the
funds needed for the capital improvements through the Town of Vail, and
individual donors. VVF is happy to provide architectural renderings for the
specific improvements we are planning to make to the venue.
Please explain the potential for
additional sponsorships or partners.
We are actively fundraising for an additional $15 million.
ADDITIONAL INFORMATION
254
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
We can be flexible on the payment structure. It is our hope that Town of
Vail would support this initiative with a $1 million grant paid to VVF in 2024
to support the already-completed roof and solar capital project, plus an
additional $4 million grant for VVF's incremental capital initiatives (which
total $20 million). We are respectfully asking that the additional $4 million
grant be paid to VVF as, $1 million paid in 2025, $1 million paid in 2026
and $2 million paid in 2027. Our total funding request of Town of Vail at $5
million for roof, solar and incremental capital enhancements is 23.5% of the
total project cost.
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16536008863
If you received Council funding in 2024,
please upload a document recapping
the use of prior year Council funds.
https://www.formstack.com/admin/download/file/16536008866
Upload any other relevent materials
such as photos, videos, articles, PR
coverage, ect.
https://www.formstack.com/admin/download/file/16536008870
255
Form Name: 2025 Council Contribution Request- Services
Submission Time: September 8, 2024 5:08 pm
Browser: Chrome 128.0.0.0 / Windows
IP Address: 67.162.142.133
Unique ID: 1263331221
Location: 39.6199, -106.5113
Town of Vail 2025 Annual Council Contribution Request- Services
Organization Name Battle Mountain High School Project Graduation
Contact Name Andrea Glass
Title of Contact Co-Chairperson
Contact Email bmhsprojectgraduationco@gmail.com
Program and/or organization website n/a
Number of years organization has been
in business
20
Organization Mission Statement Project Graduation's Mission Statement:
1.) To provide a safe, drug and alcohol-free celebration to Battle Mountain
High School seniors.
2.) To do so in a compelling and fun environment, which is desirable and
incentivizes students to attend.
3.) To create a welcoming and inclusive environment for all BMHS
graduating students to attend the celebration... across all demographics,
socio-economic groups, and social cliques.
4.) To protect students, and the community at large, on an evening where
teens have a statistically higher risk of engaging in high-risk activities such
as drinking and driving.
Address c/o BMHS, 0151 Miller Ranch Road
Edwards, CO 81632
Work Phone (970) 376-5992
Organization's Tax Status 501(c)3
Please attached a copy of your
organization's W9
https://www.formstack.com/admin/download/file/16882040318
Funding Request
What is the name of your program?BMHS Project Graduation 2025
Is this a new program?No
How many years has this program been
produced in Vail?
20
Type of Funding Requested Cash Funding Only
256
Cash Contribution Requested 2500
Did you received funding from the Town
of Vail for 2024?
No
Please describe the location(s) of the
program in previous years.
Project Graduation has been held at Mountain Recreation's Edwards
Fieldhouse for many years. Prior to that, Project Graduation was held at the
Avon Recreation Center.
Please describe what the contribution
will be used for. Please be as specific as
possible.
The entire event costs roughly $15,000-$20,000 to produce each year.
Costs include event insurance, activity rentals for students, food &
beverages for students, and giveaways & prizes for students. The event is
completely fundraised and organized by volunteer parents.
Project Graduation organizers have identified two important goals for the
2025 event:
1.) Make the event free to students. In year's past, Project Graduation
needed to charge students $25 to attend the event. It is our hope to
fundraise enough monies to eliminate this obstacle to attendance for
students.
2.) Increase the quantity and quality of giveaways and include 1 large
giveaway at the end of the evening. This year's graduation ceremony will
take place Saturday morning, with Project Graduation taking place on
Saturday night. In years past, this longer time period between ceremony
and event has resulted in a lower attendance at Project Graduation. We
hope to fundraise enough to provide compelling incentives for students to
attend the event (i.e. $10,000 cash drawing prize at the end of the night).
It is our hope community organizations throughout the valley will partner
with Project Graduation 2025 in a significant way to help us keep students
safe and off the road on graduation night and help us reach our stated
goals.
PROGRAM INFORMATION
257
How does your request support the
Contribution Policy (See above)?
The Contribution Policy prioritizes "direct benefit to the entire community of
Vail... and how this contribution will affect our resort community's future
health."
1.) Benefit to the entire community of Vail. Battle Mountain High School is
the primary public high school serving the Town of Vail. For over 20 years,
Project Graduation has provided a safe and memorable event for countless
Vail families and will continue to do so in the future. The wider community
of Vail benefits by keeping potentially unsafe drivers off the road on
graduation night. Additionally, the police department will have fewer safety
issues related to underage parties and instances of driving under the
influence on the evening of graduation.
2.) How will this contribution affect our resort community's future health?
The Town of Vail can benefit from some of the sponsor/donor exposure
opportunities Project Graduation can offer to the Battle Mountain
community. Through logo placement and messaging, the Town can build a
positive emotional connection with a focused audience. Additionally, by
protecting BMHS graduating seniors from high-risk activities on graduation
night, you are helping to protect our future leaders.
How will your program support the
mission & vision of the Vail Town
Council?
The Town Council's mission statement reads: "In order to be the premier
international mountain resort community, we're committed to growing a
vibrant, diverse economy and community, providing our citizens and guests
with exceptional services and an abundance of recreational, cultural and
educational opportunities."
Project Graduation provides an exceptional service to Vail citizens both
directly and indirectly.
BMHS Project Graduation is a graduation celebration for high school
seniors, held on the evening of Battle Mountain High School's graduation
ceremony. This memorable evening is held in a supervised, drug and
alcohol-free environment. On an evening where teens have a statistically
higher risk of engaging in high-risk activities such as drinking and driving,
Project Graduation provides a valuable alternative. Project Graduation is an
investment in the safety of our local teens and the community as a whole.
258
How will your program attract target
markets of both visitors and community
members?
The target market for Project Graduation is graduating students of Battle
Mountain High School. The secondary audience is the families of
graduating seniors, and the third audience is the wider BMHS community.
Project Graduation will heavily advertise through Battle Mountain's various
channels of direct communication (in-school messages, newsletters home,
email blasts home, etc.) to inform and attract graduating seniors to attend
the event. These same methods will be used to solicit event sponsors and
donors from the BMHS community, and thank the sponsors/donors.
How will your program deliver fresh
content (new programming, additional
days/activities, ect.)?
n/a
How will your program achieve
recognition and drive participation?
For Project Graduation, participation has two goals:
1.) Get the majority of the BMHS senior class to attend the event. We will
achieve this through offering high-value gifts & prizes to attendees, heavily
advertising these items to students before the event, and making the event
free for all.
2.) Gain enough community support in the form of sponsors and donors to
meet goal #1. This will be done through applying for municipal grants,
community grants, and requesting sponsorship from local businesses.
Some of the donor benefits Project Graduation can offer are as follows:
-Logo placement in Project Graduation's materials - placement dependent
on value of donation.
-Logo placement on Project Graduation sandwich board, which will appear
at BMHS sporting events 2024-25 school year (commitment deadline
10/15/24).
-Logo placement on one side of "Huskies Graduate Lives Here" lawn sign -
given to every BMHS 12th
grade student in May. Only 2 available - minimum cash donation required.
-Listing in Project Graduation's update included in the "Husky Howl"
newsletter. Sent to all BMHS families 2-3 times per month.
-Exposure in social media and newspaper ad.
-Opportunity to give a branded gift to every BMHS senior in attendance at
Project Graduation 2025
(sponsor to provide).
-Additional benefits TBD. Project Graduation is working with BMHS
administration to determine. Will be finalized by end of September.
Sponsor and Donor benefits will be allocated based on value of donation.
259
What is the lasting community
involvement and or benefit of this
program?
For over 20 years, Project Graduation has provided Battle Mountain
students with a very special, memorable evening. Many previous students
have told us they still have their Project Graduation gift, and they remember
the evening as the last opportunity they had to spend time with many of
their classmates. It's exceptional to have our community come together to
surround and support our students, and send them out into the world in
such a special way.
Project Graduation provides a rare example of a drug and alcohol-free
celebration, which is fun and entertaining. Our young adults have very few
examples of this type of celebration in their social media, movies, and
music. Most of the messaging they receive is that drugs or alcohol is
necessary for a party to be fun. Over the years, Project Graduation has
been able to create an exciting, welcoming environment where students
report "having a blast" with their friends. Providing this example for our
young adults is important - and it's done through the experience, without a
lecture.
BUDGET
Are your books audited?No
Please upload program/organization
budget
https://www.formstack.com/admin/download/file/16882040334
Who currently funds your organization?A list of donors and sponsors for the 2024 event is included at the bottom
of the 2025 budget. Each year, Project Graduation is completely funded by
donations and grants from local community organizations and businesses,
as well as BMHS families.
Because the all-volunteer organizing committee changes each year,
historical records are limited. However, we believe this is the first time in
many years Project Graduation has requested funding from local
municipalities.
What percentage % of the total event
budget is being requested?
8
If the program is not funded at the full
request, how will it change with a lower
funding allocation?
The Project Graduation organizing committee will need to solicit more
community sponsors and donors. This will further tax small business
owners and families.
Should the Council decide not to
support this program at all, will it still
occur?
Yes
SPONSORSHIPS & PARTNERSHIPS
260
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
27000
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
5000
Please list your confirmed sponsors or
partners
BMHS PTA $1000
Mountain Youth $500
Please explain the potential for
additional sponsorships or partners.
By the end of September, Project Graduation hopes to have a finalized
sponsorship deck approved by BMHS Administration. Some of the items
being considered are new and unique, targeted messaging opportunities in
front of BMHS families. The organizing committee feels these opportunities
- if approved - will represent high value for some local businesses. Through
these opportunities, we hope to generate new sponsors.
ADDITIONAL INFORMATION
Are there any other things you'd like to
share with Council and staff that are not
included in the application?
Project Graduation is grateful for any donation amount available. We are
hopeful the Town of Vail can help us achieve our very lofty goals for the
2025 event. If you feel there are any in-kind donations that would be a good
fit for Project Graduation 2025, we would welcome any type of support.
Thank you for caring for your citizens, for your time given to public service,
and for your consideration.
Organization rosters naming all officers,
board of directors and respective
positions as relevant.
https://www.formstack.com/admin/download/file/16882040344
Upload any other relevent materials
such as photos, videos, articles, PR
coverage, ect.
https://www.formstack.com/admin/download/file/16882040345
261
Form Name: Council Contribution Request- In-Kind
Submission Time: June 12, 2024 12:15 pm
Browser: Chrome 125.0.0.0 / OS X
IP Address: 73.34.195.101
Unique ID: 1234748417
Location: 39.6362, -106.6218
Town of Vail Council Contribution Request- In-kind
Organization Name Small Champions, Inc
Contact Name John Weiss
Title of Contact Executive Director
Contact Email smallchampions@gmail.com
Program and/or organization website www.smallchampions.org
Number of years organization has been
in business
28
Organization Mission Statement Small Champions transforms and empowers the lives of Eagle County,
Colorado youth who are challenged with cognitive and physical disabilities.
We teach children that life is a rich and exciting place. Through repeated
assurance and positives experiences we help them grow, learn, and have
fun.
Small Champions focuses on abilities not disabilities.
Address PO Box 4691
Vail, CO 81658
Work Phone (970) 390-0004
Organization's Tax Status 501(c)3
Funding Request
What is the name of your event or
program?
Small Champions Ski and Ride Program
Is this a new event or program?No
How many years has this program been
produced in Vail?
27
In-Kind Contribution Requested 75 parking vouchers. Use of the Lionshead Welcome Center on 9 off-peak
Sundays
Describe how the contribution
requested will be used.
Parking vouchers will be used by the parents, aids, volunteers for our
Small Champions on our ski/ride days.
Welcome Center will be used as a drop-off/pick-up location for our Small
Champions Ski/ride Sundays
262
Have you received an in-kind
contribution from the Town of Vail for
this event/program previously?
Yes
What was the previous in-kind
contribution from the Town of Vail?
70 parking vouchers. Use of Welcome Center.
When was the most recent date of the
event/program for which you previously
received an in-kind contribution from
the Town of Vail?
Apr 07, 2024
Please describe the location(s) of the
program in previous years.
Our ski/ride has been located in Lionshead for the past 11 years. Prior to
that it has held in Golden Peak.
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
294840
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
103567
Please list your confirmed sponsors or
partners
Town of Vail, Vail Recreation District, Town of Avon, Town of Eagle, Vail
Resorts/Epic Promise, Vail Valley Cares, Alpine Bank, First Bank, Mountain
Recreation
ADDITIONAL INFORMATION
263
How does your request support the
Contribution Policy (See above)?
Small Champions provides a significant positive impact on the community
by providing an
opportunity for children of Eagle County that are challenged with physical,
cognitive, and multiple
disabilities to be part of a group from the same community that meets often
to enjoy sports,
grow, learn, and have fun. It is very important for our Small Champions to
have a peer group, and
for their families to forge friendships enabling them to help each other. The
program is an
enormous bene!t to the families of the children (many of whom volunteer
and participate in the
program). There is no other outlet in Eagle County where they are able to
interact with other
families and support the physical development of their child. Small
Champions also recruits
volunteers from the community that are available to offer assistance and
their friendship while
experiencing a sport with participants. The final outcome is a sense of
accomplishment and
belonging for each participant that begins with learning a sport. No other
program exists in the
Eagle Valley to provide these services for these children.
Are there any other things you'd like to
share with staff that are not included in
the application?
We are grateful for the support we have received from the Town of Vail.
Thank you for your consideration of this request.
264
Form Name: Council Contribution Request- In-Kind
Submission Time: June 28, 2024 10:51 am
Browser: Chrome 123.0.0.0 / OS X
IP Address: 67.190.9.83
Unique ID: 1239881304
Location: 39.6564, -106.3194
Town of Vail Council Contribution Request- In-kind
Organization Name Vail Mountaineer Hockey Clu
Contact Name Kristi Scheidegger
Title of Contact Executive Director
Contact Email kristi@vailmountaineers.org
Program and/or organization website www.vailmountaineers.com
Number of years organization has been
in business
50
Organization Mission Statement The Vail Mountaineer Hockey Club (VMHC) is a youth nonprofit hockey
organization dedicated to teaching the sport of hockey, both recreational
and competitive, through the principals of fair play, respect, and
sportsmanship with an emphasis on fun, the development of character and
the individual potential of hockey players in a safe and healthy
environment.
Address PO Box 2591
Edwards, CO 81632
Work Phone (970) 331-6669
Organization's Tax Status Non-profit 501c3
Funding Request
What is the name of your event or
program?
46th Annual Vail Sportsmanship Tournament
Is this a new event or program?No
How many years has this program been
produced in Vail?
45
In-Kind Contribution Requested 14 days of ice time
265
Describe how the contribution
requested will be used.
As a 501c3, we rely heavily on our fundraising efforts to offset the high cost
of playing the sport of hockey. At the VMHC, our fundraising dollars reduce
the registration fees for our local families who play hockey. The Annual
Vail Sportsmanship Tournament is one of our largest fundraisers, attracting
visitors from all over Colorado and surrounding states over 4 weekends in
the off-season. By receiving the in-kind days of ice time, this allows us to
raise more funds from our event that will ultimately benefit the local hockey
families.
As the largest single client of Dobson Ice Arena, we are requesting 14 days
of ice time in 2025 in order to support our fundraising efforts. While we are
aware that Dobson Ice Arena is scheduled to close for reconstruction in
March of 2025, we are sending this request for Dobson days in the event
the renovations are delayed. Conversely, if Dobson is closed, we would
like our in-kind request to transfer to the displacement ice facility that will be
managed by theVRD during Dobson's renovations.
Our annual tournament takes place over 4 weekends. We are requesting
12 days for this event that provides an economic boost to the Town of Vail
during an otherwise slow period for tourism. The tentative dates for the
2025 event include (dates dependent on the status of Dobson and/or the
displacement ice rink): October 17, 18, 19 and November 7, 8, 9, 14, 15,
16, 21, 22 and 23. The remaining 2 days will be used in September for the
Avs Alumni
Have you received an in-kind
contribution from the Town of Vail for
this event/program previously?
Yes
What was the previous in-kind
contribution from the Town of Vail?
14 days of ice time
When was the most recent date of the
event/program for which you previously
received an in-kind contribution from
the Town of Vail?
Nov 19, 2023
Please describe the location(s) of the
program in previous years.
Our tournament has been centered out of Vail and the Dobson Ice Arena
since its inception. As the demand to participate has grown, we've
expanded the event to include games at the Mountain Recreation Eagle
Pool & Ice Rink. We offer all lodging for the visiting tournament participants
in the Town of Vail. The tournament attracts visitors from all over Colorado
and surrounding states, like Utah, Texas and Nevada. Over the course of
4 weekends, we host over 80 games at Dobson Ice Arena in Vail.
SPONSORSHIPS & PARTNERSHIPS
266
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
90000
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
15000
267
Please list your confirmed sponsors or
partners
Our Dobson Rink Board sponsors contribute about $20,000 to the club.
These sponsors for 2024 include: 106West Logistics, Agave/La Cantina,
Vacasa/Wydham Properties, Elevated Dental, BECK Building, Alliance
Moving Systems, Vail Summit Orthopedics, Eagle County Government,
State Farm- Cathy Thompson, LIV Sotheby's, Gallegos Corporation, Alpine
Lumber, PSI Plumbing, Vendetta's, Yeti's Grind, Pazzo's Pizza, Viele Real
Estate and FirstBank.
For the 2023 Avalanche Alumni Weekend the sponsorships generated
nearly $80,000. The sponsors included: Baird- Kevin Cross
The Steadman Clinic and Steadman Philippon Research Institute
Vail Custom Builders
Vail Health
Slifer Smith & Frampton Real Estate (Topor)
Mark & Tiffany Weinreich with Berkshire Hathaway Real Estate
Alan-Bradley Windows & Doors
Alpine Bank
Fruscione Foundation
Rachel Viele (SSF Vail Valley Real Estate)
The Tower Pit
OCG - Kellye O'Kelly
Active Energies Solar
Holy Cross Energy
Alan McLean
Arrigoni Woods
Denton Advisory Group
Scott Rankin
CCIG- Will Steck
Castlewood Doors and Millwork
Skyline Mechanical
Zastrow Dentistry DDS PLLC
Alison Wadey
The Golden Bear
Alpine Lumber
ANB Bank
Burke Harrington Construction
Eagle Orthodontics
First Bank
Castle Peak Dental
Riverwalk Theater
Meredith Clark Shachoy
The Paint Bucket
Alpine Kind
Sunrise MInturn
Tom Boyd
Wild Bill's
Aryn Schlicting (Evoke & Mountain Careers)
Optic Nerve- Bill Cotton
David Herbstman
268
Village Bagel
West Vail Liquor Mart
Taryn Bellar
269
ADDITIONAL INFORMATION
How does your request support the
Contribution Policy (See above)?
As a premier international mountain resort with a mission to "grow a
vibrant, diverse economy, providing our citizens and guests with
exceptional services and an abundance of recreational, cultural and
educational opportunities" , The Vail Town Council is supported by the Vail
Mountaineer Hockey Club in many ways. First, at our core, the VMHC
offers recreational opportunities to nearly 300 local players through the
sport of hockey, while providing the Gift of Hockey Scholarships to those
who are unable to afford the associated costs. For the 23-24 hockey
season, we granted over $16,000 in scholarships. Second, the VMHC is
dedicated to educating hockey players, parents and families about the life
skills of sportsmanship, mutual respect, responsibility, teamwork, and
friendship. Third, we offer events that encourage locals and visitors alike to
visit the vibrant Town of Vail and have done so for over 45 years. This
includes our Annual Vail Sportsmanship Tournament, Precision Skills
Clinics, Avalanche Alumni Weekend and more.
Are there any other things you'd like to
share with staff that are not included in
the application?
We appreciate the Town of Vail's continued support of our growing youth
hockey organization. The upcoming renovation of the Dobson Ice Arena,
while very exciting and necessary, is going to present may challenges for
our program. Our hope is to continue as many of our fundraising events as
possible at an alternate location while the rink is being renovated and any
support we can get will be greatly appreciated.
Our club now serves nearly 300 hockey players and continue to show signs
of growth. In a valley where we all experience the challenges of the high
cost of living, we feel fortunate to have the in-kind support to all us to offer
some of the most reasonably priced hockey registration fees in the state of
Colorado. We have plans of bringing more visitors to the Town of Vail
through additional tournament in the near future.
With this request covering our two biggest fundraising events, it is difficult
to break down the dollar amounts of the sponsorships and/or partnerships
that we have. Some of our sponsorships, like the rink boards are on-going
throughout the year. The sponsorships for Avalanche Alumni Weekend are
more specific.
270
Form Name: Council Contribution Request- In-Kind
Submission Time: June 27, 2024 11:55 am
Browser: Chrome 126.0.0.0 / Windows
IP Address: 68.170.40.138
Unique ID: 1239548440
Location: 39.7388, -104.9868
Town of Vail Council Contribution Request- In-kind
Organization Name Ski and Snowboard Club Vail
Contact Name Taryn Miletti
Title of Contact Director of Development
Contact Email tmiletti@skiclubvail.org
Program and/or organization website skiclubvail.org
Number of years organization has been
in business
63
Organization Mission Statement To inspire character growth and excellence in snowsports
Address 598 Vail Valley Drive
Vail, CO 81657
Work Phone (970) 470-3856
Organization's Tax Status 503 (c) (3)
Funding Request
What is the name of your event or
program?
Vail Ski Swap
Is this a new event or program?No
How many years has this program been
produced in Vail?
62
In-Kind Contribution Requested Dobson Ice Arena
Describe how the contribution
requested will be used.
SSCV, along with Ski Pro, will host a weekend-long ski swap where we sell
discounted new and used ski and snowboard equipment.
Have you received an in-kind
contribution from the Town of Vail for
this event/program previously?
Yes
What was the previous in-kind
contribution from the Town of Vail?
Dobson Ice Arena Usage
271
When was the most recent date of the
event/program for which you previously
received an in-kind contribution from
the Town of Vail?
Oct 05, 2023
Please describe the location(s) of the
program in previous years.
Dobson Ice Arena
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
0
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
0
Please list your confirmed sponsors or
partners
No Sponsors, Discover Vail would be the premiere sponsor of this event.
ADDITIONAL INFORMATION
272
How does your request support the
Contribution Policy (See above)?
The Ski Swap is a favorite for locals, visitors, and the Front Range. Visitors
come up for the weekend for the great equipment deals we provide at the
ski swap, which benefits the town. We also see a lot of foot traffic as people
walk past Dobson Arena and come in to shop.
Always Mountain time
This is the radio group we work with to reach all the mountain areas
This market is not rated; however, we are on their entire network with 677
radio spots.
The Denver market
We did a small two-week buy on KTCL (alternative rock) and podcasting to
their "Explorer" psychographic demo
Overall reach 331,000 impressions in the Denver DMA
We were also on FOX 31
Net reach of 391,407 households
And impressions of 630,000
Locally we will be doing radio ads, Vail Daily ads, email marketing to our
non-members (6K reaches) and SSCV membership (700 households), and
posters throughout the Valley Gypsum to East Vail.
Are there any other things you'd like to
share with staff that are not included in
the application?
Ski and Snowboard Club Vail appreciates the support over the years. This
event has so much history from its inception 62 years ago. Some of the
original community members who initiated it are still around and talk about
how it started.
SSCV is unwavering in its commitment to support the Town of Vail's Brand.
We are ready to provide any Discover Vail visibility that is requested, as we
believe in the mutual benefits of our partnership.
I appreciate your consideration.
273
Form Name: Council Contribution Request- In-Kind
Submission Time: June 25, 2024 5:29 pm
Browser: Chrome 124.0.0.0 / OS X
IP Address: 69.179.198.178
Unique ID: 1238943636
Location: 39.6354, -106.7588
Town of Vail Council Contribution Request- In-kind
Organization Name Skating Club of Vail
Contact Name Carol Ewers
Title of Contact Skating Club of Vail - Treasurer
Contact Email cewers12@gmail.com
Program and/or organization website skateclubvail.com
Number of years organization has been
in business
49
Organization Mission Statement The Skating Club of Vail is a volunteer organization whose mission is to
create, maintain, and enhance a healthy and positive environment in which
our members can develop physically and emotionally while building
character and the pursuit of personal excellence through the sport of figure
skating at all ages.
Address P.O.Box 416
Vail, CO 81658
Work Phone (630) 379-6867
Organization's Tax Status Non-Profit (501-c3)
Funding Request
What is the name of your event or
program?
Vail Invitational Skating Competition and Ice Show
Is this a new event or program?No
How many years has this program been
produced in Vail?
49
In-Kind Contribution Requested 10 days of ice time at Dobson Ice Arena
Describe how the contribution
requested will be used.
The In-Kind Contribution of 10 days of ice time at Dobson Ice Arena will
allow us to continue to sponsor our annual skating competition, a 5-day
competition, and our ice show, which consists of several weeks of practice
and full-day practices before the event.
Have you received an in-kind
contribution from the Town of Vail for
this event/program previously?
Yes
274
What was the previous in-kind
contribution from the Town of Vail?
8 days of ice time at Dobson Ice Arena
When was the most recent date of the
event/program for which you previously
received an in-kind contribution from
the Town of Vail?
Apr 15, 2024
Please describe the location(s) of the
program in previous years.
The Vail Invitational skating competition and our annual Ice Show have
always been located at the Dobson Ice Arena.
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
2000
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
0
Please list your confirmed sponsors or
partners
- Sponsors vary from year to year. They generally come from local
businesses that offer sponsorships between $25 -$1000.
- The Town of Vail is our only sponsor for in-kind services, which is greatly
appreciated.
ADDITIONAL INFORMATION
How does your request support the
Contribution Policy (See above)?
The Vail Invitational Skating Competition in July and the annual Ice Show in
April have been part of the community for over 49 years. They continue to
engage locals and draw guests, competitors, performers, and their friends
and family worldwide.
Are there any other things you'd like to
share with staff that are not included in
the application?
We are extremely grateful for the Town of Vail's continued support of The
Skating Club of Vail. We constantly strive to grow our membership and
provide opportunities for young athletes to explore the world of figure
skating. Due to the size of our club, assistance from the Town of Vail is of
the utmost importance. We would not be able to provide the events to our
skater or community without your continued support.
275
Form Name: Council Contribution Request- In-Kind
Submission Time: June 6, 2024 9:45 am
Browser: Chrome 125.0.0.0 / Windows
IP Address: 63.228.82.3
Unique ID: 1232869842
Location: 37.2564, -107.0443
Town of Vail Council Contribution Request- In-kind
Organization Name Special Olympics-Vail Valley Dream Ski Team
Contact Name Karhy Mikolasy
Title of Contact Head Coach and Volunteer Coordinator
Contact Email chilihorse@hotmail.com
Program and/or organization website specialolympicsco.org
Number of years organization has been
in business
54
Organization Mission Statement The mission of Special Olympics Colorado (SOCO) is to provide year round
sports training and athletic competitions in a variety of Olympic type sports
for children and adults with developmental disabilities, six years of age and
older, giving them continuing opportunities to develop physical fitness,
demonstrate courage, experience joy and participate in a sharing of gifts,
skills and friendships with their families, other Special Olympic Athletes and
the Community.
Address PO Box 4324
Edwards, CO 81632
Work Phone 9703903816
Organization's Tax Status Non-profit (501C-3)
Funding Request
What is the name of your event or
program?
Special Olympics Vail Valley Dream Team
Is this a new event or program?No
How many years has this program been
produced in Vail?
28
In-Kind Contribution Requested 56 parking passes in either the Vail Parking Structure or Lionshead Parking
Structure for the ski season starting Sunday, January 5, 2025 and for
each Sunday thereafter through the ski season
276
Describe how the contribution
requested will be used.
The parking passes will be used for our dedicated Volunteers who ski with
our Athletes every Sunday beginning 1/5/25 this upcoming ski season.
These Volunteers, some who have been volunteering with the Special
Olympics Ski Team for over 20 year, are not only Volunteers, but they are
friends of the Athletes and enjoy enormously skiing with our Athletes each
Sunday as we train for our Regional and State Competitions. If we do not
receive in-kind donations of parking passes our Volunteers would have to
pay for parking on the Sundays of our training days. This would not stop us
from having our ski team, however, it would financially impact our
Volunteers and we would possibly lose some of our faithful and loyal
Volunteers, some of whom have volunteered with us for over 20 years and
would maybe prevent us from recruiting new Volunteers.
Have you received an in-kind
contribution from the Town of Vail for
this event/program previously?
Yes
What was the previous in-kind
contribution from the Town of Vail?
56 parking passes
When was the most recent date of the
event/program for which you previously
received an in-kind contribution from
the Town of Vail?
Dec 15, 2023
Please describe the location(s) of the
program in previous years.
We start our training sessions the first Sunday in the month of January at
Vail Mountain each year. In the past our Athletes and our Volunteers have
gathered at either Gold peak or Lionshead. We gathered at Lionshead
during the Covid years so that we would not have to take a crowded bus
over to Gold Peak where we typically ski out of. Since our parking passes
are usually for the Lionshead structure we typically take the bus from
Lionshead and meet at Gold Peak where we have an indoor meeting place.
It would be more convenient for us to have parking passes for the Vail
Village Parking Structure but we so appreciate whatever works for the
Town of Vail. Thank you.
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
0
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
23345
277
Please list your confirmed sponsors or
partners
The $23,345 is a combination of what we received in in-kind donations from
the Town of Vail and Vail resorts/Epic Promise Program last year. We
received $21,105 in in-kind donations from Vail Resorts/Epic Promise
program for our lift tickets and our drink coupons and $2,240 in in-kind
donations for our 56 parking passes.
ADDITIONAL INFORMATION
How does your request support the
Contribution Policy (See above)?
In your mission statement you state that in order to be the premier
international mountain resort community, you are committed to growing a
vibrant, diverse economy and community, providing our citizens and guests
with exceptional services and an abundance of recreational, cultural and
educational opportunities. Our Special Olympics Ski Team, the Vail Valley
Dream Team, certainly fits into the diverse community. Our Community has
many Special Needs Adults, some of who actually work for Vail Resorts
and many of the other stores in our Valley, including City Market, Home
Depot, Safeway, Christy Sports, The Vail Golf Course, Northside Kitchen
and other retail establishments. Because we have a Special Needs
population in our Community it is a wonderful thing that they have not only
been accepted in our Community, but also are valuable and positive
members of the Vail Valley. They are some of the most responsible
workers and contribute to giving exceptional service to not only our citizens
here in the Vail Valley but also to our guests who come from near and far.
Are there any other things you'd like to
share with staff that are not included in
the application?
I would like to thank the Town of Vail for always providing parking passes
to Special Olympics/Vail Valley Dream Team. It has allowed us to recruit
new Volunteers for our Sunday skiing while keeping the dedicated and
caring Volunteers that we have had for so many years. Without your help it
would be difficult for us to recruit Volunteers and to keep the Volunteers
that we have. I have personally volunteered with this Team for over 25
years and having parking provided to us has been a huge benefit. Again,
thank you for your continued support!!
278
Form Name: Council Contribution Request- In-Kind
Submission Time: June 26, 2024 3:20 pm
Browser: Chrome 126.0.0.0 / Windows
IP Address: 67.162.142.165
Unique ID: 1239269874
Location: 39.6362, -106.6218
Town of Vail Council Contribution Request- In-kind
Organization Name Foresight Adventure Guides for the Blind
Contact Name Christine Holmberg
Title of Contact Executive Director
Contact Email christine@foresightskiguides.org
Program and/or organization website www.foresightskiguides.org
Number of years organization has been
in business
23
Organization Mission Statement Foresight Vision
Foresight provides world-class adaptive experiences for people with
blindness or low vision. Foresight transcends personal, societal, attitudinal,
and physical barriers.
Mission
Foresight promotes safety, fun and independence for people with blindness
or low vision and cultivates an individual's unlimited potential. Foresight
does this through accessible and goal-oriented outdoor adaptive
experiences.
Core Values
o Safety
o Fun
o Health & Fitness
o Confidence & Independence
o Pursuit of Excellence
o Integrity, Dignity & Respect
o Diversity, Equity & Inclusion
o Accessibility
Address PO Box 882
Vail, CO 81658
Work Phone (303) 506-3859
Organization's Tax Status 501c3 - Nonprofit
279
Funding Request
What is the name of your event or
program?
Ski and Snowboard Program for Visually Impaired
Is this a new event or program?No
How many years has this program been
produced in Vail?
23
In-Kind Contribution Requested Two Employee Plus Parking Passes for Vail Village
Describe how the contribution
requested will be used.
The donation of in-kind Employee Plus parking passes will be used by
Foresight's volunteer guides while they are guiding visually impaired skiers
and snowboarders. They are also sometimes used by parents of visually
impaired students participating in our Youth Learn to Ski/Snowboard
programs, and family or friends who drive visually impaired adults to Vail to
ski/snowboard with Foresight.
Have you received an in-kind
contribution from the Town of Vail for
this event/program previously?
Yes
What was the previous in-kind
contribution from the Town of Vail?
Two Employee Plus parking passes. (Blue passes for years)
When was the most recent date of the
event/program for which you previously
received an in-kind contribution from
the Town of Vail?
Mar 29, 2024
Please describe the location(s) of the
program in previous years.
Foresight has a desk inside Golden Peak Lodge and partners with Vail
Sports and the Vail Adaptive Ski/Snowboard School, which are both
located at Golden Peak. This is our primary operating location during ski
season. We will occasionally go out of The Hythe if we have volunteer
guides and visually impaired adults staying there for multiple days.
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
83898
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
199333
280
Please list your confirmed sponsors or
partners
Vail Resorts, Vail Rotary, Edwards Rotary, Hitchcock Health Institute, The
Hythe, Comfort Inn Avon, Qdoba West Vail.
We also receive grants from several foundations.
ADDITIONAL INFORMATION
How does your request support the
Contribution Policy (See above)?
Foresight Adventure Guides for the Blind is an ideal organization for the
Town of Vail to support. We are a nonprofit promoting diversity and
inclusivity by providing access to outdoor recreation in Vail for the blind and
low vision community. By supporting Foresight, Vail is also supporting the
visually impaired by welcoming them to Vail's hotels, restaurants, ski resort,
and hiking trails. Locals and visitors are exposed to this community and
see for themselves how capable they are of participating in the same
activities they are, with some assistance.
Our participants come from most racial and ethnic backgrounds, several
identify as LGBTQ, and all have a disability. Foresight brings this diverse
group of adults and youth to Vail when they would likely go elsewhere.
Adults return year after year and some even multiple times during ski
season. They often travel with family or friends. They stay in our hotels,
dine in our restaurants, and shop in our stores. Visually impaired youth
who participate in our Learn to Ski program are groomed to become
proficient skiers so when they are older, they will return to Vail year after
year.
Foresight provides unique and satisfying give-back opportunities to the Vail
community through its volunteer program. Ask any of our guides and they
will tell you they are the ones who benefit from working with our blind and
low vision participants. Every day we are on the mountain, strangers
approach to thank us for what we are doing.
Are there any other things you'd like to
share with staff that are not included in
the application?
Thank you for always supporting Foresight with two complimentary Vail
Village parking passes. It really does make an impact with our volunteers.
They are so generous with their time, often taking vacation days from work
to be able to volunteer with us. Providing them with a parking space
means one less thing for them to worry about so they can focus their
energy on our visually impaired program participants.
We try to avoid guiding during major holiday periods but sometimes it can't
be avoided as that's when families travel. Most of our guiding occurs
Sunday - Thursday but there are some occasional weekends.
We are honored to be able to run this amazing program in Vail and share
with as many people as possible just how special this community is.
281
Form Name: Council Contribution Request- In-Kind
Submission Time: November 13, 2024 3:09 pm
Browser: Chrome 130.0.0.0 / OS X
IP Address: 209.206.90.116
Unique ID: 1286534373
Location: 38.4687, -107.88
Town of Vail Council Contribution Request- In-kind
Organization Name SOS Outreach
Contact Name Courtney Walters
Title of Contact Eagle County Program Manager
Contact Email cwalters@sosoutreach.org
Program and/or organization website www.sosoutreach.org
Number of years organization has been
in business
31
Organization Mission Statement SOS Outreach changes young lives building character and leadership in
underserved youth through mentoring outdoors.
Address 450 Miller Ranch Rd.
Edwards, CO 81632
Work Phone (970) 926-9292
Organization's Tax Status 501 c(3) 84-1332544
Funding Request
What is the name of your event or
program?
SOS Outreach Eagle County Mentor Program
Is this a new event or program?No
How many years has this program been
produced in Vail?
31
In-Kind Contribution Requested 25 Vail Parking Passes
282
Describe how the contribution
requested will be used.
SOS Outreach (SOS) requests in-kind parking passes to support program
implementation on Vail Mountain. SOS seeks 25 individual day passes for
SOS program dates over the 2024/25 winter season. SOS is a positive
youth development organization headquartered in the Vail Valley that
provides opportunities for the most underrepresented youth in our
community to participate in on-hill outdoor adventure activities like skiing
and snowboarding. SOS offers up to 100% program scholarships to
support youth who would otherwise be economically excluded from these
costly activities.
The annual contribution of parking passes from the Town of Vail enables
the organization to effectively serve youth by eliminating transportation
barriers. These are an unbelievable asset to the Eagle County program
team, as our teacher coordinators and mentors rely on these passes to
provide program support for SOS.
Have you received an in-kind
contribution from the Town of Vail for
this event/program previously?
Yes
What was the previous in-kind
contribution from the Town of Vail?
25 Vail Parking Passes
When was the most recent date of the
event/program for which you previously
received an in-kind contribution from
the Town of Vail?
Nov 01, 2024
Please describe the location(s) of the
program in previous years.
Vail Mountain
SPONSORSHIPS & PARTNERSHIPS
What is the dollar $ amount of
sponsorships and/or partnerships from
other sources reflected in the program
budget?
0
What is the dollar $ amount of in-kind
services or items provided from
sponsors or partners?
1075672
Please list your confirmed sponsors or
partners
Vail Resorts is SOS's largest in-kind supporter of programs; providing the
mountain access, professional instruction, and gear necessary for program
scope and scale. In Eagle County, their support enables SOS to support
460 local youth in programs at Beaver Creek and Vail Mountains.
ADDITIONAL INFORMATION
283
How does your request support the
Contribution Policy (See above)?
Just like the Town of Vail, SOS is committed to growing a vibrant, diverse
economy and community, providing our citizens and guests with
exceptional services and an abundance of recreational, cultural and
educational opportunities.
SOS supports 460 Eagle County youth, who are predominantly BIPOC
(73%; including 66% Hispanic/Latino) and come from low-income
backgrounds (83%). The most commonly reported risks include
qualification for free/reduced lunch, challenges setting academic goals,
difficulty with anger, difficulty focusing in school, victims of bullying,
challenges with friendships, and mental health concerns. 50% of youth
speak English as a second language (ESL).
SOS's programs are accomplished through partnership with mountains,
schools and youth agencies, teacher coordinators and mentors, and an
effective progressive curriculum. Beaver Creek and Vail Mountains
collectively provide over $1M of in-kind support for access, professional
instruction, and the gear necessary for participation. Programs mirror the
school year (September - April), and rely on partners for recruitment. Just
within Eagle County School District (ECSD), SOS partners with eight
schools. The Assistant Superintendent shares "Their primary aim is to
dismantle the barriers that our Hispanic/Latino families face, allowing them
to truly belong in our community ... their support extends far beyond,
fostering positive development and inspiring our youth to reach new
heights." The 18 teacher coordinators
Are there any other things you'd like to
share with staff that are not included in
the application?
Thank you so much, Jake. I sincerely appreciate the opportunity to submit
this application for the critical in-kind support in Eagle County.
284
2025 TOWN MANAGER BUDGET
First Reading
FINANCE | November 19, 2024
285
2
BUDGET | Overview
Town of Vail | Finance | 11/19/2024
Overview
•Fund Summaries
•Revenue
•Expenditures
•General Fund Detail
•Personnel
•Special Events & Contributions
•Capital Plan
•Reserves
286
2025 PROPOSED BUDGET | Fund Summaries
Town of Vail | Finance | 11/19/2024 287
4
BUDGET | Fund Summaries
Town of Vail | Finance | 11/19/2024
General Fund
Internal
Employee
Housing
Fund
Capital
Projects
Fund RETT Fund
Housing
Fund
Revenue $62.5M $1.2M $49.8M $8.3M $17.8M
Expense $(64.1)M $1.2M $(72.0)M $(9.3)M ($15.8)M
Debt Payment --$(1.2)M $(187.5)K -
Net $(1.6)M $8.6K $(23.3)M $(1.2)M $2.0M
End. Fund Balance $32.8M*$8.6K $5.2M $8.2M $2.0M
Reserve Min $17.5M n/a $4.0M $2.0M n/a
High-level view of the town’s 2025 proposed budget by fund:
*Excludes $5.0M Capital Parking Reserve
288
5
BUDGET | Fund Summaries
Town of Vail | Finance | 11/19/2024
Marketing
Fund
Heavy
Equipment Fund
Dispatch
Services Fund
Health
Insurance Fund
Revenue $350.0K $5.3M $4.1M $6.0M
Expense $(477.7)K $5.5M $(4.5)M $(6.8)M
Debt Payment ----
Net $(127.7)K $(165.7)K $(378.0)K $(817.2)K
End. Fund Balance -$28.2K $2.0M $4.0M
Reserve Min.n/a n/a n/a n/a
289
6
BUDGET | Fund Statements
Town of Vail | Finance | 11/19/2024
Timber Ridge
Fund
Residences
@ Main Vail
Total
(All Funds)
Revenue -$2.1M $132.5M**
Expenditure -$(776.4)K $(156.0)M
Debt Payment $(462.9)K*$(1.2)M $(2.4)M
Net $(462.9)K $7.3K $(25.9)M
Ending Fund Balance $1.9M $432.6K $56.4M***
* Debt Payment to Capital Projects Fund
**Includes VRA Financing Transfer for Dobson
***Excludes $5.0M Capital Parking Reserve
290
2025 PROPOSED BUDGET | Revenue
Town of Vail | Finance | 11/19/2024 291
8
2025 PROPOSED BUDGET | Revenue
Town of Vail | Finance | 11/19/2024
Changes to the 2025 proposed budget since the Nov 3rd
Meeting include:
•Downward adjustment to Property Tax Collections of
$102.8K based on County Assessor Report
292
General Sales Tax
32%
Housing Sales Tax
4%
Property and Ownership Tax
6%Use Tax
2%
Ski Lift Tax and Franchise Fees
7%
Real Estate Transfer Tax
6%
Licenses and Permits
2%
Intergovernmental Revenue
4%
Transportation Centers
7%
Charges for Services
2%
Rent, Fines &
Miscellaneous
5%Transfer from VRA
(Dobson)
22%
Earnings on Investments
1%
9
2025 PROPOSED BUDGET | Revenue
Town of Vail | Finance | 11/19/2024
Total Revenues – All Funds: $132.5 million
Down (5.2)% from 2024 Forecast and down (1.5)% from 2023 actual excluding one-time items
Total revenue is
$103.1M
excluding the
one-time
transfer from
the VRA
293
2025 PROPOSED BUDGET | Expenditures
Town of Vail | Finance | 11/19/2024 294
11
BUDGET | Expenditures
Town of Vail | Finance | 11/19/2024
Total Expenditures – All Funds: $158.5M
Municipal
Services
46.9%
Other Capital
Improvements
19.9%
Dobson
Renovation
31.7%
Debt Service
1.5%
Expenditures Cost
% from 2024
Amended
Municipal Services $74.5M 5.1%
Debt Service $2.4M Flat
Dobson Arena $50.3M N/A
Other Capital
Expenditures
$31.2M -77.7%
Total $158.5M -25.7%
295
12
2025 PROPOSED BUDGET | General Fund
Town of Vail | Finance | 11/19/2024 296
13
BUDGET | General Fund
Town of Vail | Finance | 11/19/2024
Changes to the 2025 proposed budget since the Nov 3rd
Meeting include:
Operational Expenditures
•Adjustment to bank charges based on updated fee estimates and
2024 year to date bank fees ($198,880)
297
TM BUDGET DRAFT | General Fund
Town of Vail | Finance | 11/19/2024
Total
Increase/Decrease from
2024 Forecast
Sales Tax ($41.6M)$26.3M 0.9%
Other Revenues $36.1M (7.1)%
Operating Expenditures ($59.9M)5.6%
Surplus/(Deficit) from Operations $2.4M
Expenditures Using Reserves
Planning Projects ($700.0K)-11.4%
Special Events Transfer ($2.5M)-3.0%
Transfer to Housing Fund (W. Middle
Creek Placeholder)
($1.0M)N/A
Surplus/(Deficit)($6.6M)
Parking Capital Reserve Contribution ($5.0M)N/A
Ending Fund Balance $32.8M*-16.2%
*Excludes $5.0M Capital Parking Reserve
298
2025 PROPOSED BUDGET | Personnel
Town of Vail | Finance | 11/19/2024 299
16
TM BUDGET DRAFT | Personnel
Town of Vail | Finance | 11/19/2024
Salaries, $36.3M,
76%
Benefits, $11.4M,
24%
2025 Proposed Personnel Expenditures:
$47.7M
300
17
249 257 266 272 277 280 306 308 312 315
41 42 38 38 43 45 28 28 28 29
10 11 10 10 11 11 11 11 11 11
0
50
100
150
200
250
300
350
400
2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
BUDGETED POSITIONS BY TYPE
(Full-time Equivalent Positions)
Fixed-Term and Externally Funded Positions Seasonal and Part-Time Positions
Full-Time Regular and Modified Full-Time
TM BUDGET DRAFT | Personnel
Town of Vail | Finance | 11/19/2024
2025 headcount totals 354.6
Full time: 314.7
Seasonal: 28.9
Externally Funded/Fixed term: 11.0
301
TM BUDGET DRAFT | Contributions
Town of Vail | Finance | 11/19/2024 302
19
BUDGET | Contributions
Town of Vail | Finance | 11/19/2024
Changes to the 2025 proposed budget since the Nov 3rd
Meeting include:
•(GF) - At council’s direction, the proposed contribution towards the
Battle Mountain High School Project Graduation will have no
contingency based on the participation of other entities.
•(RETT) - Contribution towards Vail Valley Mountain Trails Alliance has
been increased to their full request of $22,500.
•SOS Outreach is requesting 25 parking vouchers (valued at $1,000) for
the 2024 - 2025 ski season to be used by teacher and program
coordinators for their winter skiing and snowboarding programs for
underserved youth. Staff recommends providing the 25 vouchers,
consistent with prior years. This has no impact on expenditures.
303
20
TM BUDGET DRAFT | Event Funding
Town of Vail | Finance | 11/19/2024
•Beginning in 2025, Event
Sponsorship program will be
administered by VLMD/DMO
•Town of Vail will fund the program
through transfers to the VLMD
•Transfers from GF ($2.5M)
•Business License Fees
($332.5K)
•Marketing Fund Reserves
($127.7K)
Event Sponsorship Program: $3.0M
Transfer
from GF,
85%
Business
Licensing
Fees, 11%
Marketing
Fund
Reserves,
4%
2025 Event Funding Sources
304
21
TM BUDGET DRAFT | Council Contributions
Town of Vail | Finance | 11/19/2024
Total Recommended Cash Contributions: $971.5K
*Childcare funding is a placeholder and has not been fully allocated; Funded by Tobacco Tax Collections
Town of Vail
Partner
Organizations,
$346,510 ,
35.7%
Health and
Human
Services,
$72,000 , 7.4%
Other
Organizations,
$2,000 , 0.2%
Childcare
Funding,
$551,000 ,
56.7%
305
TM BUDGET DRAFT | Capital Plan
Town of Vail | Finance | 11/19/2024 306
23
BUDGET | Overview of Changes - Capital
Town of Vail | Finance | 11/19/2024
Capital Projects Fund
•The Rabid Flashing Beacons installations project has been removed
from the budget ($350.0K).
•The South Frontage Road improvements is limited to only the
Donovan Park to Westhaven and W LH Circle to E LH Circle
sections.
•Council inquired about the possibility of a beautification project at the
Vail Transit Center. Staff estimates that this would cost $200.0K and
has included a placeholder for this within the Parking Structure
Maintenance project.
•Council requested that the $1.0M placeholder within the Dobson
Arena Budget associated with temporary ice be reallocated to the
project construction budget. This change is reflected in the project
narrative but not budget adjustment is needed.
307
24
BUDGET | Overview of Changes - Capital
Town of Vail | Finance | 11/19/2024
Real Estate Transfer Tax Fund
•Earlier this year, staff received Council approval to apply for a $200.0K
grant to support the design phase of the Big Horn Road Trail
Separation project. Grant awards have not yet been published
however, during the Draft meeting Council requested that this project
be removed from the budget ($250.0K).
•Reflected transfer of $762.5K of RETT funds in 5-year plan to Capital
Projects Fund to go towards Dobson redevelopment
308
TM BUDGET DRAFT| Capital Plan
Town of Vail | Finance | 11/19/2024
Fund Capital
Expenditures
Capital Fund $60.5M
Real Estate Transfer Tax
Fund
$2.7M
Housing Fund $15.8M
Heavy Equipment Fund
(Vehicle Replacements)
$1.6M
Dispatch Services Fund $750.0k
Internal Employee
Housing Fund
$150.0k
Total Capital Spending $81.5M
Capital
Maintenance,
$10.46M, 13%
Asset
Additions/Major
Improvements,
$20.55M, 25%
Dobson Arena
Renovation,
$50.35M, 62%
2025 Proposed Capital Project Funds Expenditures: $81.5M
309
TM BUDGET DRAFT | Reserves
Town of Vail | Finance | 11/19/2024 310
TM BUDGET DRAFT | Reserves
Town of Vail | Finance | 11/19/2024
Starting in 2024, reserve minimum includes GF, CPF, and RETT balances.
Reserves are projected to
be $56.4M at the end of
2025
$116.6M
$138.0M
$165.8M
$173.9M
$86.6M
$56.4M
$76.1M $77.3M $75.0M $67.0M
$0.0M
$20.0M
$40.0M
$60.0M
$80.0M
$100.0M
$120.0M
$140.0M
$160.0M
$180.0M
$200.0M
2020 2021 2022 2023 2024
Forecast
2025 2026 2027 2028 2029
TOV Reserves
5 Year History & 5 Year Projection
All Other
Housing Fund
RETT Fund
Capital Projects Fund
General Fund*
Reserve Min
*Excludes Parking Capital Reserve
311
TM BUDGET DRAFT | Reserves
Town of Vail | Finance | 11/19/2024
$53.6M
$24.9M
$35.2M
$47.9M $45.5M
$38.0M
$0.0M
$10.0M
$20.0M
$30.0M
$40.0M
$50.0M
$60.0M
2024
Forecast
2025 2026 2027 2028 2029
TOV Reserves: Available to Spend
5 Year Projection
Housing Fund
RETT Fund
Capital Projects Fund
General Fund
312
TM BUDGET DRAFT | Recap
•Are there changes to be made prior to 2nd
reading of the budget ordinance?
Town of Vail | Finance | 11/19/2024
Second reading of budget ordinance: December 3rd
313
AGENDA ITEM NO. 5.4
Item Cover Page
DATE:November 19, 2024
TIME:10 min.
SUBMITTED BY:Carlie Smith, Finance
ITEM TYPE:Ordinance
AGENDA SECTION:Action Items (6:10pm)
SUBJECT:Ordinance No. 19, Series of 2024, First Reading, An Ordinance
Providing for the Levy Assessment and Collection of Town Ad
Valorem Property Taxes Due for the 2024 Tax Year and Payable
in the 2025 Fiscal Year. (7:25pm)
SUGGESTED ACTION:Approve, approve with amendments, or deny Ordinance No. 19,
Series of 2024, upon first reading.
PRESENTER(S):Carlie Smith, Finance Director
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
25 Mill Levy 1st
Mill Levy Ordinance 2025 1st
314
TO: Vail Town Council
FROM: Finance Department
DATE: November 19, 2024
SUBJECT: Mill Levy Ordinance
I. SUMMARY
Authorization for the collection of property taxes in 2025.
II. DISCUSSION
Upon first reading on Tuesday evening, you will be asked to approve the attached mill levy
ordinance. This ordinance authorizes the collection of property taxes in 2025 based on 2024
assessed valuations of property within the town’s boundaries. Eagle County is responsible for
assessing values and collecting property taxes on our behalf. The town is required by Colorado
state law to certify the mill levy by December 15 of each year. Since two readings of an ordinance
are required, we will bring the first reading on Tuesday with the second reading on December 3rd
to enable us to meet the December 15 deadline. The attached ordinance is based on preliminary
assessed valuations from the county (as of August 2024).
The town’s base mill levy as shown in the ordinance is 4.69 mills and the abatement levy is 0.099
mills. Abatement results when a taxpayer protests an assessed valuation after the normal protest
period and is refunded a portion of the tax already due or paid. The abatement mill levy allows
the town to recoup the refunded amount. This abatement levy of 0.099 mills equates to an
additional $6.68 per year for a $1 million home.
The property tax authorized by the attached ordinance will generate $7.7 million in revenue
in 2025, representing approximately 5.8% of the town’s total revenue. The projected revenue
reflects a 2% decrease compared to the 2024 forecast, primarily due to a decrease in the
estimated revenue the town will be receive as backfill from the state. According to the Colorado
Department of Labor, reimbursement will only be provided to taxing jurisdictions that experience
a decline in total assessed real property values from 2023 to 2024.
Recent Property Tax Changes
Over the past several years, property owners have seen significant increases in property values.
Several legislative bills have come forward to decrease the impacts of the assessed valuation
increases on property owners. Through tax year 2024, these bills have reduced residential
assessment rates from 7.15% to 6.75% and commercial rates from 29% to 27.9%. Additionally,
these bills have reduced the taxable values of residential and multi-residential property by
$55,000 and some categories of commercial property by $30,000.
.
315
Town of Vail Page 2
House Bill 24B-1001
The most recent bill, HB 24B-1001, will permanently reduce residential assessment rates for
property taxation beginning with the 2025 property tax year. It also includes a property tax growth
limits for some local government entities of 10.5% over a two-year period and reduces
assessment rates for many nonresidential property classes.
As a home rule municipality, the revenue growth limit will not apply to the Town of Vail; however,
the decrease in assessments will impact revenue collections.
The following are the changes to assessment rates over the next several years:
2025 Tax Year
Residential: Reduces to 6.25% from 6.4% unless the statewide actual growth exceeds 5%, then
will decrease to 6.15%
Non-residential: Reduces from 29% to 27% for most classes of non-residential property.
It’s estimated that this will have an impact on property tax collections of $440.6K for the
2025 tax year collected in 2026.
2026 Tax Year
Residential: It will reduce to 6.8% from 6.95% unless the statewide actual growth exceeds 5%, at
which point it will decrease to 6.7% and include a 10% value reduction up to $70,000.
Non-residential: Reduces from 29% to 26% for most classes of non-residential property
2027 Tax Year and After
Residential: Continues lower assessment rates and value reductions from 2026 adjusted for
inflation.
Nonresidential: Reduces from 29% to 25%
.
316
Ordinance 19, Series of 2024
ORDINANCE NO. 19
SERIES OF 2024
AN ORDINANCE PROVIDING FOR THE LEVY ASSESSMENT AND COLLECTION
OF TOWN AD VALOREM PROPERTY TAXES DUE FOR THE 2024 TAX YEAR AND
PAYABLE IN THE 2025 FISCAL YEAR.
WHEREAS, it is necessary for the Town Council to provide for the levy, assessment and
collection of Town ad valorem property taxes due for the 2024 year and payable in the 2025
fiscal year.
NOW, THEREFORE, be it ordained by the Town Council of the Town of Vail,
Colorado, that:
1. For the purpose of defraying part of the operating and capital expenses of the
Town of Vail, Colorado, during its 2025 fiscal year, the Town Council hereby levies a property
tax of 4.789 mills upon each dollar of the total assessed valuation of $1,603,255,550 for the 2024
tax year of all taxable property within the Town, which will result in a gross tax levy of
$7,677,991 calculated as follows:
Base mill levy 4.690 $7,519,269
Abatement levy .099 _ 158,722
Total mill levy 4.789 $7,677,991
Said assessment shall be duly made by the County of Eagle, State of Colorado, as directed by the
Colorado Revised Statutes (1973 as amended), and as otherwise required by law.
2. If any part, section, subsection, sentence, clause or phrase of this ordinance is for
any reason held to be invalid, such decision shall not affect the validity of the remaining portions
of this ordinance; and the Town Council hereby declares it would have passed this ordinance,
and each part, section, subsection, sentence, clause or phrase thereof, regardless of the fact that
any one or more parts, sections, subsections, sentences, clauses or phrases be declared invalid.
3. The Town Council hereby finds, determines, and declares that this ordinance is
necessary and proper for the health, safety, and welfare of the Town of Vail and the inhabitants
thereof.
4. The repeal or the repeal and reenactment of any provision of the Municipal Code
of the Town of Vail as provided in this ordinance shall not affect any right which has accrued,
317
Ordinance 19, Series of 2024
any duty imposed, any violation that occurred prior to the effective date hereof, any prosecution
commenced, nor any other action or proceedings as commenced under or by virtue of the
provision repealed or repealed and reenacted. The repeal of any provision hereby shall not
revive any provision or any ordinance previously repealed or superseded unless expressly stated
herein.
5. All bylaws, orders, resolutions, and ordinances, or parts thereof, inconsistent
herewith are repealed to the extent only of such inconsistency. This repealer shall not be
construed to revise any bylaw, order, resolution, or ordinance, or part thereof, theretofore
repealed.
INTRODUCED, READ ON FIRST READING, APPROVED AND ORDERED
PUBLISHED ONCE IN FULL, this 19th day of November, 2024. A public hearing shall be
held hereon at 6 P.M. on the 3rd day of December 2024, at the regular meeting of the Town
Council of the Town of Vail, Colorado, in the Municipal Building of the Town.
______________________________
Travis Coggin, Mayor
ATTEST:
________________________________
Russell Forrest, Town Manager
318
AGENDA ITEM NO. 5.5
Item Cover Page
DATE:November 19, 2024
TIME:5 min.
SUBMITTED BY:Lauren Noll, Finance
ITEM TYPE:Ordinance
AGENDA SECTION:Action Items (6:10pm)
SUBJECT:Ordinance No. 20, Series of 2024, First Reading, An Ordinance
Amending Section 2-8-13 of the Vail Town Code Concerning Use
Tax Refunds (7:35pm)
SUGGESTED ACTION:Approve, approve with amendments, or deny Ordinance No. 20,
Series of 2024 upon first reading.
PRESENTER(S):Lauren Noll, Revenue Manager
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
No. 20, 21, and 22, Series 2024 Memo - Code Updates
Use Tax Refund-O102124
319
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.
320
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
321
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.
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ORDINANCE NO. 20
SERIES OF 2024
AN ORDINANCE AMENDING SECTION 2-8-13 OF THE VAIL TOWN
CODE CONCERNING USE TAX REFUNDS
NOW, THEREFORE BE IT ORDAINED BY THE TOWN COUNCIL OF THE
TOWN OF VAIL, COLORADO THAT:
Section 1.Section 2-8-13 of the Vail Town Code is hereby amended as follows:
§ 2-8-13. REFUNDS.
(A)A refund shall be made, or a credit allowed, for use tax paid under
dispute by any person who is entitled to claim an exemption under § 2-8-5
of this Chapter, if a request for refund is made within 6090 days after
issuance of the building permit for which the use tax was paid under dispute.
(B)A refund shall be made, or a credit allowed, for any use tax paid
under this Chapter for construction and building materials used or
consumed in the construction of any deed restricted employee housing
units, as defined by Title 12 of this Code, which deed restriction additionally
includes a perpetual appreciation cap on either maximum rental rate or
sales prices, as approved by the Town. No request for refund or credit shall
be processed by the Town until the applicable deed restriction has been
recorded. A request for a refund or credit for deed restricted employee
housing units shall be submitted within 6090 days of issuance of the last
certificate of occupancy for such deed restricted employee housing units.
***
Section 2.If any part, section, subsection, sentence, clause or phrase of this
ordinance is for any reason held to be invalid, such decision shall not effect the validity of
the remaining portions of this ordinance; and the Town Council hereby declares it would
have passed this ordinance, and each part, section, subsection, sentence, clause or
phrase thereof, regardless of the fact that any one or more parts, sections, subsections,
sentences, clauses or phrases be declared invalid.
Section 3.The Town Council hereby finds, determines and declares that this
ordinance is necessary and proper for the health, safety and welfare of the Town and the
inhabitants thereof.
Section 4.The amendment of any provision of the Vail Town Code as provided
in this ordinance shall not affect any right which has accrued, any duty imposed, any
violation that occurred prior to the effective date hereof, any prosecution commenced, nor
any other action or proceeding as commenced under or by virtue of the provision
amended. The amendment of any provision hereby shall not revive any provision or any
ordinance previously repealed or superseded unless expressly stated herein.
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Section 5.All bylaws, orders, resolutions and ordinances, or parts thereof,
inconsistent herewith are repealed to the extent only of such inconsistency. This repealer
shall not be construed to revise any bylaw, order, resolution or ordinance, or part thereof,
theretofore repealed.
INTRODUCED, READ ON FIRST READING, APPROVED, AND ORDERED
PUBLISHED ONCE IN FULL ON FIRST READING this ___ day of ______________,
2024 and a public hearing for second reading of this Ordinance set for the _____day of
______________, 2024, in the Council Chambers of the Vail Municipal Building, Vail,
Colorado.
____________________________
Travis Coggin, Mayor
ATTEST:
____________________________
Stephanie Kauffman, Town Clerk
READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED
this ___ day of ______________, 2024.
____________________________
Travis Coggin, Mayor
ATTEST:
____________________________
Stephanie Kauffman, Town Clerk
324
AGENDA ITEM NO. 5.6
Item Cover Page
DATE:November 19, 2024
TIME:5 min.
SUBMITTED BY:Stephanie Bibbens, Finance
ITEM TYPE:Ordinance
AGENDA SECTION:Action Items (6:10pm)
SUBJECT:Ordinance No. 21, Series of 2024, First Reading, An Ordinance
Amending Sections 4-1-2 and 4-1-3 of the Vail Town Code
Regarding Business Licenses (7:40pm)
SUGGESTED ACTION:Approve, approve with amendments, or deny Ordinance No. 21,
Series of 2024 upon first reading.
PRESENTER(S):Lauren Noll, Revenue Manager
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
No. 20, 21, and 22, Series 2024 Memo - Code Updates
Shared Services-O101624
325
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.
326
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
327
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.
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ORDINANCE NO. 21
SERIES 2024
AN ORDINANCE OF THE TOWN COUNCIL OF THE TOWN OF VAIL,
COLORADO, AMENDING SECTIONS 4-1-2 AND 4-1-3 OF THE VAIL
TOWN CODE REGARDING BUSINESS LICENSES
NOW BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF VAIL,
COLORADO, THAT:
Section 1.The following definitions contained in Section 4-1-2 of the Vail Town
Code are hereby amended as follows:
§ 4-1-2: DEFINITIONS.
***
BUSINESS.Any business, profession, occupation or activity engaged in
by a person for profit, gain, benefit or advantage together with all devices,
machines, vehicles and appurtenances which is conducted on premises
within the Town.
***
PLACE OF BUSINESS. A premises within the Town where a licensee
conducts business. Only one (1) premises owned and operated by a shared
services business shall be considered a place of business and subject to
licensing requirements pursuant to this Chapter.
***
SHARED DOCKING STATION. An unstaffed structure at a fixed location
in the Town from which shared transportation systems may be accessed,
including, without limitation, bicycles and scooters.
SHARED SERVICES BUSINESS.A business operating within the Town
that provides products through self-service locations on premises
throughout the Town.
Section 2.Section 4-1-3 of the Vail Town Code is hereby repealed in its entirety
and reenacted as follows:
§ 4-1-3: LICENSE REQUIRED.
It is unlawful for any person to maintain, operate, conduct or engage in any
business activity, including a shared services business, within the Town, or
to use in connection with a business any vehicle, premises, machine or
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device without having first obtained a business license pursuant to this
Chapter. A business license is required for each place of business.
Section 3.If any part, section, subsection, sentence, clause or phrase of this
ordinance is for any reason held to be invalid, such decision shall not affect the validity of
the remaining portions of this ordinance; and the Council hereby declares it would have
passed this ordinance, and each part, section, subsection, sentence, clause or phrase
thereof, regardless of the fact that any one or more parts, sections, subsections,
sentences, clauses or phrases be declared invalid.
Section 4.The Council hereby finds, determines and declares that this
ordinance is necessary and proper for the health, safety and welfare of the Town and the
inhabitants thereof.
Section 5.The amendment of any provision of the Town Code as provided in
this ordinance shall not affect any right which has accrued, any duty imposed, any
violation that occurred prior to the effective date hereof, any prosecution commenced, nor
any other action or proceeding as commenced under or by virtue of the provision
amended. The amendment of any provision hereby shall not revive any provision or any
ordinance previously repealed or superseded unless expressly stated herein.
Section 6.All bylaws, orders, resolutions and ordinances, or parts thereof,
inconsistent herewith are repealed to the extent only of such inconsistency. This repealer
shall not be construed to revise any bylaw, order, resolution or ordinance, or part thereof,
theretofore repealed.
INTRODUCED, READ ON FIRST READING, APPROVED, AND ORDERED
PUBLISHED ONCE IN FULL ON FIRST READING this _____ day of ___________, 2024
and a public hearing for second reading of this Ordinance set for the _____day of
______________, 2024, in the Council Chambers of the Vail Municipal Building, Vail,
Colorado.
_____________________________
Travis Coggin, Mayor
ATTEST:
____________________________
Stephanie Kauffman, Town Clerk
READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED
this ___ day of ______________, 2024.
_____________________________
Travis Coggin, Mayor
ATTEST:
____________________________
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Stephanie Kauffman, Town Clerk
331
AGENDA ITEM NO. 5.7
Item Cover Page
DATE:November 19, 2024
TIME:5 min.
SUBMITTED BY:Stephanie Bibbens, Finance
ITEM TYPE:Ordinance
AGENDA SECTION:Action Items (6:10pm)
SUBJECT:Ordinance No. 22, Series of 2024, First Reading, An Ordinance
Amending Sections 4-3-1-2 and 4-3-3-6 of the Vail Town Code
Concerning Sales Tax Exceptions for Essential Hygiene
Products (7:45pm)
SUGGESTED ACTION:Approve, approve with amendments, or deny Ordinance No. 22,
Series of 2024 upon first reading.
PRESENTER(S):Lauren Noll, Revenue Manager
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
No. 20, 21, and 22, Series 2024 Memo - Code Updates
Hygiene Products-O101724
332
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.
333
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
334
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.
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ORDINANCE NO. 22
SERIES OF 2024
AN ORDINANCE AMENDING SECTIONS 4-3-1-2 AND 4-3-3-6 OF THE
VAIL TOWN CODE CONCERNING SALES TAX EXCEPTIONS FOR
ESSENTIAL HYGIENE PRODUCTS
WHEREAS, pursuant to House Bill 22-1055, the State of Colorado created a tax
exemption from State sales tax for certain essential hygiene products, including
"incontinence products and diapers" and "period products"; and
WHEREAS, the Town wishes to amend Sections 4-3-1-2 and 4-3-3-6 to provide
exemptions for these items from Town sales tax.
NOW, THEREFORE BE IT ORDAINED BY THE TOWN COUNCIL OF THE
TOWN OF VAIL, COLORADO THAT:
Section 1.Section 4-3-1-2 of the Vail Town Code is hereby amended by the
addition of the following definitions, to appear in alphabetical order:
INCONTINENCE PRODUCTS AND DIAPERS. Absorbent cloth or
disposable products worn by humans who are incapable of, or have
difficulty, controlling their bladder or bowel movements.
PERIOD PRODUCTS. Consumer products used to manage menstruation.
Section 2.Section 4-3-3-6 of the Vail Town Code is hereby amended as follows:
§ 4-3-3-6. EXEMPTIONS.
***
(S)The "sale of food" as defined in 7 U.S.C. § 2012(g),as of, and as it
may be amended after October 1, 1987, that is purchased by the medium
of exchange commonly known as "food stamps", and the "sale of food" as
defined in or pursuant to 42 U.S.C. § 1786, as of, and as it may be amended
after, October 1, 1987, that is purchased with vouchers, checks or similar
certificates of exchange for the special supplemental food program for
women, infants and children; and
***
(U)Incontinence products and diapers; and
(V)Period products.
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Section 3.The Town Council hereby finds, determines and declares that this
ordinance is necessary and proper for the health, safety and welfare of the Town and the
inhabitants thereof.
Section 4.The amendment of any provision of the Vail Town Code as provided
in this ordinance shall not affect any right which has accrued, any duty imposed, any
violation that occurred prior to the effective date hereof, any prosecution commenced, nor
any other action or proceeding as commenced under or by virtue of the provision
amended. The amendment of any provision hereby shall not revive any provision or any
ordinance previously repealed or superseded unless expressly stated herein.
Section 5.All bylaws, orders, resolutions and ordinances, or parts thereof,
inconsistent herewith are repealed to the extent only of such inconsistency. This repealer
shall not be construed to revise any bylaw, order, resolution or ordinance, or part thereof,
theretofore repealed.
INTRODUCED, READ ON FIRST READING, APPROVED, AND ORDERED
PUBLISHED ONCE IN FULL ON FIRST READING this ___ day of ______________,
2024 and a public hearing for second reading of this Ordinance set for the _____day of
______________, 2024, in the Council Chambers of the Vail Municipal Building, Vail,
Colorado.
_____________________________
Travis Coggin, Mayor
ATTEST:
____________________________
Stephanie Kauffman, Town Clerk
READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED
this ___ day of ______________, 2024.
_____________________________
Travis Coggin, Mayor
ATTEST:
____________________________
Stephanie Kauffman, Town Clerk
337
AGENDA ITEM NO. 6.1
Item Cover Page
DATE:November 19, 2024
TIME:5 min.
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Public Hearings
AGENDA SECTION:Public Hearings (7:50pm)
SUBJECT:Ordinance No. 16, Series of 2024, Second Reading, An Ordinance
Amending Section 7-3D-1(C) of the Vail Town Code to Increase
the Penalties for Parking Violations in Designated Parking Zones
(7:50pm)
SUGGESTED ACTION:Approve, approve with amendments, or deny Ordinance No. 16,
Series of 2024 upon Second reading.
PRESENTER(S):Greg Hall, Director of Public Works and Transportation
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Special Enforcement Area Memo 11-05-24
Parking Fines-O103124
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TO:Vail Town Council
FROM:Greg Hall, Director of Public Works, and Transportation
Stephanie Kashiwa, Parking Operations Manager
DATE:November 5, 2024
SUBJECT:ORDINANCE 16 SERIES OF 2024. AMENDING SECTION 7-3D-1(C) OF THE
VAIL TOWN CODE TO INCREASE THE PENALTIES FOR PARKING
VIOLATIONS IN DESIGNATED PARKING ZONES
I.SUMMARY
The purpose of this item is to amend the following code section.
An Amendment to Section 7-3D-1C) of the Vail Town Code
II.BACKGROUND
At the October 15, 2024, Town Council directed staff to prepare an Ordinance which would
establish an additional Special Enforcement Zone and increase the penalties for violations
in the designated parking zone. This would establish an additional zone along South
Frontage Road East from Vail Road to West Vail Valley Drive. The fines for violation in the
special enforcement zones would be increased per the following fine schedule.
First offense:$150 $100
Second similar offense within one year:$250 $200
Subsequent similar offenses within one year:$350 $300
VI.ACTION REQUESTED
Act on Ordinance 16 Series of 2024.
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ORDINANCE NO. 16
SERIES 2024
AN ORDINANCE AMENDING SECTION 7-3D-1(C) OF THE VAIL TOWN
CODE TO INCREASE THE PENALTIES FOR PARKING VIOLATIONS IN
DESIGNATED PARKING ZONES
WHEREAS, pursuant to C.R.S. § 42-4-111 and its Home Rule Charter, the Town
is empowered to regulate and restrict the stopping, standing or parking of vehicles within
its jurisdiction; and
WHEREAS, the Town Council finds and determines that increased penalties are
necessary for parking violations in certain designated parking zones.
NOW THEREFORE BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN
OF VAIL, COLORADO, THAT:
Section 1.Section 7-3D-1(C) of the Vail Town Code is hereby amended as
follows:
7-3D-1:PENALTIES:
***
(C)There shall be two a special enforcement zones area: surrounding
the Booth Lake Trailhead known as (1)the Booth Lake Trailhead Parking
Zone, which shall include Mann's Ranch Road, Booth Falls Road, Booth
Falls Court, and the 2800 – 3700 block of the North Frontage Road; and (2)
the South Frontage Road East Parking Zone, which shall include the South
Frontage Road East from Vail Road to West Vail Valley Drive and the 000-
300 block of the South Frontage Road East. Every person who is convicted
of, who admits liability for, or against whom a judgment is entered for a
parking violation in the Booth Lake Trailhead Parking Zone or the South
Frontage Road East Parking Zone shall be fined as follows:
First offense:$150 $100
Second similar offense within one year:$250 $200
Subsequent similar offenses within one
year:$350 $300
Section 2.If any part, section, subsection, sentence, clause or phrase of this
Ordinance is for any reason held to be invalid, such decision shall not affect the validity
of the remaining portions of this ordinance; and the Town Council hereby declares it would
have passed this ordinance, and each part, section, subsection, sentence, clause or
phrase thereof, regardless of the fact that any one or more parts, sections, subsections,
sentences, clauses or phrases be declared invalid.
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Section 3.The amendment of any provision of the Vail Town Code in this
Ordinance shall not affect any right which has accrued, any duty imposed, any violation
that occurred prior to the effective date hereof, any prosecution commenced, nor any
other action or proceeding as commenced under or by virtue of the provision amended.
The amendment of any provision hereby shall not revive any provision or ordinance
previously repealed or superseded unless expressly stated herein.
Section 4.All bylaws, orders, resolutions and ordinances, or parts thereof,
inconsistent herewith are repealed to the extent only of such inconsistency. This repealer
shall not be construed to revise any bylaw, order, resolution or ordinance, or part thereof,
theretofore repealed.
INTRODUCED, READ ON FIRST READING, APPROVED, AND ORDERED
PUBLISHED ONCE IN FULL ON FIRST READING this 5th day of November, 2024 and a
public hearing for second reading of this Ordinance is set for the ____ day of
____________, 2024, in the Council Chambers of the Vail Municipal Building, Vail,
Colorado.
_____________________________
Travis Coggin, Mayor
ATTEST:
____________________________
Stephanie Kauffmann, Town Clerk
READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED
this ____ day of ________________, 2024.
_____________________________
Travis Coggin, Mayor
ATTEST:
____________________________
Stephanie Kauffmann, Town Clerk
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