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2024-12-17 Agenda and Supporting Documentation Town Council Evening Meeting
1.Call to Order (6:00pm) 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. 56, Series of 2024, A Resolution Approving an Intergovernmental Agreement for the Funding of the Eagle County Victim Services Unit Approve, approve with amendments, or deny Resolution No. 56, Series of 2024. Background: The Eagle County Sheriff's Office provides services to victims through three trained victim services advocates. This is a valuable service the Vail Police Department would like to continue to provide for our residents and guests. 4.2 Contract Award to 4240 Architecture for Vail Transportation Center Expansion Planning & Design Authorize the Town Manager to enter into an agreement, in a form approved by the Town Attorney, with 4240 Architecture for the Vail Transportation Center Expansion Planning & Design Project Phase I in an amount not to exceed $240,000.00. VAIL TOWN COUNCIL MEETING Evening Session Agenda Town Council Chambers and virtually by Zoom. Zoom meeting link: https://vail.zoom.us/webinar/register/WN_eQsJFNy3TBOVjcYyXyiJ9g 6:00 PM, December 17, 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 Victim Services IGA Memo to Town Council Resolution 56 2024 Victim Services Unit 2024-12-06 IGA Victim Services Funding 1 Background: The Town of Vail has budgeted to complete the planning and design of the future expansion of the Vail Transportation Center. The purpose of the project is to update and expand the Vail Transportation Center to accommodate current and future needs. 5.Action Items (6:10pm) 5.1 Ordinance No. 24, Series of 2024, First Reading, An Ordinance Amending Chapter 4-14 of the Vail Town Code to Establish Impact Fees for Short-Term Rentals (6:10pm) 60 min. Approve, approve with amendments, or deny Ordinance No. 24, Series of 2024 upon first reading. Presenter(s): Carlie Smith, Finance Director Background: Earlier this year, Council requested an update on short-term rentals and asked staff to review the Town's STR regulations. This is a proposed ordinance to establish impact fees for short-term rentals. 5.2 Dobson Ice Arena Update (7:10pm)75 min. Listen to presentation and provide feedback. Presenter(s): Greg Hall, Director of Public Works and Transportation Background: Update Council on the Dobson Ice Arena Remodel Project budge and approval of project elements. 5.3 Texas Townhomes No. 1 Permission to Proceed (8:25pm)15 min. Approve, approve with amendments, or deny permission to proceed application. Presenter(s): Jamie Leaman-Miller, Planner II Background: Texas Townhomes No. 1, located at 483 Gore Creek Drive, Vail, CO recently submitted permission to proceed application for temporary construction access on Tract A of town land that is related to an addition they are applying for. The access is necessary to remove the existing decks on Town property. 5.4 2810 Aspen Court Permission to Proceed (8:40pm)15 min Approve, approve with amendments, or deny permission to proceed application for Town-owned stream tract. Council Memo 12-17-24 4240 Town of Vail Transit Center Expansion RFQ Response 4240 Cost Proposal 12-17-24 STR Memo Ordinance 24-STR Fee 1st Reading 121724 STR Update 1st Reading Update Short-Term Rental Fee Public Comment Dobson Arena Council Memo 12-17-24 Dobson Arena Town Council Slide Deck 12.17.24 Staff Memo 12-17-24 Texas Townhomes Applicant's Narrative 12-17-24 Project Materials 2 Presenter(s): Tom Kassmel, Town Engineer Background: The redevelopment of 2810 Aspen Court is requesting to convey filtered groundwater across the adjacent Town-owned Stream Tract for up to four months during the project's excavation period this winter and spring. 6.Public Hearings (8:55pm) 6.1 Ordinance No. 23, Series of 2024, Second Reading, An Ordinance Making Budget Adjustments to the Town of Vail General Fund, Capital Projects Fund, Real Estate Transfer Tax Fund, Housing Fund, Dispatch Services Fund, Heavy Equipment Fund, Residences at Main Vail Fund, and Timber Ridge Fund of the 2024 Budget for the Town of Vail, Colorado; and Authorizing the Said Adjustments as Set Forth Herein; and Setting Forth Details in Regard Thereto (8:55pm) 10 min. Approve, approve with amendments, or deny Ordinance No. 23, Series of 2024 upon second reading. Presenter(s): Jake Shipe, Budget Analyst Background: This ordinance is to make supplemental appropriations and adjustments to the 2024 budget. On December 3rd, Council approved Ordinance No. 23 on the First Reading. Please see the attached memo for a summary of changes since the First Reading, and a listing of the proposed adjustments to revenues and expenditures. 7.Adjournment 9:05pm (estimate) Council Memo 12-17-24 2810 Aspen Court 2810 Aspen Court - ToV Dewatering Application Request Ordinance #23, Series of 2024 - 3rd Supplemental 2024 (2nd Reading) 12-17-2024 - Third Budget Supplemental Appropriation (2nd Reading) Attachment A - Memo Regarding Axon Contract Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website www.vail.gov. All Town Council meetings will be streamed live by High Five Access Media and available for public viewing as the meeting is happening. The meeting videos are also posted to High Five Access Media website the week following meeting day, www.highfivemedia.org. Please call 970-479-2460 for additional information. Sign language interpretation is available upon request with 48 hour notification dial 711. 3 AGENDA ITEM NO. 2.1 Item Cover Page DATE:December 17, 2024 SUBMITTED BY:Stephanie Bibbens, 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 4 From:Kristen Bertuglia To:Council Dist List; Russell Forrest; Kris Widlak; Stephanie Kauffman Subject:Fw: Vail Town Council - Garbage Collection Date:Wednesday, December 11, 2024 1:26:37 PM Good Afternoon Council members, In case you have not received the following note from Sharon, her message was sent to me regarding the single hauler process. Thank you, Kristen Bertuglia Director Environmental Sustainability Town of Vail 720-281-2447 (c) 970-477-3455(o) Get Outlook for iOS From: Sharon Gina <Sharon@sbocca.com> Dear Members of the Town Council.. It has come to my attention that you are considering contracting a single company to collect trash for the entire community. I am completely satisfied with the private company that I currently use. While I appreciate the councils efforts to centralize in order to improve waste management, I personally do not believe it is the right course of action. I also do not believe it is necessary to add trash collection expenses to the town budget . I currently use and have used for many years, Vail Valley Waste. I have always been impressed and completely satisfied with that company. They have excellent customer service. I am 75 years old and they have helped through multiple surgeries and illnesses when I couldn’t manage getting my trash containers down a steep and icy driveway. Additionally, I know that they are a small, locally owned company. The owners have raised their children here and are active members of the community. I actually find it appalling that our little town would consider compromising a free enterprise system that has always worked and supports local small businesses. If they are not selected it will be so detrimental to their business by reducing their client base by probably 1,000 +/- customers. This company has a history of dependable service and positive reviews. 5 Thank you for considering the input of residents in this important decision. Although I am not in favor of having the town assume this responsibility, I hope that you will at least seriously consider awarding this contract to Vail Valley Waste based on their consistent and reliable customer service and their community engagement. Please reach out if you would like to further discuss this matter. Sharon Boccanfuso 2299 Chamonix Lane Vail 970 376-4950 6 From:Patrick To:Council Dist List Subject:Parking Deck Vail Local Pass Date:Monday, December 16, 2024 2:36:16 PM Hey y'all, I think this pass is fantastic, however, on peak days it's pretty useless. 1hr free is not enough to get much done in the village, especially if you have a meeting or are just going to the gym. It would be really nice to get 90min or 2hrs free with the pass on peak days, and then begin charging the normal peak rates. 7 AGENDA ITEM NO. 4.1 Item Cover Page DATE:December 17, 2024 SUBMITTED BY:Stephanie Bibbens, Town Manager ITEM TYPE:Consent Agenda AGENDA SECTION:Consent Agenda (6:10pm) SUBJECT:Resolution No. 56, Series of 2024, A Resolution Approving an Intergovernmental Agreement for the Funding of the Eagle County Victim Services Unit SUGGESTED ACTION:Approve, approve with amendments, or deny Resolution No. 56, Series of 2024. VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Victim Services IGA Memo to Town Council Resolution 56 2024 Victim Services Unit 2024-12-06 IGA Victim Services Funding 8 December 12, 2024 To:Town Council Through:Russell Forrest Town Manager From:Ryan Kenney Chief of Police Subject:Victim Services IGA The Eagle County Sheriff’s Office provides services to victims through three trained victim services advocates. These advocates provide support to from the time a crime occurs all the way through a trial. This is a valuable service that the Vail Police Department would like to continue to provide for our residents and guests. This IGA allows the Vail Police Department continued access to these services. We are requesting to enter into an IGA with Eagle County for the continued access to victim services. 9 RESOLUTION NO. 56 Series of 2024 A RESOLUTION APPROVING AN INTERGOVERNMENTAL AGREEMENT FOR THE FUNDING OF THE EAGLE COUNTY VICTIM SERVICES UNIT WHEREAS, the Colorado legislature enacted the Colorado Victims’ Rights Act set forth a C.R.S. § 24-4.1-302, et. seq.,(“VRA”) in recognition of the fact that the full and voluntary cooperation of victims and witnesses to crimes with state and local law enforcement agencies is imperative for the general effectiveness and well-being of the Colorado criminal justice system; WHEREAS, the VRA assures that all victims and witnesses to crimes are to be honored and protected by law enforcement agencies, prosecutors and judges in a manner no less vigorous than the protection afforded criminal defendants; WHEREAS, the VRA ensures victims of crimes are treated with respect, dignity and fairness, and that they are free from abuse, harassment or intimidation and outlines the responsibilities of all Colorado law enforcement agencies; WHEREAS, the Eagle County Victim Services Unit (“VSU”) is currently staffed with three (3) Eagle County employees who work as victim advocates providing high-quality response services for victims of crime or crises throughout Eagle County and, on behalf of the Towns, all of its municipalities to effectuate the goals and the responsibilities of law enforcement agencies under the VRA; WHEREAS, VSU advocates assist crime victims by explaining first responder roles, prepare victims for specific law enforcement procedures that may be necessary, address concerns and resolve communication issues that may arise when encountering a crisis situation; WHEREAS, VSU advocates also assist victims in completing applications for support, including emergency funding, protection orders, confidentiality programs, communications with third parties such as employers and landlords, and provided tailored information about available resources applicable to each victim’s unique situation; WHEREAS, the VSU provides these services to victims within the entirety of Eagle County, including the jurisdiction of the Eagle County Sheriff, who serves unincorporated Eagle County, and the Town of Gypsum and the Towns of Minturn and Redcliff, as well as the jurisdictions of Avon, Basalt, Eagle and Vail police departments; WHEREAS,while Eagle County received some grant funding to support the VSU for 2024, the cost to provide such services far exceed such grant funding such that for 2024, direct cost to Eagle County to fund the VSU was at least $246,168; WHEREAS, subject to a Town’s respective annual budgetary discretion, the Towns intend to contribute to Eagle County’s annual costs to fund the VSU, based on the allocations set forth in this Agreement; WHEREAS, County and the Towns have the authority to enter into this an agreement 10 under general authority of local governments of the State of Colorado to contract with one another for the provision of services pursuant to C.R.S. §29-1-201, et seq., Article XIV, Section 18 of the Colorado Constitution; and WHEREAS,the Town Council wishes to enter into an intergovernmental agreement with the parties referenced above for the funding of the VSU, as set forth in Exhibit A, attached hereto and incorporated herein by this reference (the "IGA"). NOW THEREFORE, BE IT RESOLVED BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO THAT: Section 1. The Town Council hereby approves the IGA in substantially the same form as attached hereto as Exhibit A, and in a form approved by the Town Attorney, and authorizes the Town Manager to execute the IGA 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 17th day of December 2024. _________________________ Travis Coggin,Mayor ATTEST: Stephanie Kauffman, Town Clerk 11 INTERGOVERNMENTAL AGREEMENT FOR THE FUNDING OF THE EAGLE COUNTY VICTIM SERVICES UNIT THIS INTERGOVERNMENTAL AGREEMENT FOR THE FUNDING OF THE EAGLE COUNTY VICTIM SERVICES UNIT (the "Agreement"), effective the 1st day of January, 2025, between the Town of Avon, Colorado, a municipal corporation, by and through its Town Council ("Avon"); the Town of Basalt, a municipal corporation, by and through its Town Council (“Basalt”); the Town of Eagle, Colorado, a municipal corporation, by and through its Town Council (“Eagle”); the Town of Vail, a municipal corporation, by and through its Town Council (“Vail”); and the County of Eagle, Colorado, a body corporate and politic, by and through its Board of County Commissioners (the "County"). Avon, Basalt, Eagle, Vail and the County may be referred to individually as a “Town,” or collectively as the “Towns.” The Towns and the County may be collectively referred to as the “Parties.” The Eagle County Sheriff’s Office (the "Sheriff”) will administer this Agreement on behalf of the County, the Sheriff and each Town Police Departments. WITNESSETH: WHEREAS, the Colorado legislature enacted the Colorado Victims’ Rights Act set forth a C.R.S. § 24-4.1-302, et. seq.,(“VRA”) in recognition of the fact that the full and voluntary cooperation of victims and witnesses to crimes with state and local law enforcement agencies is imperative for the general effectiveness and well-being of the Colorado criminal justice system; and WHEREAS, the VRA assures that all victims and witnesses to crimes are to be honored and protected by law enforcement agencies, prosecutors and judges in a manner no less vigorous than the protection afforded criminal defendants; and WHEREAS, the VRA ensures victims of crimes are treated with respect, dignity and fairness, and that they are free from abuse, harassment or intimidation and outlines the responsibilities of all Colorado law enforcement agencies; WHEREAS, the Eagle County Victim Services Unit (“VSU”) is currently staffed with three (3) Eagle County employees who work as victim advocates providing high-quality response services for victims of crime or crises throughout Eagle County and, on behalf of the Towns, all of its municipalities to effectuate the goals and the responsibilities of law enforcement agencies under the VRA; and WHEREAS, VSU advocates assist crime victims by explaining first responder roles, prepare victims for specific law enforcement procedures that may be necessary, address concerns and resolve communication issues that may arise when encountering a crisis situation; and 12 2 WHEREAS, VSU advocates also assist victims in completing applications for support, including emergency funding, protection orders, confidentiality programs, communications with third parties such as employers and landlords, and provided tailored information about available resources applicable to each victim’s unique situation. WHEREAS the VSU provides these crisis response and support services 24 hours per day, 7 days per week, 365 days per year to the victims of any type of crime or critical incident, regardless of whether they are adults or children, and regardless of income level; and WHEREAS, the VSU provides these services to victims within the entirety of Eagle County, including the jurisdiction of the Eagle County Sheriff, who serves unincorporated Eagle County, and the Town of Gypsum and the Towns of Minturn and Redcliff, as well as the jurisdictions of Avon, Basalt, Eagle and Vail police departments; and WHEREAS, the VSU is a division of the Office of the Eagle County Sheriff and the County and Sheriff employ the VSU advocates; and WHEREAS,while Eagle County received some grant funding to support the VSU for 2024, the cost to provide such services far exceed such grant funding such that for 2024, direct cost to Eagle County to fund the VSU was at least $246,168; and WHEREAS, the Parties acknowledge that ongoing grant funding for VSU services has been insufficient to fund the necessary services but is uncertain to continue in future years; and WHEREAS,subject to a Town’s respectiveannual budgetary discretion, the Towns intend to contribute to Eagle County’s annual costs to fund the VSU, based on the allocations set forth in this Agreement; and WHEREAS,County and the Towns enter into this Agreement under general authority of local governments of the State of Colorado to contract with one another for the provision of services pursuant to C.R.S. §29-1-201, et seq., Article XIV, Section 18 of the Colorado Constitution. NOW, THEREFORE, it is agreed as follows: 1.Purpose of the Agreement This Agreement is made between the Parties to fund the Eagle County VSU and to effectuate the goals and purposes recited above. 2.Status of and Responsibility for Employees. a.The Towns and the County enter into this Agreement as separate, independent governmental entities and their respective officials and employees shall maintain such status 13 3 throughout. VSU employees assigned under this Agreement shall remain employees of the Sheriff at all times and for all purposes under this Agreement. No employee of any of the Parties shall be deemed an employee of another Party. b.No Party shall be called upon to pay or assume any liability for the direct payment of any salaries, wages or other compensation to any County employee performing services hereunder. 3.Governmental Immunity. The Parties to this Agreement do not intend to waive the limitations on liability which are provided to the Parties under the Colorado Governmental Immunity Act, C.R.S. § 24-10-101, et. seq. The provisions of C.R.S. § 29-5-108 shall not apply to the activities conducted pursuant to this Agreement. 4.Insurance. The Parties shall each provide its own public liability and property damage insurance coverage as it may deem necessary for any potential liability arising under this Agreement. 5.Term and Termination. a.Unless sooner terminated as provided hereunder, this Agreement shall be effective from January 1, 2025 through December 31, 2025. It is the intent of the Parties that this Agreement shall be renewed for up to five (5) additional one (1) year periods following the end of the initial period, and unless one of the Towns gives notice to the County at least ten (10) days prior to the end of the initial period, or then current additional period, that such Party desires to terminate this Agreement, this Agreement shall be automatically extended for additional periods of twelve (12) months. After the initial period, this Agreement shall run from January 1st to December 31st of each respective year. b.Notwithstanding the foregoing provisions, any Party, with or without cause, may terminate their participation in Agreement upon the giving of thirty (30) days prior written notice of such termination to the other respective Parties. Termination by a Town shall have no effect on this Agreement for the remaining Parties. In the event any Party’s participation in this Agreement is terminated before the end of the then current term, that Party will be entitled to pro-rata reimbursement of funds paid for the current year. The terminating Town will thereafter be responsible for providing its own victims’ services and associated resources. 6.Funding. a.The Parties agree that this Agreement is contingent upon all funds necessary for the performance of this Agreement being budgeted, appropriated and otherwise made available consistent with Article X, § 20 of the Colorado Constitution. It is expressly understood that any financial obligations that may arise hereunder, whether direct or contingent, shall only extend to payment of monies duly and lawfully appropriated by the governing body of any Party. Should any of the Parties fail to undertake the project because necessary funds have not been budgeted 14 4 or duly appropriated, that Party may terminate participation in this Agreement by providing the County with written notice of termination as set forth herein. b.The Parties agree to contribute to the annual cost of the VSU, in the allocated amounts that were calculated or conservatively estimated based on a breakdown of the amount of calls and services provided to each agency in 2023 in comparison to the approximate 2023 cost to the County for those services. The Parties agree that payment will be made to the County for the purposes of funding the VSU on an annual basis, as follows: i. Avon will contribute $10,794. ii. Basalt will contribute $1,794. iii. Eagle will contribute $2,436. iv. Vail will contribute $10,290. c.The County reserves the right to adjust the yearly compensation amount by providing written notice to the Parties no later than September 1 of the year prior to the effective date of the change. Any such price change to this IGA shall be subject to each Town’s right to terminate for non-appropriation as set forth in Section 6(a) of this Agreement. Each Town will make payment without demand to Eagle County for the then current year no later than January 30 each year. 7.Notice. Any notices or other communications required or permitted to be given hereunder shall be given in writing, delivered personally or sent by first class mail, postage prepaid, addressed to the Parties at the addresses set forth below or at such other address as either Party may hereafter designate by written notice to the other Party given in accordance herewith. Notice will be deemed given on the date of delivery or three business days after deposit in a U.S. Postal Service depository. County:Eagle County Sheriff P.O. Box 359 885 East Chambers Avenue Eagle, Colorado 81631 (970) 328-8500 Email: James.vanbeek@eaglecounty.us Avon:Town of Avon Chief of Police P.O. Box 975 Avon, Colorado 81620 (970) 748-4040 Email: gdaly@avon.org 15 5 Basalt:Town of Basalt Chief of Police 100 Elk Run Drive, Suite 115 Basalt, CO 81621 (970) 927-4316 Email: greg.knott@basaltpolice.com Eagle:Town of Eagle Chief of Police P.O. Box 609 Eagle, CO 81631 (970) 328-9659 Email: carrie.buhlman@eaglepolice.org Vail Town of Vail Police Chief 75 S. Frontage Road W. Vail, CO 81657 (970) 479-2218 Email: rkenney@vailgov.com 8.No Assignment. This Agreement and the rights and obligations created hereby shall be binding upon and inure to the benefit of the Parties hereto and their respective successors and assigns, and may not be assigned by any Party without the prior written consent of the other Party. 9.No Unintended Beneficiaries. The Parties agree that this Agreement creates no obligation or relationship between the Towns. Nothing herein expressed or implied is intended or should be construed to confer or give to any person or corporation or governmental entity other than the Towns and County any right, remedy or claim under or by reason hereof or by reason of any covenant or condition herein contained. 10.Severability. If any portion of this Agreement is held invalid or unenforceable for any reason by a court of competent jurisdiction as to any Party, such portion shall be deemed severable and its invalidity or its unenforceability shall not affect the remaining provisions; such remaining provisions shall be fully severable and this Agreement shall be construed and enforced as if such invalid provisions had never been inserted into this Agreement. 11.Modification or Amendment in Writing. This Agreement may be amended, modified, or changed in whole or in part only by written agreement duly authorized and executed by the Parties hereto. 12. Jurisdiction and Venue. The law of the State of Colorado shall be applied in the interpretation, execution and enforcement of this Agreement. Venue for any action arising out of any dispute pertaining to this Agreement shall be exclusive in Eagle County, Colorado 16 6 13.Entire Agreement. This Agreement represents the full and complete understanding of the Parties, and supersedes any prior agreements, discussions, negotiations, representations or understandings of Parties with respect to the subject matter contained herein. IN WITNESS WHEREOF the Parties hereto have caused this Agreement to be executed and be effective as of the day and year first above written. COUNTY OF EAGLE, STATE OF COLORADO, By and Through Its BOARD OF COUNTY COMMISSIONERS By:______________________________ Matt Scherr, Chair Attest: By: _________________________________ Regina O’Brien, Clerk to the Board EAGLE COUNTY SHERIFF By:______________________________ Sheriff James Van Beek TOWN OF AVON, COLORADO BY AND THROUGH ITS TOWN MANAGER BY:________________________________ Eric Heil 17 7 TOWN OF BASALT, COLORADO BY AND THROUGH ITS TOWN MANAGER BY:________________________________ Ryan Mahoney TOWN OF EAGLE, COLORADO BY AND THROUGH ITS MAYOR BY:________________________________ Scott Turnipseed Attest: ______________________ TOWN OF VAIL, COLORADO BY AND THROUGH ITS TOWN MANAGER BY:________________________________ Russ Forrest 18 AGENDA ITEM NO. 4.2 Item Cover Page DATE:December 17, 2024 SUBMITTED BY:Tom Kassmel, Public Works ITEM TYPE:Consent Agenda AGENDA SECTION:Consent Agenda (6:10pm) SUBJECT:Contract Award to 4240 Architecture for Vail Transportation Center Expansion Planning & Design SUGGESTED ACTION:Authorize the Town Manager to enter into an agreement, in a form approved by the Town Attorney, with 4240 Architecture for the Vail Transportation Center Expansion Planning & Design Project Phase I in an amount not to exceed $240,000.00. VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Council Memo 12-17-24 4240 Town of Vail Transit Center Expansion RFQ Response 4240 Cost Proposal 19 To:Town Council From:Public Works Department Date:December 17, 2024 Subject:Vail Transportation Center Expansion Planning & Design Contract Award I.SUMMARY The Town of Vail has budgeted $1.5 Million to complete the planning and design of the future expansion of the Vail Transportation Center. Half of the cost (up to $750,000) will be reimbursed as a part of the Multi Modal Option Fund grant awarded to the Town in the fall of 2022. The purpose of the project is to update and expand the Vail Transportation Center to accommodate current and future needs. Transit use growth of the Vail Transit Center has exceeded current capacity during peak season and is anticipated to grow with the success of Core (EVTA), the expansion of Bustang, and the success and expansion of Town of Vail transit services. The planning and design process will utilize the recently adopted Vail Mobility and Transportation Master Plan(pg 104-106) as a guideline to identify the future needs for a new and updated Vail Mobility/Transit & Arrival Center. The Town advertised a Request For Qualifications (RFQ) for the planning and design work in accordance with the federally required Brooks Act, in which planning and design firms must be selected based on qualifications rather than cost. In November the Town received three proposals. 4240 Architecture Inc., Oz Architecture, Dromos After a thorough review of each proposal, town staff is recommending that the town proceed with 4240 Architecture Inc. Their team’s experience with resort mobility/transit arrival centers, along with a successful track record and experience in mountain resort communities, including Vail, led to a unanimous decision among the selection team. The Project will be broken down into four phases: Phase I Confirming Goals & Needs and Initial Programming Concept Analysis Phase II Conceptual Design Phase III Design Development/Entitlements Phase IV Final Design & Construction Documents 20 Town of Vail Page 2 Town staff has worked with 4240 Architecture Inc. to develop a proposal to complete Phase I in an amount not to exceed $240,000. This amount is in-line with similar planning and design projects the Town has completed in the past. Staff recommends moving forward with Phase I, recognizing future Phases will be negotiated separately once a scope of work can be defined. II.RECOMMENDATION Staff recommends awarding the contract to 4240 Architecture in an amount not to exceed of $240,000 in a form approved by the Town Attorney. III.ATTACHMENTS 4240 Architecture RFQ Response 4240 Architecture Cost Proposal 21 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p1 4240 Architecture Inc. REQUEST FOR QUALIFICATIONS - RESPONSE TOWN OF VAIL - DEPARTMENT OF PUBLIC WORKS THE VAIL TRANSPORTATION CENTER EXPANSION 01 November 2024 22 A: COVER LETTER... p01 B: PROFESSIONAL BACKGROUND... p03 C: RELEVANT EXPERIENCE... p08 WITH ADDITIONAL REFERENCES PER PROJECT... p11 D: FIRM/TEAM APPROACH... p65 PROJECT UNDERSTANDING / UNIQUE CHALLENGES / ASSESSMENTS AND PROJECT INTERPRETATION / STRENGTHS E: TEAM LEADERSHIP... p73 PERSONNEL ASSIGNED TO THIS PROJECT APPENDICES I. INSURANCE... p104 II. RESERVATIONS/CONDITIONS/CONSTRAINTS... p108 III. ACKNOWLEDGEMENTS... p108 INTENT TO EXECUTE AGREEMENT / COMPLY WITH REQUIREMENTS TABLE OF CONTENTS 23 4240 Architecture Inc 01 November 2024 Town of Vail Department of Public Works Attn: Tom Kassmel 1309 Elkhorn Drive Vail, CO 81657 delivered via electronic submittal: tkassmel@vail.gov Re: The Vail Transportation Center Expansion RFQ Dear Tom and the Town of Vail Selection Committee, It is with great pleasure and enthusiasm that we submit our response to the Town’s request for qualifications (RFQ) for the Vail Transportation Center Expansion Project. The project area is critically positioned as a welcoming gateway into Vail and arguably represents the one of the Town’s few remaining parcel(s) of land suitable for accommodating transit, civic and community- oriented uses. As such, much conversation, study, thought and attention must be given to what the Town ultimately does to shape the future of this gateway transit site within the heart of Vail. The scope of work outlined within the RFQ lays out a sound and comprehensive approach for the critical four-step process towards defining the long term transportation needs and sets a path for implementation. To that end, 4240 Architecture Inc. (4240), on behalf of our highly qualified team, submit the enclosed qualifications for planning, design and engineering services for The Vail Transportation Center Expansion Project. We invite you to consider our unique qualifications and strengths of our team, highlighted below, which set us apart from other equally qualified proposers: • Our Unique Understanding of the Transit Goals of the Town: Through the collaboration, programming, design and execution of the Lionshead Transit & Welcome Centers (largely with the same team proposed herein); • Our Intimate Knowledge of the Project Site(s) and Gateway Opportunities: We have been deeply engaged in the renaissance of Vail through our highly successful mixed-use projects including Vails Front Door, Arrabelle, Vail Civic Area Masterplan, etc. as well as more recent “custom tailored” Vail Village gems including the Hill House Redevelopment and upcoming 1st Bank Residences; • We are Consensus Builders: We are well-versed in guiding the community engagement process through entitlements within Vail and believe the best ideas emerge by asking questions first and forging consensus through clear and constant communications between all project stakeholders. In fact, Trestle Strategies spearheaded the implementation of “Engage Vail” to Vail through our Civic Area Master Plan engagement; • We are Holistic in our Approach: We integrate transit, architecture, landscape and site and are committed to creating a “total environment” within the Village Core Area and consistent with the goals of the adopted transit and redevelopment plans; • We Know the Needs of Mountain Resort Developments: We are widely-skilled practitioners within mountain resort base village developments and within the Vail Valley and deeply understand the special relationships between pedestrians, vehicles within the visitor focused public realm of Vail Village. We are widely practiced and skilled in mountain design and construction; and, [continued on next page] 4240 Architecture Inc 3507 Ringsby Court Suite 117 Denver Colorado 80216 T 303 292 3388 W 4240architecture.com 24 4240 Architecture Inc • We’ve Done Our Homework and Come Prepared to “Hit the Ground Running”: We are very familiar with the comprehensive transit challenges within Vail and have done the research, understanding the specific goals for this project. We come prepared, with extensive research and transit related understanding already complete, ready to fully engage in the Phase I programming and planning efforts. We are equally excited with the project team we’ve assembled and have developed our approach with the following team composition. Please see our expanded Team Organization Chart with key personnel identified in Tab E – Team Leadership. • 4240 Architecture Inc. (Overall Project Team Lead - Urban Planning / Architecture) • LSC Transportation Consultants Inc. (Transit Planning/Programming and Traffic Engineering) • KL&A Engineers and Builders (Structural Engineering) • Harris Kocher Smith (Civil Engineering / Roundabout Traffic Engineering) • Confluence (Landscape and Site Design) • Trestle Strategies (Community Engagement) • RTM, formerly Beaudin Ganze (Mechanical, Plumbing, Electrical Engineering, Snow Melt, Technology) • Group 14 (Sustainability) • Cumming (Cost Estimating) We believe our highly-qualified Design Team is uniquely suited and well prepared for working with your Department, the Community and the Town of Vail. Our team combines extensive local knowledge, multidisciplinary expertise, resort village transit and place-making knowledge, and collective experience and leadership in design and implementation strategies in resort communities throughout the Mountain West. Thank you for your consideration. We look forward to an opportunity to contribute on this project and provide a Village Transportation Center Expansion to further reinforce the world-class experience and welcome visitors and residents to the Town of Vail for generations to come. Sincerely, Lou Bieker, AIA, LEED AP DJ Gratzer 4240 Architecture Inc 4240 Architecture Inc VTC Expansion Role: Executive Principal VTC Expansion Role: Principal In Charge 303 785 7269 303 785 7266 lbieker@4240arch.com dgratzer@4240arch.com 4240 Architecture Inc 3507 Ringsby Court Suite 117 Denver Colorado 80216 T 303 292 3388 W 4240architecture.com 25 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p3 PROFESSIONAL BACKGROUND YOU ASKED US TO PROVIDE: Professional background information about the Proposer including an indication of who is the project lead and the firm or entity responsible for execution on behalf of the team. 26 PROFESSIONAL BACKGROUND PROJECT LEAD AND TEAM INTRODUCTIONS As a collaborative team, we bring a diversity of experience directly relevant and applicable to identifying, assessing, and inspiring the Vail Transportation Center Expansion transformation. 4240 ARCHITECTURE INC (4240) Project Lead - Architecture / Planning / Mountain-Urban Design ___ 4240 Architecture has built a core practice around design ingenuity, client service, and memorable outcomes. We have been widely recognized by our profession and peers for delivering inspired projects that spark the imagination and touch the souls of the users. WE ARE INSPIRED BY OUR CLIENTS AND WORK COLLABORATIVELY WITH THEM IN A CHARRETTE BASED PROCESS TO UNCOVER A SITE SPECIFIC, ECONOMICALLY FEASIBLE, CULTURALLY SENSITIVE DESIGN. With an intentionally mid-sized practice of approximately 35 professionals, we focus on a variety of project typologies and scales. Each balances programmatic requirements with the needs of diverse end users with a fine grained sensitivity and attention to craft and detail. The 4240 Architecture Team, led by Lou Bieker and DJ Gratzer, is a collaboration of firms and professionals with extensive experience working together in the Vail Valley as well as world-class base villages and mountain communities similar to Vail. 4240 Architecture will be the project lead and responsible for execution on behalf of the larger team, including: LSC Transportation Consultants, Inc. KL&A Engineers and Builders Harris Kocher Smith (HKS) Confluence Trestle Strategies Group RTM, formerly BG Buildingworks and Beaudin Ganze Group 14 Cumming LIONSHEAD TRANSIT CENTER ONE SNOWMASS / BASE VILLAGE ARRIVAL CENTER MAYFLOWER MOUNTAIN RESORT ARRIVAL LODGE 27 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p5 KL&A ENGINEERS AND BUILDERS Structural Engineering ___ Established in 1994, our firm has grown into a trusted leader in the A/E/C industry, with 4 offices and a team of over 110 employees. Recognized for our dedication to fostering a positive work culture, we’ve been voted Best Place to Work 16 times. With strong brand recognition in the market, we are known for delivering high- quality design and innovation. At the core of our practice, we believe a collaborative approach and project-centric behaviors set us apart to facilitating a more engaging design and construction process. Our philosophy of personal responsibility has fostered a corporate culture of problem-solving and innovation. We are engineers first and foremost, a foundation we leverage in our expertise in steel detailing and steel construction projects. Additionally, we take great pride in our commitment to sustainability, employing mass timber to minimize embodied carbon in our structures and providing Life Cycle Assessments on our committed projects. As advocates of the sustainable movement, we continuously strive to integrate environmental responsibility into every facet of our work. KL&A has worked with 4240 on over a million square feet in the last 20 years. Mountain work includes Vail 1st Bank Site, Aura and Electric Pass Lodge at Snowmass Base Village, conceptual development of Viceroy II on top of existing parking garage at Snowmass Base Village, Telluride Hotel and Residences, Horizon Pass Lodge, and SnowCloud. LSC TRANSPORTATION CONSULTANTS, INC. Transit Planning/Programming, and Traffic Engineering ___ LSC provides consulting services in all elements of transportation planning and traffic engineering. With two offices in Colorado and one in California, our mission is to plan and design creative and balanced transportation solutions, while providing an excellent work environment. We aim to improve the communities we serve by investing in relationships and designing environmentally and economically sustainable transportation solutions. LSC has been providing services to the public as well as private entities in traffic engineering, transit planning, facility design, multi-modal transportation planning and research, traffic signal and roundabout design, parking analysis, traffic impact studies, and bicycle/ pedestrian circulation since 1975. Our strength lies in our staff’s broad range of professional experience. Transportation planning and engineering studies requiring a timely, personal response by experienced professionals are LSC’s specialties. Our projects reflect our innovation in defining solutions that best meet the overall goals of each study’s specific context. LSC was part of the 4240 Lionshead Transit / Welcome Center Team and worked on Aspen’s Ruby Park Transit Center with RTM. PROFESSIONAL BACKGROUND PROJECT LEAD AND TEAM INTRODUCTIONS 28 PROFESSIONAL BACKGROUND PROJECT LEAD AND TEAM INTRODUCTIONS engagement activities, to crafting urban design and community planning solutions, to representing our clients during construction implementation. With over twenty years of award-winning experience and hundreds of completed projects, Confluence has shaped the practice of landscape architecture, planning and urban design, and we love what we do. Confluence worked with 4240 at ONE Snowmass and various additional sites at Snowmass Base Village as well as a new base village near Deer Valley - Mayflower Mountain Resort. TRESTLE STRATEGY GROUP Community Engagement ___ Trestle Strategy Group is a consulting firm located in Boulder, Colorado that specializes in real estate strategic planning, complex entitlements, community engagement, needs assessment, and facilities planning. Trestle was founded by a seasoned real estate professional with the vision of providing custom, strategic, and collaborative consulting and management services for complex community building projects. Trestle’s founder, Danica Powell, has exceptional skills that cover a vast array of real estate development topics, allowing her to seamlessly navigate and communicate all portions of the development and planning process. Trestle Strategy worked with 4240 and the Town of Vail on the Civic Area Master Plan where they created the engagevail website for public engagement that is still used today. HKS Civil Engineering / Roundabout Traffic Engineering ___ Harris Kocher Smith is a multi- disciplined consulting firm specializing in civil engineering, land surveying, and subsurface utility engineering. With 21 years in business and over 4,324 completed projects, they are known for delivering quality, detailed, and cost- efficient solutions. Their team of creative problem-solvers brings additional traffic engineering expertise to support the Team and LSC’s transportation programming and engineering experience. HKS most recently worked with 4240 on Drivetrain, located along the South Platte River in Denver’s RiNO neighborhood and is currently working with this team on the Vail 1st Bank Site. CONFLUENCE Landscape and Site Design ___ Confluence is a professional consulting firm comprised of landscape architects, urban designers and planners. Our staff of 75+ includes 40 licensed landscape architects and AICP certified planners— and our firm is comprised of energetic, creative, and passionate people who are involved in making our communities better places to live. We assist our clients on a wide range of public, educational, institutional and private sector projects. WHAT WE DO: Simply stated—we create places full of life. The diversity of our work and expertise has become a hallmark of our firm, and it’s a big reason why our clients engage us again and again to help establish their next creative vision for the future. We offer a wide array of design and planning capabilities, handling everything from stakeholder and community 29 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p7 project management. We offer a unique combination of energy design assistance, commissioning new and existing facilities, and ongoing monitoring of buildings with advanced software analytics. Group14’s suite of services offers resource efficiency solutions across the life-cycle of a building portfolio. Our expertise across all stages of built environment projects – master planning, LEED consulting, energy design assistance, commissioning, measurement and verification, and existing building optimization – informs a strategic approach to integrated service delivery. Some of our other services include retro- commissioning, energy audits, building efficiency research, and MEP operational/ technical systems writing. Group 14, while often an owner’s consultant, has worked on numerous 4240 projects over the last 15 years, including scopes for commissioning, sustainability consulting and building performance modeling. CUMMING Cost Estimating ___ With more than 500 professionals and several billion dollars in completed projects, our cost management team stands as one of the most robust in the industry. Our cost management team delivers the greatest value when engaged early in the planning phase, where we can validate budget assumptions and test project feasibility. Our expertise lies in understanding the many variables that influence project cost and risk, and addressing these factors early can significantly improve project outcomes. Cumming has provided cost estimating on numerous 4240 projects over the last 15 years, most predominantly higher education projects at Colorado State University. RTM, formerly BG Buildingworks Mechanical, Plumbing, Electrical Engineering, Snow Melt, Technology ___ RTM Engineering Consultants, formerly known as Beaudin Ganze, is a leading engineering consulting firm with a rich history of delivering innovative and client-focused solutions. Specializing in mechanical, electrical, and plumbing engineering services, RTM is known for its expertise across a wide range of market sectors with a very specific local team with extensive mountain projects. The RTM team has over 30 years of experience designing MEP, lighting, and technology systems for mountain resorts, particularly in Vail, CO. Our team has been involved in civic projects in the Town of Vail for the past three decades. As residents of the Vail Valley, we understand the unique challenges of mountain resort construction. Our long-standing connections within the community provide us with extensive experience collaborating with the Town of Vail, local building departments, utility providers, and contractors. RTM was part of the 4240 Lionshead Transit / Welcome Center Team and worked on Aspen’s Ruby Park Transit Center with LSC. RTM has also worked with 4240 on ONE Snowmass, Cirque Residences x Viceroy Snowmass, two extensive renovation and expansion projects at Colorado State University, and is currently engaged for a large base village renovation project at Crested Butte Resort. GROUP 14 Sustainability ___ Group14 Engineering is a 69-person consulting firm committed to improving building energy and resource efficiency. We are a recognized authority in sustainable design and energy efficiency, building commissioning, and LEED PROFESSIONAL BACKGROUND PROJECT LEAD AND TEAM INTRODUCTIONS 30 “4240 has proven to be innovative, flexible and, in each instance, their work has been compelling in the marketplace. They have consistently brought their projects in under budget and on schedule.” MARK SMITH, FOUNDING PARTNER EAST WEST PARTNERS 31 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p9 RELEVANT EXPERIENCE YOU ASKED US TO PROVIDE: Description of relevant experience. Specifically, mobility and transportation center planning and design for municipalities of similar size and magnitude in mountain resort communities similar to Vail, Colorado. Please provide at least three (3) references from relevant project experience including name, contact information, project date, and brief project description. 32 4240 Architecture has a deep history working with the Town of Vail and most recently helped develop the Civic Area Masterplan. Our familiarity also comes from our experience designing many new, prominent buildings within Vail Village and Lionshead. [see map below] Many of these projects began as vision planning projects [blue] and represented far more than just the design of buildings in that they created or re-defined significant “places” in Vail Village and Lionshead. These buildings were the main elements of Vail’s New Dawn and their influence extended far beyond the project boundaries. RELEVANT EXPERIENCE We have selected the featured projects based on scope and context— the essential measurements to illustrate our relevant experience. We also selected these project for more intangible opportunities to leverage project budgets to maximize the “value” to the users, provide “future-forward” guidance and flexibility with solutions, deliver a welcoming 1st impression for the Town of Vail visitors as well as pride for long- time residents with the resulting design solutions and ultimately, architectural expression. ___ 33 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p11 RELEVANT EXPERIENCE FEATURED TRANSIT-BASED AND MOUNTAIN VILLAGE PROJECTS ___ Lionshead Transit Center, Lionshead Welcome Center, Vail Lionshead Transit Plan, and East Lionshead Portal Vail Colorado Civic Area Masterplan Vail Colorado Lionshead Parking Structure Redevelopment Vail Colorado ONE Snowmass / Snowmass Base Village Arrival Center Snowmass Colorado Mayflower Mountain Resort Arrival Lodge Deer Valley Utah Vail’s Front Door Vail Colorado The Arrabelle at Vail Square Vail Colorado __ Additionally, we have included select project pages unique to our project team member’s experience on applicable mobility and transportation center planning projects, building on top of existing parking garages, and designing for municipalities of similar size and magnitude in mountain resort communities similar to Vail, Colorado. REFERENCES We encourage you to contact our references. These individuals can attest to our passion for their projects, our commitment to quality work, and our collaborative attitude towards ensuring successful outcomes. Greg Hall, Public Works Director Town of Vail; GHall@vail.gov 970.479.2160 Jim Telling, Managing Partner East West Partners; jtelling@ewpartners.com 970.343.0073 Kurt Krieg, Executive Vice President Resort Development at Extell kkrieg@extell.com 435.214.008 34 Vail Lionshead Transit Center, Welcome Center, and East Portal (Phases 1-3) Vail, Colorado 4240 Architecture | LSC | RTM The Welcome Center and Transit Center serve as a civic amenity and gateway for Lionshead Base Village citizens and guests. Sited on the edges of a 1960’s parking structure, the building organizes pedestrian movements and greets guests. “On-display” high performance features ranging from solar transpired exterior cladding to reclaimed beetle kill pine provide sustainable teaching tools while guests wait for the next eco bus. Located at a natural confluence of visitors, activities, and an in-town bus loop the Welcome Center serves as the first and last “touch-point” for guests visiting Vail. A primary east-west building alignment responds to views, solar orientation and defines the northern edge to a pedestrian gateway plaza. The rotated tower and elevator vestibule orient visitors to the ski hill and frame views into the village core. An articulated heavy timber roof is lifted above the two story stone base, enclosing a multi-use room and roof terrace and providing a flexible event space with sweeping views that engage with the natural beauty of the surroundings. The overall massing and scale of materials create a grounded “base lodge” and civic presence within a heavily faux-Bavarian resort context. Stone, steel, heavy timber and glass are composed to celebrate the craftsmanship of alpine construction through expressive joinery and articulated detailing. The building serves as a catalyst for community and guest enhancements, designed to be heavily used and as a source of long lasting civic pride. This mixed-use project weaves together a diverse range of transit and guest services into a comprehensive and phased implementation plan. Through a year-long community planning process, the resultant project(s) improve transit operations, reduce automobile congestion, and welcome guests with a world-class gateway into the Lionshead Base Village. Project Reference Greg Hall, Public Works Director Town of Vail GHall@vail.gov 970.479.2160 Project Date 2009-2011 35 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p13 36 Vail Lionshead Transit Center, Welcome Center, and East Portal (Phases 1-3) 37 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p15 38 Vail Lionshead Transit Plan Vail, Colorado 4240 Architecture 4240 was engaged by the Town of Vail to lead a transit and community planning effort to improve the transit, safety and guest experience for multi- modal user groups accessing the Lionshead Core Area. Facilitated through a Town appointed Steering Committee, this study included a range of community engagements, meetings with neighbors and Town staff, conceptual programming and visioning, and ultimately a set of recommendations for a phased implementation of transit and planning strategies. The Study Area included pedestrian and vehicular (in-town shuttle, Red & Green Lines, ECO buses, CME vans, etc.) movements along West Lionshead Circle, East Lionshead Circle (to Dobson Arena), South Frontage Road and the Lionshead Parking Garage. Priorities were given to create a safe, welcoming and dynamic first impression for users. Client Town of Vail 39 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p17 AREA H: East Lionshead Circle SHORT TERM PARKING: resulting improvements to LHPG 40 Vail’s Civic Area Masterplan Vail, Colorado 4240 Architecture | Trestle Strategies Anchored by Vail Village to the east and Lionshead to the west, Vail’s Civic Area will create a new activity center that adds to the fabric of the community by bridging the gap between Vail’s two iconic villages. This will be a place that is unique to Vail. It will be a place comprised of six key sites – Vail Public Library, Lot 10, Middle Creek Parcel, Dobson Ice Arena, Lionshead Parking Structure and Charter Bus Lot - with a focus on civic engagement and a hub with facilities and programs that will draw a broad range of users and groups. Be it for education, for recreation, or to attend a performance, special event or community gathering. Venues in the Civic Area will be the catalyst bringing people together by hosting these and other activities. The Civic Area will be open and inviting to all, and a place where people of all ages and backgrounds are welcome. It will be a location that is appropriately scaled to its setting, where the size of buildings will not compromise the potential for engaging public outdoor spaces. The Civic Area is where residents and guests will gather to mingle, to engage, to collaborate, and above all to enjoy Vail. Project Reference Greg Hall, Public Works Director Town of Vail GHall@vail.gov 970.479.2160 Services Provided Feasibility / Masterplanning 41 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p19 Project Date September 2018 - November 2019 Scope Phase 1 – Task 1: Project Start Up / Background Work / Review Existing Plans: • Project Initiation / Define Goals and Givens / Establish Steering Committee • Perform a review of existing documents and plans, including past studies for any parcels located within the Study Area. • Define Study Area. • Perform site Assessment- (survey) of existing conditions. Phase 1 – Task 2 – Community Engagements: • Solicit Community Input / Public Meetings • Identify Problem / Opportunity Statement • Create Guiding Principles and Obtain Town Council Approval Phase 2 – Task 3 Specialty Consultant Studies: • Municipal Facilities Study • Structural Analysis of LHPS • Traffic / Transit / Pedestrian Impact Study • Environmental Impact Study • Affordable Housing Analysis • Dobson Ice Arena Study Phase 2 – Task 4 Concept Plan Development and Refinements: • Test-fits and Studies • Present and Refine Town Preferred Layout • Solicit Final Steering Committee / Town Council Approval. • Current and Proposed Zoning / Land Use Recommendation. Phase 2 – Task 5 Prepare Master Plan Documents •Masterplan Document Preparation. 42 Vail Civic Area Masterplan 43 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p21 44 REVISED PARCEL AREA 52,500 GSF 70,000-100,000 SF DEVELOPMENT MUNICIPAL PROGRAM - 25,000 SF SOUT H F R O N T A G E R D I -70 EXISTING POLICE STATION 29,958 SF +/- 68’ HEIGHT LIMIT TION MUNICIPAL SITE SOUT H F R O N T A G E R D I -70 EXISTING POLICE STATION 29,958 SF 70,000-100,000 SF DEVELOPMENT 25,000-30,000 SF DEVELOPMENT MUNICIPAL PROGRAM - 25,000 SF POTENTIAL REDEVELOPMENT AREA 52,500 GSF +/- 68’ HEIGHT LIMIT OPTION 1 - MIXED USE NEW BUILDING OPTION 2 - SEPARATE BUILDINGS EXISTING POLICE STATION +/-30,000 SF NEW +/- 25,000 SF TOWN HALL & COMMUNITY DEVELOPMENT 70,000 - 100,000 SF PRIVATE DEVELOPMENT POTENTIAL Birdseye View PROGRAM • PRIVATE DEVELOPMENT • NEW TOWN HALL & COMMUNITY DEVELOPMENT • EXISTING POLICE REMAINS Vail Civic Area Masterplan 45 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p23 USDA FSA, GeoEye, Eagle County Tax Asse USDA FSA, GeoEye, Eagle County Tax Assessor Department PARCEL 1 34,500 SF 0.79 ACRES PARCEL 2 45,500 SF 1.04 ACRES PARCEL 3 22,000 SF 0.51 ACRES FUTURE PEDESTRIAN ACCESS CURRENT PEDESTRIAN ACCESS W MEADOW DR I V E MID D L E C R E E K VERTICAL CIRCULATION FOR GRADE LOT 10 PUBIC OPEN SPACE VVMC ACCESS CHARTER BUS LOT DOBSON LIBRARY LIONSHEAD PARKING GARAGE 46 public skier parking facility within Vail. A 5 bus bay and 3 hotel shuttle bay transportation center, envisioned as the Grand Central Station of Vail, welcomes guests into a sunlit public space, rich with cafes, markets and spilling into the upper level retail plaza. Upon entering the retail realm, visitors are welcomed with world-class shopping and dining arranged in a pedestrian friendly walking village, providing unobstructed sweeping views of the ski hill. To further encourage the public use and energy within the site, a 44,000 square foot Town Conference Center, with 200 seat raked floor auditorium provide a catalyst for public uses and double the capacity of current town conference facilities. The retail streetscape transforms the Lionshead garage into a new mixed-use mountain village with a central plaza that serves as a gateway experience for all guests, visitors and residents. A vibrant multi-level pedestrian environment integrates the East Lionshead Lionshead Parking Structure Redevelopment Vail, Colorado 4240 Architecture Upon completion, this ambitious project, located within the Lionshead Core of Vail, Colorado, was slated to become one of the largest mountain resort projects within the Rocky Mountains. This mixed use development shall replace an aging parking structure with a vibrant, pedestrian friendly, walking village. Within the 6.4 acre site a full range of public and private amenities are composed around an alpine village visitor experience. Central to the site sits the “Village Square”, envisioned as the activity center and heart of the site. Below grade and out of sight, a 2,150 car parking structure satisfies the project’s parking needs as well as providing the largest “The civic hub of Lionshead is comprised of Dobson Ice Arena, the Vail Public Library, the Lionshead Public Parking Structure... all planning and design decisions here should be respectful of and compatible with these civic components.” - Lionshead Redevelopment Master Plan 4.1.2 “The area, also known as the Lionshead pedestrian core, is the heart of Lionshead and the epicenter of pedestrian and retail activities. A mixed-use environment, this area is comprised of retail shops, skier services, offices, residential units, and restaurants.” - Lionshead Redevelopment Master Plan 4.1.2 47 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p25 Circle neighborhood and provides a stimulating connection from Vail’s Civic Center to the retail core of Lionshead. Public spaces move with the slope of the site creating a mountain hill town. A thoroughly integrated series of mixed-use buildings provide the critical connective fabric promoting the vision of a grand new Vail. The public realm is enriched with the installation of public art for pedestrian enjoyment. Project Reference Mark Masinter, formerly with The Open Hillwood Partnership mmastinter@openra.com 214.750.0011 Project Date 2008 POTENTIAL PEDESTRIAN CONNECTION TO UPPER RETAIL STREET 48 Lionshead Parking Structure Redevelopment VARIOUS ARCHITECTURAL CHARACTER TECHNIQUES SOUTHWEST CORNER MASSING 49 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p27 Design Goal: The Project Site sits uniquely between the civic and commercial cores of Lionshead. As such, this project must stand firmly in both and make connections between the distinct realms. 50 ONE Snowmass / Snowmass Base Village Arrival Center ONE Snowmass is a village hub, a gateway, and a connector. It is a space meant to be utilized by all groups of people living, working, or playing in the village. The project achieves a diversity of user and of experience through a multifaceted program. The building plays host to a community medical clinic, a multi-modal public transportation hub, and a welcome center throughout the podium level, establishing a strong link to the world beyond the village and encouraging a healthy relationship between building and community. A communal rapport is further enhanced through the inclusion of ample retail and restaurant space immediately adjacent to the upper-level pedestrian plaza. These spaces engage the plaza and act as a point of confluence between the various sectors of the village. Snowmass, Colorado 4240 Architecture | CONFLUENCE | RTM 51 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p29 Project Reference Jim Telling, Managing Partner East West Partners jtelling@ewpartners.com 970.343.0073 Project Size 180,500 SF total 175,000 SF multi-family condominiums (41 units) across two buildings Welcome/Arrival Center, Retail, Inspirato Lounge, Aspen Medical Clinic and adjoined 20,000 SF garage Project Completion Date May 2020 Project Location Gateway to Snowmass Base Village at 45 Wood Road, Snowmass Village, CO 81615 52 ONE Snowmass / Snowmass Base Village Arrival Center 53 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p31 BASE VILLAGE (pedestrian only podium above parking) ONE SNOWMASS EAST ONE SNOWMASS WEST SNOWMASS BASE VILLAGE ARRIVAL CENTER AUTO/ BUS ENTRANCE Visitors are welcomed at the base levels and provided with clear circulation routes to the upper-level pedestrian zone where the greater village is laid out beyond. The project incorporates a large retail component along the pedestrian plaza to further invigorate an already lively village amenity. In this manner, ONE Snowmass operates as both an attractor and a distributor, pulling people in from all corners of the base villages while simultaneously orienting others to their next destination. With the immense burden of becoming many things all at once, ONE Snowmass seeks to strike a balance; a balance between beauty and function, between then and now, and between individuality and community. This project is able to create harmony between these various desires through thoughtful, contextual design and a thorough understanding of the essence of Snowmass Base Village. ONE Snowmass has successfully adapted disused foundations from years past to build a dynamic community node that caters to the present and the future through connection and LEED Gold certified environmental stewardship. It is a sophisticated task to create relevance across time, but ONE Snowmass has been designed to meet that challenge, to represent the true character of this place now and for long into the future. 54 Mayflower Mountain Resort Arrival Lodge Deer Valley, Utah 4240 Architecture | CONFLUENCE The Centerpiece of the Mayflower Mountain Resort, the Skier Services Resort Complex will define the new Village Core at the base of the Mayflower ski area. The development provides a mix of exciting lodging, retail, dining and entertainment opportunities on multiple levels to enhance the resident and guest experience. The collection of buildings are carefully arranged to create a “portal” to the mountain and three pedestrian plazas filled with diverse activities. The heart of the complex is the mid-level event plaza and skier day lodge which is the central gathering space for the village core with direct connections to the Blue line and Green line pedestrian village pathways. Project Date Programming & Concept Mar 2019 – July (4 months), SD – early CDs July 2021 – Dec 2022 (18 months) Ski Beach Plaza Future Pedestrian Bridge to Parking Structure Learn to Ski Magic Carpet 4-Star Hotel/ South Condo Arrival Court Ice Ribbon Overlook Terrace Park Peak Gondola Lift Access 5-Star Ski Valet Summer Amphitheater/ Stage 1 6 5 4 3 2 7 5-Star Pool & Terraces Day Lodge Apres Ski Terrace Pedestrian/ Skier Level 2 Access Art Installation Escalator & Stair Portal Snowboard/ Ski Rentals (Mountain Bikes) Coffee/ Bakery “Starbucks” Ice-Ribbon Overlook Terra Mid Level Event Plaza Project Reference Kurt Krieg, Extell, Executive Vice President, Resort Development: kkrieg@extell.com, 435.214.008 Services Provided Master-planning & Design Architect Scope 1,000,000+ SF 6 Buildings 1 The Podium - Skier Services / Loading Delivery 2 Ski School 3 South Condominium 4 Four-Star Skier Services Hotel 5 Day Lodge and Ski Club 6 The Five-Star Designer Hotel and Condominium Three distinct plazas 1 Lower Ice-ribbon Plaza 2 Mid-Level Event Plaza 3 Upper Ski Beach Plaza 55 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p33 Pedestrian/ Skier Level 2 Access Retail/ Restaurant (F&B) Retail or “The Club” ace Jumbo TV Plaza Screen Grand Plaza Steps & Escalators Escalator & Stair Portal Pedestrian/ Skier Flow Pedestrian Escalator from Shuttle Drop- Off The Ice-Ribbon Event Stage Condo Entry Restaurant (F&B) Grand Plaza Steps & Escalators Restaurant (F&B) Escalator & Stair Portal Children’s Center Lower Ice-Ribbon Plaza 56 11 PEDESTRIAN FLOWS 10 NO MID-LEVEL EXTERIOR SPACE • BEACH LOOKS DIRECTLY ONTO PLAZA • PLAZA IS IN A HOLE • NO CONNECTION TO MOUNTAIN PLAZA MOUNTAINS MINIMAL MID-LEVEL EXTERIOR SPACE • BEACH HAS GOOD VIEW INTO PLAZA • MORE SUNLIGHT PENETRATES INTO PLAZA • MID-LEVEL NOT HIGHLY UTILIZED• BETTER MOUNTAIN VIEWS EXPANDED MID-LEVEL EXTERIOR SPACE • BEACH HAS SOME VIEW INTO PLAZA • GOOD DAYLIGHTING • ACTIVATED MID-LEVEL JOINS UPPER AND LOWER PLAZA SPACES TOGETHER • GOOD VIEWS FROM PLAZA TO MOUNTAINS PLAZA MOUNTAINS PLAZA MOUNTAINS SKI BEACH + PLAZA RELATIONSHIP10 NO MID-LEVEL EXTERIOR SPACE • BEACH LOOKS DIRECTLY ONTO PLAZA • PLAZA IS IN A HOLE • NO CONNECTION TO MOUNTAIN PLAZA MOUNTAINS MINIMAL MID-LEVEL EXTERIOR SPACE • BEACH HAS GOOD VIEW INTO PLAZA • MORE SUNLIGHT PENETRATES INTO PLAZA • MID-LEVEL NOT HIGHLY UTILIZED • BETTER MOUNTAIN VIEWS EXPANDED MID-LEVEL EXTERIOR SPACE • BEACH HAS SOME VIEW INTO PLAZA • GOOD DAYLIGHTING • ACTIVATED MID-LEVEL JOINS UPPER AND LOWER PLAZA SPACES TOGETHER • GOOD VIEWS FROM PLAZA TO MOUNTAINS PLAZA MOUNTAINS PLAZA MOUNTAINS SKI BEACH + PLAZA RELATIONSHIP10 NO MID-LEVEL EXTERIOR SPACE • BEACH LOOKS DIRECTLY ONTO PLAZA • PLAZA IS IN A HOLE • NO CONNECTION TO MOUNTAIN PLAZA MOUNTAINS MINIMAL MID-LEVEL EXTERIOR SPACE • BEACH HAS GOOD VIEW INTO PLAZA • MORE SUNLIGHT PENETRATES INTO PLAZA • MID-LEVEL NOT HIGHLY UTILIZED• BETTER MOUNTAIN VIEWS EXPANDED MID-LEVEL EXTERIOR SPACE • BEACH HAS SOME VIEW INTO PLAZA • GOOD DAYLIGHTING • ACTIVATED MID-LEVEL JOINS UPPER AND LOWER PLAZA SPACES TOGETHER • GOOD VIEWS FROM PLAZA TO MOUNTAINS PLAZA MOUNTAINS PLAZA MOUNTAINS SKI BEACH + PLAZA RELATIONSHIP 21 CONFERENCE HOTEL_ARRIVE DESIGN GOALS 1. ENHANCE THE GUEST AND RESIDENT EXPERIENCE -ARRIVAL -SIMPLIFIED WAYFINDING -SENSE OF DISCOVERY 2. OPEN UP VIEWS TO THE MOUNTAIN FROM THE VILLAGE CORE 3. CREATE A DIVERSITY OF OUTDOOR SPACES AND ACTIVE RECREATIONAL OPPORTUNITIES FOR THE VILLAGE CORE -LOWER LEVEL ICE RIBBON + VIEWING TOWER -UPPER LEVEL APRES SKI TERRACE + BEACH 4. MAKE THE DAY LODGE ICONIC - THE ‘HEART’ AND FOCUS OF THE CORE AREA Mayflower Mountain Resort Arrival Lodge 57 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p35 41 LOWER PLAZA_ARRIVE 38 AERIAL 58 VAIL’S FRONT DOOR CHALETS VAIL’S FRONT DOOR SKIER SERVICES Vail’s Front Door Vail, Colorado 4240 Architecture This large complex renovation included massive below-grade construction at the base, supplying the mountain with both back-of-house and front-of-house skier services. In addition, 4240 renovated and added onto the original Lodge at Vail, creating new skier services facilities and designing new high-end residences - The Vail’s Front Door Chalets. The Chalets are comprised of a 4-acre site for 13 ski-in/ski-out residences approximately 5,000 square feet each. Two underground parking stalls are provided for each Residence, with elevator access provided to the ‘living’ levels above. The entire grade around and between the buildings was excavated to create a 62-ft trench. 170,000 cu yds of dirt were removed and then filled with new structure and expanded polystyrene, called EPS or geofoam. Dirt was added to create landscape retaining walls and sidewalks and stairs were added to provide access through this dynamic site experience. Mill Creek Tunnel, Loading Dock & Parking Garage: This below-grade 105,000 square foot structure provides 14 loading dock berths for delivery trucks for direct access to the Vail Village merchants, replacing the current delivery system that obstructs the Village streets each morning and evening, as well as 180 parking stalls for the adjacent South Lodge Tower, the Lodge at Vail Hotel & Spa, and Mountain Operations employees. The ‘Tunnel’ provides public access to the National Forest from April through October. Vail Mountain Club: The Club serves approximately 575 club members with a lounge and bar, catering kitchen, concierge, lockers, valet ski storage, access to the new Rock Resort Spa, activities and social events, and reserved underground parking. Lodge At Vail Hotel & Rock Resorts Spa: Vail’s flagship hotel’s improvements include two two-story guestroom suites, as well as a 11,000 sf, full-service spa facility with fitness studio, spa treatment rooms, manicure/pedicure salon, men’s and women’s locker rooms, hot pools (with water features), steam rooms, saunas, spa retail, an outdoor heated swimming pool (with grotto and waterfall) and two hot relaxation spas. Founders Park & Garage: The new street-level park and underground parking garage substantially improve the quality of streetscaping and formalize vehicle and pedestrian access and circulation. The garage decreases surface parking by up to 50% and increases available neighborhood residential parking by 116 spaces. Mountain Plaza Skier Services: The 20,000 square foot skier services facility provides front-of-house amenities such as ski retail and rentals, lift ticket sales, ski school sales, public restrooms, valet ski storage, boot and basket storage, a casual Coffee House, and a redeveloped Vista Bahn plaza for year-round activities. The below-grade back-of-house area provides Mountain Operations locker rooms, meeting rooms, restrooms, personnel ski storage and ski maintenance equipment. 59 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p37 HILL HOUSE REDEVELOPMENT [separate client and timing from VFD SCOPE] 60 SEASONAL ICE RINK at THE ARRABELLE AT VAIL SQUARE PLAZA / RINK PEDESTRIAN GRADE TRANSITION POINT VEHICULAR ACCESS Vehicular Acce The Arrabelle at Vail Square Project Size 2.27 acre site with 2 levels below grade parking extensive pedestrian and public realm design to support a mix of program uses: 540,000gsf total 7,600sf children’s ski school 5,200sf mountain operations 30,000sf retail four-diamond, 62 room Rock Resort hotel 41 condominiums 12,000sf conference space 4,500sf hotel restaurant/bar 10,500sf spa / fitness Project Completion Date 2009 The 2.27-acre site of Lionshead Core is located at the base of the Eagle Bahn Gondola, formerly home to the old gondola building and Sunbird Lodge. These two structures have been replaced with: a 4-star 36-room Rock Resorts hotel; 67 condominiums and penthouses ranging from 1,500 sf to 8,000 sf; and luxury residences ranging from 1,500 (2-bedrooms, 2.5 baths) to 3,600 sf (4 bedrooms, 4.5 baths). The Bavarian-inspired town square features a one-stop skier services center, dining and shopping, a seasonal ice skating rink and spa facilities as well as centralized loading and parking. Vail, Colorado 4240 Architecture 61 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p39 SITE PLAN GARAGE LEVEL 1 Upper Garage Level GARAGE LEVEL 2 Lower Garage Lev 62 VAIL LIONSHEAD TRANSIT IMPROVEMENT PROGRAM PROJECT LOCATION Vail, Colorado CLIENT Town of Vail 1309 Elkhorn Drive Vail, CO 81632 PROJECT MANAGER Gordon Shaw, PE, AICP DATE 2009 REFERENCE Tom Kassmel, PE Town Engineer (970) 479-2235 tkassmel@vailgov.com DESCRIPTION An efficient public transit system is essential to the day-to-day operation of Vail as both a community and as a resort. While growth in the Lionshead area of Vail is rapidly making it the center of visitor activity, the area was originally planned in the 1960’s with only minimal bus stops and little room for expansion. To accommodate future growth and solve existing passenger and bus congestion issues, LSC Transportation Consultants, Inc. conducted transit planning and facility design studies for three specific activity centers within Lionshead. Our work included the following: • Review of current services provided both by the town’s transit program as well as the regional ECO Transit program and intercity transit services. • Forecasting of future transit needs and evaluating the impact of service modifications on Lionshead programming requirements. • Assessing skier drop-off needs, lodging van requirements, and need for commercial truck access. • Developing a wide range of transit facility improvement functional layouts in order to explore site requirements and impacts of alternatives such as provision of a single centralized facility versus several smaller facilities. • Evaluation of pedestrian access and Americans with Disabilities Act requirements. • Defining required passenger amenities and space needs as well as preparing detailed bus stop designs. Based on this work, the town is currently preparing construction documents for implementation in 2010 of the first element of improvements and in continuing the detailed architectural design process of remaining phases. 63 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p41 RUBEY PARK TRANSIT CENTER PROJECT LOCATION Aspen, Colorado CLIENT Roaring Fork Transit Agency 51 Service Center Road Aspen, Colorado 81611 PROJECT MANAGER Gordon Shaw, PE, AICP DATE 1988 REFERENCE Dan Blankenship, General Manager 970 • 925-1905 DESCRIPTION Faced with strong ridership growth in both City and Commuter services, the Roaring Fork Transit Agency determined the need for an attractive and operationally efficient transit terminal in the downtown Aspen commercial core area. As part of an interdisciplinary team, LSC Transportation Consultants, Inc. conducted the following tasks: • Identified the vehicle space requirements of the facility • Designed efficient passenger waiting and loading areas • Identified the need for passenger amenities in the facility • Evaluated bus access routes and appropriate traffic control • Analyzed the traffic, pedestrian, and bicycle impact of bus operations • Prepared preliminary and final designs of bus bays and access roadways Prior to preparation of construction documents, the driveway and bus bay layout was chalked onto an existing parking lot, and actual transit buses operated through the design to ensure that adequate vehicle clearances and sight distances were provided. The resulting facility has won several awards in both the architectural and transit professions. 64 SAN LUIS OBISPO DOWNTOWN TRANSIT CENTER STUDY PROJECT LOCATION San Luis Obispo County, California CLIENT San Luis Obispo Council of Governments 1150 Osos St., Ste. 202 San Luis Obispo, CA 93401 PROJECT MANAGER Gordon Shaw, PE, AICP DATE 2012 REFERENCE Pete Rogers, Planning Manager 805-781-5712 DESCRIPTION The primary transfer point between San Luis Obispo Regional Transit Authority and the SLO Transit program currently a two-block stretch of Los Osos Street in downtown San Luis Obispo. There are a number of deficiencies of the current configuration, including accessibility limitations, operational problems and limited passenger amenities. Aware that this facility is limiting transit’s potential in the region, the San Luis Obispo Council of Governments retained a team comprised of Dokken Engineering and LSC to conduct a study of alternatives to improve the downtown facility, either on the current site or a new site. LSC’s role in the study consisted of the following: • Evaluation of the current and long-term programming needs for the center with regards the bus capacity, passenger activity and building size; • Assessment of the limitations of the current configuration, including a review of vehicle and passenger accidents and conformity with Americans with Disabilities Act requirements; • Evaluation of a range of alternative sites with regards to capacity, impact on transit operations, impact on ridership as well as consistency with zoning and development regulations; • Preparation of preliminary engineering plans for a range of site configurations on two preferred sites; and • Development of a decision-making methodology to guide selection of a preferred alternative, in part by conducting public meetings. 65 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p43 64-ACRES INTERMODAL TRANSIT CENTER DESIGN AND ENVIRONMENTAL DOCUMENTATION STUDIES PROJECT LOCATION Tahoe City, California CLIENT Placer County Department of Public Works 11444 B Avenue Auburn, California 95603 PROJECT MANAGER Gordon Shaw, PE, AICP DATE 1999-2008 REFERENCE Will Garner, Transit Manager 530-889-7582 publicworks@placer.co.gov DESCRIPTION A coalition of public agencies, including the Tahoe Regional Planning Agency (TRPA), the Lake Tahoe Basin Management Unit of the U.S. Forest Service, Placer County, and North Lake Tahoe Resort Association, have long been working toward the provision of a transit center on the “64 Acre Parcel” immediately south of the Truckee River along State Route 89 in Tahoe City. LSC Transportation Consultants, Inc. (LSC) was originally retained to develop the program for the site on U.S. Forest Service land, including the required number of bus bays, building amenities and size, and parking requirements, as well as to develop conceptual site layouts. LSC was subsequently retained to prepare detailed parking and traffic studies for the program, and to prepare the pertinent sections of an Environmental Impact Report (under CEQA requirements), Environmental Impact Statement (under NEPA requirements), as well as under the Environmental Impact Statement requirements of the TRPA. A key element of the work has been planning for the transit center as part of the Lake of the Sky Interpretive Center. This center has long been a goal of the U.S. Forest Service to enhance public access and interpretation to the millions of annual visitors that access the Lake Tahoe region through the SR 89 corridor. The transit center access roadways and parking lots have been designed to also serve the Interpretive Center. The initial environmental document has been adopted by the TRPA and used as the basis for a Record of Decision by the U.S. Forest Service, but approval by the Placer County Board of Supervisors was delayed. Community controversy required changes to the project description, which in turn required a subsequent environmental document to which LSC contributed. This subsequent document has been unanimously accepted by the Placer County Board of Supervisors, and detailed engineering of the project is now under way. 66 STILSON TRANSIT CENTER/PARK-AND-RIDE STUDY PROJECT/LOCATION Teton County, WY CLIENT Teton County, Wyoming PROJECT MANAGER Gordon Shaw, PE, AICP DATE 2020-2022 REFERENCES Bruce Abel, Interim General Manager South Teton Area Rapid Transit babel@jacksonwy.gov DESCRIPTION The Stilson Lot has long served as a key parking facility for the Jackson Hole Mountain Resort, as well as a transfer point for the South Teton Area Rapid Transit system. LSC was retained as part of a team to develop plans for improvements to the facility, including changes to the park-and-ride lot and a new transit center building. LSC prepared conceptual layouts and evaluated impacts on transit operations and costs. Based on this work, the community applied for and won a $8 Million BUILD grant for site improvements as well as non-motorized trail improvements. Subsequently, LSC has been part of the design team for the facility, focusing on transit operations and passenger experience. 67 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p45 Z >d yW Z/ E ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ ^W E/dzK&&/ ^ WƌŽũĞĐƚ^ĐŽƉĞ͗ϰϮ͕ϬϬϬƐĨƚŽǁŶĂĚŵŝŶŝƐƚƌĂƚŝŽŶďƵŝůĚŝŶŐΘ ϭϱ͕ϬϬϬƐĨƉŽůŝĐĞƐƚĂƚŝŽŶŽǀĞƌĞdžŝƐƚŝŶŐƉĂƌŬŝŶŐ ĐŽŶƐƚƌƵĐƚĞĚŽĨĐŽŵƉŽƐŝƚĞƐƚĞĞůĂŶĚŵĂƐŽŶƌLJ ͘ ĞƌƚŝĨŝĞĚ> 'ŽůĚ͘ ĂƚĞ͗ϮϬϮϮ >ŽĐĂƚŝŽŶ͗ƐƉĞŶ͕ŽůŽƌĂĚŽ ƌĐŚŝƚĞĐƚ͗ZE>ĞƐŝŐŶΘŚĂƌůĞƐƵŶŶŝĨĨĞƌĐŚŝƚĞĐƚƐ ŽŶƚƌĂĐƚŽƌ͗^ŚĂǁŽŶƐƚƌƵĐƚŝŽŶ ŽŶƐƚƌƵĐƚŝŽŶĐŽƐƚ͗ΨϰϬDŝůůŝŽŶ ^ĞƌǀŝĐĞƐWƌŽǀŝĚĞĚ͗^ƚƌƵĐƚƵƌĂů ŶŐŝŶĞĞƌŝŶŐ dŚĞƐƉĞŶŝƚLJKĨĨŝĐĞƐƉƌŽũĞĐƚĞdžĞŵƉůŝĨŝĞƐĞdžƉĞƌƚŝƐĞŝŶŵŽďŝůŝƚLJĂŶĚƚƌĂŶƐƉŽƌƚĂƚŝŽŶƉůĂŶŶŝŶŐ͕ƐƵĐĐĞƐƐĨƵůůLJŶĂǀŝŐĂƚŝŶŐ ƚŚĞƵŶŝƋƵĞĐŚĂůůĞŶŐĞƐƉŽƐĞĚďLJĂŵŽƵŶƚĂŝŶƌĞƐŽƌƚĐŽŵŵƵŶŝƚLJ͘>ŽĐĂƚĞĚŝŶĚŽǁŶƚŽǁŶƐƉĞŶ͕ƚŚŝƐƉƌŽũĞĐƚƚƌĂŶƐĨŽƌŵƐ ĂŶƵŶĚĞƌƵƚŝůŝnjĞĚƐŝƚĞŝŶƚŽĂĚLJŶĂŵŝĐĐŝǀŝĐĐĞŶƚĞƌǁŚŝůĞĂĚĚƌĞƐƐŝŶŐƚŚĞĐŽŵƉůĞdžŶĞĞĚƐŽĨƚŚĞĐŝƚLJĂŶĚŝƚƐǀŝƐŝƚŽƌƐ͘Ɛ ƉĂƌƚŽĨĂĐŝƚLJͲwide effort to improve municipal services and enhance connectivity, the building’s design integrates ƐĞĂŵůĞƐƐůLJǁŝƚŚŝƚƐƐƵƌƌŽƵŶĚŝŶŐƐ͕ŝŶĐůƵĚŝŶŐĞdžŝƐƚŝŶŐƚƌĂŶƐƉŽƌƚĂƚŝŽŶŝŶĨƌĂƐƚƌƵĐƚƵƌĞĂŶĚƉƵďůŝĐƐƉĂĐĞƐ͘ >ĞǀĞƌĂŐŝŶŐĞdžƚĞŶƐŝǀĞĞdžƉĞƌŝĞŶĐĞŝŶŵŽďŝůŝƚLJĂŶĚƚƌĂŶƐƉŽƌƚĂƚŝŽŶĐĞŶƚĞƌƉůĂŶŶŝŶŐ͕ƚŚĞƉƌŽũĞĐƚƚĞĂŵǁŽƌŬĞĚĐůŽƐĞůLJǁŝƚŚ local municipalities to ensure the building’s functionality for both residents and visitors. The strategic location near ŵĂũŽƌƉĞĚĞƐƚƌŝĂŶĂŶĚƚƌĂŶƐŝƚƌŽƵƚĞƐĂůůŽǁĞĚĨŽƌŝŵƉƌŽǀĞĚƉƵďůŝĐĂĐĐĞƐƐĂŶĚŵŽďŝůŝƚLJƚŚƌŽƵŐŚŽƵƚƚŚĞƐŝƚĞ͘dŚĞĚĞƐŝŐŶ ƚŚŽƵŐŚƚĨƵůůLJĐŽŶŶĞĐƚƐƚŚĞƵƌďĂŶĐŽƌĞƚŽŬĞLJĐŽŵŵƵŶŝƚLJĂƐƐĞƚƐ͕ƐƵĐŚĂƐZŝŽ'ƌĂŶĚĞWĂƌŬĂŶĚŶĞĂƌďLJƉƵďůŝĐƉĂƌŬŝŶŐ ĨĂĐŝůŝƚŝĞƐ͘ One of the project’s key challenges was ƚŚĞĐŽŶƐƚƌƵĐƚŝŽŶŽĨƚŚĞŶĞǁďƵŝůĚŝŶŐŽǀĞƌƚŚĞĞdžŝƐƚŝŶŐZŝŽ'ƌĂŶĚĞƉĂƌŬŝŶŐ ŐĂƌĂŐĞ͕ǁŚŝĐŚƌĞŵĂŝŶĞĚĨƵůůLJŽƉĞƌĂƚŝŽŶĂůƚŚƌŽƵŐŚŽƵƚƚŚĞƉƌŽĐĞƐƐ͘dŚŝƐĚĞŵŽŶƐƚƌĂƚĞĚĂŚŝŐŚůĞǀĞůŽĨĐŽŽƌĚŝŶĂƚŝŽŶ ĂŶĚƉƌŽďůĞŵͲƐŽůǀŝŶŐ͕ďĂůĂŶĐŝŶŐƐƉĂĐĞĐŽŶƐƚƌĂŝŶƚƐĂŶĚƐŝƚĞůŝŵŝƚĂƚŝŽŶƐǁŝƚŚƚŚĞŶĞĞĚƚŽŵĂŝŶƚĂŝŶƉƵďůŝĐƐĞƌǀŝĐĞƐ͘dŚĞ ƌĞƐƵůƚŝƐĂŵŽĚĞƌŶ͕ŵƵůƚŝͲƐƚŽƌLJĨĂĐŝůŝƚLJƚŚĂƚĐŽŶƐŽůŝĚĂƚĞƐĐŝƚLJƐĞƌǀŝĐĞƐǁŚŝůĞŽĨĨĞƌŝŶŐĂǁĞůĐŽŵŝŶŐ͕ĂĐĐĞƐƐŝďůĞ ĞŶǀŝƌŽŶŵĞŶƚĨŽƌďŽƚŚĂĚŵŝŶŝƐƚƌĂƚŝǀĞĨƵŶĐƚŝŽŶƐĂŶĚƉƵďůŝĐĞŶŐĂŐĞŵĞŶƚ͘ In addition to addressing the site’s spatial limitations, the Aspen City Offices project ŝŶĐŽƌƉŽƌĂƚĞƐĂƌŽŽĨƚŽƉŐƌĞĞŶǁĂLJ ƚŚĂƚĞdžƚĞŶĚƐƚŚĞƐƵƌƌŽƵŶĚŝŶŐŶĂƚƵƌĂůůĂŶĚƐĐĂƉĞ͕ƉƌŽǀŝĚŝŶŐĂŶŝŶŶŽǀĂƚŝǀĞƐŽůƵƚŝŽŶƚŽůŝŶŬƚŚĞĚŽǁŶƚŽǁŶĐŽƌĞǁŝƚŚ ŶĞĂƌďLJƉĂƌŬƐĂŶĚƚŚĞƌŝǀĞƌ͘dŚŝƐĞdžƚĞŶƐŝŽŶŽĨƚŚĞŐƌĞĞŶƌŽŽĨĂŶĚůĂŶĚƐĐĂƉĞƉĂƚŚƐĐƌĞĂƚĞƐĂŶĂƚƵƌĂůĨůŽǁĨŽƌ ƉĞĚĞƐƚƌŝĂŶƐ͕ĨƵƌƚŚĞƌĞŶŚĂŶĐŝŶŐŵŽďŝůŝƚLJƚŚƌŽƵŐŚŽƵƚƚŚĞĂƌĞĂ͘ tŝƚŚĂĨŽĐƵƐŽŶƐƵƐƚĂŝŶĂďŝůŝƚLJĂŶĚůŽŶŐͲƚĞƌŵĐŽŵŵƵŶŝƚLJďĞŶĞĨŝƚ͕ƚŚĞƉƌŽũĞĐƚŝƐĚĞƐŝŐŶĞĚƚŽĂĐŚŝĞǀĞ> 'ŽůĚ ĐĞƌƚŝĨŝĐĂƚŝŽŶĂŶĚŝŶĐůƵĚĞƐŐĞŽƚŚĞƌŵĂůĞŶĞƌŐLJƐLJƐƚĞŵƐĨŽƌŚĞĂƚŝŶŐĂŶĚĐŽŽůŝŶŐ. The building’s design emphasizes energy efficiency and environmental stewardship, aligning with Aspen’s broader goals for sustainability and ƌĞƐƉŽŶƐŝďůĞĚĞǀĞůŽƉŵĞŶƚ͘ dŚĞƐƵĐĐĞƐƐĨƵůĐŽŵƉůĞƚŝŽŶŽĨƐƉĞŶŝƚLJKĨĨŝĐĞƐƵŶĚĞƌƐĐŽƌĞƐƚŚĞƚĞĂŵΖƐĞdžƉĞƌƚŝƐĞŝŶǁŽƌŬŝŶŐǁŝƚŚŝŶƌĞƐŽƌƚ ĞŶǀŝƌŽŶŵĞŶƚƐǁŝƚŚĐŽŵƉůĞdžƐŝƚĞĐŚĂůůĞŶŐĞƐ͘dŚĞƉƌŽũĞĐƚƐŚŽǁĐĂƐĞƐƚŚŽƵŐŚƚĨƵůŝŶƚĞŐƌĂƚŝŽŶŽĨƚƌĂŶƐƉŽƌƚĂƚŝŽŶĂŶĚ ƉƵďůŝĐĂŵĞŶŝƚŝĞƐ͕ƉƌŽǀŝŶŐƚŚĞĞĨĨĞĐƚŝǀĞŶĞƐƐŽĨǁĞůůͲĐŽŽƌĚŝŶĂƚĞĚƉůĂŶŶŝŶŐĂŶĚĚĞƐŝŐŶŝŶŵŽƵŶƚĂŝŶĐŽŵŵƵŶŝƚŝĞƐǁŝƚŚ ůŝŵŝƚĞĚƐƉĂĐĞĂŶĚƵŶŝƋƵĞŶĞĞĚƐ͘ ZĞĨĞƌĞŶĐĞ͗ŚĂƌůĞƐƵŶŶŝĨĨĞ͕ŚĂƌůĞƐƵŶŶŝĨĨĞƌĐŚŝƚĞĐƚƐ͕ϵϳϬ͘ϵϮϱ͘ϱϱϵϬ͕ĐŚĂƌůĞƐΛĐƵŶŶŝĨĨĞ͘ĐŽŵ 68 Z >d yW Z/ E ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ >/&dKE >K' WƌŽũĞĐƚ^ĐŽƉĞ͗ϭϭϬ͕ϬϬϬƐĨŵƵůƚŝͲƐƚŽƌLJĐŽŵƉŽƐŝƚĞƐƚĞĞů ƐƚƌƵĐƚƵƌĞǁŝƚŚϯϰĨŽƌƐĂůĞůŽĚŐĞƵŶŝƚƐ͕ ĂŵĞŶŝƚLJƐƉĂĐĞŝŶĐůƵĚŝŶŐƐƉĂͬĨŝƚŶĞƐƐĐĞŶƚĞƌ͕ ƌĞƐƚĂƵƌĂŶƚͬďĂƌ͕ďƵƐŝŶĞƐƐĐĞŶƚĞƌ͕ƐŬŝƐƚŽƌĂŐĞ͕ ƌŽŽĨƚŽƉŐĂƌĚĞŶ͕ƉŽŽůͬďĂƌĚĞĐŬ͘ ĂƚĞ͗ŶƚŝĐŝƉĂƚĞĚϮϬϮϴ >ŽĐĂƚŝŽŶ͗ƐƉĞŶ͕ŽůŽƌĂĚŽ ƌĐŚŝƚĞĐƚ͗'ƵĞƌŝŶ'ůĂƐƐƌĐŚŝƚĞĐƚƵƌĞ ŽŶƚƌĂĐƚŽƌ͗^ŚĂǁŽŶƐƚƌƵĐƚŝŽŶΎWƌĞĐŽŶKŶůLJ ŽŶƐƚƌƵĐƚŝŽŶĐŽƐƚ͗ΨϮϱϬDŝůůŝŽŶ ^ĞƌǀŝĐĞƐWƌŽǀŝĚĞĚ͗^ƚƌƵĐƚƵƌĂů ŶŐŝŶĞĞƌŝŶŐ >ŝĨƚKŶĞ>ŽĚŐĞŝƐĂŵƵůƚŝͲĨĂĐĞƚĞĚĚĞǀĞůŽƉŵĞŶƚƚŚĂƚƐŚŽǁĐĂƐĞƐĞdžƚĞŶƐŝǀĞĞdžƉĞƌƚŝƐĞŝŶŵŽďŝůŝƚLJĂŶĚƚƌĂŶƐƉŽƌƚĂƚŝŽŶ ĐĞŶƚĞƌƉůĂŶŶŝŶŐǁŝƚŚŝŶĂƌĞƐŽƌƚĐŽŵŵƵŶŝƚLJƐĞƚƚŝŶŐ͘dŚŝƐϭϭϬ͕ϬϬϬͲƐƋƵĂƌĞͲfoot project, located at the base of Aspen’s ŝĐŽŶŝĐũĂdžDŽƵŶƚĂŝŶ͕ƌĞƋƵŝƌĞĚĐĂƌĞĨƵůĐŽŽƌĚŝŶĂƚŝŽŶďĞƚǁĞĞŶŵƵůƚŝƉůĞƐƚĂŬĞŚŽůĚĞƌƐ͕ƐƵĐĐĞƐƐĨƵůůLJĂĚĚƌĞƐƐŝŶŐƐŝƚĞ ĐŚĂůůĞŶŐĞƐ͕ƐƉĂĐĞĐŽŶƐƚƌĂŝŶƚƐ͕ĂŶĚĐŽŵƉůĞdžůŽŐŝƐƚŝĐĂůƌĞƋƵŝƌĞŵĞŶƚƐ͘dŚĞĚĞǀĞůŽƉŵĞŶƚƐĞƌǀĞƐĂƐĂƉƌĞŵŝĞƌĞdžĂŵƉůĞŽĨ ŚŽǁŵŽĚĞƌŶƌĞƐŽƌƚĨĂĐŝůŝƚŝĞƐĐĂŶŝŶƚĞŐƌĂƚĞǁŝƚŚƚŚĞƐƵƌƌŽƵŶĚŝŶŐůĂŶĚƐĐĂƉĞǁŚŝůĞŵĂŝŶƚĂŝŶŝŶŐĨƵŶĐƚŝŽŶĂůŝƚLJĂŶĚ ŚŝƐƚŽƌŝĐĂůƉƌĞƐĞƌǀĂƚŝŽŶ͘ dŚĞůŽĚŐĞŝƚƐĞůĨĨĞĂƚƵƌĞƐϯϰŐƵĞƐƚƌŽŽŵƐƚŚĂƚĐĂŶďĞĨůĞdžŝďůLJĚŝǀŝĚĞĚŝŶƚŽϭϬϰŬĞLJƐ͕ƐŝdžĨƌĞĞͲŵĂƌŬĞƚĐŽŶĚŽŵŝŶŝƵŵ ƵŶŝƚƐ͕ϭϲ͕ϬϬϬƐƋƵĂƌĞĨĞĞƚŽĨĐŽŵŵĞƌĐŝĂůƐƉĂĐĞ͕ĂŶĚŽŶĞĂĨĨŽƌĚĂďůĞŚŽƵƐŝŶŐƵŶŝƚ͘ŶĞǁϭϮϲͲƐƉĂĐĞƵŶĚĞƌŐƌŽƵŶĚ ƉĂƌŬŝŶŐŐĂƌĂŐĞǁĂƐĐŽŶƐƚƌƵĐƚĞĚďĞŶĞĂƚŚƚŚĞůŽĚŐĞ͕ĂŶĞŶŐŝŶĞĞƌŝŶŐĂĐŚŝĞǀĞŵĞŶƚƚŚĂƚƌĞƋƵŝƌĞĚĐĂƌĞĨƵůĐŽŽƌĚŝŶĂƚŝŽŶ ĂŶĚƉůĂŶŶŝŶŐƚŽĞŶƐƵƌĞƚŚĞĐŽŶƚŝŶƵŝƚLJŽĨƉƵďůŝĐĂŶĚƉƌŝǀĂƚĞƚƌĂŶƐƉŽƌƚĂƚŝŽŶŶĞĞĚƐ͘dŚŝƐƉĂƌŬŝŶŐĨĂĐŝůŝƚLJƐƵƉƉŽƌƚƐƚŚĞ lodge’s guests, residents, and the general public, enhancing tŚĞŽǀĞƌĂůůĂĐĐĞƐƐŝďŝůŝƚLJĂŶĚŵŽďŝůŝƚLJŽĨƚŚĞƐŝƚĞ͘ Given the project’s location in a mountain resort environment, Lift One Lodge was designed to address the site’s steep terrain and space limitations. The building’s substructure is built into the hillside with a 60ͲĨŽŽƚǀĞƌƚŝĐĂůĐƵƚ ĂůŽŶŐƚŚĞƐŽƵƚŚĞƌŶƉƌŽƉĞƌƚLJůŝŶĞ͘dŚĞƐƚƌƵĐƚƵƌĂůĚĞƐŝŐŶƵƚŝůŝnjĞƐĐŽŶĐƌĞƚĞŝŶƚŚĞƐƵďƐƚ ƌƵĐƚƵƌĞĨŽƌŝƚƐĚƵƌĂďŝůŝƚLJĂŶĚ ĂďŝůŝƚLJƚŽƌĞƐŝƐƚƐůŝĚŝŶŐĚƵĞƚŽƵŶďĂůĂŶĐĞĚƐŽŝůůŽĂĚƐ͕ǁŚŝůĞƐƚĞĞůĨƌĂŵŝŶŐǁŝƚŚĐƵƐƚŽŵƚƌƵƐƐĞƐǁĂƐĞŵƉůŽLJĞĚŝŶƚŚĞ ƐƵƉĞƌƐƚƌƵĐƚƵƌĞƚŽĂĐŚŝĞǀĞůĂƌŐĞƐƉĂŶƐ;ϴϴĨĞĞƚĂŶĚůŽŶŐĞƌͿǁŝƚŚŽƵƚŽǀĞƌďƵƌĚĞŶŝŶŐƚŚĞĨŽƵŶĚĂƚŝŽŶƐ͘dŚŝƐĂƉƉƌŽĂĐŚ ĂůůŽǁĞĚĨŽƌĂŶĞĨĨŝĐŝĞŶƚĂŶĚĨůĞdžŝďůĞĚĞƐŝŐŶƚŚĂƚĂĐĐŽŵŵŽĚĂƚĞƐƚŚĞǀĂƌLJŝŶŐƉƌŽŐƌĂŵŵĂƚŝĐŶĞĞĚƐŽĨƚŚĞůŽĚŐĞ͕ ĐŽŵŵĞƌĐŝĂůƐƉĂĐĞƐ͕ĂŶĚƉĂƌŬŝŶŐ͘ KŶĞŽĨƚŚĞŵŽƐƚĐŽŵƉůĞdžĂŶĚƵŶŝƋƵĞĞůĞŵĞŶƚƐŽĨƚŚĞƉƌŽũĞĐƚǁĂƐƚŚĞƌĞůŽĐĂƚŝŽŶĂŶĚŝŶƚĞŐƌĂƚŝŽŶŽĨƚǁŽŚŝƐƚŽƌŝĐ ǁŽŽĚͲframed chalets. These buildings were moved in whole and intact to the top of the parking garage’s podium ďĞĨŽƌĞƵŶĚĞƌŐŽŝŶŐƌĞŶŽǀĂƚŝŽŶ͘KŶĞĐŚĂůĞƚŝƐŶŽǁůĞĂƐĞĚƚŽƐƉĞŶ^ŬŝŽŵƉĂŶLJĨŽƌƵƐĞĂƐĂŵƵƐĞƵŵ͕ǁŚŝůĞƚŚĞŽƚŚĞƌ ŚĂƐďĞĞŶĐŽŶǀĞƌƚĞĚŝŶƚŽĂƐƚĞĂŬŚŽƵƐĞ͘dŚŝƐƌĞƋƵŝƌĞĚŵĞƚŝĐƵůŽƵƐƉůĂŶŶŝŶŐĂŶĚĐŽŽƌĚŝŶĂƚŝŽŶƚŽƉƌĞƐĞƌǀĞƚŚĞŚŝƐƚŽƌŝĐĂů ŝŶƚĞŐƌŝƚLJŽĨƚŚĞƐƚƌƵĐƚƵƌĞƐǁŚŝůĞŝŶĐŽƌƉŽƌĂƚŝŶŐƚŚĞŵŝŶƚŽƚŚĞŵŽĚĞƌŶĚĞǀĞůŽƉŵĞŶƚ͘ ďŽǀĞƚŚĞƉĂƌŬŝŶŐŐĂƌĂŐĞ͕ƚŚĞƉƌŽũĞĐƚĂůƐŽŝŶƚĞŐƌĂƚĞƐĂƐƚĂƚĞͲŽĨͲƚŚĞͲĂƌƚdĞůĞŵŝdžŐŽŶĚŽůĂůŝĨƚ͕ƉƌŽǀŝĚŝŶŐƐĞĂŵůĞƐƐƐŬŝ ĂĐĐĞƐƐĨŽƌƌĞƐŝĚĞŶƚƐĂŶĚǀŝƐŝƚŽƌƐ͘dŚĞůŝĨƚ͕ǁŚŝĐŚƐŝƚƐĂƚŽƉƚŚĞůĂƌŐĞƐƚƐƉĂŶŶŝŶŐƚƌĂŶƐĨĞƌƐůĂďŝŶƚŚĞƉĂƌŬŝŶŐƐƚƌƵĐƚƵƌĞ͕ required careful coordination of loads with the gondola lift terminal supplier’s structural engineer. This lift, along with ƚŚĞƐŬŝĐŽƌƌŝĚŽƌ͕ƚŚĞĚĞĐŽŵŵŝƐƐŝŽŶĞĚŚŝƐƚŽƌŝĐĂů>ŝĨƚϭ͕ĂŶĚƐĞǀĞƌĂůĂĐĐĞƐƐŽƌLJƐƚƌƵĐƚƵƌĞƐ—ŝŶĐůƵĚŝŶŐůŝĨƚŽƉĞƌĂƚŽƌ ďƵŝůĚŝŶŐƐĂŶĚĂƉƵďůŝĐƌĞƐƚƌŽŽŵ—ĞŶŚĂŶĐĞƐƚŚĞĨƵŶĐƚŝŽŶĂůŝƚLJĂŶĚĐŽŶŶĞĐƚŝǀŝƚLJŽĨƚŚĞůŽĚŐĞƚŽƚŚĞǁŝĚĞƌƐƉĞŶƐŬŝ ĂƌĞĂ͘ >ŝĨƚKŶĞ>ŽĚŐĞĞdžĞŵƉůŝĨŝĞƐƐƵĐĐĞƐƐĨƵůĐŽůůĂďŽƌĂƚŝŽŶǁŝƚŚŵƵŶŝĐŝƉĂůŝƚŝĞƐĂŶĚƌĞƐŽƌƚĐŽŵŵƵŶŝƚŝĞƐ͕ĞĨĨĞĐƚŝǀĞůLJ ŽǀĞƌĐŽŵŝŶŐƐƉĂĐĞĐŽŶƐƚƌĂŝŶƚƐĂŶĚƐŝƚĞĐŚĂůůĞŶŐĞƐŝŶĂŵŽƵŶƚĂŝŶĞŶǀŝƌŽŶŵĞŶƚ͘LJŝŶƚĞŐƌĂƚŝŶŐƚƌĂŶƐƉŽƌƚĂƚŝŽŶ ŝŶĨƌĂƐƚƌƵĐƚƵƌĞ͕ƉƵďůŝĐĂŵĞŶŝƚŝĞƐ͕ĂŶĚŚŝƐƚŽƌŝĐĂůƉƌĞƐĞƌǀĂƚŝŽŶ͕ƚŚĞƉƌŽũĞĐƚĞŶŚĂŶĐĞƐƚŚĞǀŝƐŝƚŽƌĞdžƉĞƌŝĞŶĐĞǁŚŝůĞ ĂĚĚƌĞƐƐŝŶŐƚŚĞĐŽŵƉůĞdžŝƚŝĞƐŽĨďƵŝůĚŝŶŐŝŶĂŚŝŐŚͲĂůƚŝƚƵĚĞ͕ƌĞƐŽƌƚƐĞƚƚŝŶŐ͘>ŝĨƚKŶĞ>ŽĚŐĞĚĞŵŽŶƐƚƌĂƚĞƐĂŶŝŶŶŽǀĂƚŝǀĞ ĂƉƉƌŽĂĐŚƚŽŵŽďŝůŝƚLJ͕ƐƉĂĐĞƵƚŝůŝnjĂƚŝŽŶ͕ĂŶĚŚŝƐƚŽƌŝĐĂůƉƌĞƐĞƌǀĂƚŝŽŶ͕ŵĂŬŝŶŐŝƚĂƐƚĂŶĚŽƵƚƉƌŽũĞĐƚǁŝƚŚŝŶƚŚĞŵŽƵŶƚĂŝŶ ƌĞƐŽƌƚĐŽŵŵƵŶŝƚLJŽĨƐƉĞŶ͘ ZĞĨĞƌĞŶĐĞ͗DĂůĐŽůŵYƵŝŶŝŽŶ͕'ƵĞƌŝŶ'ůĂƐƐƌĐŚŝƚĞĐƚƐ͕ϮϭϮ͘ϯϱϴ͘ϴϯϴϬ͕ŵĂůĐŽůŵΛŐƵĞƌŝŶŐůĂƐƐ͘ĐŽŵ69 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p47 ENGINEERS | LAND SURVEYORS Project Example West End: Edwards, CO HKS is providing planning and final construction documents for a 275-unit multi-family residential development on 4.6 acres along U.S. Highway 6 in Edwards, CO. The project scope includes roadway widening plans for U.S. 6 as well as Eagle County Transit bus stop relocation adjacent to an existing roundabout in accordance with CDOT and county requirements. HKS is leading coordination efforts with Eagle County, CDOT, and Eagle County Transit. Additional design services include grading, drainage, utilities, and water quality, detention, dry utility coordination, and land surveying. Approach Points - Horizontal Constraints: Identify existing roadways, buildings, and other infrastructures that limit horizontal alignment options. - Vertical Constraints: Consider elevation changes, underground utilities, and other vertical restrictions that could impact structure design. - Site Circulation: plan for safe pedestrian and vehicular circulation to minimize conflicts and enhance safety at multimodal stations. 70 SNOWMASS BASE VILLAGE The design of public spaces re ects the mountain-ranch environment and the majestic landscape of the region. Design elements create a sense that the village evolved over time. Outdoor dining terraces, retail shops, and public spaces are supported by rich landscape features including stream and water features, plazas, and pools. Snowmass Village re ects rich architectural design with vibrant public spaces to welcome visitors to the 19 resort buildings which comprise the village. PROJECT DETAIL LOCATION Snowmass Village, Colorado CLIENT East West Partners SIZE 25 Acres 71 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p49 thinkcon uence.com WORK PROJECT DETAIL LOCATION Steamboat Springs, Colorado CLIENT Alterra Mountain Company LEGEND GONDOLA SQUARE The Proposed Gondola Square redevelopment included a number of vehicular types on Mt.Werner Circle. The diagram below provided spaces for skier drop off , hotel shuttles, Meadows Shuttle, Steamboat Springs Transit busses and Regional Busses. 72 thinkconfluence.com WORK AMES INTERMODAL TRANSIT FACILITY Confluence provided site design services for the new transportation facility, a collaborative effort between the City of Ames, CyRide and Iowa State University. Key project components included a terminal and bus bays for inter-city and regional carriers, a taxi-stand, public restrooms, structured and surface parking providing a combined total of approximately 400 stalls, as well as office space to support security and management of the facility. A new multi-use trail will allow residents and visitors of the University to move between ISU, the ISU Arboretum and the extensive City trail system. The new facility’s site is centrally located within the Ames community and on the fringe of two important economic generators – Iowa State University and the Campustown commercial/retail area. The parking structure will support the business core as a key component needed to spur redevelopment. The Ames Intermodal Facility is designed to be a stand-alone facility but has the capability to support future expansions. This new facility links public and private transportation modes with a needed parking facility, stimulating long-term redevelopment and revitalization in the community. PROJECT DETAIL Location Ames, Iowa Client Neumann Monson Architects Awards LEED Certification 73 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p51 thinkconfluence.com WORK DES MOINES AREA REGIONAL TRANSIT (DART) CENTRAL STATION Confluence provided site design services for the new transit station, helping select a location near the maintenance facility and its ability to create a southern gateway into downtown. With 66% of DART’s nearly five million annual users, safety and durability were of utmost importance. Careful consideration was given to the way pedestrians and buses interacted and the staggering volume of daily users meant that the facility needed to be designed to be durable and easily maintained. A tight urban site and a full project program included 15 bus platforms that challenged the team to align built elements in a way that maximized functionality and safety. Sustainability was another key consideration for the project as site elements including geothermal wells, use of recycled materials, rainwater cisterns, native and adaptive vegetation and underground detention all helped contribute to the facilities LEED Platinum Certification. Serving as the heart of the transit network in Des Moines, this iconic project is intended to help change the perception of public transit and establish a positive image for DART. PROJECT DETAIL Location Des Moines, Iowa Client Substance Architecture Size N/A Awards LEED Platinum Certification 74 thinkconfluence.com WORK INDEPENDENCE AVENUE CORRIDOR BRT STUDY This study assessed and evaluated the feasibility of deploying enhanced transit service along Independence Avenue, one of the oldest and most ethnically diverse public transit routes in the metropolitan area. Confluence developed a series of innovative analysis and mapping tools to evaluate existing conditions and expanded ridership opportunity areas, involving the clients in making informed route alignment decisions. Analysis included evaluating existing sidewalks and slopes, measuring neighborhood connectivity, exploring corridor redevelopment opportunities, reviewing crime statistics and overall demographic data to support increased access and ridership. Building on the regional transit plan’s (Smart Moves 3.0) recommended mobility hub locations, our team also recommend BRT station locations to correspond with potential transit-supportive redevelopment opportunities throughout the corridor. Confuence crafted station design prototypes to integrate new raised level-boarding platforms into the existing ROW while planning ahead for future bicycle lanes. Connecting Downtown Kansas City and Downtown Independence, Missouri, this corridor is planned for the region’s first east-west Bus Rapid Transit System. PROJECT DETAIL Location Kansas City, Missouri + Independence, Missouri Client KCATA Size 10 miles 75 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p53 23 EVERVAIL EVERVAIL The site plan de nes three distinct neighborhoods de ned by unique use, character and style. A Main Street hosts shops, a hotel / conference facility and a food market. A central plaza is anked by retail and hosts a gondola connection to the mountain. For this West Vail community, the goal was to integrate the resort into the strong foundation of Vail, while transitioning from urban village to mountain character adjacent to natural areas. PROJECT DETAIL Location Vail, Colorado Client Vail Resorts Development Co. Size 12 acres 76 thinkconfluence.com WORK DOWNTOWN STREETCAR STARTER LINE: STATION + STREETSCAPE DESIGN Our team facilitated robust public engagement efforts to invite community input into the design of the streetcar stations and features, which included an integrated seat wall barrier that transitions the new raised level-boarding platforms into existing sidewalk grades. This approximately 2-mile project includes 14 platform stations serving three unique districts within the Downtown area: the Historic River Market District; the Central Business District; and the Crossroads District. Each of these districts has their own unique streetscape appearance. We utilized a “chameleon” approach to aesthetically integrate new OCS poles into each of these Districts while minimizing pole clutter through co-location and utility coordination efforts. This is one of the most successful streetcar implementation projects in the country, and supports a thriving urban environment that has already attracted over $2 billion of new economic development activity since its inception. Confluence led the urban design efforts to integrate new streetcar stations and infrastructure into the existing streetscape context as part of this transformative economic development project. PROJECT DETAIL Location Kansas City, Missouri Client City of Kansas City, Missouri Kansas City Streetcar Authority Size 2 miles Awards Merit Award for Design (Built) - ASLA Prairie Gateway Award for Excellence in Sustainability - American Planning Association (APA) 77 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p55 78 thinkconfluence.com WORK DENVER INTERNATIONAL AIRPORT WESTIN HOTEL PLAZA The Munich airport provided inspiration to envision this unique public space as a destination unto itself, with year-round programmed activities and events reflective of Colorado. The South Terminal Plaza is an extension of the newly revitalized Great Hall, with a mix of activities and dining spilling out on to the plaza. The primary goal was to make the plaza as flexible as possible to accommodate a variety of diverse events and activities. The South Terminal Plaza serves as the first experience of the airport for Westin Hotel Guests and for guests arriving by train from Union Station. Working closely with Gensler’s architectural program, the design utilizes pavers in broad, sweeping gestures to embrace the expansive plaza space. A wall adjacent to the Great Hall accommodates seating, and Confluence worked with two artists to site interactive art installations. Confluence was engaged by Denver International Airport to program, design, and construct the South Terminal Plaza connecting DIA’s Great Hall to the new Westin Hotel. PROJECT DETAIL Location Denver, Colorado Client Denver International Airport Size 60,000 sf (plaza) 27.5 acres (entire project) $544 million 79 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p57 STRATEGIC CATALYTIC DOWNTOWN DEVELOPMENT PLANNING PONDEROSA COMMUNITY STABILIZATION PROGRAM Town of Parker project reference for Trestle Strategy Group Weldy Feazell, Town of Parker, Business Retention & Marketing Manager wfeazell@parkeronline.org, 303.805.3168 The Town of Parker and the Parker Authority for Reinvestment (P3) owns four parcels of land in their downtown area that are either vacant or underutilized. The four parcels total roughly 30 acres and represent a unique opportunity for catalytic in-fill development that will further activate the surrounding Downtown Parker area. Previous attempts to develop these parcels have been met with significant community pushback and a lack of Town Council alignment. The goal of the project is to generate community and Town Council consensus on the future development opportunity for these four parcels and to then identify a developer(s) who will enter into a development agreement with the Town. This project offers a critical opportunity to strategically engage the community around community benefit in the downtown area, analyze market demand and opportunity, and also building strategic networks and capacities for the larger economic and social growth throughout the entire Parker community. City of Boulder project reference for Trestle Strategy Group Crystal Launder, City of Boulder, Housing Planner LaunderC@bouldercolorado.gov, 303.441.4141 Trestle is building ontop of its previous Ponderosa Mobile Home Park project to identify community resiliency opportunities for the Ponderosa community. Tasked with designing and implementing a strategic implementation roadmap and resident engagement process that provides opportunities for meaningful resident input, ongoing updates, and more generally promoting the goal of minimizing resident displacement. Trestle has been collaborating with the City and other team specialized members to design and facilitate a resident-centered resilient community design process that informs community infrastructure, land tenure models, and home design; and manage the securing of entitlements, including annexation, land use and zoning changes. 80 LYONS RECOVERY HOUSING SITE ANALYSIS AND COMMUNITY OUTREACH PROGRAM ALPINE-BALSAM (BOULDER COMMUNITY HOSPITAL) VISION PLAN CITY OF BOULDER OPEN SPACE & MOUNTAIN PARKS MASTER PLAN Town of Lyons project reference for Trestle Strategy Group Victoria Simonsen, Town of Lyons, Town Administrator, vsimonsen@townoflyons.com, 303.823.6622, ext. 19 Approximately 100 homes in the Town of Lyons were lost in the September 2013 flood. Trestle Strategy led a team that worked with the Town to research, evaluate, and recommend an appropriate location for roughly 60 recovery-housing units. Significant site evaluation entailed legal considerations, utility capabilities, cost projections and financial analysis, physical site conditions, and community considerations. An extensive and successful public engagement outreach program was performed, including design charettes, walkabouts, public presentations, and site visits to nearby housing communities. Trestle opened a storefront office in downtown Lyons to provide a location for local residents and others to learn about the project, ask questions, and voice their concerns. Strong financial understanding of the Community Development Block Grant-Disaster Relief funding was required to properly understand all future development opportunities and constraints. Open Space and Mountain Parks (OSMP) is celebrating its 50th Anniversary of the nation’s first open space tax. Looking back on the accomplishments from the last 50 years and looking forward to the future, OSMP is developing a departmental master plan. This master plan establishes policies and management priorities that respond to community and system-wide needs. Trestle is working with Design Workshop and OSMP staff to plan a public process that will incorporate community values into an open space strategic vision lasting for the next 10+ years. Public participation will be fostered and encouraged through multiple opportunities so that all stakeholders can engage, participate, interact, and refine the Master Plan. Starting with the public Kick-Off in early 2018, Trestle and OSMP staff will be engaging diverse communities to solicit feedback and build alignment with community goals. A Public Engagement Plan will be implemented using recommendations from the Public Participation Working Group (PPWG), which was formed to identify problem areas in the public engagement process in Boulder. The PPWG ultimately decided that a sense of shared responsibility must be formed between the City and community in order to foster successful civic engagement. City of Boulder project reference for Trestle Strategy Group Deryn Wagner, City of Boulder Open Space and Mountain Parks, Senior Planner, wagnerd@bouldercolorado.gov, 303.413.7636 Trestle Strategy Group assisted the City of Boulder with designing and implementing a community storytelling and public engagement for the City’s recently acquired Boulder Community Health (BCH) hospital campus located at 1100 Balsam Ave. Trestle and the City opened an onsite public engagement space where community members have the opportunity to share their stories, experiences, and memories of the iconic facility, as well as learn about this multi-year community project. This interactive space provided a platform to engage with the community and guide future visioning and planning efforts for the long term redevelopment of the site. The campus is comprised of several buildings, including an 355,000 SF facility located on 8.8 acres, and was purchased in 2015 by the City for future municipal uses. 81 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p59 WHETSTONE COMMUNITY HOUSING GUNNISON COUNTY SIZE: 13 acres, south of Crested Butte PROCESS Sketch plan submittal RFP issuance TASKS Project & team management Community engagement strategy & implementation Stakeholder outreach & collaboration Communication strategy & implementation PROJECT STATUS Sketch Plan approved March 2023 Development team working on Preliminary Plan REFERENCES John Cattles, Assistant County Manager for Operations and Sustainability, Gunnison County JCattles@gunnisoncounty.org (970) 641-8562 Cathie Pagano, Assistant County Manager for Community & Economic Development, Gunnison County CPagano@gunnisoncounty.org 970-641-7985 82 NORTH BOULDER CREATIVE CAMPUS EMERALD INVESTMENT & BMOCA NORTH BOULDER ARTS DISTRICT, CO Mixed-use creative campus Concept: 17,000 sf museum 17,500 sf at-grade commercial 67 housing units Open spaces/plazas STATUS Concept plan approved BVCP & rezoning required Architectural team selection COMMUNITY BENEFITS Design led by community vision & values Integration & activation of NoBo Arts District Community gathering & dialogue space Arts accessible to broader socioeconomic population REFERENCES Andrew Ghadimi, Partner, Emerald Development andrew@ghadimigroup.com | (303) 444 4552 David Dadone, Executive Director + Chief Curator, BMoCA david@bmoca.org | 303.443.2122 83 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p61 4 Commuter Rail Facility DENVER, CO Group14 provided energy consulting for LEED and Xcel EDA and commissioning for the Commuter Rail Maintenance Facility. Six tracks run through the building on trestles, with mechanic bays under the rail to allow workers easy access to perform daily routine maintenance checks. The facility features a large high-bay area with offices, conference rooms, and workshops. Radiant floor heating and dedicated outside air systems serve the entire maintenance area. Group14 optimized daylighting through skylights in the high bay area, designed for lower ambient light levels supplemented by task lighting. It minimizes fan energy through low face velocities, and the office wing is served by a variable refrigerant flow system with a dedicated outdoor air system. Despite the complexity of the design, the system was constructed to allow for easy operation while exceeding the client’s expectations and maintaining the budget and schedule. The building achieved a 32.3% energy savings over the ASHRAE 90.1 baseline and obtained LEED Gold certification. RELEVANT PROJECTS PROJECT DATA Size: 200,000 SF Project Budget: $65M Completion Date: 2016 LEED Gold SERVICES PROVIDED Energy Modeling LEED Consulting Fundamental Cx Enhanced Cx 4 Commuter Rail Facility DENVER, CO Group14 provided energy consulting for LEED and Xcel EDA and commissioning for the Commuter Rail Maintenance Facility. Six tracks run through the building on trestles, with mechanic bays under the rail to allow workers easy access to perform daily routine maintenance checks. The facility features a large high-bay area with offices, conference rooms, and workshops. Radiant floor heating and dedicated outside air systems serve the entire maintenance area. Group14 optimized daylighting through skylights in the high bay area, designed for lower ambient light levels supplemented by task lighting. It minimizes fan energy through low face velocities, and the office wing is served by a variable refrigerant flow system with a dedicated outdoor air system. Despite the complexity of the design, the system was constructed to allow for easy operation while exceeding the client’s expectations and maintaining the budget and schedule. The building achieved a 32.3% energy savings over the ASHRAE 90.1 baseline and obtained LEED Gold certification. RELEVANT PROJECTS PROJECT DATA Size: 200,000 SF Project Budget: $65M Completion Date: 2016 LEED Gold SERVICES PROVIDED Energy Modeling LEED Consulting Fundamental Cx Enhanced Cx 84 5 Steamboat Springs Base Area Improvements STEAMBOAT SPRINGS, CO Group14 collaborated with Gensler and Steamboat to improve energy efficiency in the new base area buildings as Steamboat aims to maximize energy and water efficiency. All base area buildings will be LEED-certified, using less energy and providing a healthier environment for Steamboat guests and staff. During Steamboat’s multi-year renovation, the Range Food & Drink Hall was a significant addition to the base area. It replaced the original Gondola and is accompanied by a new plaza, ice rink, concert stage, and canopied escalator. The Range’s mass timber structure complements the local architectural style, reducing the structure’s embodied carbon and expediting the construction schedule. RELEVANT PROJECTS PROJECT DATA Size: 24,000 SF Completion Date: 2024 LEED Gold SERVICES PROVIDED LEED Consulting Commissioning *image from Gensler’s Website 4 Commuter Rail Facility DENVER, CO Group14 provided energy consulting for LEED and Xcel EDA and commissioning for the Commuter Rail Maintenance Facility. Six tracks run through the building on trestles, with mechanic bays under the rail to allow workers easy access to perform daily routine maintenance checks. The facility features a large high-bay area with offices, conference rooms, and workshops. Radiant floor heating and dedicated outside air systems serve the entire maintenance area. Group14 optimized daylighting through skylights in the high bay area, designed for lower ambient light levels supplemented by task lighting. It minimizes fan energy through low face velocities, and the office wing is served by a variable refrigerant flow system with a dedicated outdoor air system. Despite the complexity of the design, the system was constructed to allow for easy operation while exceeding the client’s expectations and maintaining the budget and schedule. The building achieved a 32.3% energy savings over the ASHRAE 90.1 baseline and obtained LEED Gold certification. RELEVANT PROJECTS PROJECT DATA Size: 200,000 SF Project Budget: $65M Completion Date: 2016 LEED Gold SERVICES PROVIDED Energy Modeling LEED Consulting Fundamental Cx Enhanced Cx 85 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p63 ROARING FORK TRANSPORTATION AUTHORITY, EMPLOYEE HOUSING REPLACEMENT & EXPANSION FEASIBILITY STUDIES FOR 5 SITES, TOWN OF VAIL TOWN OF VAIL DOBSON ICE ARENA Carbondale & Glenwood Springs, CO Cumming provided cost estimating services in support of a feasibility study involving employee housing replacement and expansion alternatives for a variety of existing RFTA properties throughout the Roaring Fork Valley. Five RFTA properties were reviewed and cost estimates for new construction at each site was provided as well as estimates for alternative renovation schemes. Size: 133,610 sf – 155,160 sf; Cost: $54.8M - $59.3M (options). Cumming Group supports the Town of Vail on multiple programmatic efforts to provide in-depth project management, cost management, scheduling, and procurement & contracts services where needed. Our current projects include: o Civic Center Master Plan Refresh and Economic Study o West Middle Creek Housing Feasibility Study and Developer Selection Services o TimberRidge Housing Development Support o Confidential Workforce Housing Analysis Cumming is currently providing project and cost management and services for the major renovation of Dobson Ice Arena, a Town of Vail-owned recreation facility. The building, built in 1979, needs updates to bring some of the systems up to date to meet the growing community’s needs for a functional facility for the next 50 years. The redesign of Dobson Arena includes a new roof structure, new mechanical, electrical, and plumbing systems, new entrance and restrooms, new ticketing, seating area, terrace, mezzanine deck, and several flexible use spaces. 86 PAVILION AT LAUREL VILLAGE - LEED Platinum Colorado State University - Ft. Collins, CO 11 W. QUINCY - LEED Gold General Services Administration - Chicago, IL 3003 LARIMER - LEED Gold Denver, CO AGGIE VILLAGE NORTH RESIDENTIAL VILLAGE - LEED Gold Colorado State University - Ft. Collins, CO AURA - pursuing LEED Gold, net zero ready Snowmass Base Village, CO BRIDGE STREET HILL BUILDING - LEED Silver Vail, CO CIRQUE RESIDENCES x VICEROY - pursuing LEED Gold Snowmass Base Village, CO DEPARTMENT OF HOMELAND SECURITY - LEED Gold Citizenship & Immigration Svs - Irving, TX DURRELL DINING AND STUDENT CENTER - LEED Gold Colorado State University - Ft. Collins, CO ELECTRIC PASS LODGE - pursuing LEED Gold, net zero ready Snowmass Base Village, CO KARCHER ARTSPACE - LEED Gold Waukegan, Il KITTREDGE WEST RESIDENCE HALL - LEED Gold University of Colorado at Boulder - Boulder, CO KITTREDGE CENTRAL RESIDENCE HALL AND COMMUNITY COMMONS - LEED Gold University of Colorado at Boulder - Boulder, CO LAUREL VILLAGE - LEED Gold Colorado State University - Ft. Collins, CO MICHAEL SMITH BUILDING ADDITION - LEED Silver Colorado State University - Ft. Collins, CO NUGENT HALL - LEED Gold University of Illinois-Urbana-Champaign, IL ONE GREENVILLE - LEED Gold Greenville, SC ONE SNOWMASS - LEED Gold Snowmass Base Village, CO 4240 has completed over 1.8 million sf of LEED certified projects in the West and across the country—and currently have multiple mountain projects under construction that are designed to be net zero energy ready. LEED CERTIFICATIONAND PERFORMANCE-BASED RESULTS 87 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p65 FIRM/TEAM APPROACH YOU ASKED US TO PROVIDE: Description of the firms/team’s approach to the project, noting project understanding, unique challenges, assessments and project interpretation, and strengths that the individual, firm or team bring to this project. 88 FIRM/TEAM APPROACH • Develop a Detailed and Enforceable Project Schedule: with the Town – we will develop a workplan and schedule to anticipate design charrettes, community participation, consultant meetings and coordination, concept analysis, client review and approvals. We will also develope the Schedule around the PEC, DRB, and Town Council calendars and are very familiar with the required sequence of activities for entitlements approvals within Vail. The Schedule will also confirm that we have adequate time to deliver the selected approach to the anticipated schedule. • Listen To and Incorporate Community Concerns: = Be Good Listeners!! Paramount to the Phase 1 – Defining Goals & Needs process, our team will actively and attentively listen to community stakeholders. Moreover, we will facilitate the conversation by leading the information gathering process. By documenting what we understand from the client and community, it allows for verification that we have listened, or allows us to quickly reassess the conversation to properly reflect the communities’ intent and feasibility for the Town. • Make the Assignment as Simple as Possible: With the recent preparation and adoption of Go Vail 2045 – The Vail Mobility and Transportation Master Plan, the Town comes prepared, the Town knows (generally) what they want, and the Town knows the issues, opportunities, and constraints of the assignment. As such, this effort can hit the ground running - beginning with aligning Town goals with our knowledge and understanding of transit facilities, and place making within mountain resort communities and the Vail Village Core. As overall project team leader, 4240 will manage the Design Team, interface with the Town Staff and approvals entities, and lead the overall urban planning and architectural design(s) for the project through the all phases of the project (as outlined in RFQ). To achieve the comprehensive goals for this project, we have developed the following approach for successfully meeting the Towns project expectations and delivering the design of a functionally efficient, cost effective, contextually integrated Transportation Facility within the Vail Village Core. Our approach considers the following “big ideas”: • Assemble a Team of Local Experts: that are widely skilled in their relative fields of expertise, familiar with transit facilities, familiar with Vail and have collaborated together on similar projects. • Establish a Clear Line of Communications: with clearly defined roles and responsibilities and integrated into our Team Organizational Chart. • Set Goals and Expectations Early: So we can be more efficient with the alternatives we pursue. • Efficiency is Key: Both in terms of what we do, how we do it, and in how the Town manages the project. As a team, we will need to clearly establish the Towns review process, roles of boards, staff and community engagement, then stick to it. While not the largest project redevelopment contemplated within Town, we do envision a lot of attention will be focused on this small footprint / big impact project. As such we promote a transparent and engaging community process. 89 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p67 FIRM/TEAM APPROACH - Design Development (preferred scheme) and public approvals, Phase IV – Final Design & Construction Documents. The Town may elect to suspend the project at the completion of any Phase. We believe that these are not mutually exclusive goals and that a holistic and comprehensive solution is achievable. Sensitive site planning that promotes mixed-use and minimizes excess paving, a palette of finely detailed spaces, architecture, landscape, and lighting in concert with the surrounding resort context, intuitive, well-signed and safe circulation patterns for vehicles and pedestrians, and on-site amenities shall be provided. In addition to delivering an intelligently engineered and functional transit solution, the result will be a fully integrated world-class resort environment that is experienced from the moment of arrival. In order to achieve these comprehensive goals, it is anticipated that the Design Team will collaborate closely with the Town to develop multiple transit scenarios, vetted through the public process. The Town boards including the PEC, DRB and Town Council will be engaged in the approvals process, providing review and oversight to facilitate the selected concept alternative. The Town Staff shall assist the Design Team in the concept evaluations and management of the project. Ultimately, the Town Council shall PROJECT UNDERSTANDING AND INTERPRETATION The ultimate goal for this project is, quite simply, to improve the transit condition within the Town of Vail, specifically the gateway into Vail Village. Coupled with this is a desire to provide residents and visitors with a world-class experience upon entering a world-class community. While it is generally recognized that the project site(s) under consideration may not provide the “100%” transit solution, the goal of this project is to improve the functionality and capacity of the Vail Village Transportation Center (VVTC), improve the comprehensive transit functionality within Vail, and significantly improve the guest arrivals experience into Vail Village. Furthermore, ongoing development within the community as well as increased transit and mobility demands (CORE Transit, Bustang and Pegasus) have overburdened the capacity and functionality of VVTC to serve as a true destination resort base of its own, in tandem with LHTC and other facilities throughout the valley. A new transportation facility at Vail Village will provide a much-needed improved transit facility to reinforce the world-class experience offered by the resort and welcome visitors and residents to the town of Vail. It is understood that a good deal of preliminary transit planning work has been completed which shall serve as a foundation to kick off this scope. That said, it is also understood that multiple sites shall be considered to solve this goal and “out-of-the-box” thinking is encouraged to comprehensively address and test potential solutions. Operationally, the project will be sub- divided into four primary Phases; Phase I – Goals & Needs Review / Initial Programming Concept Analysis, Phase II – Conceptual Design (3 schemes), Phase III This begs the question - How do WE create an efficient and flexible TRANSPORTATION HUB that serves the programmatic / operational requirements of the Town and Resort (for the next 50 years), yet also establish a COMMUNITY HUB which exhibits the unique identity and experience of the place? 90 Vail Village Parking Garage and Transit Center and into the Village Core. The selected concept must provide efficient transit functionality as well as a welcoming first impression - guest & skier services expected of a world- class resort; • Pedestrian Conflicts: Because the transit facility is anticipated to be an at-grade level facility, and because the project site is the primary pedestrian entrances into the Vail Village Core, significant pedestrian / vehicular conflicts can be expected. It will be imperative that the design team understand the needs of both groups and solve for both while maintaining the core pedestrian, “walking village” nature of the Village Core; • Current Condition of Existing Garage: One of the primary challenges we anticipate is the unknown condition of the existing garage. Given the age of the structure, there may be degradation that requires substantial rehabilitation to extend its life for an additional 50 years. The potential for retrofitting and exploring alternative solutions to accommodate additional loads from new construction will require a thorough structural assessment, particularly considering the need to preserve the functionality of the garage during and after the project; • I-70 Corridor Interface: One potential solution for this project may suggest an at-grade transit station within the I-70 Corridor median. While this ambitious idea has merit for significantly improving the efficiency of guest arrivals and reducing the interference of vehicles within the Town core, it does present challenges. A pedestrian “fly over” could significantly change the character serve as the effective client for the project, approving all program, budget, schedule and design related information throughout the project. Finally, it is also understood that the project may be seeking transit grant monies and/ or additionally available transit funds to assist in the development of the project. These approvals shall be discussed with Staff and incorporated into the project schedule and deliverables at appropriate milestones. UNIQUE CHALLENGES & ASSESSMENTS Based on our Team’s knowledge of the project site and our understanding of the Town’s transit condition, we foresee numerous challenges facing this project. We have highlighted “potential” challenges as we understand the project at this time. • Constrained Site: The primary site (VVTC) identified in the RFQ is of limited size, is highly utilized and tightly constrained. It is clearly the goal of this project to increase as much transit capacity as functionally feasible on the site, while at the same time not negatively impacting the functional operations of the transit functions. It will be imperative that the selected team understands the total volume of transit vehicles which would be on-site at any given time, the varying vehicular turning radius requirements and functional programming requirements of transportation centers such as egressing delays during peak periods from Day One; • Program Definition / Fit: While this project is, first and foremost, a transportation center, it is also directly in line with a base village resort Town. Current conflicts and aesthetic “fractures” exist upon arriving from the FIRM/TEAM APPROACH 91 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p69 Welcome Center. With an office in Tahoe City, California (main office in Denver Colorado), our staff work and live in a ski resort community. This experience gives LSC firsthand knowledge of the challenging traffic environment related with seasonal traffic variations. Balancing designs that will accommodate peak seasonal traffic conditions, while not over building/designing infrastructure that meet the needs of only the absolute peak periods. As a transportation consultant firm, which specializes in both transit planning and traffic engineering, the combination of discipline allows a thorough understanding of transit needs and solutions, roadway geometric requirements, safety issues involving mixed vehicular and pedestrian traffic, and traffic operation. KL&A’s structural engineering approach to this project is rooted in addressing these complexities with a solution-oriented and collaborative mind-set. We aim to integrate seamlessly with all stakeholders, ensuring functionality and resilience for this essential infrastructure. As a design outcome is assessed, we will bring our extensive understsanding of traditional and alternate structural systems to inform the process. of the Vail Village entry experience and certainly be a major talking point within the design process. We are concerned that costs related to a fly- over bridge would significantly hamper the project budget, thereby preventing funds to be allocated to other, potentially, more multi-use community focused programs; • Accurate Program Level Cost Estimating: Critical to this assignment is to harvest accurate data to make the best-informed early decisions. Continued volatility within construction markets present challenges in providing accurate early concept construction cost estimating; • Forging Community Consensus: Through our process of Community Engagement with the Lionshead Transit / Welcome Centers and Civic Area Masterplan, we experienced a passionate community with often very divergent Community goals. The challenge will be to forge Community consensus and spend the town’s money wisely on a practical, visionary & complimentary transit / welcome center solution. UNIQUE STRENGTHS OF TEAM In additional to the qualifications included within, our team members have expanded upon their expertise as it relates to solving the unique challenges we’ve conveyed as well reinforcing as a commitment to engaging in a collaborative process of discovery with you. LSC has experience designing transit centers in resort communities and is intimately familiar with Vail given LSC and Gordon Shaw’s experience with 4240 and the Town on Lionshead Transit/ FIRM/TEAM APPROACH ABOVE: KL&A and 4240’s MASS TIMBER CLT SWINGING INTO PLACE AT AURA, SNOWMASS BASE VILLAGE 92 committees” made up of Council or Planning Board members that can weigh- in on the outreach plan and schedule for the project, which in turn creates transparency in the process. BG (now RTM) has over 30 years of experience designing MEP, lighting, and technology systems for mountain resorts, particularly in Vail, CO. Our team has been involved in civic projects in the Town of Vail for the past three decades. As residents of the Vail Valley, we understand the unique challenges of mountain resort construction. Our long-standing connections within the community provide us with extensive experience collaborating with the Town of Vail, local building departments, utility providers, and contractors. A key challenge of this project involves working within the existing infrastructure of the Vail Village Parking Structure. BG (now RTM) has designed or modified most of the MEP systems in the parking structure, transit building, welcome center, and museum. Many of the same team members who contributed to previous Town of Vail projects near the Vail Village Parking Garage and Transit Center will be working on this project. Our established relationships, in-depth knowledge of the existing facilities, and local insight will enable us to respond swiftly to various ideas and concepts presented by the team, especially during the concept and schematic phases of the design process. Our goal is to provide a safe and enjoyable experience at the Vail Transit Center, a world-class mountain resort. On-grade snowmelt systems are crucial for keeping walking surfaces free of ice and snow, especially for those carrying ski gear or walking in ski boots. We have significant expertise in snowmelt systems and their control mechanisms, particularly in Vail. As they have shown on prior Vail projects, HKS will also bring a holistic mind-set to their civil engineering scope as they address Horizontal Constraints, Vertical Constraints, and Site Circulation necessary for multi-modal site solutions. They also can provide additional support to LSC and the team focused on Traffic Engineering related to any roundabout design work. Confluence brings landscape expertise in working with mountain communities and base village resorts--by providing immersive public presentations to address community needs to solving dynamic pedestrian realm challenges, eloquent and often whimsical solutions to grade change, and thoughtfully integrated site materials and natural landscapes. Trestle Strategies Group’s experience working with Vail as well as various public agencies allows us to tailor our process to your needs. We will create an Engagement Strategy and Community Outreach plan as part of the project on-boarding to eliminate assumptions, identify communication protocols, and roles and responsibilities. Based on our stakeholder analysis, we will select relevant strategies to engage and address the specific needs of stakeholders, who will have varying levels of engagement. We will tailor appropriate and effective strategies for these needs. We will work especially hard to engage ALL affected stakeholders and create an inclusive approach that includes Spanish speakers, children, seniors, disabled, and other traditionally non-represented stakeholders to participate. In addition, we will create a focused opportunity to involve developers as a key stakeholder to provide input that supports the ultimate vision and feasibility of the project. In past similar projects, we have experienced success with “process FIRM/TEAM APPROACH 93 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p71 specific risks in mountainous regions, such heavy snowfall, high-altitude impacts, and disruptions to utility services. By identifying these risks, we will develop evidence-based strategies to enhance operational continuity and improve the safety and reliability of the infrastructure. Using our advanced energy modeling tools, we will evaluate building performance and provide tailored recommendations for the project. Given CUMMING’s experience in the current economy and within the town of various projects, including Dobson, we will focus on understanding critical logistics of managing an expansion in a heavily operated facility (be deliberate in identifying how can we design by phase to accommodate the restoration while keeping the current facility active), bring constructability to the forefront of the design and entitlement to ensure that risk is mitigated from the start, and find the right GC to accurately understand local cost escalation and market impacts. Additionally, effective communication and security are vital in a mountain resort transit facility. We will engage with local officials, community leaders, police and fire departments, and town IT leaders to address safety and security needs. Our team will leverage our expertise in technology and security systems to advise the Town on incorporating these solutions into the facilities, as well as on the infrastructure for future or emerging technologies. Exterior site lighting presents another challenge, requiring a balance between aesthetically pleasing designs and ensuring a safe, secure environment while minimizing light pollution and preserving the night sky. We will provide lighting design and control solutions that address these concerns while promoting energy conservation. Group14, 4240 Architecture, and project stakeholders will collaborate to ensure compliance with energy codes, allowing for more design flexibility and improved operational efficiency. Our approach will offer a clear assessment of the return on investment for energy efficiency measures. We will analyze how electrification impacts energy costs, consumption, and emissions over a building’s lifespan. We will consider elevation effects on energy demand, seasonal variations, and potential energy savings for the Vail Transportation Center. Our energy teams work alongside sustainability experts to enhance operational efficiency, minimize environmental impact, and improve occupant health and well-being. We specialize in maintaining the long-term value of assets and ensuring occupant safety through resilient design strategies. For the Vail Transportation Center, our resilience assessments will consider FIRM/TEAM APPROACH ABOVE: 4240’S PAVILION AT LAUREL VILLAGE UTILIZES PASSIVE DESIGN WITH A KATABATIC COOLING TOWER AND TROMBE PARAPET WORKING IN HARMONY WITH NATURAL SITE FLOWS SUMMER AIR CIRCULATION WINTER AIR CIRCULATION 94 Phase III: Design Refinement and Community Engagement In refining the preferred design alternative, our focus will shift to enhancing the structural framework’s compatibility with anticipated transit center improvements. Given high traffic demands and spatial limitations, our design will emphasize economic construction, minimizing access disruptions and ensuring efficient use of limited staging and construction space. We will work closely with the Town of Vail and local stakeholders, incorporating their feedback to create a transit center that reflects the community’s needs. Phase IV: Final Design and Construction Documentation Our structural engineering team will finalize design documents for both the new construction and the existing structure, addressing potential retrofits and structural adaptations necessary to support long-term expansions. We will ensure full compliance with applicable codes and standards, incorporating resilient materials and construction practices to maintain the VTC’s functionality, durability, and safety for decades to come. FIRM/TEAM APPROACH BY PHASE Phase I: Initial Goals, Needs Review, and Feasibility Analysis Our team will focus on aligning with the goals outlined in the Mobility and Transportation Master Plan. A primary objective will be to evaluate the feasibility of expanding the VTC on and adjacent to the existing parking structure, given its age and current condition. Leveraging our experience in assessing and retrofitting aged structures, we will conduct a detailed structural evaluation and review existing reports, addressing future needs, including the potential pedestrian bridge. This phase will include assessing the site’s topography and access constraints to establish feasible solutions for the construction phase. Phase II: Conceptual Design Development and Site Integration We will develop conceptual alternatives that consider minimal disruption to bus, shuttle, and pedestrian flows, supporting operational continuity and visitor access throughout construction. Structural analysis will ensure the parking structure’s durability under expanded use. By integrating adaptable construction methodologies and materials, we will address project constraints to ensure smooth progress. FIRM/TEAM APPROACH 95 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p73 TEAM LEADERSHIP YOU ASKED US TO: Specify personnel to be assigned by name, position, specific office location, and commitment of time to the project. Attach resumes of assigned personnel. 96 We commit to The Town of Vail our firm leaders, hands-on principals, experts in the typology, and team players committed to collaboration. The following resumes represent the key individuals within our team that - together - have led highly successful projects and community engagement in our mountain communities, within the state, across the West, and country. TEAM LEADERSHIP ORGANIZATIONAL CHART TOWN OF VAIL Lou Bieker - Executive PrincipalDJ Gratzer - Principal In ChargeBrandon Mixon - SR Project Manager / SR Project Architect 4240 Architecture Inc. overall team lead - urban planning / architecture Jerry Brock - Principal in Charge, Chief EngineerJohn Jucha - Associate and Project Manager KL&A structural engineering Marc Sacconi - Senior Electrical EngineerJessica Hall - Mechanical Project EngineerDavid Lyle - Principal MechanicalJeremy Barndt - Senior Technology Consultant RTM MEP engineering / snowmelt / technology Taylor Roberts - Energy Services DirectorLauren McNeill - Sr. Sustainability Project Manager GROUP 14 sustainability TBD pre-con/contractor Gordon Shaw - Senior AdvisorBill Suen - Senior EngineerGenevieve Evans - PrincipalJustine Marmesh - Senior Transportation PlannerArturo Medina - Engineer LSC Transportation Consultants transit planning/programming and traffic engineering Lucas Stover Director, Cost Estimator CUMMING cost estimating John Stafford - Civil Engineer Project ManagerMichael E. Kibbee - Traffic/Transportation Task ManagerAaron Murphy - Survey Principal HKS civil engineering / roundabout traffic engineering Gary Worthley - Principal + Landscape ArchitectChad Herd - PrincipalDaniel Beckerdite - Associate and Landscape Architect CONFLUENCE landscape and site design Danica Powell Principal Marine SiohanSenior Project Manager Kelsey WoodwardProject Coordinator TRESTLE STRATEGIES GROUP community engagement Truly successful projects are rarely the result of a single hand or from a single voice. We are passionate collaborators and hold the belief that the best outcomes are always larger than any one person and the result of a highly creative and coordinated team effort. YOU, THE CLIENT is an essential design team member with whom we collaborate with early and often, drawing critical elements from the ability to listen and ask the right questions. 97 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p75 TEAM LEADERSHIP TIME COMMITMENT OF PERSONNEL ANTICIPATED % PER PHASE PH A S E I PH A S E I I PH A S E I I I PH A S E I V 4240 Lou Bieker - Executive Principal 20%25%15%5% DJ Gratzer - Principal in Charge 30%35%50%30% Brandon Mixon - Senior Project Architect / Senior Project 5%10%75%50% LSC Gordon Shaw - Senior Advisor 20%20%5%0% Bill Suen - Senior Engineer 40%40%5%10% Genevieve Evans - Principal 20%25%5%5% Justine Marmesh - Senior Transportation Planner 80%60%5%0% Arturo Medina - Engineer 70%60%5%0% KL&A Jerry Brock - Principal in Charge, Chief Engineer 40%15%35%25% John Jucha - Associate and Project Manager 40% 15%45%30% Harris Kocher Smith As Needed Confluence As Needed Trestle Strategies 5%20%40%5% RTM As Needed Group 14 As Needed Cumming As Needed As final scope/schedule is determined, we will work with you to adjust these projections to meet the project demands through the life of the project. Phase I: Initial Goals, Needs Review, and Feasibility Analysis Phase II: Conceptual Design Development and Site Integration Phase III: Design Refinement and Community Engagement Phase IV: Final Design and Construction Documentation The 4240 team proposed herein are ready to hit the ground running. We have assembled these individuals based on their experience and availability to meet the demands of this project. OFFICE LOCATION: All of our team members are located in the Front Range with the exception of LSC (Tahoe) and RTM (Vail Valley). 98 99 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p77 Lou’s communication and leadership skills have been a driving force behind some of 4240’s most visible, complex projects. Lou is an effective facilitator, guiding the design process through consensus building and collaboration – between owners, community stakeholders and the design team. Lou’s professional experience includes a variety of building types, ranging from hospitality to transit projects, from collegiate to mixed-use town center planning and design. Lou thrives in the conceptual-ideation and design phases. He is driven by discovery and committed to the belief that the “big ideas,” and ultimately project solutions and cross trends, emerge through a process of discovery; between client, designer, site, and community. education Virginia Polytechnic Institute - Master of Architecture University of Colorado at Boulder -Bachelor of Environmental Design Harvard University Graduate School of Design - Architectural Studies, Mixed Use Developments / Buildings affiliations American Institute of Architects (AIA) US Green Building Council (USGBC) Urban Land Institute (ULI) ULI Colorado Resort, Entertainment, Tourism, and Leisure (RETL) Product Council Member Colorado Business Committee for the Arts (CBCA) Society for College and University Planning (SCUP) Association of College and University Housing Officers - International (ACHUO-I) registrations Colorado California / New Mexico / Vermont relevant experience Hill House Redevelopment, Vail, CO American Center for Wine, Food & the Arts, Napa, CA* City of Boulder / CU Boulder Conference Center Feasibility / Vision Plan, Boulder, CO Colgate Inn/Hamilton Village Vision Plan, Hamilton, NY Colorado State University, Fort Collins, CO Aggie Village North Braiden Hall and Lounge Durrell Dining and Student Center Ingersol / Edwards Laurel Village Michael Smith Natural Resources Addition Parmelee Hall and Lounge T-DEX Dining Concert Hall Plaza Redevelopment, Vail, CO East Lionshead Portal, Vail, CO Gorsuch Haus, Aspen, CO Kittredge West, Central, and Community Commons, University of Colorado at Boulder, Boulder, CO Lionshead Arcade/Lift House Lodge and Vail 21 Redevelopment, Vail, CO Lionshead Centre Redevelopment, Vail, CO Lionshead Park Condos, Vail, CO Lionshead Parking Structure Redevelopment, Vail, CO Lionshead Transit Center, Vail, CO Lionshead Welcome Center, Vail, CO Lodge at Lionshead Phase III, Vail, CO Main Street Renaissance, White River Junction, VT Marina Village at Saltaire, Mobile, AL Riverview at Downtown Steamboat Springs, Steamboat Springs, CO St. Regis and W Hotels, Vail, CO Superior Town Center, Superior, CO The Elizabeth Hotel and Old Firehouse Alley Parking Garage, Fort Collins, CO The Ritz Carlton Residences at Vail, Vail, CO The Sequoias, San Francisco, CA* The Village at White River Junction, White River, VT Transportation Center, New Seoul International Airport, Seoul, Korea• Vail Founders Garage, Vail, CO Vail Lionshead Transit Plan, Vail, CO West Vail and West Lionshead Redevelopment Masterplans, Vail, CO * Projects completed prior to joining 4240 LOU BIEKER LEED AP VTC Role: Executive Principal Office Location: Denver 100 101 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p79 education University of Colorado Denver Masters of Architecture University of Colorado Boulder Bachelor of Architecture and Environmental Design affiliations US Green Building Council (USGBC) NCARB awards The Village at White River Junction, VT 2021 AIA Design for Aging Merit Award One Snowmass 2021 ENR Award Best Project Residential/Hospitality The Pavilion at Laurel Village, Colorado State University, Fort Collins, CO 2019 Fort Collins Urban Design Award: Sustainable Design 2017 SCUP/AIA - CAE Excellence in Architecture Awards Award of Merit - New Building Category 2016 AIA Colorado Award of Merit - Institutional/ Commercial Category Durrell Dining and Student Center - Colorado State University, Fort Collins, CO 2014 ENR Mountain States Renovation Award of Merit 2014 National SCUP/AIA-CAE Excellence In Architecture Award Kittredge Central Commons and West Residence Halls - University of Colorado at Boulder, CO 2014 DBIA National Award of Merit, Education Facilities 2014 ENR Mountain States Higher Education / Research Award Winner 2013 AGC/ACE Best Building Project Award Parmelee Hall - Colorado State University 2013 ENR Mountain States Renovation Merit Award relevant projects 30 Maroon Court Residence, Aspen, CO 96 McSkimming Residence, Aspen, CO Aggie Village Redevelopment, Colorado State University (CSU), Fort Collins, CO The Beacon at Union Point, Union Point, MA Braiden Hall, CSU, Fort Collins, CO Colorado Mountain College Site Feasiblity and Masterplan, Aspen, CO Confidential Base Village Project, UT CU Hotel and Conference Center, Boulder, CO Durrell Dining and Student Center, CSU, Fort Collins, CO Electric Pass Lodge, Snowmass, CO Elevation Hotel & Spa Renovation, Crested Butte, CO The Elizabeth Hotel, Fort Collins, CO Fort Colins Midtown Hotel, Fort Collins, CO Ghost Tree, Flagstaff, AZ Gorsuch Haus, Aspen, CO Ingersol and Edwards, CSU, Fort Collins, CO Laurel Village, CSU, Fort Collins, CO Lionshead Welcome Center, Vail, CO Meridian Village, CSU, Fort Collins, CO MIchael Smith Addition at Warner College of National Resources, CSU, Fort Collins, CO Monte Sereno Masterplan, Santa Fe, NM National Western Center Hotel, Denver, CO ONE Greenville Mixed-Use Development, Greenville, SC One Snowmass, Snowmass, CO Private Residence, Denver, CO Town of Vail Civic Area Masterplan, Vail CO The Village at White River Junction, WRJ, VT Willard O. Eddy Hall, CSU, Fort Collins, CO * Notes projects completed prior to joining 4240 DJ’s passion for creating impactful places is visible throughout his work as he guides projects from ideation through to final form. He embraces the complex challenges and learning processes inherent to each unique project, using them as opportunities for creative problem solving. He finds that the most successful solutions are derived from the social, environmental, material, and tectonic character of each individual place. By way of his background in construction, DJ was drawn to the design side of the industry by his belief that the practice of Architecture is an evolution in which the designer never stops learning. He is determined to constantly acclimatize himself to new typologies, project scales and environments—always bringing lessons learned to the design process to make the built environment a better place. DJ GRATZER VTC Role: Principal In Charge Office Location: Denver 102 103 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p81 BRANDON MIXON NCARB LEED AP VTC Role: Senior Project Manager / Senior Project Architect Office Location: Denver Brandon brings extensive project management experience, having successfully led projects ranging from $1M to $200M across a variety of sectors, including student housing, high-end hospitality, mixed-use developments, and multifamily condos. He is proficient in overseeing all phases of the project, from pre- construction and design development through construction documentation and administration. Brandon manages projects through a strong technical lens to provide seamless implementation of design approaches with technology advancements to enhance project delivery and design efficiency. His ability to integrate advancements in materials, construction methods, and software results in well-executed, cost- effective projects meet both client expectations and design standards. education Mississippi State University Bachelor of Architecture affiliations National Council of Architectural Registration Boards (NCARB) US Green Building Council (USGBC) awards East 29th Avenue Town Center, Denver, CO 2007 Brick In Architecture, Gold Winner 2006 Urban Land Institute Award for Excellence, Winner: The Americas 2004 Denver AIA Design Award The Park at ONE Riverfront, Denver, CO 2009 Awards for Excellence: The Americas, Finalist 2008 Denver Home Builders Association Award for Community of the Year The Pavilion at Laurel Village, Colorado State University, Fort Collins, CO 2019 Fort Collins Urban Design Award: Sustainable Design 2017 SCUP/AIA - CAE Excellence in Architecture Awards Award of Merit - New Building Category 2016 AIA Colorado Award of Merit - Institutional/ Commercial Category 2015 ENR Mountain States Green Project Award- The Pavilion at Laurel Village, Colorado State University, Fort Collins Colorado Durrell Dining and Student Center, Colorado State University, Fort Collins, Colorado 2014 AIA-CAE/SCUP National Excellence in Architecture Award 2014 ENR Mountain States Award of Merit - Renovation / Restoration 11 West Quincy / GSA Department of Labor, Chicago, Illinois 2014 AIA Illinois Frank Lloyd Wright Honor Award Special Recognition 2013 IIDA Illinois RED Premier Award - Government/ Municipal/Cultural relevant experience 11 West Quincy, Chicago, IL 242 Milwaukee, Denver, CO 255 Fillmore, Denver, CO 3003 Larimer, Denver, CO 900 West Pearl, Boulder, CO Aggie Village Development, Colorado State University, Fort Collins, CO Aviano Coffee, Denver, CO Block 8, 9th & Colorado Development, Denver, CO Cherry Creek North Bar Ay Papi, Denver, CO Clayton Member’s Club and Hotel, Denver, CO Clinton Street Apartments, Centennial, CO Disney’s Animal Kingdom Vacation Club, Orlando, FL Disney Explorer’s Lodge, Hong Kong, China Drivetrain, Denver, CO Durrell Dining and Student Center, Colorado State University, Fort Collins, CO East 29th Avenue Town Center, Denver, CO Explorer’s Lodge, Disneyland Hong Kong, China GSA Department of Labor, Chicago, IL Laurel Village, Colorado State University, Fort Collins, CO Lionshead Transit Station, Vail, CO Lionshead Welcome Center, Vail, CO The Lux at Belmar, Lakewood, CO Meridian Village Phase I, Colorado State University (CSU), Fort Collins, CO Meridian Village Phase II, CSU, Fort Collins, CO Metropolitan Gardens TOD, Denver, CO Michael Smith Natural Resources Building Addition, Colorado State University, Fort Collins, CO Northstar at Lake Tahoe, Lake Tahoe, CA ONE Riverfront Park, Denver, CO The Slate Hotel - Emily Griffith Opportunity Hotel, Denver, CO Snowmass Base Village, Snowmass/Aspen, CO Teton Village, Tract H-1, Jackson, WY The Delgany, Denver, CO The Park at ONE Riverfront, Denver, CO The Pavilion at Laurel Village, CSU, Fort Collins, CO 104 Education Engineer’s Degree in Civil Engineering, Stanford University Master of Science, Infrastructure Planning, Stanford University Bachelor of Science, Civil Engineering, Purdue University Professional Registrations Registered Professional Engineer in California and Colorado Professional Memberships American Institute for Certified Planners (AICP) American Planning Association (APA) Institute of Transportation Engineers (ITE) PROJECT EXPERIENCE As a past Principal of LSC, Gordon has conducted over 300 transportation studies for both public and private clients, including traffic engineering studies, traffic model and simulation analyses, transit planning studies, parking analyses, transit facility designs, and bicycle/pedestrian studies. Gordon’s skill set ranges from large-scale urban transit and transportation planning to site-specific, preliminary engineering design and traffic analysis to rural public transit planning. A strong focus of his work history is for resort areas developing transportation plans for environmentally sensitive areas that can efficiently accommodate large variations in travel demands. Gordon also conducted transportation modeling efforts for roadway design studies associated with numerous large developments in California, Nevada, and Colorado. Transit system studies have guided the focus of Gordon’s transit experience with the firm since joining in 1983. He has served as Project Manager for over 100 transit studies throughout the American West, including planning for fixed-route urban systems, suburban commuter services, demand-response services and emerging mobility options. Recent projects have included comprehensive operational analyses and short- or long-range plans for urban areas (such as the Redding Area Bus Authority, San Luis Obispo, and Vacaville in California) as well as plans for rural and recreational areas such as Aspen, Colorado; Park City, Utah; and Yosemite National Park. Gordon has also analyzed the feasibility of implementing microtransit services in resort areas such as Truckee and Mammoth Lakes in California. Traffic engineering studies have ranged from simple traffic impact analyses to large modeling and operational analyses. These have included traffic analyses for CEQA/NEPA studies, large private and public development projects, downtown area circulation plans, general plans, regional transportation plans, and corridor plans. Parking has constituted another element of Gordon’s work history, including work for downtown centers, hospitals, resort communities and universities. In addition, he developed transportation facility engineering and functional designs for municipalities and college campuses as well as for other private and public projects. Gordon served as Project Manager for a variety of pedestrian and bicycle studies in Colorado and California. Gordon Shaw, PE, AICP Senior Advisor 105 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p83 Bill Suen, PE Senior Engineer Education Bachelor of Science in Mechanical Engineering, California Polytechnic State University, San Luis Obispo Professional Registrations Registered Professional Engineer (Traffic) in California Professional Memberships Institute of Transportation Engineers (ITE) PROJECT EXPERIENCE Bill Suen is a Transportation Engineer in the Tahoe City, California office. Since joining the firm in 2006, Mr. Suen has worked on a variety of public and private traffic engineering projects. He has worked on traffic impact studies in Douglas County, Calaveras County, El Dorado County, Nevada County, and Placer County in California as well as in the states of Nevada and Colorado. These analyses included the evaluation of existing traffic operations, level of service, intersection performance and improvement mitigation measures, parking demand, accident data evaluations, parking studies, traffic calming measures, and signal and pedestrian crossing warrants. As part of this work, Mr. Suen has become skilled in the implementation of a variety of traffic analysis software such as Traffix, Highplan, SIDRA, and Synchro/Sim Traffic. Mr. Suen’s transportation work experience also includes transit and planning projects in Clear Lake, CA, Mt Shasta, CA, Yuba City, CA Woodland, CA and Inyo County, CA. These projects involve transit stop assessment, roadway network evaluation, downtown core one-way conversion, and local roads safety plans. Previously, Mr. Suen worked as a mechanical engineer in the biomedical and aerospace industry. His work as a laser applications engineer involved the development and production of nickel titanium medical devices including arterial stents. He worked for Boeing as an analyst for the International Space Station Program. 106 Genevieve Evans, AICP Principal PROJECT EXPERIENCE Genevieve Evans joined LSC Transportation Consultants, Inc. as a Transportation Planner for LSC’s Tahoe City, California office in 2003. Over the years she has served as Project Manager for multiple Transit Planning studies, Triennial Performance Audits and Regional Transportation Plans. She is currently part of the Lassen County Transportation Commission staffing team. Truckee Transit Development Plan (2024) – As Principal, Ms. Evans oversaw the development of two transit plan scenarios (dependent on the passing of a sales tax) for Truckee TART services. Truckee is a year-round resort community within a short distance of multiple ski resorts including Northstar and Palisades as well as Lake Tahoe. A key component of the plan was to provide recommendations for the very popular microtransit service, Truckee TART Connect, as well as review connections with other regional transit services. San Luis Obispo Joint Short Range Transit Plan Update (2024) – Ms. Evans is currently the Project Manager for the joint updates of the SLO Transit (City of San Luis Obispo in California) and SLO Regional Transit Authority (Countywide Transit Operator) Transit Plans. Although operated by different entities, coordination is an important focus of these transit plan updates, particularly as they share the main transfer point. Joint committee meetings, onboard surveys and community surveys have guided the process to date. Adoption of Final Plans are anticipated to occur in February 2025. Atomic City Transit Plan Update (2023) - Project Manager - Located in Los Alamos, New Mexico, Atomic City Transit serves a unique transit-oriented community centered around the Los Alamos National Laboratory (LANL). In addition to five-year service recommendations, the plan reviewed strategies to deal with a significant driver shortage problem for the region. Lake County Transit Hub Location Plan 2019 – Ms. Evans was the Project Planner for a detailed siting and conceptual design study for a new transit hub in Clearlake California. The site was selected based on convenience to transit passengers, impact on annual operating costs, acquisition costs, environmental impact and access/circulation. A design charrette was held to discuss potential sites and transit center configurations. In response to concerns regarding security, the study team held additional meetings with concerned parties to discuss potential mitigation measures. Lastly, the study identified a preferred site, recommended security mitigation strategies and presented two potential site designs. The project was awarded a $12,994,000 grant. Construction plans are currently being prepared. El Dorado Short Range and Long-Range Transit Plan Update (2019)— Project Manager - El Dorado Transit is the only public transit operator in Western El Dorado County (excluding the Tahoe Basin). The plan included five-year and 20-year recommendations. Experience •21 years transportation planning experience •Short Range and Long-Range Transit Plan Updates •Regional Transportation Plan Updates •Part of Lassen County Transportation Commission staffing team •Transportation Development Act (TDA) Triennial Performance Audits for rural transit operators and Regional Transportation Planning Agencies •Grant writing assistance Education Bachelor of Arts, Economics at University of California, Berkeley Professional Registrations American Institute for Certified Planners (AICP) 107 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p85 Justine Marmesh, AICP Senior Transportation Planner PROJECT EXPERIENCE Justine Marmesh joined LSC in 2018. She is an AICP certified planner with over eight years of experience in both land use, environmental, and transportation planning. Since joining LSC, she has assisted in various transit planning studies throughout California, focusing primarily on stakeholder engagement, survey distribution, public outreach, demographic and operational data analysis. Ukiah Transit Center Feasibility Plan (2024) – The Mendocino Council of Governments (MCOG), in partnership with the Mendocino Transit Authority (MTA) hired LSC to conduct a feasibility study to explore possible locations for a transit center within the City of Ukiah. The study included research and inquiry regarding available real estate within the City, several opportunities for stakeholder feedback and public input, and operational review of transit center needs and requirements, as well as a ranking process to determine how each site compared with one another. Ultimately a preferred site was selected for further consideration. Currently MTA and MCOG are working towards writing for grants to take the project to the next phase. Ms. Marmesh acted as Project Manager and served as the lead planner in the project by coordinating outreach, managing client meetings, and conducting operational analysis. Green Mountain Transit Facilities Plan (2020) – Green Mountain Transit (GMT) provides transit services throughout Washington County, Vermont. GMT retained Community Transportation Association of America and LSC to conduct a study for the expansion and relocation of their existing maintenance and operations transit facility. As the Project Planner, Justine assisted in the program and needed space analysis needed for an expanded facility, conducted research in regard to local land use and zoning regulation, and engaged in local city and property owner interviews. Narrowing the facility relocation to five potential sites, LSC created weights based on factors such as environmental impact, vehicular access, zoning allowability, and size to rank each site against one another. The study is currently in its final phases as they near an agreed future site for the GMT operations and maintenance facility. Jump-Around-Carson Transit Center Feasibility Plan (2020) – The Carson City Regional Transportation Commission (RTC) retained LSC to prepare a feasibility plan shortly after completing their Short- and Long-range Transit Development and Coordinated Human Services Plan for the JAC public transit program and the CAMPO service area. As Project Planner, Justine conducted a review of existing services, explored current transit center challenges, and researched potential new sites. Justine assisted in coordinating a pop-up public workshop and surveying effort. LSC then applied this collected knowledge to existing conditions data to develop a recommended site, a list of improvements, and potential costs for implementation moving forward. Education Bachelor of Science in U.S. Environmental Policy and Management, Minor in City and Regional Planning, University of California, Berkeley Professional Registrations American Institute for Certified Planners (AICP) 108 Arturo Medina Engineer Education Bachelor of Science in Civil Engineering, University of Nevada, Reno Professional Registrations Certified Engineer in Training Professional Memberships Institute of Transportation Engineers (ITE) PROJECT EXPERIENCE Arturo Medina is an engineer in LSC Transportation Consultants’ Tahoe City, California office. With a B.S. degree in Civil Engineering from the University of Nevada, Reno, Arturo has been an Engineer with LSC’s Tahoe City office since 2023. He has worked on studies that have evaluated existing traffic operations, level of service, trip generation, parking studies, VMT analysis, and signal warrant analysis. Mr. Medina assists the office’s transportation data collection efforts and traffic software analysis. This includes traffic counts, parking counts, bicycle/pedestrian counts, Synchro 11, and HCS2024. He is the primary Synchro/SimTraffic modeler in the Tahoe City, California office and assists in modeling for the Denver, Colorado office. Mr. Medina also has experience with the following: •Analysis of traffic operations and level of service •Signal warrant analysis •Traffic impact analyses that include trip generation and Highway Capacity Software analyses •Vehicle-Miles of Travel (VMT) analysis •Parking Analysis Since joining LSC Transportation Consultants, Inc. as an Engineer in 2023, Mr. Medina has worked on traffic and transportation engineering studies in California. These studies include the evaluation of existing traffic operations analyses, trip generation estimates, parking studies, and signal warrants. He has employed a variety of traffic analysis software, including Highway Capacity Software, Synchro/SimTraffic, and PVT Vistro. 109 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p87 ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ yW Z/ E ŚŝĞĨ ŶŐŝŶĞĞƌͬWƌŝŶĐŝƉĂů <>Θ͕/ŶĐ͕͘'ŽůĚĞŶ͕ŽůŽƌĂĚŽ ϮϬϭϭͲWƌĞƐĞŶƚ ^ĞŶŝŽƌ ŶŐŝŶĞĞƌ <>Θ͕/ŶĐ͕͘'ŽůĚĞŶ͕ŽůŽƌĂĚŽ ϭϵϵϲͲϮϬϭϭ ZD' ŶŐŝŶĞĞƌƐ ŽůŽƌĂĚŽ^ƉƌŝŶŐƐ͕ŽůŽƌĂĚŽ ϭϵϵϰͲϭϵϵϲ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ hd/KE ĂĐŚĞůŽƌŽĨ^ĐŝĞŶĐĞ ŝǀŝů ŶŐŝŶĞĞƌŝŶŐdĞĐŚŶŽůŽŐLJ hŶŝǀĞƌƐŝƚLJŽĨ^ŽƵƚŚĞƌŶŽůŽƌĂĚŽ͕ WƵĞďůŽ͕ϭϵϵϮ DĂƐƚĞƌŽĨ^ĐŝĞŶĐĞ ŝǀŝů ŶŐŝŶĞĞƌŝŶŐ ;^ƚƌƵĐƚƵƌĂů ŵƉŚĂƐŝƐͿ ŽůŽƌĂĚŽ^ƚĂƚĞhŶŝǀĞƌƐŝƚLJ͕ϭϵϵϯ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ WZK& ^^/KE> Z '/^dZd/KE^ ŽůŽƌĂĚŽͮƌŝnjŽŶĂͮůĂƐŬĂ ,ĂǁĂŝŝͮEĞǀĂĚĂͲ^ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ : ZZzZK<͕W ͕^ WZ/E/W>/E,Z' Θ,/ & E'/E Z 'K> E͕K>KZK :ĞƌƌLJƌŽĐŬŚĂƐŽǀĞƌϯϬLJĞĂƌƐŽĨƐƚƌƵĐƚƵƌĂůĚĞƐŝŐŶĂŶĚƉƌŽũĞĐƚŵĂŶĂŐĞŵĞŶƚ ĞdžƉĞƌŝĞŶĐĞǁŝƚŚĂďƌŽĂĚƌĂŶŐĞŽĨƉƌŽũĞĐƚƚLJƉĞƐŝŶĐůƵĚŝŶŐĐŽŵŵĞƌĐŝĂů͕ƌĞƐŝĚĞŶƚŝĂů͕ ĞĚƵĐĂƚŝŽŶĂů͕ĂŶĚƌĞůŝŐŝŽƵƐ͘:ĞƌƌLJŚĂƐďĞĞŶƚŚĞWƌŝŶĐŝƉĂůŝŶŚĂƌŐĞͬ ŶŐŝŶĞĞƌŽĨ ZĞĐŽƌĚĨŽƌŶƵŵĞƌŽƵƐƉƌŽũĞĐƚƐƚŚƌŽƵŐŚŽƵƚƚŚĞZŽĐŬLJDŽƵŶƚĂŝŶZĞŐŝŽŶ͘,ĞŝƐǁŝůůŝŶŐ ƚŽƚŚŝŶŬŽƵƚƐŝĚĞƚŚĞďŽdž͕ƌĞͲƚŚŝŶŬĐŽŵŵŽŶƉƌĂĐƚŝĐĞƐĂŶĚLJĞƚŶŽƚůŽƐĞƐŝƚĞŽĨƚŚĞ ƉƌŽũĞĐƚĞĐŽŶŽŵŝĐƐ͘ Z WZ ^ Edd/s WZK: d^ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ ŶŐŝŶĞĞƌŽĨZĞĐŽƌĚͬWƌŝŶĐŝƉĂůŝŶŚĂƌŐĞ • ĞŶǀĞƌtĂƚĞƌWĂƌŬŝŶŐ'ĂƌĂŐĞ͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖ϯͲƐƚŽƌLJƉĂƌŬŝŶŐŐĂƌĂŐĞ ƚŽƚĂůŝŶŐϮϮϰ͕ϬϬϬƐĨ͕ϮϬϮϬ͘ΨϭϯD͘tŝƚŚ^ƚĂŶƚĞĐƌĐŚŝƚĞĐƚƵƌĞ͕ϮϬϮϭ͘ • &ŝƚnjƐŝŵŵŽŶƐWĂƌŬŝŶŐ'ĂƌĂŐĞ͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖Ϯϯϭ͕ϬϬϬŐƌŽƐƐƐĨϲƐƚŽƌLJ ĐĂƐƚͲŝŶͲƉůĂĐĞƉŽƐƚͲƚĞŶƐŝŽŶĞĚƉĂƌŬŝŶŐƐƚƌƵĐƚƵƌĞƚŽƚĂůŝŶŐĂƉƉƌŽdž͘ΨϳD͕ϮϬϭϭ͘ • <ĂĚůĞĐ ZĞŐŝŽŶĂů DĞĚŝĐĂů ĞŶƚĞƌ WĂƌŬŝŶŐ 'ĂƌĂŐĞ͕ ZŝĐŚůĂŶĚ͕ tĂƐŚŝŶŐƚŽŶ͖ ϭϵϴ͕ϬϬϬƐĨϱƐƚŽƌLJƉĂƌŬŝŶŐŐĂƌĂŐĞ͘Ψϭϱ͘ϮD͕ϮϬϭϲ͘ • ^ŽƵƌĐĞ'ĂƌĂŐĞ͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖ϵϴ͕ϬϬϬƐĨϱƐƚŽƌLJƉĂƌŬŝŶŐŐĂƌĂŐĞ͘Ψϴ͘ϱD͕ ϮϬϭϲ͘ • >ŝĨƚKŶĞ>ŽĚŐĞ͕ƐƉĞŶ͕ŽůŽƌĂĚŽ͖ϮϬϱ͕ϬϬϬƐĨŵƵůƚŝͲƐƚŽƌLJĐŽŵƉŽƐŝƚĞƐƚĞĞů ƐƚƌƵĐƚƵƌĞǁŝƚŚϯϰĨŽƌƐĂůĞůŽĚŐĞƵŶŝƚƐ͕ĂŵĞŶŝƚLJƐƉĂĐĞŝŶĐůƵĚŝŶŐƐƉĂͬĨŝƚŶĞƐƐ ĐĞŶƚĞƌ͕ ƌĞƐƚĂƵƌĂŶƚͬďĂƌ͕ ďƵƐŝŶĞƐƐ ĐĞŶƚĞƌ͕ ƐŬŝ ƐƚŽƌĂŐĞ͕ ƌŽŽĨƚŽƉ ŐĂƌĚĞŶ͕ ƉŽŽůͬďĂƌĚĞĐŬ͘ • KŶĞ^ƚĞĂŵďŽĂƚWůĂĐĞ͕^ƚĞĂŵďŽĂƚ^ƉƌŝŶŐƐ͕ŽůŽƌĂĚŽ͖ϰϰϬ͕ϬϬϬƐĨĐŽŵƉŽƐŝƚĞ ƐƚĞĞůĨƌĂŵĞĚůƵdžƵƌLJƉƌŝǀĂƚĞƌĞƐŝĚĞŶĐĞƐ͕ƌĞƚĂŝůƐƉĂĐĞ͕ƉĂƌŬŝŶŐĂŶĚĂƐƉĂŽǀĞƌ ĐŽŶĐƌĞƚĞƉĂƌŬŝŶŐŐĂƌĂŐĞ͘ • ^ŶŽǁĐůŽƵĚ͕ ǀŽŶ͕ ŽůŽƌĂĚŽ͘ dǁŽ ϱͲƐƚŽƌLJ͕ ϳϱ͕ϬϬϬ ƐĨ ŵŽƵŶƚĂŝŶ ƐŬŝ ůŽĚŐĞ ĐŽŶĚŽŵŝŶŝƵŵƐ͘ ϱ ƌĞƐŝĚĞŶƚŝĂů ĨůŽŽƌ ůĞǀĞůƐ͕ Ϯ ƉĂƌŬŝŶŐ ůĞǀĞůƐ ďĞůŽǁ ŐƌĂĚĞ͘ WƌĞĐĂƐƚĨŽƵŶĚĂƚŝŽŶǁŝƚŚĐŽŵƉŽƐŝƚĞƐƚĞĞůƐƵƉĞƌƐƚƌƵĐƚƵƌĞ͘ • ĞŶǀĞƌ tĂƚĞƌ ĚŵŝŶŝƐƚƌĂƚŝǀĞ KĨĨŝĐĞ ƵŝůĚŝŶŐ͕ ĞŶǀĞƌ͕ ŽůŽƌĂĚŽ͖ ϳͲƐƚŽƌLJ ŽĨĨŝĐĞďƵŝůĚŝŶŐƚŽƚĂůŝŶŐϭϴϴ͕ϬϬϬƐĨ͕ϮϬϮϬ͘ΨϱϰD͘tŝƚŚ^ƚĂŶƚĞĐƌĐŚŝƚĞĐƚƵƌĞ͕ ϮϬϮϭ͘ • ĚŝƚĂƚZŝǀĞƌEŽƌƚŚ͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖ϭϮƐƚŽƌLJ͕ϯϯϭ͕ϬϬϬŐƐĨŵŝdžĞĚƵƐĞ ĚĞǀĞůŽƉŵĞŶƚ͖ϴůĞǀĞůƐŽĨ/ŶĨŝŶŝƚLJΞĨƌĂŵŝŶŐƐLJƐƚĞŵŽǀĞƌĐŽŶĐƌĞƚĞƉŽĚŝƵŵ ƐůĂďĂŶĚϭůĞǀĞůŽĨďĞůŽǁŐƌĂĚĞƉĂƌŬŝŶŐ͘ΨϯϬD͕ϮϬϮϮ͘ • ϭϬƚŚΘĐŽŵĂ͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖ϰϬϬ͕ϬϬϬŐƐĨϭϱƐƚŽƌLJďƵŝůĚŝŶŐǁŝƚŚϲůĞǀĞůƐ ŽĨƉĂƌŬŝŶŐ͕ĂŶĚϱ͕ϬϬϬŐƐĨŽĨŐƌŽƵŶĚůĞǀĞůƌĞƚĂŝůƐƉĂĐĞ͘ΨϲϲD͕ϮϬϮϮ͘ • >ĂŬĞŚŽƵƐĞ͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖ϯϴϯ͕ϬϬϬƐĨͲϭϮƐƚŽƌLJĨŽƌƐĂůĞƌĞƐŝĚĞŶƚŝĂůŚŝŐŚ ƌŝƐĞŽǀĞƌϭϯϭ͕ϬϬϬƐĨŽĨďĞůŽǁŐƌĂĚĞƉĂƌŬŝŶŐ͘ • ŽĚĂŚĞƌƌLJƌĞĞŬ͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖ϮϴϮ͕ϬϬϬƐĨ–ϭϮƐƚŽƌLJĐĂƐƚŝŶƉůĂĐĞ ƉŽƐƚͲƚĞŶƐŝŽŶĞĚĐŽŶĐƌĞƚĞĂƉĂƌƚŵĞŶƚďƵŝůĚŝŶŐǁŝƚŚϭϬƐƚŽƌŝĞƐŽĨƌĞƐŝĚĞŶƚŝĂů ĂďŽǀĞϮůĞǀĞůƐŽĨƉĂƌŬŝŶŐĂďŽǀĞĂŶĚϮůĞǀĞůƐŽĨƉĂƌŬŝŶŐďĞůŽǁŐƌĂĚĞ͘ • tLJŶŬŽŽƉWĂƌĐĞů͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖ϭϮͲƐƚŽƌLJďƵŝůĚŝŶŐĐŽŶƐŝƐƚŝŶŐŽĨĨŽƌ ƌĞŶƚƌĞƐŝĚĞŶƚŝĂů͕ŚŽƚĞů͕ĞdžƚĞŶĚĞĚƐƚĂLJ͕ŽĨĨŝĐĞĂŶĚƌĞƚĂŝůǁŝƚŚƚǁŽůĞǀĞůƐŽĨ ďĞůŽǁŐƌĂĚĞƉĂƌŬŝŶŐ͕ƚŽƚĂůŝŶŐϲϴϬ͕ϬϬϬƐĨ͘ΨϭϱϬD͕ŶƚŝĐŝƉĂƚĞĚϮϬϮϱ͘ • ĂĚĞŶĐĞ Ăƚ hŶŝŽŶ ^ƚĂƚŝŽŶ͕ ĞŶǀĞƌ͕ ŽůŽƌĂĚŽ͖ ΨϯϱD͕ ϯϬϵ͕ϬϬϬ ƐĨ ƉŽƐƚ Ͳ ƚĞŶƐŝŽŶĞĚ ĐŽŶĐƌĞƚĞ ŵŝdžĞĚͲƵƐĞ ĂƉĂƌƚŵĞŶƚ ĐŽŵƉůĞdž ǁŝƚŚ ϭϬ ƐƚŽƌŝĞƐ ŽĨ ƌĞƐŝĚĞŶƚŝĂůŽǀĞƌϯƐƚŽƌŝĞƐŽĨƉĂƌŬŝŶŐ͕> Π'ŽůĚ͘ 110 ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ yW Z/ E WƌŽũĞĐƚDĂŶĂŐĞƌ <>Θ͕/ŶĐ͕͘'ŽůĚĞŶ͕ŽůŽƌĂĚŽ ϮϬϭϮͲWƌĞƐĞŶƚ ĞƐŝŐŶ ŶŐŝŶĞĞƌ dŚŽƌƐŽŶĂŬĞƌΘƐƐŽĐ͕͘/ŶĐ͘ ZŝĐŚĨŝĞůĚ͕KŚŝŽ ϮϬϭϭͲϮϬϭϮ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ hd/KE ĂĐŚĞůŽƌŽĨ^ĐŝĞŶĐĞ ŝǀŝů ŶŐŝŶĞĞƌŝŶŐ ;^ƚƌƵĐƚƵƌĂů ŵƉŚĂƐŝƐͿ dŚĞKŚŝŽ^ƚĂƚĞhŶŝǀĞƌƐŝƚLJ͕ϭϵϴϮ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ WZK& ^^/KE> Z '/^dZd/KE^ ŽůŽƌĂĚŽ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ :K,E:h,͕W ^^K/d ΘWZK: dDE' Z 'K> E͕K>KZK :ŽŚŶŚĂƐŽǀĞƌϭϯLJĞĂƌƐŽĨĞdžƉĞƌŝĞŶĐĞĂƐĂƐƚƌƵĐƚƵƌĂůĞŶŐŝŶĞĞƌǁŝƚŚϳŽĨƚŚĞŵĂƐĂĨƵůůͲ ƚŝŵĞƉƌŽũĞĐƚŵĂŶĂŐĞƌ͘:ŽŚŶŚĂƐŵĂŶĂŐĞĚŵĂŶLJůĂƌŐĞĐŽŵŵĞƌĐŝĂůƉƌŽũĞĐƚƐĂĐƌŽƐƐƚŚĞ ZŽĐŬLJDŽƵŶƚĂŝŶZĞŐŝŽŶĨƌŽŵŵŽƵŶƚĂŝŶƌĞƐŽƌƚƐƚŽƵƌďĂŶŵŝdžĞĚ ͲƵƐĞƉƌŽũĞĐƚƐ͘,Ğ ƐƉĞĐŝĂůŝnjĞƐŝŶƚŚĞĂŶĂůLJƐŝƐĂŶĚĚĞƐŝŐŶŽĨůĂƌŐĞĂŶĚĐŽŵƉůĞdžĐŽŵŵĞƌĐŝĂůƐƚƌƵĐƚƵƌĞƐ ŝŶǀŽůǀŝŶŐĐŽŶǀĞŶƚŝŽŶĂůĂŶĚĂůƚĞƌŶĂƚŝǀĞďƵŝůĚŝŶŐŵĂƚĞƌŝĂůƐ͘:ŽŚŶŝƐĂĐŽͲůĞĂĚĞƌŽĨŽŶĞ ŽĨŽƵƌĞŶŐŝŶĞĞƌŝŶŐƚĞĂŵƐǁŝƚŚĂŶĞdžƚĞŶƐŝǀĞĨŽĐƵƐŽŶƉŽƐƚ ͲƚĞŶƐŝŽŶĞĚĐŽŶĐƌĞƚĞ͕ƐƚĞĞů͕ ĂŶĚŵĂƐƐƚŝŵďĞƌĚĞƐŝŐŶ͘ Z WZ ^ Edd/s WZK: d^ ͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺͺ ŶŐŝŶĞĞƌŽĨZĞĐŽƌĚ • >ŝĨƚKŶĞ>ŽĚŐĞ͕ƐƉĞŶ͕ŽůŽƌĂĚŽ͖ϭϭϱ͕ϬϬϬƐĨůƵdžƵƌLJƌĞƐŽƌƚǁŝƚŚĨŝǀĞƐƚŽƌŝĞƐ ŽĨƐƚĞĞůĨƌĂŵŝŶŐŽǀĞƌďĂƐĞŵĞŶƚĂŶĚďĞůŽǁŐƌĂĚĞƉĂƌŬŝŶŐ͘/ŶĐůƵĚĞƐϲϬĨƚŽĨ ŐƌĂĚĞĐŚĂŶŐĞĂĐƌŽƐƐƐŝƚĞ͕ůĂƌŐĞĂŵĞŶŝƚLJĂƌĞĂƐĂŶĚϴϬĨƚĐůĞĂƌƐƉĂŶƉŽƌƚĞͲ ĐŽĐŚĞƌĞƵƐŝŶŐŵƵůƚŝͲƐƚŽƌLJƚĂůůƐƚĞĞůǀŝĞƌĞŶĚĞĞůƚƌƵƐƐĞƐ͘ΨϮϱϬD͕ ŽŶƐƚƌƵĐƚŝŽŶƐƚĂƌƚƐ&ĂůůŽĨϮϬϮϰ͘ • ^ŶŽǁŵĂƐƐƵŝůĚŝŶŐϭϭ͕ĂŬĂ ůĞĐƚƌŝĐWĂƐƐ>ŽĚŐĞ͕^ŶŽǁŵĂƐƐ͕K͖EĞƚĞƌŽ ϴϱ͕ϬϬϬƐĨ ϳ ƐƚŽƌLJ ůƵdžƵƌLJ ĐŽŶĚŽŵŝŶŝƵŵƐ ǁŝƚŚ ĐĂƐƚͲŝŶͲƉůĂĐĞ ĐŽŶĐƌĞƚĞ ĂŶĚ ƐƚƌƵĐƚƵƌĂůƐƚĞĞůĐŽŶƐƚƌƵĐƚŝŽŶ͕ΨϰϱDϮϬϮϮ • ^ŶŽǁŵĂƐƐƵŝůĚŝŶŐϭϮ͕ĂŬĂƵƌĂ͕^ŶŽǁŵĂƐƐ͕K͖ϭϭϰ͕ϬϬϬƐĨϲƐƚŽƌLJůƵdžƵƌLJ ĐŽŶĚŽŵŝŶŝƵŵ ŽĨ ĐĂƐƚͲŝŶͲƉůĂĐĞ ĐŽŶĐƌĞƚĞ ĂŶĚ ŵĂƐƐͲƚŝŵďĞƌ ĐŽŶƐƚƌƵĐƚŝŽŶ͕ ΨϭϭϬD͕ƚŽƉƉĞĚŽƵƚĨĂůůŽĨϮϬϮϯ • tĞƐƚŵŝŶƐƚĞƌZŽǁ͕tĞƐƚŵŝŶƐƚĞƌ͕ŽůŽƌĂĚŽ͖ϰϮϲ͕ϯϳϳŐƐĨŵŝdžĞĚƵƐĞǁŝƚŚϮϵϬ ĨŽƌƌĞŶƚƵŶŝƚƐ͘&ŽƵƌůĞǀĞůƐŽĨǁŽŽĚŽǀĞƌŽŶĞůĞǀĞůŽĨƉŽƐƚͲƚĞŶƐŝŽŶĞĚ ĐŽŶĐƌĞƚĞƉŽĚŝƵŵĂŶĚĂƉƌĞĐĂƐƚŐĂƌĂŐĞƐƚƌƵĐƚƵƌĞ͘ΨϳϴD͕ϮϬϮϮ͘ • DĞŽǁtŽůĨ͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖ϵϱ͕ϬϬϬƐĨ͕&ŝǀĞƐƚŽƌLJŝŵŵĞƌƐŝǀĞĂŶĚ ŝŶƚĞƌĂĐƚŝǀĞĂƌƚĞdžŚŝďŝƚ͘^ƚĞĞůƉƌŝŵĂƌLJƐƚƌƵĐƚƵƌĞŝŶƚĞƌŵŝdžĞĚǁŝƚŚĐĂƚǁĂůŬƐ͕ ƉůĂƚĨŽƌŵƐ͕ƐƉŝƌĂůĂŶĚƌŽůůĞĚƐƚĂŝƌƐ͕ĂŶĚƐƚĞĞůƐĐƵůƉƚƵƌĞƐ͕ŝŶĐůƵĚŝŶŐĂŶ ŝŶŶŽǀĂƚŝǀĞƉƌĞĨĂďƌŝĐĂƚĞĚŵŽĚƵůĂƌƐƚĞĞůĨŽƌŵƐLJƐƚĞŵŬŶŽǁŶĂƐZĞĚŝŽƌ͘ ΨϮϱ͘ϰD͕ϮϬϮϭ͘ • ĞŶǀĞƌŽƚĂŶŝĐ'ĂƌĚĞŶƐ&ƌĞLJĞƌEĞǁŵĂŶĞŶƚĞƌ͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖ϱϬ͕ϬϬϬ ƐĨĞdžŚŝďŝƚĂŶĚĞĚƵĐĂƚŝŽŶďƵŝůĚŝŶŐƚŚĂƚĐŽŶŶĞĐƚƐƚŽƚŚĞĞdžŝƐƚŝŶŐďƵŝůĚŝŶŐƐǀŝĂ ƐŬLJǁĂůŬŽǀĞƌϱϬ͕ϬϬϬƐĨŽĨďĞůŽǁŐƌĂĚĞƉĂƌŬŝŶŐ͘ΨϯϬD͕ϮϬϮϭ͘ • ϭϳϬϭWůĂƚƚĞ͕ĞŶǀĞƌ͕ŽůŽƌĂĚŽ͖Ϯϰϱ͕ϬϬϬƐĨůĂƐƐŽĨĨŝĐĞďƵŝůĚŝŶŐǁŝƚŚƉŽƐƚͲ ƚĞŶƐŝŽŶĞĚĨůĂƚƉůĂƚĞĐŽŶĐƌĞƚĞĨůŽŽƌƐŽǀĞƌĂƌĞƚĂŝůͬĂŵĞŶŝƚLJůĞǀĞůĂŶĚƚǁŽ ƐƚŽƌLJďĞůŽǁŐƌĂĚĞƉĂƌŬŝŶŐŐĂƌĂŐĞ͘Ψϯϴ͘ϯ͕ϮϬϮϮ͘ • ĂŐůĞZŝǀĞƌ&ŝƌĞ^ƚĂƚŝŽŶĂŶĚdƌĂŝŶŝŶŐ&ĂĐŝůŝƚLJ͕ ĚǁĂƌĚƐ͕ŽůŽƌĂĚŽ͖Ϯϰ͕ϬϬϬƐĨ ƐƚĞĞůĂŶĚŵĂƐƐͲƚŝŵďĞƌĨŝƌĞƐƚĂƚŝŽŶƐĞƌǀŝŶŐƚŚĞ ĂŐůĞZŝǀĞƌ&ŝƌĞWƌŽƚĞĐƚŝŽŶ ŝƐƚƌŝĐƚ͘ΨϵD͕ϮϬϭϳ͘ WƌŽũĞĐƚDĂŶĂŐĞƌ • ůďŝŽŶĂLJ>ŽĚŐĞ džƉĂŶƐŝŽŶ͕ůƚĂ͕hƚĂŚ͖ϯƐƚŽƌLJϮϭ͕ϬϬϬƐĨŵĂƐƐƚŝŵďĞƌ ĞdžƉĂŶƐŝŽŶƚŽĂŶĞdžŝƐƚŝŶŐƚǁŽͲƐƚŽƌLJĂLJ>ŽĚŐĞĂƚůƚĂ^ŬŝZĞƐŽƌƚ͘ΨϭϬ͘ϱD͕/Ŷ ĞƐŝŐŶ͘ • ĚŐĞǁŽŽĚdĂŚŽĞ͖^ƚĂƚĞůŝŶĞ͕EĞǀĂĚĂ͖Ϯϰϱ͕ϭϬϱƐĨďŽƵƚŝƋƵĞůŽĚŐĞǁŝƚŚƉŽƐƚͲ ƚĞŶƐŝŽŶĞĚĐŽŶĐƌĞƚĞĨůŽŽƌƐ͕ƐƚĞĞůŚŝƉĂŶĚǀĂůůĞLJƌŽŽĨ͘>ŽĐĂƚĞĚŝŶŚŝŐŚƐĞŝƐ ŵŝĐ ƌĞŐŝŽŶ͕ǁŝƚŚŝŶϳϱLJĂƌĚƐŽĨ>ĂŬĞdĂŚŽĞǁŝƚŚůŝƋƵĞĨŝĂďůĞƐŽŝůƐ͘ΨϭϬϬD͕ϮϬϭϳ͘ 111 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p89 JOHN STAFFORD, PE ROLE: CIVIL ENGINEERING PROJECT MANAGER EDUCATION Bachelor of Science in Civil Engineering University of Colorado Denver PROFESSIONAL LICENSES Professional Engineer: Colorado, Arizona OFFICE LOCATION: Denver, CO RELEVANT PROJECT EXPERIENCE John served as the Project Manager or Principal-in-Charge for the projects listed below. Eagle County Experience • East West Vail: bank and condo units on 0.5 ac, Vail, CO • Apex: 80-unit condominium building, Avon, CO • West End: 4.6 acres, 275 multi-family units, Edwards, CO • Haymeadow: 660 acres, mixed-use master planned community with 344 multi-family units, 493 single-family units, commercial space, Eagle, CO Roundabout Design Experience • Redtail Ridge: Design of four roundabouts including peanut- shaped roundabout, Louisville, CO • Eastlake Station: Lafayette St and Eastlake Ave, Denver, CO Master Planning • Loretto Heights: 77.1 acres, Denver, CO • Pomeroy: 59.9 acres, Aurora, CO • Eastlake Station: 30 acres, Thornton, CO Multi-Family Residential • Viva at Via Varra: 26.9 acres, 285 units, Broomfield, CO • MAA Milepost 35: 15.3 acres, 352 units, Denver, CO • Hanover RiNo: 3.3 acres, 390 units, Denver, CO • The Finch (Fox & Colfax): 2.8 acres, 371 units, Denver, CO • Solana Beeler: 3.8 acres, 270 units, Denver, CO • Iota (41st & Elati): 0.4 acres, 148 units, Denver, CO • Hensley at the District: 3.88 acres, 304 units, Denver, CO • Hanover Evans Station: 2.3 acres, 278 units, Centennial, CO • Thrive Loretto Heights: 30.0 acres, 300+ units, Denver, CO • Northwest Apartments:2.7 acres, 50 units, Broomfield, CO • 4800 Race Street: 6.1 acres, 150 units, Denver, CO • 3000 Huron: 0.8 acres, 300 units, Denver, CO Single-Family Residential • Berkley Villas: 4.7 acres, 82 townhomes, Denver, CO • Anthology North: 60.0 acres, 209 lots, Parker, CO Public Works/Municipal • Auraria Higher Education Campus 10th St Pedestrian Corridor, Denver, CO John Stafford is a Project Manager and Principal at Harris Kocher Smith. He joined the company in 2006 and became a Project Manager in 2013. He oversees a variety of multi-family, single-family, and commercial projects for the company. John has a broad range of experience in project management, technical design, and administrative control on all phases of civil design projects. www.HarrisKocherSmith.com JOHN STAFFORD, PE ROLE: CIVIL ENGINEERING PROJECT MANAGER EDUCATION Bachelor of Science in Civil Engineering University of Colorado Denver PROFESSIONAL LICENSES Professional Engineer: Colorado, Arizona OFFICE LOCATION: Denver, CO RELEVANT PROJECT EXPERIENCE John served as the Project Manager or Principal-in-Charge for the projects listed below. Eagle County Experience • East West Vail: bank and condo units on 0.5 ac, Vail, CO • Apex: 80-unit condominium building, Avon, CO • West End: 4.6 acres, 275 multi-family units, Edwards, CO • Haymeadow: 660 acres, mixed-use master planned community with 344 multi-family units, 493 single-family units, commercial space, Eagle, CO Roundabout Design Experience • Redtail Ridge: Design of four roundabouts including peanut- shaped roundabout, Louisville, CO • Eastlake Station: Lafayette St and Eastlake Ave, Denver, CO Master Planning • Loretto Heights: 77.1 acres, Denver, CO • Pomeroy: 59.9 acres, Aurora, CO • Eastlake Station: 30 acres, Thornton, CO Multi-Family Residential • Viva at Via Varra: 26.9 acres, 285 units, Broomfield, CO • MAA Milepost 35: 15.3 acres, 352 units, Denver, CO • Hanover RiNo: 3.3 acres, 390 units, Denver, CO • The Finch (Fox & Colfax): 2.8 acres, 371 units, Denver, CO • Solana Beeler: 3.8 acres, 270 units, Denver, CO • Iota (41st & Elati): 0.4 acres, 148 units, Denver, CO • Hensley at the District: 3.88 acres, 304 units, Denver, CO • Hanover Evans Station: 2.3 acres, 278 units, Centennial, CO • Thrive Loretto Heights: 30.0 acres, 300+ units, Denver, CO • Northwest Apartments:2.7 acres, 50 units, Broomfield, CO • 4800 Race Street: 6.1 acres, 150 units, Denver, CO • 3000 Huron: 0.8 acres, 300 units, Denver, CO Single-Family Residential • Berkley Villas: 4.7 acres, 82 townhomes, Denver, CO • Anthology North: 60.0 acres, 209 lots, Parker, CO Public Works/Municipal • Auraria Higher Education Campus 10th St Pedestrian Corridor, Denver, CO John Stafford is a Project Manager and Principal at Harris Kocher Smith. He joined the company in 2006 and became a Project Manager in 2013. He oversees a variety of multi-family, single-family, and commercial projects for the company. John has a broad range of experience in project management, technical design, and administrative control on all phases of civil design projects. www.HarrisKocherSmith.com 112 MICHAEL E. KIBBEE, PE, PTOE ROLE: TRAFFIC/TRANSPORTATION TASK MANAGER EDUCATION Master of Science in Civil Engineering University of New Mexico Bachelor of Science in Civil Engineering University of Colorado Boulder PROFESSIONAL LICENSES Professional Engineer: Arizona, Colorado, Kansas, Missouri, Nebraska, New Mexico, Utah, Texas Professional Traffic Operations Engineer (PTOE) PROFESSIONAL AFFILIATIONS Institute of Transportation Engineers (ITE) American Society of Civil Engineers (ASCE) American Council of Engineering Companies (ACEC) OFFICE LOCATION: Denver, CO RELEVANT PROJECT EXPERIENCE Transit Experience • RTD Gold Line: Project Manager for transportation/traffic engineering studies and design of at-grade crossings and roadway relocation design. • RTD A Line: Project Manager responsible for coordination and design of utility relocations impacted by project. Roundabout Design Experience • Denver Gateway: E 61st Ave and N. Ceylon Street, Denver, CO • Redtail Ridge: Design of four roundabouts, including peanut- shaped roundabout, Louisville, CO • Eastlake Station: Lafayette St and Eastlake Ave, Denver, CO Santa Fe Drive/Phillips Ave. Traffic Signal Design–Littleton, CO Transportation Project Manager for the installation of a new traffic signal at the intersection of U.S. 85 and W. Phillips Ave. to support access and mobility for a new mixed-use development. Signal design included coordination with the city and CDOT. Scope also included traffic signal warrant analysis and comprehensive traffic impact study. Aspen Grove Mixed-Use–Littleton, CO Transportation Project Manager for comprehensive traffic impact study and traffic signal design for mixed-use development on 32.2 acres. Scope included internal roadway and access design and coordination with CDOT. Railway Flats at Centerra, McWhinney and Centerra Metro District– Loveland, CO Transportation Project Manager for traffic impact study, intersection redesign, relocation of an existing traffic signal, and roadway design for 20.0-acre mixed-use project. City of Louisville and CDOT Region 4 S.H. 42 Improvements South St to Griffith St–Louisville, CO Transportation Project Manager for the reconstruction of approximately 0.5 mi of S.H. 42. The project included major arterial roadway and intersection design, access design to adjacent properties, storm sewer and water quality BMP design, utility coordination and design, signing and pavement marking plans, traffic control and construction phasing plans, and ADA compliant sidewalk and ramp design. Mike Kibbee is the Transportation Project Manager and leads the Public Works Department at Harris Kocher Smith. He joined the company in 2008 and has over 32 years of experience in the planning, design, management and administration of traffic, transportation, and public works projects. His experience includes work for the federal government; state departments of transportation; and several Front Range of Colorado school districts, cities, and counties. www.HarrisKocherSmith.com 113 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p91 AARON MURPHY, PLS ROLE: SURVEY PRINCIPAL PROFESSIONAL LICENSES Professional Land Surveyor: Colorado PROFESSIONAL AFFILIATIONS Professional Land Surveyors of Colorado (PLSC) OFFICE LOCATION: Denver, CO RELEVANT PROJECT EXPERIENCE West End, Edwards, CO: Survey Principal for plat and easement descriptions for multi-family residential housing on 4.6 acres. East West Vail, Vail, CO: Survey Principal for ALTA/NSPS Land Title Survey and topographical survey for design of bank and condo units on 0.5 acre. Basin of Last Resort, CDOT Region 3–Eagle County, CO Survey Manager for topographic design survey for the planning and design of a maintenance road accessing an existing settling basin on Vail Pass known as the Basin of Last Resort. The survey included contours, break lines, utilities, trees, property corners and existing right-of-way monuments, water surface, and other terrain features relevant to design work. I-70 Red Canyon Culvert, Parsons for CDOT Region 3–Eagle County, CO Survey Manager for topographic survey for the repair of the Red Canyon Culvert east of Eagle, CO. The survey included horizontal and vertical control; location of all visible surface improvements, trees, and utilities; and right-of-entry permits on adjacent private properties. City/County of Denver HSIP Peoria Street–Denver, CO Survey Principal for improvements to three intersections. HKS provided project control, design survey, utility survey, right-of-way and property line delineation using traditional surveying and LiDAR scanning methods. City/County of Denver Mill Levy 20 Traffic Signal Upgrade, Monaco Parkway–Denver, CO Survey Principal for design of improvements for five intersections along Monaco Street. Remote terrestrial-based LiDAR was used for all data acquisition within the traveled lanes, which eliminated the need for traffic control. The survey scope of work included project control; topographic and improvement surveys; and the delineation of existing rights-of-way and property lines. Survey control diagrams were also prepared. Coyote Trailhead–Boulder, CO Survey Principal-in-Charge for a detailed topographic survey flown with aerial images and LiDAR to acquire high resolution imagery and point cloud data to create a base map with a high accuracy elevation model for the design of an expanded trailhead and Highway 36 improvements. Aaron Murphy is a Principal and the Survey Manager at Harris Kocher Smith. Aaron joined the company in 2004 as a survey technician and became the Survey Manager in 2013. He has over 25 years of experience in the land surveying industry. Aaron manages a wide variety of surveying and mapping projects for public and private clients throughout the Front Range of Colorado. www.HarrisKocherSmith.com 114 PROFESSIONAL + CIVIC AFFILIATIONS American Society of Landscape Architects / Colorado Chapter SELECT HONORS + AWARDS Merit Award, ASLA for Planning, Staunton State Park, Pine, Colorado Merit Award, ASLA for Excellence in the Study of Landscape Architecture Merit Award, American Planning Association, Utah Chapter, A Study in Rural Community Planning Certi cate of Appreciation, US Department of Agriculture, Santa Fe National Forest CURRENT + NOTABLE PROJECT EXPERIENCE Arrowhead Nordic Spa / Littleton, Colorado Big Mountain / White sh, Montana Boyne Highlands / Harbor Springs, Michigan Brownstone Quarry Nordic Spa / Portland, Connecticut 38 Central Hotel / White sh, Montana Copper Mountain Village / Copper Mountain, Colorado Downtowner / White sh, Montana Edgemont / Steamboat Springs, Colorado EverVail / Vail, Colorado Iron Horse / White sh, Montana Kananaskis Nordic Spa / Kananaskis Village, Alberta Lionsback Resort / Moab, Utah Limelight Hotel / Ketchum, Idaho Limelight Hotel / Snowmass Village, Colorado May ower Base Village / Park City, Utah One Snowmass / Snowmass Village, Colorado Ptarmigan / Steamboat Springs, Colorado Riverfront Triangle Hotel / Missoula, Montana Snowmass Base Village / Snowmass Village, Colorado Ski Time Square / Steamboat Springs, Colorado Stanley Hotel Nordic Spa / Estes Park, Colorado Stockfarm / Hamilton, Montana The Village at Alyeska / Girdwood, Alaska Thunderhead / Steamboat Springs, Colorado Viceroy Hotel / Snowmass Village, Colorado Village at Wolf Creek/ Wolf Creek, Colorado Westin Hotel / Snowmass Village, Colorado Westin Monache / Mammoth Lakes, California GARY WORTHLEY, ASLA, PLA, CLARB SENIOR PRINCIPAL + LANDSCAPE ARCHITECT Gary has focused his career on the design of mountain resort and recreational environments throughout the Western United States. He brings his imaginative approach to problem-solving together with a knack for developing creative solutions to unique challenges and circumstances. PROFESSIONAL EXPERIENCE 28 Years of Experience 6 Years with Con uence EDUCATION Utah State University: Master of Landscape Architecture / 1995 Kansas State University: Bachelor of Landscape Architecture / 1993 PROFESSIONAL REGISTRATIONS Alaska / #207408 Arizona / #75134 California / #4913 Connecticut / #1642 Colorado / #247 Idaho / #16790 Montana / #19985 Michigan / #3901001688 Nevada / #629 New Mexico / #613 Oklahoma / #8054 Texas / #3826 Utah / #349762 Wyoming / #0061C 115 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p93 QUALIFICATIONS AND OUR TEAM PROFESSIONAL AFFILILIATIONS American Society of Landscape Architects (ASLA) SELECT HONORS + AWARDS Merit Award, ASLA for Planning, Staunton State Park Master Plan State of Colorado, Governnor’s Award for Snake River Basin Master Plan CURRENT + NOTABLE MOUNTAIN PROJECT EXPERIENCE Staunton State Park Master Plan | Pine, Colorado Staunton State Park - Phase One Design| Pine, Colorado Staunton State Park - Phase One Trails | Pine, Colorado Estes Park West Corridor Master Plan | Estes Park, Colorado Estes Park Riverfront Master Plan | Estes Park, Colorado Performance Park | Estes Park, Colorado Stanley Hotel | Estes Park, Colorado Western Colorado University - Gateway Park | Gunnison, Colorado Dubois Downtown Revitalization Plan | Dubois, Wyoming Bear Creek Master Plan | Medford, Oregon Bear Creek Urban Design Plan | Medford, Oregon Sioux Falls Greenway & Riverfront Master Plan | Sioux Falls, South Dakota Copper Mountain Village | Copper Mountain, Colorado Passage Point | Copper Mountain, Colorado The Cirque | Copper Mountain, Colorado EverVail | Vail, Colorado Mammoth View | Mammoth Lakes, California Ski Time Square | Steamboat Springs, Colorado Snowmass Base Village | Snowmass Village, Colorado South Hotel | Mammoth Lakes, California Viceroy Hotel | Snowmass Village, Colorado Westin Monache | Mammoth Lakes, Colorado Westin Hotel |Snowmass Village, Colorado Keystone Resort Master Plan | Keystone, Colorado Snake River Basin Master Plan | Summit County, Colorado Hotel Tirol at Muju Resort | South Korea Jones Gulch at Keystone Resort - Keystone, Colorado Inn at Aspen | Buttermilk, Colorado RFTA - Aspen Maintenance Facility | Aspen, Colorado Obermeyer Place | Aspen, Colorado Divide Ranch & Club | Ouray County, Colorado CHAD HERD, PLA, ASLA PRINCIPAL + CONFLUENCE Chad is a principal in the Denver offi ce with more than three decades of experience leading landscape architecture, planning, and urban design projects. As a planning and design leader, Chad has touched a variety of project types including urban design, resort design, riverfront planning, along with park and trail master planning. His legacy project is Staunton State Park in Colorado, where he led a successful multi- year planning and design process working with Colorado Parks and Wildlife. PROFESSIONAL EXPERIENCE 35+ Years of Experience EDUCATION BLA – Landscape Architecture, Kansas State University, 1988 PROFESSIONAL REGISTRATIONS Licensed Landscape Architect: Colorado / #369 Kansas / #646 CLARB Certi cation #2769 116 7 PROFESSIONAL + CIVIC AFFILIATIONS American Society of Landscape Architects / Colorado Chapter CURRENT + NOTABLE PROJECT EXPERIENCE Altis / Mammoth Lakes, California Arrowhead Nordic Spa / Littleton, Colorado Boyne Highlands / Harbor Springs, Michigan Brownstone Quarry Nordic Spa / Portland, Connecticut Copper Mountain Village / Copper Mountain, Colorado City South / Steamboat Springs, Colorado Edgemont / Steamboat Springs, Colorado EverVail / Vail, Colorado Gondola Square / Steamboat Springs, Colorado Homestead at Wildhorse Meadows / Steamboat Springs, Colorado Lionsback Resort / Moab, Utah Limelight Hotel / Ketchum, Idaho Lone Rock Ranch, Bailey, Colorado Mammoth View / Mammoth Lakes, California May ower Base Village / Park City, Utah North Day Lot / Vail, Colorado One Snowmass / Snowmass Village, Colorado Paako Ridge / Sandia Park, New Mexico Ptarmigin / Steamboat Springs, Colorado Residences at Steamboat Grand / Steamboat Springs, Colorado River Run Hardscape and Snowmelt / Keystone, Colorado Ski Time Square / Steamboat Springs, Colorado South Hotel and Residences / Mammoth Lakes, California Snowmass Base Village / Snowmass Village, Colorado Spring Valley Ranch / Beckwourth, California Staunton State Park / Pine, Colorado Sweetwater Lake Master Development Plan / Gar eld County, Colorado The Village at Alyeska / Girdwood, Alaska Thunderhead / Steamboat Springs, Colorado Viceroy Hotel / Snowmass Village, Colorado Village at Wolf Creek/ Wolf Creek, Colorado Westin Hotel / Snowmass Village, Colorado Westiun Monache / Mammoth Lakes, California Wildwood Hotel / Snowmass Village, Colorado DANIEL BECKERDITE, ASLA, PLA ASSOCIATE + LANDSCAPE ARCHITECT Daniel has extensive experience in the design of mountain resort developments, hotels, multi-family housing projects, streetscapes, parks and trails. He has worked on projects through all phases of development including conceptual design through construction documentation and has extensive experience with construction administration. PROFESSIONAL EXPERIENCE 19 Years of Experience 6 Years with Con uence EDUCATION Kansas State University Bachelor of Landscape Architecture / 2004 Kansas State University Natural Resources and Environmental Sciences / 2004 PROFESSIONAL REGISTRATIONS Licensed Landscape Architect Colorado / #786 117 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p95 DANICA POWELL Trestle Strategy Group Founder & Owner Office Location: Boulder Danica is the passionate and energetic founder and owner of Trestle Strategy Group. Trestle’s success is grounded in Danica’s extensive network and her ability to bring new vision and ideas to projects in order to build capacity, develop strategic alliances, empower community support, and implement innovative solutions. Working as a consultant to developers, nonprofits, governmental agencies, schools and universities, Danica has a proven track record for directing and managing a diverse portfolio of projects. Her background in urban planning, real estate, environmental science, marketing, and sustainability, combined with a community focused mindset, provides a unique perspective for pursuing non formulaic approaches to design and urban planning challenges. As an advocate for affordable housing solutions and community focused outcomes, Danica has partnered with local municipalities to implement several post flood recovery and resilience based projects in Colorado, including affordable replacement housing in Lyons, a multi-year stabilization project for an existing mobile home park in Boulder and Whetstone, an affordable housing community in Gunnison. Danica is an active member of ULI, and was a founding Chair of Boulder ULI and currently serves on the Women’s Leadership Initiative Steering Committee. She is a member of the Boulder Urban Renewal Authority and recently served a 3-year term with the City of Boulder Planning Board. She is also a board member of the I Have a Dream Foundation of Boulder County, Flatirons Habitat for Humanity, Downtown Boulder Foundation and the Boulder Chamber Community Affairs Council. education B.S. Sustainable Urban Systems University of California at Berkeley relevant projects Town of Parker’s Strategic Catalytic Downtown Development Planning City of Boulder’s Facilities Management Plan City of Boulder’s Alpine-Balsam City of Boulder’s Ponderosa Community Stabilization Program Town of Lyons’ Recovery Housing Site Analysis Boulder Housing Partner’s WestView Apartments Shining Mountain Waldorf School’s Campus Master Planning EastView’s Mockingbird 118 MARINE SIOHAN Trestle Strategy Group Senior Project Manager Office Location: Boulder Marine Siohan is an experienced project and program manager with a strong background in land development, strategic real estate projects, entitlements, and community engagement. As a senior project manager at Trestle Strategy Group, Marine oversees a diverse range of projects, including the North Boulder Creative Campus and the St. Aidan’s Real Estate Planning Study in Boulder, CO. She brings exceptional organization, adaptability, and communication skills to every project she manages. Marine’s expertise spans urban planning, real estate strategy, and facilitation, with a passion for creating more equitable, resilient, and vibrant communities through well-informed, inclusive, and transparent decision-making. She has significant experience working across different cultures and environments, adding a unique depth to her work in cities and communities. Some of her notable work includes the Ponderosa Community Stabilization Program (Boulder, CO) and the Whetstone Community Housing Project (Gunnison County, CO). Marine’s dedication to community service extends to her involvement in the City of Boulder’s Board of Zoning Adjustment (previous) and the Summit Middle School Design Advisory Team (current). education M.Sc. Urban Planning and Management, Aalborg Universitet M.Eng. Civil and Urban Planning Engineering, Institut National des Sciences Appliquées de Lyon relevant projects Ponderosa Community Stabilization Program (Boulder, CO) Whetstone Community Housing Project (Gunnison County, CO) KELSEY WOODARD Trestle Strategy Group Project Coordinator Office Location: Golden Kelsey is the newest member to join the Trestle team, bringing a diverse set of skills and experience with her. Part problem solver and creative, she has spent the last decade at startups as a software engineer, building products focused on community (TeamSnap, Aktivate) and sustainability (Optoro). Before her life in tech, she worked at the International Monetary Fund in D.C. and taught English in Amman, Jordan. These experiences have provided her with a keen ability to synthesize complex systems to find innovative solutions, thrive in diverse environments, and communicate effectively. Currently, Kelsey is taking a leap of faith to build her dream project—a pocket neighborhood in Golden, CO—while attending CU Boulder for her MBA. She is passionate about building spaces that create connection, limit our environmental impact, and encourage us to spend more time outdoors. education B.A. Political Science and Arabic, University of California, San Diego MBA Candidate, emphasis in Real Estate, University of Colorado, Boulder 119 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p97 Marc Sacconi, P.E., LEED AP EDUCATION Ohio University Bachelor of Science, Mathematics REGISTRATIONS/CERTIFICATIONS Licensed Professional Engineer in Colorado LEED AP U.S. Green Building Council MEMBERSHIPS Member of Illuminating Engineering Society RELEVANT EXPERIENCE Vail Lionshead Garage Entrance, Vail, CO. Vail Village Welcome Center, Vail, CO. Lionshead Welcome Center, Vail, CO. Lionshead Transit Center, Vail, CO. Ruby Park Transit Center, Aspen, CO. Roaring Fork School District, Transportation Buildings, Greenwood Springs, CO. Deer Valley Resort, One Empire Pass. Building A/Arrow Leaf, Park City, UT. The Westin Vail Valley, Riverfront Resort & Spa, Avon, CO. The Westin Vail Valley, Riverfront Resort & Spa. Electrical Design, Avon, CO. 5th floor remodel. Snowmass Base Village, Building 13B, Snowmass Village, CO. 2013 redesign. Snowmass Base Village, Lodge & Club, Snowmass Village, CO. The W (formerly Sky Hotel), Aspen, CO. Eagle Lodge, Big Sky, MT. Highlands Resort, Truckee, CA. Thunder Springs Resort, Sun Valley, ID. Vail Mountain Lodge, Vail, CO. Winter Park Village, Winter Park, CO. The Westin Monache Resort, Mammoth Lakes, CA. Services for the approximately 260,000-square-foot hotel. The Village at Northstar, Truckee, CA. Brush Creek Ranch Lodge, Saratoga, WY. BACKGROUND Marc is an electrical engineer and project manager who performs electrical calculations, lighting and life safety design, electrical device layouts, and switchgear design. In addition to specifying various electric equipment, emergency generators, lighting fixtures, fire alarm systems, and switchgear, Marc provides estimates of utility costs for building electrical power consumption. He has a wide variety of project experience including resorts, luxury residences, multi-family residences, commercial, healthcare, K-12 schools, fire stations, libraries, and large mixed-use structures. Marc successfully delivers these complex projects by coordinating with designers, engineers, and contractors, interfacing with clients, and providing technical guidance to other team members. YEARS OF EXPERIENCE 24 years total MARKET EXPERTISE Education Hospitality Multi-Family Restaurant CONTACT marc.sacconi@rtmec.com Senior Electrical Engineer 120 Jessica Hall, P.E. EDUCATION University of Nebraska Master of Architectural Engineering REGISTRATIONS Licensed Professional Engineer in Colorado MEMBERSHIPS ASHRAE (American Society of Heating, Refrigerating, and Air- Conditioning Engineers) RELEVANT EXPERIENCE Rubey Park Transit Center, Aspen, CO. Lionshead Transit Center, Vail, CO. Vail Art Cottage, Vail, CO. Roaring Fork Transportation Buildings, Glenwood Springs, CO. Hotel Jerome, Renovation & Expansion, Aspen, CO. Ten Mile Station, Conference & Ballroom Reconstruction, Breckenridge, CO. Spanish Peaks Resort, Big Sky, MT. Boyne Highlands Mountain Lodge, Harbor Springs, MI. Double Tree, Renovation, Breckenridge, CO. Sky Hotel, Aspen, CO. Eglise Lodge, Yellowstone Club, MT. Lift One Lodge, Aspen, CO. 26th + Alcott, Denver, CO. Art District Lofts, Denver, CO. Aspen Snowmass Cabins, Snowmass Village, CO. Westin Riverfront Resort, Avon, CO. Services for the 615,000-square-foot resort and spa campus in Avon. Riverfront Lodge, Avon, CO. One Riverfront, Avon, CO. BACKGROUND Jessica Hall, a dedicated mechanical engineer who excels in designing and coordinating mechanical and plumbing systems. Skilled in various project stages from schematic design to construction administration, she specializes in HVAC and plumbing systems across diverse sectors like civic buildings, residential, hospitality, and commercial spaces. Known for her conscientious and collaborative approach, Jessica adeptly manages projects with a focus on team strengths and client needs. She is highly skilled in Trane Trace 700, Excel, and Bluebeam, and is recognized for her problem- solving abilities and effective communication skills. Passionate about contributing to community- enhancing projects, Jessica finds fulfillment in resolving complex challenges and improving team efficiency. YEARS OF EXPERIENCE 14 years total MARKET EXPERTISE Commercial Mixed-Use Hospitality Civic CONTACT jessica.hall@rtmec.com Mechanical Project Engineer 121 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p99 David Lyle, P.E., CxA, LEED AP EDUCATION Kansas State University Bachelor of Science, Architectural Engineering REGISTRATIONS/CERTIFICATIONS Licensed Professional Engineer in Colorado Certified Commissioning Agent (CxA) AABC Commissioning Group U.S. Green Building Council MEMBERSHIPS American Society of Heating, Refrigerating, and Air-Conditioning Engineers American Consulting Engineers Council of Colorado American Society for Healthcare Engineering RELEVANT EXPERIENCE Vail Maintenance Facility Expansion, Vail, CO. Ruby Park Transit Center, Aspen, CO. Elkhorn Springs, Underground Parking, Ketchum, ID. Red Sandstone Parking Garage, Vail, CO. The Westin Riverfront Resort & Spa, Avon, CO. Multiple projects. Great Western Lodging, Saddlewood Development, Breckenridge, CO. Thunder Springs Resort, Buildings A-C, Ketchum, ID. Highlands Resort, Truckee, CA. Aspen Club, Aspen, CO. Eglise Lodge, Yellowstone Club, MT. Inn at Spanish Peaks, Big Sky, MT. Montage at Deer Valley, Deer Valley, UT. BACKGROUND David serves as a principal, as well as a mechanical engineer in the Avon office. As a strong advocate for the owner, he is involved in managing projects that implement various energy-saving strategies and sound engineering insight. David champions RTM’s commissioning and project close-out process, ensuring that owners, facilities managers, and end users get the desired results from a project. Additionally, David has designed and commissioned HVAC, plumbing, lighting and power systems for schools, multi- occupancy resort buildings, luxury homes, commercial buildings, hospitals and a variety of other projects. He has been involved in a variety of projects ranging from tenant finish, core and shell, design- build, master planning and design proposals for future projects. YEARS OF EXPERIENCE 26 years total MARKET EXPERTISE Multi-Family Commercial Education Municipal CONTACT david.lyle@rtmec.com Principal / Mechanical 122 Jeremy Barndt, RCDD, CTS-D, CCNT EDUCATION LeTourneau University, Longview Texas Bachelor of Science, Electrical Engineering Technology Bachelor of Science, Mechanical Engineering Technology REGISTRATIONS BICSI Registered Communications Distribution Designer (RCDD) AVIXA Certified Technology Specialist-Design (CTS-D) TIA Certified in Convergent Network Technologies (CCNT) RELEVANT EXPERIENCE A.B. Won Pat International Airport, Tamuning, Guam.* Altus Air Force Base, Altus, OK.* Austin-Bergstrom International Airport, Austin TX.* Black Oak Resort Bus Terminal, Tuolumne, CA.* City of Dreams Bus Facility, Cotai Macau SAR China* Dallas Fort Worth International Airport, Dallas, TX.* Dallas Love Field Airport, Dallas, TX.* Denver International Airport, Denver, CO.* Doha International Airport, Doha, Qatar.* George Bush International Airport (IAH), Houston, TX.* Ho Tram Resort Transportation Hub, Ho Chi Mihn City, Vietnam* John Wayne Airport, Santa Ana, CA.* Khalifa Port Industrial Zone, Abu Dhabi, UAE* Los Angeles International Airport, Los Angeles, CA.* LA/Ontario International Airport* Luxor Train Station, Las Vegas, NV.* McCarran International Airport, Las Vegas, NV.* MGM Grand Paradise Transportation Terminal, Cotai Macau, SAR China* Nellis Air Force Base, Las Vegas, NV.* Spokane International Airport, Spokane, WA.* Station Casino’s Transportation Hubs, Las Vegas, NV.* Tiger Resort Vehicle Transit Hub, Manila, Philippines* Eagle Airport, Aspen, CO. BACKGROUND Mr. Barndt has 25 years of experience designing state-of-the- art audiovisual, telecommunications and security systems. His experience in all aspects of technology design including audiovisual, telecommunications, security, surveillance, data center and information technology and his experience and leadership mentoring and managing people, makes him a valuable resource for the design team. He has held leadership positions including Director of Audiovisual in the United States, and Manager of Technology internationally. He is culturally sensitive having lived in Asia, the Middle East and several locations in the United States, which allows him to work well with a diverse work force in different cultures. YEARS OF EXPERIENCE 25 years total MARKET EXPERTISE Hospitality Higher Education Government Industrial Commercial CONTACT jeremy.barndt@rtmec.com Senior Technology Consultant *Denotes work performed with previous employer 123 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p101 2 Taylor Roberts, PE, BEMP, LEED AP ENERGY SERVICE DIRECTOR Taylor leads our Energy Modeling team and has over 12 years of experience in the building energy field. His focus is energy consulting, with an emphasis on decarbonization and high- performance Net-Zero design. Taylor’s expertise in whole-building energy analysis using OpenStudio and EnergyPlus has resulted in projects achieving their energy and sustainability goals while staying in budget. He has also managed and modeled 250+ projects for Xcel’s Energy Design Assistance program and worked on over 25 higher education projects. PROJECT EXPERIENCE Commuter Rail Maintenance Facility – Denver, Colorado Energy modeling for 194,459 SF municipal transportation center for commuter rail trains and cars. Vail Workforce Housing Middle Creek – Vail, Colorado Energy modeling for a 300,000 SF multifamily housing project in a resort environment. Colorado Department of Transportation Maintenance Headquarters – Greeley, Colorado Energy modeling and consulting for a 40,000 SF two-story office building. Provided energy design assistance on the envelope, lighting, HVAC, and domestic hot water systems, along with the whole building’s annual energy modeling and documentation for LEED energy and atmosphere credits. One River Run – Keystone, Colorado EDA Consulting for a 158,000 SF mixed-use building in a mountain resort environment. Aspen Distillers – Aspen, Colorado Energy modeling and sustainability consulting for a 12,000 SF distillery in a mountain town. Alta Verde Workforce Housing – Breckenridge, Colorado Energy modeling for a 250,000 SF multifamily project in a mountain resort environment. Confidential Resort Restaurant – Colorado Energy modeling and sustainability consulting for a restaurant at a Colorado ski resort. EDUCATION B.S., Architectural Engineering, University of Colorado, Boulder CERTIFICATIONS Licensed Professional Engineer in CA, CO, AZ, UT, NM, MT ASHRAE Certified Building Energy Modeling Professional (BEMP) U.S. Green Building Council LEED AP Legacy YEARS OF EXPERIENCE Group14 Engineering: 9 Total: 12 RESUME 124 3 Lauren McNeill, LEED AP BD+C, LFA , WELL AP, GGP SR. SUSTAINABILITY PROJECT MANAGER Lauren has over 14 years of experience in the sustainable building industry providing project management on over 100 LEED projects. She is passionate about how buildings can enhance occupant health and wellbeing through material selection and biophilic design. Lauren’s educational background in environmental economics provides a fresh perspective for the business case of sustainability. PROJECT EXPERIENCE Confidential Resort Restaurant – Colorado Energy modeling and sustainability consulting for a restaurant at a Colorado ski resort. Aspen Distillers – Aspen, Colorado Energy modeling and sustainability consulting for a 12,000 SF distillery in a mountain town. Vail Health – Vail, Colorado LEED consulting for a 220206 SF Healthcare facility in Vail, Colorado. Steamboat Springs Plaza Building – Steamboat, Colorado LEED consulting for a 24,200 SF commercial mixed-use building in Steamboat Springs, Colorado. Riverside Library & Cultural Center – Evans, Colorado LEED and energy consulting for 36,000 SF mixed-use facility includes a library, City of Evans municipal space, community meeting spaces, and a community garden and plaza. Levitt Pavilion – Denver, CO Energy and sustainability consulting for an outdoor concert venue. The project includes a 7,500-capacity amphitheater, a 1,500-square- foot stage, office space, restrooms, new parking areas, updated vendor staging areas, and more. Northglenn City Hall – Northglenn, Colorado Living Building Challenge (LBC) CORE sustainability consulting for the 30,000 SF expansion project. This is the first CORE-certified building in Colorado and the first municipal project to leverage the CORE rating system. EDUCATION B.A., Economics: Environmental Economics and Public Policy, Michigan State University CERTIFICATIONS U.S. Green Building Council LEED AP BD+C The International WELL Building Institute Accredited Professional (WELL AP) Green Globes Professional (GGP) Living Future Accredited & International Living Future Institute Ambassador (LFA) EcoDistricts Accredited Professional YEARS OF EXPERIENCE Group14 Engineering: 15 RESUME 125 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p103cumming-group.com 1 Lucas Stover EDUCATION • Bachelor of Science, Civil Engineering, California Polytechnic State University, San Luis Obispo SOFTWARE SKILLS • AutoCAD • D-Profiler • Destini • Microsoft Office Suite • On-Screen Take Off • REVIT YEARS OF EXPERIENCE • 9 Years OFFICE LOCATION • Denver AVAILABILITY • 20% Lucas Stover DDiirreeccttoorr,, CCoosstt MMaannaaggeemmeenntt Lucas is a highly skilled cost management professional with a background in Civil Engineering. Since joining Cumming in 2015 he has successfully managed teams of various sizes on projects ranging from $50,000 to $2 billion. He has managed projects from conceptual design through construction and project closeout. He puts a strong focus on making sure all cost management deliverables are provided promptly and accurately. REPRESENTATIVE EXPERIENCE • City of Aspen, Maroon Creek Penstock Lining, Aspen, CO • City of Aspen, New Burlingame Childcare Center, Aspen, CO • Pitkin County, Electrification Project, Aspen, CO • Town of Frisco, New Village Center Building at Frisco Adventure Park, Frisco, CO • Town of Vail, Dobson Ice Arena Renovation, Vail, CO • Town of Vail/Vail Resorts Inc., New West Middle Creek Housing, Vail, CO • Glenwood Transit Center and Admin Office, Crested Butte, CO • Roaring Fork Transportation Authority, Employee Housing Replacement & Expansion Feasibility Studies for 5 Sites, Carbondale & Glenwood Springs, CO • Roaring Fork Transportation Authority, Glenwood Transit Center and Admin Office, Crested Butte, CO • Aspen Skiing Co., Restaurant Renovation Project, Aspen, CO • The Little Neil Hotel Group, Aspen Hotel Renovation Misc, Aspen, CO • The Little Nell Hotel, Sundeck Restaurant Renovation, Aspen, CO • Western Colorado University, Savage Library Renovation, Gunnison, CO • Akoya Hospitality, Six Senses Hotel, Snowmass, CO • City of Boulder, Western City Campus Upgrades including Parking Garage and Flood Channel, Boulder, CO • City of Boulder, Boulder Eastern City Campus, Boulder, CO • City of Fort Collins, Carnegie Center for Creativity Renovation, Fort Collins, CO • City of Fort Collins, New North Transit Center Options, Fort Collins, CO • City of Fort Collins, New Water Quality Lab/Office Site Concepts Study, Fort Collins, CO • City of Aurora, Metro Center Parcel B Mixed-Use Development Infrastructure Site Plan, Aurora, CO • City of Fort Lupton, New Gun/Shooting Range w-Public & Law Enforcement Ranges/Archery Range/Training Facility, Fort Lupton, CO • City of Greeley, Union Colony Civic Center Performing Arts Venue Improvements Master Plan, Greeley, CO • City of Lone Tree Civic Center Remodel Project, Lone Tree, CO • City of Manitou Springs New Mobility and Parking Office Design, Manitou Springs, CO • City of Northglenn, Civic Center Master Plan Phase 2 - New City Hall, Northglenn, CO • City of Pueblo Wastewater Head Works, Pueblo, CO 126 APPENDICES I. INSURANCE YOU ASKED US: The Proposer shall obtain and maintain in force for the term of an agreement the following insurance coverages. Certificates of insurance evidencing such coverages shall be furnished to the Town of Vail at the time of signing of an agreement. Prior to cancellation of, or material change in, any requisite policy, thirty (30) days written notice shall be given to the Town of Vail through its risk manager. All automobile liability and general liability policies shall include the Town of Vail as an additional named insured by policy endorsement. 1. Automobile Liability (including owned, non-owned, and hired) in an amount not less than one million dollars ($1,000,000) each occurrence and not less than two million dollars ($2,000,000) general aggregate. 2. Worker’s compensation and employer liability in accordance with the Worker’s Compensation Act of the State of Colorado for employees doing work in Colorado in accordance with this Agreement and with limits in an amount not less than five hundred thousand dollars ($500,000) each accident and not less than one million dollars disease- policy limit and not less than one million dollars disease- each employee. 3. Comprehensive General Liability (including personal injury) in an amount not less than one million dollars ($1,000,000) per each occurrence and not less than two million dollars ($2,000,000) in the aggregate. 4. Professional errors and admission liability insurance in an amount not less than one million dollars ($1,000,000) each claim and not less than two million dollars ($2,000,000) in the aggregate. 127 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p105 INSURANCE The following Certificates of Insurance evidence 4240 Architecture’s current insurance coverage is sufficient to meet Town of Vail’s requirements. 128 129 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p107 CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) 07/26/18 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER. IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed. If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s). PRODUCER Aon Risk Services, Inc of Florida 1001 Brickell Bay Drive, Suite #1100 Miami, FL 33131-4937 CONTACTNAME:Aon Risk Services, Inc of Florida PHONE(A/C, No, Ext):800-743-8130 FAX (A/C, No):800-522-7514 EMAIL ADDRESS:ADP.COI.Center@Aon.com INSURER(S) AFFORDING COVERAGE NAIC # INSURER A : New Hampshire Ins Co 23841 INSURED ADP TotalSource MI VI, LLC 10200 Sunset Drive Miami, FL 33173 ALTERNATE EMPLOYER 42/40 Architecture Inc. 3507 Ringsby Court, Suite 117 Denver, CO 80216 INSURER B : INSURER C : INSURER D : INSURER E : INSURER F : COVERAGES CERTIFICATE NUMBER: 2147223 REVISION NUMBER: THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. LIMITS SHOWN ARE AS REQUESTED. INSR LTR TYPE OF INSURANCE ADDL INSR SUBR WVD POLICY NUMBER POLICY EFF (MM/DD/YYYY) POLICY EXP (MM/DD/YYYY)LIMITS COMMERCIAL GENERAL LIABILITY EACH OCCURRENCE $ CLAIMS-MADE OCCUR DAMAGE TO RENTED PREMISES (Ea occurrence)$ MED EXP (Any one person) $ PERSONAL & ADV INJURY $ GEN'L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE $ POLICY PROJECT LOC PRODUCTS - COMP/OP AGG $ OTHER $ AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT(Ea accident) $ ANY AUTO BODILY INJURY (Per person) $ OWNED AUTOS ONLY SCHEDULED AUTOS BODILY INJURY (Per accident)$ HIRED AUTOS ONLY NON-OWNED AUTOS ONLY PROPERTY DAMAGE (Per accident) $ $ UMBRELLA LIAB OCCUR EACH OCCURRENCE $ EXCESS LIAB CLAIMS-MADE AGGREGATE $ DEC RETENTION $ A WORKERS COMPENSATION AND EMPLOYERS' LIABILITY ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? (Mandatory in NH) If yes, describe under DESCRIPTION OF OPERATIONS below Y / N N / A WC 047014227 CO 07/01/18 07/01/19 X PER STATUTE OTH-ER E.L. EACH ACCIDENT $ 2,000,000 E.L. DISEASE - EA EMPLOYEE $ 2,000,000 E.L. DISEASE - POLICY LIMIT $ 2,000,000 DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required) All worksite employees working for 42/40 ARCHITECTURE INC., paid under ADP TOTALSOURCE, INC.'s payroll, are covered under the above stated policy. 42/40 ARCHITECTURE INC. is an alternate employer under this policy. CERTIFICATE HOLDER CANCELLATION 42/40 Architecture Inc. 3507 Ringsby Court, Suite 117 Denver, CO 80216 SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE © 1988-2015 ACORD CORPORATION. All rights reserved. ACORD 25 (2016/03) The ACORD name and logo are registered marks of ACORD 130 APPENDICES II. RESERVATIONS / CONDITIONS / CONSTRAINTS YOU ASKED US TO PROVIDE: A written statement identifying any reservations, conditions or constraints related to the request for proposals. III. ACKNOWLEDGEMENTS YOU ASKED US TO ACKNOWLEDGE: Upon selection, the selected Proposer shall execute an agreement with the Town of Vail acknowledging that all design work, including but not limited to plans, photographs, documents, reports, engineered drawings and Project work shall be completed in a professional and workmanship-like manner and that the Project work shall fully comply with all applicable Town of Vail regulations and ordinances and State and Federal laws and requirements. 131 TOWN OF VAIL VTC EXPANSION 01 NOVEMBER 2024 - p109 RESERVATIONS, CONDITIONS OR CONSTRAINTS ACKNOWLEDGEMENTS ACKNOWLEDGEMENTS Upon selection, the 4240 Architecture Team acknowledges that all design work, including, but not limited to plans, photographs, documents, reports, engineered drawings and Project work shall be completed in a professional and workmanship-like manner and that the Project work shall fully comply with all applicable Town of Vail regulations and ordinances and State and Federal laws and requirements. Upon selection, the 4240 Architecture Team shall execute an agreement with the Town of Vail acknowledging that all design work, including but not limited to plans, photographs, documents, reports, engineered drawings and other work produced for the Project shall become property of the Town of Vail, and may be used or reproduced by the Town of Vail without approval from or additional compensation to the Proposer. RESERVATIONS, CONDITIONS OR CONSTRAINTS We do not have any reservations, conditions or constraints that would prevent us from diving into this project and a process of discovery with you. 132 THANK YOU 4240 Architecture Inc 3507 Ringsby Court Suite 117 Denver Colorado 80216 T 303 292 3388 W 4240architecture.com ...and our entire team: LSC Transportation Consultants, Inc. KL&A Engineers and Builders Harris Kocher Smith Confluence Trestle Strategy Group RTM, formerly BG Buildingworks and Beaudin Ganze Group 14 Cumming 133 4240 Architecture Inc 3507 Ringsby Court Suite 117 Denver Colorado 80216 T 303 292 3388 W 4240architecture.com A December 11, 2024 Tom Kassmel Town of Vail 75 South Frontage Road Vail, Colorado 81657 Via email: tkassmel@vailgov.com Dear Mr. Kassmel, Thank you for the opportunity to collaborate with the Town of Vail (ToV) on the Vail Transportation Center Expansion project. We have established a Core Team of Consultants to address the many facets of the Scope of Work requested in the Town’s RFQ. While 4240 Architecture, Inc. (4240) is the overall project lead and will hold the Contract with the ToV, each Core Team Member will have a prominent role in their Scope of Work as described in detail below. Additional Specialty Consultants will be engaged with specific tasks as required and listed below. The following defines our proposed scope of work, fee, and preliminary schedule to complete this assignment. A. Program The project will address all aspects of the design of a transit hub and enhanced transportation facilities, as well as alternative solutions that may achieve the same goal. The project shall assess facility needs including opportunities for appropriate public amenities, opportunities for commercial space expansion, all modes of transportation that may be included in a transit hub, including; bus service from multiple carriers, shuttle services, taxi’s, bike share/storage, general skier drop-off and pick-up, short term parking and pedestrian/vehicular flows. A key element to a successful design will be a solution that addresses the key challenges and constraints of the existing VTC site, which include: •the limited available expansion area surrounding the VTC; •the current age and condition of the 1200 vehicle Vail Village Parking Structure that the VTC is built on, which was constructed 40+ years ago; •the ability for all transit vehicles to easily enter and exit the VTC during peak traffic times along the South Frontage Road; •the consideration of how an additional major portal to Vail Mountain with significant Transit needs and a potential Transit Center will affect the needs at the VTC; and, •the ability to adapt to future changing conditions and the potential for a future connection to an AGS, BRT or rail along I-70. B.Schedule The anticipated schedule is as follows: Phase I (20 weeks) •Council 12/17 or 1/7 – Contract Award (ToV Only) •Team Meeting – Review/Establish – Givens/Goals Purpose/Need based on Master Plan •Council 1/21 – Establish/Confirm - Givens/Goals Purpose/need Review Master Plan info (Could be Staff Only) 134 Vail Transportation Center Expansion Phase I – Goals and Needs Review and Initial Programming Concept Analysis December 11, 2024 Page 2 3507 Ringsby Court Suite 117 Denver Colorado 80216 T 303 292 3388 W 4240architecture.com A • Team Charrette – Brainstorm ideas and next steps needed • Council 2/18 – Review Brainstorm vetted ideas/review material to be posted to Engage Vail/review and potential survey questions needed or just asking for feedback • Post Material to Engage Vail prior to Community Mtg • Community Mtg 3/?? – typically 2nd Tuesday of month • Council 4/1 – Review Community feedback/provide initial recommendations/Council feedback • Council 5/6 – Final Recommendation based on review and feedback to move forward to Phase II (up to 3 concepts) C. Scope of Services Phase I - Goals and Needs Review and Initial Programming Concept Analysis 1. Review and confirm (or modify if necessary) the goals and needs of the project as identified in the Vail Mobility and Transportation Master Plan. 2. Determine and understand the necessary community goals and needs specific to the VTC expansion and establish criteria for design program elements. 3. Review and confirm the feasibility of expansion at the proposed VTC site and other alternative sites as necessary. Assess the solutions as presented in the Vail Mobility and Transportation Master Plans and other relevant documents. 4. Conduct and complete a Title VI Equity Analysis comparing the impact on minority and low-income persons of siting the facility at each potential location. The analysis will be submitted to CDOT for review and approval. 5. Provide creative and resort context sensitive conceptual design alternative elements in addition to the solutions assessed above. 6. Establish an overall project budget for the project based on initial project programming and concept element analysis. The project budget should include all costs the owner will expend over the duration of project. (Excluded from this scope of work) 7. Recommend improvements to move forward to more comprehensive conceptual designs. 8. Identify potential funding sources which are available to pursue for implementation, including revenue opportunities. (Excluded from this scope of work) 9. Provide necessary public outreach to complete this Phase. The Town will utilize www.engagevail.com as a part of the necessary public process. The design team will be required to provide the necessary information, exhibits, reports, presentations to post on the project website throughout the duration of the project. The Town of Vail staff will post the provided information and monitor comments and questions from the public. Please reference similar projects https://www.engagevail.com/govail2045 for level of detail necessary. Surveys can be posted to this project site as well when/if deemed necessary. (See below for expected Meetings and Presentations.) Detailed Architectural Scope of Services – Phase I 1. Architectural Programming of passenger pick-up/drop-off, commercial spaces, and various public amenities. 2. Review all relevant documents. 3. Create an inventory of the existing program uses. 4. Meet with ToV Committee to understand current and future needs. 5. Lead Consultant Team and coordination between disciplines. 6. Define goals & givens with the greater Team. 135 Vail Transportation Center Expansion Phase I – Goals and Needs Review and Initial Programming Concept Analysis December 11, 2024 Page 3 3507 Ringsby Court Suite 117 Denver Colorado 80216 T 303 292 3388 W 4240architecture.com A 7. Provide 2D & 3D programming options (test fits) related to: • Site carrying capacities • Prepare up to 3 program options of varying scales and locations on the site 8. Use the community engagement data and the financial viability / analysis with the Team to come to a recommended solution. 9. Lead the Design Team in presentations to Town Council. D. Compensation The Fee by phase breakout is the following: The Design Team Services listed in the proposed Scope of Services section above and attached in consultant proposals make up this proposed Fee: Goals and Needs Review and Initial Programming Concept Analysis $239,798 *RE: Exhibit A – Design Team Fee Schedule for breakdown by consultant and consultant proposals for detailed breakdown by consultant task. *RE: Exhibit B – Reimbursable Fees Any Consultants not listed will have separate fees not included in this fee. Any changes after Owner approval will be incorporated on a time and materials or fixed fee basis to be agreed in advance of modifications to the documents. E. Additional Services and Changes If we, or our Consultants, are required to perform services or extra travel in addition to those outlined in the aforementioned Scope of Services section and as specifically approved by the Owner, we are to be compensated for such Additional Services based on our standard Hourly Billing Rates plus reimbursable expenses. Our Hourly Billing Rates, outlined below, are based upon a multiple of Direct Personnel Expense (DPE). DPE is defined as the actual salary rates of technical personnel engaged on the Project at their usual and customary hourly rates, plus the cost of their customary and mandatory benefits such as statutory employment benefits, insurance, sick leave, holidays, and similar benefits. Hourly billing rates are adjusted annually on July 1st of each year. Current Approximate Hourly Billing Rates (01 July 2024): Principal = $250 – 315 Project Director = $220 – 240 Project Architect / Manager = $170 – 220 Architect / Coordinator = $160 – 180 Project Designer = $130 – 160 Designer = $110 – 150 136 Vail Transportation Center Expansion Design Team Fee Schedule CO N S U L T A N T C O D E DI S C I P L I N E 00 1 P h a s e I TOTALS 101 Architectural $75,000 $0 $0 $0 $0 $75,000 201 Transporation - LSC $75,382 $0 $0 $0 $0 $75,382 301 Structural - KL&A $19,800 $0 $0 $0 $0 $19,800 401 Landscape - Confluence $26,972 $0 $0 $0 $0 $26,972 501 Com. Engagement - Trestle $35,162 $0 $0 $0 $0 $35,162 601 Civil - Harris Kocher Smith $0 $0 $0 $0 $0 $0 701 MEP - RTM $0 $0 $0 $0 $0 $0 801 Sustainability - Group 14 $0 $0 $0 $0 $0 $0 901 Cost Estimating - Cumming $0 $0 $0 $0 $0 $0 1001 Economic Modeling - ESP $0 $0 $0 $0 $0 $0 RRR Reimbursables $7,482 Subtotal $0 $0 $0 $0 *Consultant Fees include 1.10 Consultant Markup Total Fee $239,798 Client 2024.12.11 137 Vail Transportation Center Expansion Mileage Distance $ / Mile Count Subtotal 200.00 Miles $0.61 10.00 $1,220 Airfare Amount Count $0.00 0.00 $0 Hotel Amount Count $160.00 0.00 $0 Meals Amount Count $30.00 10 $300 Printing Size Sheet Count Sets Large Format - Full 8.75 SF 100 1 $245 Large Format - Half 4.40 SF 100 1 $123 Large Format - Color 6.00 SF 5 $150 Small Format 1.00 SF 250 $90 Small Format Color 1.30 SF 250 $117 Misc.Lump Sum Shipping $0 Samples $0 Consultants Lump Sum LSC $2,400 KL&A $750 Confluence $1,471 Trestle $616 TOTAL $7,482 AR C H I T E C T U R A L Client 2024.12.11 Reimbursable Fee 138 AGENDA ITEM NO. 5.1 Item Cover Page DATE:December 17, 2024 TIME:60 min. SUBMITTED BY:Lauren Noll, Finance ITEM TYPE:Ordinance AGENDA SECTION:Action Items (6:10pm) SUBJECT:Ordinance No. 24, Series of 2024, First Reading, An Ordinance Amending Chapter 4-14 of the Vail Town Code to Establish Impact Fees for Short-Term Rentals (6:10pm) SUGGESTED ACTION:Approve, approve with amendments, or deny Ordinance No. 24, Series of 2024 upon first reading. PRESENTER(S):Carlie Smith, Finance Director VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: 12-17-24 STR Memo Ordinance 24-STR Fee 1st Reading 121724 STR Update 1st Reading Update Short-Term Rental Fee Public Comment 139 1 TO: Town Council FROM: Finance Department DATE: December 17, 2024 SUBJECT: Short-term Rental Fee Changes I. BACKGROUND Earlier this year, the Council requested an update on short-term rentals and asked staff to review the town's STR (short-term rental) regulations. On November 5th, the Council received a STR presentation, which included: • Total number of current STR licensed properties by zone and property type in the town • Various approaches to regulating STRs, including zoning regulations (such as caps), ownership duration requirements, and increased fees • A summary of the STR nexus study that was completed in 2022 supporting an STR impact fee to fund housing initiatives • Peer community STR regulations and dedicated housing revenues • A request for Council to define their goals for the STR program in order to guide recommendations for future change. Council supported an increase in STR fees as a way to financially support community housing projects and programs versus managing them with zoning, limits, or ownership time requirements and supported an annual per bedroom fee between $1,000 to $2,000. This afternoon’s presentation summarizes a draft ordinance amending the STR code with the additional of an annual $1,000 per sleeping area fee for STRs. Staff requests feedback on the draft ordinance prior to the first reading at this evening's meeting. II. STR STUDY SUPPORTING FEE During 2021 and 2022, the Town contracted with RRC Associates and Economic Planning Systems (EPS) to perform a comprehensive study of the Vail short-term rental market with the goal of determining the impact of STRs on the local housing market. The study looked at the STRs by business license zone, zone district, neighborhood, and property characteristics (bedroom count, property type), and property usage. The study results suggested that the increased number of STRs Vail has experienced in recent years has had a modest impact on the overall local owner and renter-occupied housing inventories. The study also indicated that Vail has one of the highest proportions of vacant housing units in the state, which could possibly help explain the reason for only a modest increase in STRs. 140 2 To coincide with the comprehensive study, EPS conducted a nexus study that demonstrated how STRs drive an increased demand for additional employees to support the spending generated by the STR bed base and, therefore, increase the housing needed for those employees to live. Specifically, the study found that for every 1,000 accommodation units, visitor spending generates a demand for 3,208 jobs across all industries in the town. This translates to a need for 2,673 employees in 1,445 households. Of 1,445 households, 1,426 households are compensated below the income required to afford market-rate housing, which the study identifies as 200% of AMI. To make up that gap, the analysis supported a maximum STR fee per bedroom of $5,912. An important point to emphasize is that the study did not find that the STRs are causing the affordability gap. The affordability gap is assumed to result from a resort town environment with lower worker wages combined with a scarcity of housing in a desirable housing market. The study indicates that STRs offering hotel or resort-type amenities, as well as those located in residential neighborhoods, both have similar demands on employee housing. Therefore, it advocates for a uniform fee applicable to all types and locations of STRs. The Town’s legal counsel has also advised implementing an impact fee would need to be uniform fee across all STR properties in both Zone 1 and Zone 2, including condo-hotels with 24/7 onsite management and fractional units. Having a non-uniform fee could lead to potential litigation. III. STR FEE INCREASE The proposed draft ordinance included with this memo amends the town’s code to establish an annual impact fee of $1,000 per designated sleeping area for short-term rental licenses. This fee, based on the 2022 nexus study, would apply uniformly to all short-term rentals and would be allocated to support community housing projects and programs.. The term "designated sleeping area" is used in the ordinance, rather than "per bedroom," to more accurately reflect the total guest capacity being advertised. This ensures a more appropriate and consistent calculation of the fee based on the actual accommodations offered and, therefore, guest spending impacts linked to the study. A $1,000 per designated sleeping area fee is anticipated to generate an estimated $6.0M annually from approximately 2,616 short-term rental properties located within Town of Vail boundaries. This impact fee differs from the Town’s current fee ($50 for on-site managed and $260 for offsite managed) which is based only on administrative costs. The existing administrative fee, designed to cover ongoing program expenses such as staffing, software, and other operational costs, will remain unchanged. Staff has also proposed a primary residence exemption in the ordinance, which exempts primary residences from the per-sleeping area fee for those who rent for fewer than 30 cumulative days. This exemption allows primary residents to rent their homes during specific times of the year while still addressing cases where primary residents STR a lock off unit or bedroom for longer periods. Primary residents would still be required to pay the current administrative fee. Staff typically begins the STR renewal process in January, with the ordinance requiring renewal registrations and payments to be submitted by February 28th. After consulting with the town’s STR software provider, Lodging Revs, it has been determined that implementing this change would likely take two to three months for updates and testing. As a result, the change would not be ready by the February 28th deadline. Additionally, staff does not recommend setting the licensing deadline during the off-season (April/May). 141 3 Other municipalities, including Estes Park, Breckenridge, Telluride, and Pagosa Springs, have implemented similar per-bedroom impact fees based on comparable studies. The chart below compares several peer community STR fees/taxes; however, a full matrix of STR ordinances across the mountain community is also attached. A $1,000- $2,000 per bedroom fee would be on the higher side of fees; however, many of these municipalities also have an STR excise tax in addition to a fee including Avon, Aspen, Crested Butte, Dillon, Ouray and Telluride. When compared to those communities that have both a fee and a tax, a $1,000-$2,000 fee would be on the low to mid-range when compared to the total tax and fees paid annually per unit. Community Fee/Tax Implementation Date Aspen Condotel: $148 All others: $394 Tax: 10% excise tax depending on type 10/1/2022 Breckenridge $75-$175 base fee $756/bedroom regulatory fee 1/01/2023 Crested Butte $250 for Primary Occupancy license $800 for Unlimited license 7.5% vacation rental excise tax Fee: 01/01/2023 Tax: 01/01/2021 Estes Park $200 base fee; $50 per bedroom $1,430 workforce housing regulatory linkage fee (adjusted annually for inflation) 1/1/2023 Jackson, Wyoming One-time: $517/bedroom 1/1/2024 Steamboat $250; 9% STR tax 1/1/2023 Telluride $288 base fee $857 per bedroom regulatory fee (40%) 2.5% STR tax Fee: 1/1/2024 Tax: 1/1/2020 The new fee could be used toward several future projects, including: • Purchase of new Timber Ridge Units: $25M • West Middle Creek- 268 New units: $161M • Development of East Vail CDOT Parcel • Vail InDeed program enhancements • Partner with other communities and organizations towards down valley projects such as the development of the Eagle-Vail parcel • Add environmental efficiencies to current and future housing projects (20% price increase) • More subsidies of current and future housing projects to be closer to or below 100% AMI affordability IV. COMMUNITY OUTREACH AND LODGING TAX During the week of November 18th, staff held two roundtable discussions with the condotel lodging community to gather feedback on the proposed fee increase. The condotel community expressed concerns that a higher fee could serve as a "tipping point" for average daily rates (ADRs), potentially affecting sales tax revenue, lodging tax revenue and the number of STR licenses issued. They also noted that most village core condo properties were purpose-built for visitors and that the higher fee seemed inequitable compared to the hotels. They suggested that a lodging tax 142 4 increase would be a fairer approach and that taxes may be viewed as more easily passed on to visitors compared to a fee. Additionally, they pointed out that each condotel operates differently, meaning the fee increase could have varying financial and operational impacts across properties. The discussion also touched on fractional properties, where concerns were raised that short-term rental bookings may not be traceable to specific ownership shares. This could result in an inequitable distribution of costs, particularly for owners who do not rent out their fractional shares. Finally, there were concerns about the timing of this change, as well as a lack of awareness within the community about the new fee proposal. Staff also presented to the Vail Economic Advisory Committee, which echoed similar concerns about the new fee. However, they also shared that implementing a new STR fee might be premature with a new housing needs assessment due soon. V. ACTION REQUESTED OF COUNCIL • What per sleeping area fee does Council support? • Does Council support a primary resident exemption from the new fee for cumulative rentals under 30 days? • When would the Council like this order to go into effect, creating a new annual renewal date for the STR program? • Are there any other changes to the order the Council would like to include? 143 2024 2022 CHANGE 2024 2022 CHANGE CASCADE VILLAGE VAIL VILLAGE Condos without 24/7 Front Desk Condos without 24/7 Front Desk COLDSTREAM CONDOMINIUMS 29 24 5 ▲ALL SEASONS 23 20 3 ▲ COLORADO MOUNTAIN CONDO 5 4 1 ▲ALPHORN CONDO 5 5 0 MILLRACE 23 23 0 ALTUS VAIL RESIDENCES CONDO 4 0 4 ▲ WESTHAVEN AT CASCADE VILLAGE 6 0 6 ▲B. S. CONDO (1ST BANK)4 3 1 ▲ TOTAL 63 51 12 ▲BELL TOWER CONDOMINIUMS 1 1 0 BISHOP PARK 0 1 ‐1 Condos with 24/7 Front Desk BRIDGE STREET LODGE 10 10 0 EAGLE POINT 52 54 ‐2 CREEKSIDE CONDO 2 2 0 LIFTSIDE CONDOMINIUMS 9 8 1 ▲EDELWEISS 0 2 ‐2 TOTAL 61 62 ‐1 GOLDEN PEAK CONDOMINIUMS 4 1 3 ▲ GORE CREEK PLAZA 1 1 0 HOLIDAY HOUSE (9 VAIL ROAD)16 16 0 LIONSHEAD MEADOW VAIL PLACE CONDO 1 1 0 Condos without 24/7 Front Desk MILL CREEK COURT CONDO 3 4 ‐1 ENZIAN AT VAIL CONDO 11 12 ‐1 NORTHWOODS CONDOMINIUMS 18 18 0 GORE CREEK PLACE 4 3 1 ▲PLAZA LODGE 6 6 0 LIONSHEAD ARCADE CONDO 13 13 0 RAMS‐HORN LODGE CONDO 13 13 0 TREETOPS CONDO 13 10 3 ▲RED LION INN CONDOS 1 1 0 VAIL LIONSHEAD CENTRE CONDO 9 11 ‐2 RIVERHOUSE CONDO 4 2 2 ▲ VANTAGE POINT ‐ VAIL CONDO 51 40 11 ▲SCORPIO 12 11 1 ▲ TOTAL 101 89 12 ▲SKI CLUB VAIL 1 1 0 TALISMAN CONDO 2 1 1 ▲ Condos with 24/7 Front Desk TEXAS TOWNHOMES 4 3 1 ▲ ANTLERS CONDOMINIUMS 88 84 4 ▲TYROLEAN CONDOS 5 4 1 ▲ ARRABELLE AT VAIL SQUARE 43 43 0 VAIL CORE CONDO 12 13 ‐1 FIRST WESTWIND 26 25 1 ▲VAIL GATEWAY PLAZA CONDO 2 1 1 ▲ LANDMARK‐VAIL CONDOMINIUMS 60 59 1 ▲VAIL TOWNHOUSE 3 2 1 ▲ LIFT HOUSE 33 35 ‐2 VAIL TRAILS CHALET 8 9 ‐1 LION (THE)38 33 5 ▲VAIL TRAILS EAST 9 9 0 LION SQUARE CONDO 85 76 9 ▲VAIL VILLAGE FILING 1303▲ LION SQUARE NORTH 28 25 3 ▲VAIL VILLAGE PLAZA CONDOS 1 7 ‐6 LODGE AT LIONSHEAD 40 37 3 ▲VILLA CORTINA 16 16 0 MARK LODGE 12 13 ‐1 VILLA VALHALLA CONDO 6 8 ‐2 MONTANEROS CONDOMINIUMS 33 37 ‐4 VILLAGE CENTER 11 9 2 ▲ SKAAL HUS APT CONDO 1 0 1 ▲VILLAGE INN PLAZA 14 7 7 ▲ VAIL 21 CONDO 17 18 ‐1 VORLAUFER CONDO 3 3 0 VAIL INN (EVERGREEN LODGE)11 11 0 WALL STREET BUILDING CONDO 6 5 1 ▲ VAIL INTERNATIONAL 41 36 5 ▲TOTAL 234 216 18 ▲ VAIL SPA CONDOMINIUMS 38 37 WDL VAIL (RITZ‐CARLTON)43 42 1 ▲Condos with 24/7 Front Desk TOTAL 637 611 26 ▲APOLLO PARK/INTERVAL 37 38 ‐1 AUSTRIA HAUS 11 5 6 ▲ CHALETS AT THE LODGE AT VAIL 6 4 2 ▲ CHATEAU CHRISTIAN TOWNHOUSES 6 6 0 FOUR SEASONS (ONE VAIL ROAD)27 18 9 ▲ 2024 2022 CHANGE LODGE AT VAIL 39 41 ‐2 TOTAL ZONE 1 LODGE TOWER 28 30 ‐2 Total Cascade 124 113 11 ▲MANOR VAIL 88 82 6 ▲ Total Lionshead 738 700 38 ▲MOUNTAIN HAUS CONDO 45 54 ‐9 Total Vail Village 707 655 52 ▲ONE WILLOW BRIDGE 18 19 ‐1 TOTAL 1569 1468 101 ▲RESIDENCES AT SOLARIS‐VAIL 61 33 28 ▲ RIVA RIDGE CHALETS NORTH 4 3 1 ▲ RIVA RIDGE CHALETS SOUTH 13 13 0 TOTAL ZONE 1 SEBASTIAN 13 17 ‐4 Condos without 24/7 Front Desk 398 356 42 ▲SKAAL HUS APT CONDO 1 0 1 ▲ Condos with 24/7 Front Desk 1171 1112 59 ▲VAIL MOUNTAIN LODGE 8 7 1 ▲ TOTAL 1569 1468 101 ▲WILLOWS CONDOMINIUMS AT VAIL 12 11 1 ▲ WREN INTERVAL 56 58 ‐2 TOTAL 473 439 34 ▲ Short‐Term Rental Condo Registrations by Business Area and Building Name: Zone 1 ƚƚĂĐŚŵĞŶƚ 144 2024 2022 CHANGE 2024 2022 CHANGE EAST VAIL WEST VAIL Condos without 24/7 Front Desk Condos without 24/7 Front Desk ALTAIR VAIL INN 7 5 2 ▲AROSA TOWNHOUSES 1 0 1 ▲ BALD MOUNTAIN TOWNHOMES 0 1 ‐1 BRANDYWINE TRACE CONDO 3 2 1 ▲ BIGHORN TERRACE 1 0 1 ▲BUFFEHR CREEK CONDOS 0 1 ‐1 BOOTH CREEK TOWNHOUSES 6 6 0 BUFFER CREEK WEST 2 1 1 ▲ BOOTH FALLS MTN HOMES 3 3 0 CAMELOT TOWNHOUSES 1 1 0 COLUMBINE ROAD CONDOS 8 7 1 ▲CASA DEL SOL TOWNHOMES 2 3 ‐1 COLUMBINE WEST CONDO 0 3 ‐3 CHAMONIX CHALETS 6 7 ‐1 COURTSIDE TOWNHOMES 9 8 1 ▲COLUMBINE WEST CONDO 2 0 2 ▲ GORE CREEK CONDOMINIUMS 1 1 0 DOME MAIN CONDO 3 1 2 ▲ HEATHER OF VAIL CONDOS 0 1 ‐1 GROUSE GLEN AT VAIL 101 ▲ MOUNTAIN MEADWO CONDOS 0 4 ‐4 HAMLET CHALET 303 ▲ NORTHWOODS CONDOMINIUMS 1 0 1 ▲HAMLET TOWNHOUSES 4 0 4 ▲ PITKIN CREEK PARK 36 38 ‐2 HILLSIDE CONDO 3 3 0 PITKIN CREEK TOWNHOUSES 1 0 1 ▲INTERLOCHEN CONDO 14 10 4 ▲ RIVERBEND AT VAIL 413 ▲MATTERHORN INN 1 2 ‐1 SPRUCE PARK ESTATES 1 1 0 MEADOW BROOK CONDO 1 1 0 SUNWOOD AT VAIL CONDO 2 1 1 ▲MEADOW CREEK CONDO 22 21 1 ▲ TIMBER FALLS CONDO 45 39 6 ▲MUSTANG CONDOMINIUMS 1 0 1 ▲ VAIL EAST LODGING 7 8 ‐1 NORTHRIDGE CONDO 2 0 2 ▲ VAIL EAST TOWNHOUSE CONDOS 15 15 0 PTARMIGAN 16 17 ‐1 VAIL GOLFCOURSE TOWNHOMES 12 13 ‐1 SPRUCE CREEK TOWNHOMES 1 0 1 ▲ TOTAL 159 155 4 ▲SUNLIGHT NORTH CONDOS 0 1 ‐1 TIMBER CREEK LODGES CONDOS 3 4 ‐1 Condos with 24/7 Front Desk TIMBER FALLS CONDO 1 0 1 ▲ FALL RIDGE CONDOS 37 26 11 ▲VAIL DAS SCHONE CONDO 3 1 2 ▲ GORE CREEK CONDOMINIUMS 1 0 1 ▲VAIL HEIGHTS CONDO 3 1 2 ▲ RACQUET CLUB TOWNHOMES 11 17 ‐6 VAIL SKY HIGH CONDO 1 0 1 ▲ VAIL RACQUET CLUB CONDO 64 81 ‐17 VALLEY CONDO 8 2 6 ▲ WREN HOUSE 5 5 0 VESTLANDET 2 2 0 TOTAL 118 129 ‐11 TOTAL 110 81 29 ▲ SANDSTONE Condos without 24/7 Front Desk 770 POTATO PATCH DRIVE CONDO 6 3 3 ▲ ASPEN TREE CONDO 2 2 0 BREAKAWAY WEST CONDO 33 31 2 ▲ BROOKTREE TOWNHOUSES 13 10 3 ▲2024 2022 CHANGE EASTERN VALLET CONDOS 0 1 ‐1 TOTAL ZONE 2 EIGER CHALETS 3 1 2 ▲ Total East Vail 277 284 ‐7 GROUSE GLEN AT VAIL 101 ▲ Total Sandstone 353 320 33 ▲ HOMESTAKE AT VAIL 18 16 2 ▲ Total West Vail 110 81 29 ▲ LIONS MANE CONDO 10 8 2 ▲TOTAL 740 685 55 ▲ POTATO PATCH CLUB CONDO 11 9 2 ▲ SANDSTONE 70 18 12 6 ▲ SANDSTONE PARK CONDOS 1 0 1 ▲TOTAL ZONE 2 SAVOY VILLAS CONDOMINIUMS 9 8 1 ▲Condos without 24/7 Front Desk 444 381 63 ▲ SNOW FOX CONDOS 9 5 4 ▲Condos with 24/7 Front Desk 296 304 ‐8 SNOW LION AT VAIL CONDO 11 8 3 ▲TOTAL 740 685 55 ▲ SUN VAIL CONDOMINIUM 29 31 ‐2 TELEMARK TOWNHOUSE 1 0 1 ▲ TOTAL 175 145 30 ▲ Condos with 24/7 Front Desk SANDSTONE CREEK CLUB CONDO 64 64 0 SIMBA RUN 60 57 3 ▲ VAIL RUN RESORT COMMUNITY 54 54 0 TOTAL 178 175 3 ▲ Short‐Term Rental Condo Registrations by Business Area and Building Name: Zone 2 145 2024 2022 CHANGE 2024 2022 CHANGE CASCADEVILLAGE EASTVAIL CASCADE 4 5 Ͳ1 BIGHORN 65 63 2 Ÿ GLENLYON 22 21 1 Ÿ BOOTHFALLS 18 16 2 Ÿ TOTAL 26 26 0 COLUMBINE 2 2 0 GOLFCOURSE 23 14 9 Ÿ PITKINCREEK 1 1 0 VAILMEADOWS 3 5 Ͳ2 TOTAL 112 101 11 Ÿ LIONSHEAD SANDSTONE BEAVERDAM 3 3 0 POTATOPATCH 7 7 0 FORESTROAD 9 9 0 SANDSTONE 13 13 0 MEADOWDR 1 2 Ͳ1 TOTAL 20 20 0 TOTAL 13 14 Ͳ1 VAILVILLAGE WESTVAIL BEAVERDAM 3 2 1 Ÿ BUFFEHRCREEK 9 9 0 BRIDGESTREET 0 1 Ͳ1DASSCHONE 17 18 Ͳ1 FORESTROAD 13 11 2 Ÿ INTERMOUNTAIN 26 26 0 HANSONRANCHROAD 1 1 0 LIONSRIDGE 18 19 Ͳ1 MEADOWDR 4 3 1 Ÿ MATTERHORN 37 32 5 Ÿ TOTAL 21 18 3 Ÿ VAILHEIGHTS 6 6 0 VAILRIDGE 2 3 Ͳ1 TOTAL 115 113 2 Ÿ TOTALCASCADE 26 26 0 TOTALEASTVAIL 112 101 11 Ÿ TOTALLIONSHEAD 13 14 Ͳ1 TOTALSANDSTONE 20 20 0 TOTALVAILVILLAGE 21 18 3 Ÿ TOTALWESTVAIL 115 113 2 Ÿ TOTALZONE160582Ÿ TOTALZONE2 247 234 13 Ÿ ShortͲTermRentalSFH/TownhomeRegistrationsbyNeightborhood ZONE1ZONE2 146 Short-Term Rental Ordinance Matrix Colorado Association of Ski Towns-May 2023, Updated October 2024 by Vail Staff Agency Allowed in Primary Residence? Allowed in Non- Primary Residence? License Required? Limit # licenses issued?Limit # of licenses issued per person? License Fee ($) Done a Fee Study? Which Taxes Required? (lodging, STR, excise, etc.) Note % Concentration Limits? (i.e. # allowed per block or zone) Zoning Limitations? (i.e. STRS only allowed in certain zones.) Occupancy Limits? Limits on # of nights per year? Require a “local responsible party” to take complaints? Mandatory response time for the responsible party to address complaints? Use/have used moratoriums? Number of STR licenses issued Aspen yes yes yes Yes. There are 3 STR permit types. Limit only applies in certain residential zone districts. Limits on owner-occupied (STR- OO), and traditional/classic STRs (STR-C). Condo-hotels are subject to STR laws, but have some additional flexiblity no $148/unit/yr for condo-hotel units; $394/unit/yr for classic and owner occupied. All licence holders must also have an annual $150 business license too yes 11.3% combined lodging and sales Yes NO Studio units have an occupancy of two plus one. All STR units with one or more bedrooms have an occupancy of two plus two per bedroom. Bunkrooms count as two occupants per bedroom regardless of the number of pillows. No limits on STR-C permits. STR- OO permits are limited to 120 nights per year. Defined as: a natural person who is legally designated on the permit application by the permittee. Must live in the Roaring Fork River Drainage area and within 2 hours drive 2 hour reponse to emergency calls and 24 hour response to non- emergency calls. Yes.1,174 Avon Yes Yes Yes, non- transferrable Yes- Traditional (Full) licenses capped at 15% of dwelling units per property within the portion of the STR Overlay District that is not included in Town Core. Total number of licenses in the Town is NOT capped No 1 Bedroom - $350 / 2 Bedroom - $400 / 3 Bedroom - $450 / 4 Bedroom - $500 / Resident- Occupied license - $150 / Front Desk $250 plus $25/bedroom used as STR No 4% sales tax, 4% accommodation tax, 2% STR Tax for Community Housing Yes- Traditional (Full) licenses capped at 15% of dwelling units per property within the portion of the STR Overlay District that is not included in Town Core Short-Term Overlay District - primarily town core Yes - Maximum occupancy formula is (# of bedrooms * 2 + 2) Avon offers a Limited License that limits nights of rental to 42 nights per year however, this license type is rare. This license-type offers individuals who own property where a traditional license (STR-Full) license is no longer available because of the 15% cap by property Yes Yes - 4 hours No 336 Blue River Yes Yes Yes No No $300 annually No 12.275% (includes 3.4% lodging tax) no no 2 people per bedroom plus 2 no; STRs must rent at least 10 days per year to maintain a license no no No 220 Breckenridge Yes Yes Yes Yes. Four zones: Resort Zone: 1816 Zone 1: 1680 Zone 2: 130 Zone 3: 390 No $75-$175 license tax plus a regulatory fee of $756 per bedroom Yes Sales 2.4%, Accomodations 3.5% Yes. Four zones: Resort Zone: 1816 Zone 1: 1680 Zone 2: 130 Zone 3: 390 Yes Yes. 2 per bedroom + 4 for the entire property Only on owner occupied units - 21 days a year Responsible agent has to be available by phone 60 minutes No 4198 - October 2024 Crested Butte Yes Yes - with limits Yes There are no limits to the number of Primary Occupancy licenses. Unlimited licenses are limited by Blockface in allowed zone districts (R1, R1A, R1C, R1D, R1E, R2, R2C, R3C, B3, B4). For Blockfaces smaller in length than two hundred (200) linear feet, a maximum of one (1) unlimited license will be allowed. For Block Faces 200—400 linear feet long, a maximum of two (2) unlimited licenses will be allowed. This theoretically limits unlimited licenses to 198 units. Yes - No more than one (1) license may be held by any owner. $250 for Primary Occupancy license. $800 for Unlimited license. Yes 9.4% total sales tax (Town, County, State, RTA), 4% local marketing district, 7.5% vacation rental excise tax = total tax rate of 20.9% Yes, Unlimited licenses are limited by Block Face in allowed zone districts (R1, R1A, R1C, R1D, R1E, R2, R2C, R3C, B3, B4). For Block Faces smaller in length than two hundred (200) linear feet, a maximum of one (1) unlimited license will be allowed. For Block Faces 200—400 linear feet long, a maximum of two (2) unlimited licenses will be allowed. No zoning limits for primary resident license. Unlimited licenses are restrctected to the following zone districts (R1, R1A, R1C, R1D, R1E, R2, R2C, R3C, B3, B4). Yes, two person per bedroom plus two additional occupants Primary residence vacation rental licenses are limited to no more than 90 nights per calendar year. Yes Must be able to respond within 1 hour. Yes. 190 unlimited vacation rental licenses currently. In Theory upto 198 unlimited licences can be issued. 11 Primary residence vacation rental licenses have been issued. Attachment B 147 Short-Term Rental Ordinance Matrix Colorado Association of Ski Towns-May 2023, Updated October 2024 by Vail Staff Agency Allowed in Primary Residence? Allowed in Non- Primary Residence? License Required? Limit # licenses issued?Limit # of licenses issued per person? License Fee ($) Done a Fee Study? Which Taxes Required? (lodging, STR, excise, etc.) Note % Concentration Limits? (i.e. # allowed per block or zone) Zoning Limitations? (i.e. STRS only allowed in certain zones.) Occupancy Limits? Limits on # of nights per year? Require a “local responsible party” to take complaints? Mandatory response time for the responsible party to address complaints? Use/have used moratoriums? Number of STR licenses issued Denver Yes No Yes No Yes - Must be primary residence, only 1 primary residence allowed per person Application Fee = $50 Annual License Fee = $100 Yes Lodger’s Tax = 10.75% Occupational Privilege Tax = $48/year Business Personal Property Tax is assessed on assets used in conducting business in Denver. The tax rate is calculated on the established value of the personal property. No No, except that STRs are limited to residential structures. If structure is properly zoned/permitted, it may be licensed as an STR. No No Yes - Primary Resident/Host or "local responsible party" when Host is out-of-town. No No Approx. # of currently active STR licenses = 2,316 Dillon YES YES YES NO NO STR LICENSE FEE - $700, NO PARKING PERMITS ALLOWED FOR STR GUESTS YES SALES, LODGING & EXCISE TAXES No No Occupancy based on # of bedrooms (per County assessor records) x 2 occupants + 2 per property. Ex) 2 bedroom property has maximum occup. of 6 guests No Yes 60 minutes No 315 Durango Yes Yes Yes Yes No $750 permit fee, annual business license fee No Lodging, Sales yes- 1 per block face in eligible single family zones Yes. Only allowed in 2 single family zones and in mixed-use zones yes, based on # of bedrooms and parking In most circumstances, no yes yes No 125 Eagle County n/a n/a Draft Ordinance written, July 2024 Estes Park Yes Yes Yes Yes for residentially zoned (322) No for commercially zoned No $200 base fee $50 per bedroom per Assessors, plus $1,430 workforce housing regulartory linkage fee (adjusted annually for inflation) Yes to establish a workforce housing regulatory linkage fee: https://cms3.re vize.com/revize /summitcoco/D ocuments/Servi ces/Community %20Developme nt/Short%20Ter m%20Rentals/E stes%20Park%2 0Study_Root%2 0Policy%20Full %20Report.pdf 2% Local Marketing District Tax Vacation home workforce housing regulatory linkage fee $1390 annual adj by CPI No Allowed in all zoning districts except Office, Commercial Heavy and Industry zoning districts Yes - 2 per bedroom plus 2 up to 8 unless a large vacation home application has been approved (still limited to 2 per bedroom plus 2; i.e. 5 bedrooms allows 12 occupany with approval of large vacation home application) No Yes Yes - 30 minutes Yes - moratorium on the Town's residential waiting list As of October 2021 residential properties licensed are no longer transferable to a new owner 471 with 322 residential 148 Short-Term Rental Ordinance Matrix Colorado Association of Ski Towns-May 2023, Updated October 2024 by Vail Staff Agency Allowed in Primary Residence? Allowed in Non- Primary Residence? License Required? Limit # licenses issued?Limit # of licenses issued per person? License Fee ($) Done a Fee Study? Which Taxes Required? (lodging, STR, excise, etc.) Note % Concentration Limits? (i.e. # allowed per block or zone) Zoning Limitations? (i.e. STRS only allowed in certain zones.) Occupancy Limits? Limits on # of nights per year? Require a “local responsible party” to take complaints? Mandatory response time for the responsible party to address complaints? Use/have used moratoriums? Number of STR licenses issued Fraser yes yes yes no no $150/for STR application fee plus $40 for STR Operating License plus $250/bedroom for Permit fee. Permit fee increases to $350/bedroom Oct 1, 2025 in house, yes Colorado State Tax 2.9% + Grand County Sales Tax 1.3% + Grand County Lodging Tax 1.8% + Fraser Town Sales Tax 5% which equals 11% no no no no yes yes, one hour no 273 Frisco Yes Yes Yes Yes, 25% of Housing Stock, maximum of 900 STR licenses No $250 annually Yes, but only to cover program / license costs Total: 15.725%: CO State Sales Tax: 2.9%; SC Sales Tax: 2.0%; SC Mass Transit Tax: .75%; SC Special District Tax: .725%; Frisco Lodging: 2.35%; Frisco Sales: 2%; STR Excise: 5% No No Yes; 2 people per bedroom plus 4 No Yes Yes - 60 mins No 900 Glenwood Springs YES YES YES YES NO $600 New STR, $400 Renewal Biannual No formal study but increased fees to cover program costs on 6/2023 Lodging + Sales Cannot be within 250' of another existng permit No Set on Building inspection per limits of property maintenance code NO YES NO NO 99 Total, 88 STR, 11 ATR (Accessory Tourist Rentals) Granby No Yes Permit Required No No One-time $100 applic. fee then annual permit fee of $728 per bedroom Yes Sales, impact fee which falls under broad definition of local lodging tax No, but workimg on it Yes # Bedrooms x2 plus 4 No Yes Yes No 350 Grand County Yes Yes Yes No limit No limit $100/per occupant No 1.8% lodging tax No limit No limitations 16 people maximum for any dwelling. Maximum occupancy further limited depending of septic design No limits 2 emergency contacts required 1 hour required response time None 949 Jackson, WY Yes No Yes No Each residence(not ARUs) is allowed 3 STRs per year $517/br plus business license fee No Lodging 4%No No No 60 Yes No No 210 in commercial areas; will have to see how many in residential areas with new program Ketchum, ID Yes Yes Yes No No $504 Lodging No Yes Yes Must be at least 2 nights a year Yes, within 20 vehicular miles of the city limits Yes No Unknown 149 Short-Term Rental Ordinance Matrix Colorado Association of Ski Towns-May 2023, Updated October 2024 by Vail Staff Agency Allowed in Primary Residence? Allowed in Non- Primary Residence? License Required? Limit # licenses issued?Limit # of licenses issued per person? License Fee ($) Done a Fee Study? Which Taxes Required? (lodging, STR, excise, etc.) Note % Concentration Limits? (i.e. # allowed per block or zone) Zoning Limitations? (i.e. STRS only allowed in certain zones.) Occupancy Limits? Limits on # of nights per year? Require a “local responsible party” to take complaints? Mandatory response time for the responsible party to address complaints? Use/have used moratoriums? Number of STR licenses issued Keystone, CO Yes Yes Yes No No $285 STR No No, all Keystone considered Resort Overlay Zone 2 per bedroom + 4 or 1 person per 200 square fee of living area No Yes No Leadville Yes Yes- with a cap Yes Yes- more than 2 requires a land use application for multi licenses to be allowed and then subject to the cap No $325 per license wither Class 1 (owner occupied) or class 2 (non- owner occupied) County did a housing needs assessment which was the basis for code changes Local Leadville (city prope) Accommodations Tax 4.92%, State Sales Tax NO No 2 per room and 2 extra total No Yes Yes No 171 Mammoth Lakes, CA Yes - Some zoning limits Yes - Some zoning limits yes No no $65 application fee, $5-$30 planning review fee, due for initial certification. $13 annual renewal fee Not recently Transient Occupancy Tax 13%, TBID 1% No Yes Yes - Two per bedroom plus two no Yes - 24 hour emergency contact required 60 minutes We are considering due to impacts to local housing. 3,376 Moab, UT Yes Yes Yes Capped at existing units in 2019 No Nightly rentals, 3 units or less $116.00 renewal $26.00 Nightly rental, more than 3 units $145.00 renewal $26.00 no General sales 8.85%, County Transient Room 4.25%, State TRT 0.32%, Muni TRT 1.5%, totol 14.92% No Yes, only some commercial zones Yes, 10, unless approved by fire chief Yes, 30/party No 60 minutes Used at time of cap adoption. "moratoriums" in Utah are limited to 6 months while permanent zoning language is adopted. Moratorium as used here might be considererd to be ongoing, as we're not allowing any more STRs. Mono County, CA Yes - Some zoning limits Yes - Some zoning limits yes - two approvals req'd yes - in certain areas yes - 1 per person hourly rate for Use Permit and Short-Term yes TOT, HMO yes - in certain areas yes Yes - Two per bedroom plus two up to 10 max no Yes - 24 hour emergency contact required 60 minutes yes Mountain Village Yes Yes Yes No No $165 + $22 per sleeping room Sales tax 4.5, lodging tax 4.0 total 8.5% No No No No No No No 619 as of 6/2023 Mt. Crested Butte Yes Yes Yes No No $350 for new and $300 for renewal Compared fees vs costs, maybe lowering the current fee but still TBD MTCB sales tax - 5%, MTCB Excise Tax - 2.9% No No No No Yes, within 45 minutes of town Yes No 668 Ouray Yes Yes Yes Yes, 120 No Yes (new license fee: $750; annual renewal fee: $350) No - compared fees with GNAR's STR data from April 2021 3.5% Lodging/15% Excise/7.75% Sales None Yes, no R-1 (low-density residential zone) maximum: 2 persons per bedroom + 2 additional 30 days rented per year as a Minimum Yes and responsible party must be within 45 minutes drive time No No 100 150 Short-Term Rental Ordinance Matrix Colorado Association of Ski Towns-May 2023, Updated October 2024 by Vail Staff Agency Allowed in Primary Residence? Allowed in Non- Primary Residence? License Required? Limit # licenses issued?Limit # of licenses issued per person? License Fee ($) Done a Fee Study? Which Taxes Required? (lodging, STR, excise, etc.) Note % Concentration Limits? (i.e. # allowed per block or zone) Zoning Limitations? (i.e. STRS only allowed in certain zones.) Occupancy Limits? Limits on # of nights per year? Require a “local responsible party” to take complaints? Mandatory response time for the responsible party to address complaints? Use/have used moratoriums? Number of STR licenses issued Park City, UT yes yes yes no no $166 + $29.74/BR Waiting for a response 13.37 % total (3%County TRT;.32%State TRT; 1% City TRT; 1% City Sales; .25% County Sales; 4.85 %State; .25 County Transpo Option; .25 County Transp Infras.; .30 County Mass Transit; .25 County Add. Mass Transit; 1.6 City Resort Tax; .10 Utah ZooArtPark. no yes, Prohibited in most Single Family Zoned areas (which are limited); and in a handful of Resort Zoned subdivisions by CCR's, but reinfored in Code no no yes yes. 20 mins no 2400 Routt County NO NO STRs not allowed except in commercial areas or where a permit has been issued (B&B or guest ranch) Salida YES YES YES 66 (75%) - Residential Zones , 99 (70%) - C/2 Historic District, 71 (25%) - Hwy 291 Corridor, 16 (35%) - Industrial Corridor, 46 (70%) - Hwy 50 Corridor 1 per person or Business Entity $1,000 annual fee plus $200 one-time up- front for admin review Yes Occupational Lodging Tax 1 Per block in residential zones There are no specific zoning limitations but there is an Administrative Review for STRs in all zones. Yes, determined on size, number of bedrooms etc. In residential zones there is a max 185 nights that can be rented. Yes NA Yes Currently 225 STR units in Salida Silverthorne Yes Yes Yes Yes. Most of the Town is limited to Zone 1, which allows 10% of built units to have an STR license. In the Town Core, Zone 2, it is limited to 50% of built units. In total, approximately 741 STRs will be permitted. No Yes. Studio –$150; 1 Bedroom - $200; 2 Bedrooms –$250; 3 Bedrooms –$300; 4 Bedrooms –$350; 5 bedrooms – $450; 6+ bedrooms – $500 No Sales and Lodging for Town of Silverthorne. Sales for State of Colorado, Summit County, Summit County Transit Tax, Summit Combed Housing Authority No No Yes No Yes Yes No 344 Snowmass Village Yes.Yes.Yes.No.No.$300 for STR Permit per year, $85 Business License Fee per year. No.Loding 2.4% Sales Tax 3.5%. No.No.Yes on Permit type 3&4.. 2 per bedroom + 4 for the entire property. Children under 5 are not counted. Yes on permit type 4. The minimum stay is 4 nights. Yes.Yes. The local contact needs to respond within the hour. No.517 Steamboat Springs yes yes Yes Unlimited in Overlay Zone A; Overlay Zone B has 6 subzones with caps no $250 no Sales and lodging taxes + 9% STR excise tax No STR Overlay Zones yes Yes, for Temporary STR Licenses only yes Yes yes, while overlay zone was being drafted ~3000 total STRs (still issuing first round of licenses) 151 Short-Term Rental Ordinance Matrix Colorado Association of Ski Towns-May 2023, Updated October 2024 by Vail Staff Agency Allowed in Primary Residence? Allowed in Non- Primary Residence? License Required? Limit # licenses issued?Limit # of licenses issued per person? License Fee ($) Done a Fee Study? Which Taxes Required? (lodging, STR, excise, etc.) Note % Concentration Limits? (i.e. # allowed per block or zone) Zoning Limitations? (i.e. STRS only allowed in certain zones.) Occupancy Limits? Limits on # of nights per year? Require a “local responsible party” to take complaints? Mandatory response time for the responsible party to address complaints? Use/have used moratoriums? Number of STR licenses issued Summit County Yes Yes Yes Unlimited in the Resort Overlay Zone. Capped number of licenses in the Neighborhood Overlay Zone. Numbers vary based on basin location. No Yes, depends on license type. Resort Overlay Zone = $280 Neighborhood Zones: Type I = $225; Type II = $340 No but might in the future if there are changes in regulation Sales tax = 6.375% collected by State. Summit County recieves 2% of this. Also new this year is the 2% lodging tax in addition to the sales tax In the NOZ only: Lower Blue Basin is capped at 550. Upper Blue Basin is capped at 590. Snake River Basin is capped at 130. Ten Mile Basin is capped at 20. Yes, only allowed in residential zone districts. Yes, 2 guests per bedroom plus 2 additional guests, unless further restricted by On-Site Wastewater System. No annual limit if property is within the Resort Overlay Zone. Within the Neighborhood Zone there is a 35 booking limit per year for each STR but no nightly limit. Not required to be local but responsible party must respond within 1 hour of receiving a complaint. Yes, 1 hour.Yes, County called a 90 day moritorium in 2021 to allow time to revise STR regs and ordinance. 4,614 Licenses Telluride yes yes yes, non- transferrable Limted to 750 licenses until 11/23, no longer limited No more than 2 per owner/entity Classic license: $288 administrative fee plus 40% regulatory fee at $857 per bedroom yes (March - July 2023) Lodging, STR tax, excise no no; however, different license types are required based on residential and non-residential zone and number of nights per year Per Self-Inspection Checklist that affirms basic life and safety standards are met For Residential STR License (in Residential Zone) limited to 29 cumulative nights per calendar year; For Limited STR License limited to 29 cumulative nights per calendar year, Classic and Lodging Establishment no limits and no zoning limitations yes not specified in Code; however, owner representative is on call full-time to manage an STR no 750 Teton County, WY Yes Yes No, but STRs only allowed in certain locations Vail Yes Yes Yes No No $50 for onsite professionally managed units; $260 for all others Yes Sales Tax, Local Marketing District Tax No No 2 per bedroom + 2 No Yes 30 minutes between 11PM and 7AM; 60 minutes all other times No 2,454 Winter Park Yes Yes Yes No No $150 No - antipacting in near future 4% Sales Tax, 1% Accommodation Tax, 2% Transit & Trails Tax No No Safety Requirements list complying with fire and building code No Yes 60 Minutes No 1,200 152 12/17/2024 S:\FINANCE\BUDGET\BUDGET 24\ORDINANCES AND RESOLUTIONS\ORDINANCE 24-STR FEE 1ST READING.DOCX ORDINANCE NO. 24 SERIES 2024 AN ORDINANCE AMENDING CHAPTER 4-14 OF THE VAIL TOWN CODE TO ESTABLISH IMPACT FEES FOR SHORT-TERM RENTALS WHEREAS, the Town commissioned a study, conducted by Economic and Planning Systems Inc., to evaluate whether short-term rentals ("STRs") create an impact on the Town's demand for housing (the "Study"); WHEREAS, the Study concluded that STRs play a significant role in creating a demand for housing; WHEREAS, the Study used economic impact techniques to quantify the relationships between guest spending when staying in STRs and the number of jobs and employee-households supported in the local economy by that spending ; WHEREAS, the Study found that many of the jobs created by STRs are at wage levels that do not pay enough for employees to afford market rate housing in the Town; WHEREAS, the Town Council wishes to impose an impact fee on STRs, in accordance with the Study, to fill the gap between what employees can afford and the costs of housing in the Town; and WHEREAS, consistent with Colorado Union of Taxpayers Foundation v. City of Aspen, 418 P.3d 506 (Colo. 2018), the fee imposed by the Town under this Section is collected from the STR licensees for the primary purpose of defraying the costs of housing for the local workforce essential to the tourism economy that benefits the STR licensees. NOW, THEREFORE, BE IT ORDAINED BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO, THAT: Section 1. Section 4-14-1 of the Vail Town Code is hereby repealed in its entirety and replaced as follows: §4-14-1 PURPOSE AND APPLICABILITY. (A)The purpose of this Chapter is to: (1)Establish a comprehensive licensing program to safeguard the public health, safety, and welfare by regulating the use, occupancy, location, and maintenance of STRs in the Town. (2)Protect the public health, safety, and welfare by establishing a STR impact fee that will reduce the impacts caused by STRs on workforce housing in the Town. (3)Benefit STR licensees by supporting housing policies and programs for the local workforce that support the Town's economy. 153 2 12/17/2024 S:\FINANCE\BUDGET\BUDGET 24\ORDINANCES AND RESOLUTIONS\ORDINANCE 24-STR FEE 1ST READING.DOCX (4) Address secondary impacts caused by the STR industry by protecting the character of the local community. (5) Ensure that the amount of the fee bears a reasonable relationship to the impacts created by STRs as demonstrated in a study for the same. (B) This Chapter shall apply to all STRs in the Town. This Chapter shall not supersede or affect any private conditions, covenants, or restrictions applicable to STRs. Section 2. Section 4-14-3 of the Vail Town Code is hereby amended as follows: § 4-14-3 LICENSE REQUIRED. * * * (C) Expiration; Renewal. Each STR license shall expire on February 28 June 30 of each calendar year, or when title of the STR transfers to a new owner, whichever occurs first; each change in ownership of a STR shall require a new license. (D) Timing. An initial license application shall be filed at least thirty (30) days prior to any advertising of an STR. A renewal application shall be filed by January 31 June 1 of the year in which the license expires. * * * Section 3. Section 4-14-9 of the Vail Town Code is hereby renumbered as Section 4-14-10. Section 4. Chapter 14 of Title 4 of the Vail Town Code is amended by the addition of the following new Section 4-14-9: § 4-14-9 ANNUAL SHORT-TERM RENTAL IMPACT FEE. (A) Fee: (1) For each new or renewal STR license issued on or after June 30, 2025, the STR license shall be subject to an annual impact fee of two thousand dollars ($______) per bedroom. (2) For an STR that is the applicant's principal place of residence and rented for less than thirty (30) days total in a license term, no impact fee shall be due. To exercise this impact fee exemption, the applicant shall submit a signed affidavit, under penalty of perjury, on a form provided by the Town. (3) No STR license shall be issued until the applicable STR impact fee has been received by the Town. 154 3 12/17/2024 S:\FINANCE\BUDGET\BUDGET 24\ORDINANCES AND RESOLUTIONS\ORDINANCE 24-STR FEE 1ST READING.DOCX (B) Bedroom Calculation: (1) The number of bedrooms shall be calculated as the greater of: (a) The number of bedrooms for the STR as listed in the records of the Eagle County Assessor; or (b) The number of rooms in the STR with designated sleeping areas, as stated by the applicant or as stated in the advertisement for the STR. (2) Studios shall be counted as one (1) bedroom. (C) Impact Fee Fund: All STR impact fee funds collected by the Town shall be separately accounted and be used to defray the costs of: (1) Promoting workforce housing in the Town; and (2) Administering and enforcing this Chapter. Section 5. Section 4-14-5(B) of the Vail Town Code is amended by the addition of a new subsection 4, to read as follows: § 4-14-5 HEALTH AND SAFETY STANDARDS. * * * (4) For each STR inspection that was requested, but the licensee failed to allow the inspection when scheduled, there shall be a fee of $115.00, which shall be paid to the Town prior to rescheduling such inspection. Section 6. 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 7. 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 8. 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 v irtue 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. 155 4 12/17/2024 S:\FINANCE\BUDGET\BUDGET 24\ORDINANCES AND RESOLUTIONS\ORDINANCE 24-STR FEE 1ST READING.DOCX Section 9. 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 17th day of December, 2024 and a public hearing for second reading of this Ordinance set for the _____day of ______________, 2025, in the Council Chambers of the Vail Municipal Building, Vail, Colorado. _____________________________ Travis Coggin, Mayor ATTEST: ____________________________ Stephanie Kaufmann, Town Clerk READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED this ___ day of ______________, 2025. _____________________________ Travis Coggin, Mayor ATTEST: ____________________________ Stephanie Kauffman, Town Clerk 156 Short Term Rental Ordinance December 17th, 2024 157 Town Council | Finance | Council STR Goals What is Council’s Goal? Council’s goal is to have short-term rentals contribute financially to the community's employee housing gap with fees to generate funds for community housing. This is supported by a nexus study completed in 2022. Council supported an annual fee between $1,000- $2,000 per bedroom 158 Town Council | Finance | Licensed STR Properties *171 or 6.6% increase in STR licenses since 2022. 103 of those are within the village core and 68 are outside the village core Included with your memo is a detail of STRs by location and building 159 Town Council | Finance | 2022 STR Economic Nexus Study- EPS 2,673 Employees3,208 Jobs 1,445 Employee Households Spending from guests at 1,000 STRs 160 Town Council | Finance | 2022 STR Economic Nexus Study- EPS $404.4K or $5,912/ per bedroom 1,426 Household Income (below 200%) Market Rate Housing in Vail (200% AMI) 161 Town Council | Finance | Fee Per Designated Sleeping Area Fee Current Fee Per Property (Admin Fee) $1,000 $1,500 $2,000 24/7 Onsite Management Fee $50 $1,000 $1,500 $2,000 Off-Site Management Fee $260 $1,000 $1,500 $2,000 Total Estimated Revenue $440,805 (2023)$6,034,000 $9,052,000 $12,069,000 *Staff recommends also maintaining the current administrative/licensing fee 162 Peer Communities 700 260 288 300 125 100 800 750 700 544 400 285 250 209 3600 4000 1714 1390 1512 1456 $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 $4,500 Pagosa Springs Vail ($2,000) Telluride Estes Park Breckenridge Granby Crested Butte Ouray Dillon Aspen Avon Mt Crested Butte Steamboat Mountain Village Axis Title Total annual fees for a 2-bedroom STR STR License Fee STR Regulatory Fee 163 Peer Communities 15.0% 10.0% 9.0% 7.5% 6.0% 5.0% 5.0% 2.9% 2.5% 2.0% 0.0% 0.0%2.0%4.0%6.0%8.0%10.0%12.0%14.0%16.0% Ouray Aspen Steamboat Crested Butte Carbondale Frisco Dillon Mt Crested Butte Telluride Avon Vail Excise Taxes on STR Stays 164 Peer Communities Comparison Example Comparison: Two-bedroom STR for $200/night @ 65% Occupancy Vail Annual Fee Comparison $1,000/bedroom $1,500/bedroom $2,000/bedroom Total Annual Fees/Taxes Paid for two-bedroom STR Aspen 9,874 9,874 9,874 Steamboat 8,782 8,782 8,782 Crested Butte 7,910 7,910 7,910 Telluride 4,372 4,372 4,372 Vail 2,260 3,260 4,260 Estes Park 1,730 1,730 1,730 Breckenridge 1,687 1,687 1,687 165 Draft 2025 Housing Needs Assessment Note: 2018 HNA showed a need of 5900 units by 2025, Progress was made but it didn’t keep up / catch up with demand. Under construction and entitled units have not been netted out yet. Housing Projects 166 Town Council | Finance | Housing Projects An increase in STR fees would go towards community housing projects, programs and initiatives. •Purchase of new Timber Ridge Units: $25M •West Middle Creek- 268 rental units: $161M •Development of East Vail CDOT Parcel •Vail InDeed program enhancements •Partner with other communities and organizations towards down valley projects such as Eagle-Vail parcel development •Add environmental efficiencies to current and future housing projects (20% price increase) •More subsidies of current and future housing projects to be closer to 100% AMI affordability 167 Town Council | Finance | VEAC/Condotel Feedback •Increased Fee could be ADR tipping point •Condotels were purpose-built and a new fee seems inequitable to hotels •Lodging Tax would be a fairer approach •Impacts to condotels would vary due to how they are operated •Lack of awareness about change in the community •New STR fee may be premature with a new housing assessment coming soon •The new fee would impact primary residents who rent during certain times of year to offset mortgage 168 Town Council | Finance | Other Considerations •Fee: Left blank in the tonight’s ordinance. •Will build in an annual inflationary increase into 2nd reading •Primary Residences: Unchanged since this afternoon with mixed Council feedback •The draft ordinance includes an exemption from the new fee for primary residences that have cumulative rental days that do not exceed 30 days. •New Renewal Date: June 30th •Due to the software modifications required by the fee change, it is not feasible for the new fee to take effect by the annual renewal deadline of February 28. Staff recommends a new STR renewal date later in the year. •Building in fee for no-show fire inspections: $115 per inspection for staff time 169 Town Council | Finance | 5/7/2024 COUNCIL DIRECTION •What fee amount does Council support? •20% mitigation: $1,180 •30% mitigation: $1,770 •Does Council agree with a primary residence exemption? •If so does Council want a rental night limit? •Does the Council have any additional feedback before the 2nd reading 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246 247 248 249 250 251 252 253 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 288 289 290 291 292 293 294 From:Claire Alexander To:PublicInputTownCouncil Subject:Housing Date:Tuesday, December 17, 2024 11:21:25 AM I love Vail. I moved here to chase my career in the USFS — I got my dream job. However housing prices were so high I had to quit. The market is saturated with short term rentals it’s near impossible to find somewhere to move that isn't sublet. I have to sublet over and over again winter to summer. Town of Vail is so special to me and it’s my dream to raise kids here in this community. I think $6000 per bedroom is fair and will allow more long term rentals. Claire Alexander 6 years in Vail Fall Line Kitchens and Cocktails Shakedown bar 295 From:don martin To:Council Dist List Subject:increase in short term rentals- opposition Date:Tuesday, December 17, 2024 12:55:29 PM The proposed fee increase to our short-term rental in the Vail Racquet Club is simply not sustainable. We will likely need to sell our unit, as it has become increasing difficult to break even with all the fees and taxes involved. We would greatly appreciate your consideration to keep the short term fees fixed, or commensurate with cost of living increases. I fear such a drastic increase will result in expensive litigation and would be a zero sum outcome. Really appreciate your consideration to keep ST fees fixed. Thanks, Don Martin VRC owner. Don R. Martin, Bloomin President 3080 Valmont Road Boulder, CO 80301 O: 303-443-3591 x 105 M: 303-522-1531 www.bloominpromotions.com www.bloomin.com 296 From:David Littman To:Council Dist List Subject:Please vote against Ordinance 24 Date:Tuesday, December 17, 2024 1:02:51 PM Dear Vail Town Council (via email towncouncil@vail.gov): I am writing to comment on the proposed dramatic increase in short term rental fees that would occur if Ordinance 24 were to pass. My wife and I have owned a unit (Building 7, Unit 10) at the Vail Racquet Club since 1995. We rent it as part of the Vail Racquet Club’s short-term rental program. Because we enjoy spending time in our Vail home and being a part of the community, we are not willing or able to rent our home on a longer-term basis. The large fee increase you are considering would cause us to re-evaluate offering our home for vacation rentals, as even now revenue is supplementary and covers only a small percentage of our overall costs of ownership. Short term rental units are an important segment of the Vail economy. Passing this Ordinance would be detrimental to short term rental owners and may result in negative impacts to Vail’s rental inventory and sales tax collections. We urge you to vote no on the proposed Ordinance and to instead consider other more balanced approaches if additional funds are needed to support affordable housing initiatives. To be absolutely clear, we support housing at a reasonable cost for both residents and workers in the Vail Valley and are open to exploring ways in which we can create better and lower cost housing. Vail has been a wonderful place for us to have a part time home and we would like to see many others have similar opportunities. Sincerely, David Littman & Suzanne Wiggins David Littman & Suzanne Wiggins David Littman, Esq. Littman Family Law & Mediation Services LFL is celebrating 42+ years! 1772 N. Emerson Street Denver, CO 80218 Tel. - 303-832-4200 Fax - 303-832-9322 Family Law, Collaborative Law, Mediation & Arbitration, ENA, Decision Maker (PCDM) and Child Legal Representation (CLR) David@LittmanFamilyLaw.com www.littmanfamilylaw.com Littman Family Law & Mediation Services remains open to all clients both in existing matters and for any new matters. Our staff is currently working partially from home and part-time in the office. We remain available via telephone, Zoom and email with scheduled Zoom and 297 telephone conferences readily available through our paralegals, Andrew and Gerry. Please don’t hesitate to reach out to us and let us know how we can best serve you. 298 From:Greg Grotke To:Council Dist List Cc:Kim Rediker Subject:Proposed STR Fee and Tax Increase? Date:Tuesday, December 17, 2024 11:19:20 AM Vail Town Council, My wife and I were fortunate enough to diversify some retirement savings and put a down payment on a 1br/1ba condo at Vail Racquet Club just over 10 years ago. It was a gold-rated short-term rental at the time. With local Town of Vail permitting/bldg dept and VRC guidance, we remodeled the unit to Platinum a few years ago. The STR revenue is necessary for us to cover some of the current high ownership costs in Vail, and the proposed Ordinance 24 is very concerning. Because our remodeled STR unit has some nicer features than our primary residence, we would not consider converting it to long-term employee housing. If Ordinance 24 passes, we must reconsider how to manage this retirement investment. In 2015, my corporate position was eliminated, so I've been an independent consultant for almost 10 years. My wife is a teacher in JeffCo schools. In 2016 I picked up some substitute teaching days and returned to Keystone as a part-time instructor. We've considered partial retirement or moving to Vail and working part-time in the community. Ironically, a few people recently asked me, "You still teach at Keystone? That seems like a long distance from your condo in Vail." My canned and brutally honest response is, "I can't afford to stay at my condo in Vail". I'm sure everyone on the Town of Vail Council understands when I share that the STR revenue from the holiday season, MLK and President's Day weekends, and spring break help our retirement dreams remain a possibility. My wife and I have discussed selling our house someday and having two condos to split time during retirement. Ideally, Vail and Grand Haven, MI are the communities where we will retire. As a State of Colorado certified firefighter for the past 15 years, I've also volunteered in the front range, along I-70, and with a few other volunteers who are career firefighters in Vail. Over the past 10+ years, my wife and I have met many people in Vail and have begun to feel like we are becoming a part of the Town of Vail community. At VRC, Matt Ivy's past leadership and Kim Rediker's current leadership have provided an amazing balance of second homes, long-term rentals for local employees, and STR income for people like me and my wife who dream of a time when we can join you all more often than just 10 to 20 days a year, mainly during the off-seasons. Based on the data shared in the Ordinance 24 memo today, Aspen and Jackson, WY, are a couple of mountain towns and ski destinations that implemented modest increases. The current proposed fees and tax increase of $1000 to $2000 per bedroom and an additional $1000 per sleeping area in Vail is extreme! Marriott just built a Residence Inn and those STRs include 1br, 2br and 3br units, yet they seem to be exempt from this STR fee and tax increase. Vail Resorts also manages numerous properties that are likely also exempt from this fee and tax increase. Marriott, Hilton, Vail, and other corporations can write off investments, report losses, and avoid taxes. At the same time, the Town of Vail and even the State of Colorado are considering ways to increase fees and taxes on local residential property owners extremely fast without much thought of the 299 consequences for the local community. The local and state governing agencies seem to misunderstand the accounting and financing behind personal property and corporate business taxes based on increased regulations proposed on individuals owning a single rental property. The current proposal's unintended consequences will hurt the community and local employees much more than a more balanced approach to supporting and funding more affordable housing. I urge you to vote no on Ordinance 24 because it is too targeted and extremely detrimental to the Vail community's future as a local mountain town or becoming a corporate Disneyland. Today, you all are deciding which path the Town of Vail will take. While this is a very personal e-mail, I'm sure many other Town of Vail STR owners in Colorado and across the U.S. could share similar stories and dreams. Please Vote No on Ordinance 24 and consider a more balanced approach to more affordable housing in Vail and across Eagle County. Sincerely, Greg 300 301 302 303 304 305 From:David Thomson To:Council Dist List Cc:Caroline Fisher Subject:Short Term rental fees Date:Tuesday, December 17, 2024 2:51:59 PM Dear Vail Town Council (via email towncouncil@vail.gov), I have been in Vail since 1973 and this initiative is counter intuitive in creating a vibrant and thriving community. Vail continues to push these sorts of behaviors and eliminate access to the people of Colorado to enjoy such a nice town by creating ridiculous regulatory fees that don't allow an average income producing family to visit our community. I am writing to comment on the dramatic increase in STR fees proposed with Ordinance 24. I own a unit at the Vail Racquet Club and rent it as part of the Vail Racquet Club’s short-term rental program. Because I enjoy spending time in my Vail home and being a part of the community, I am not able to rent my home on a longer-term basis. The large fee increase you are considering would cause me to re-evaluate offering my home for vacation rentals, as even now revenue is supplementary and covers only a small percentage of my overall costs of ownership. STR units are an important segment of the Vail economy. Passing this Ordinance would be detrimental to STR owners and may result in negative impacts to Vail’s rental inventory and sales tax collections. I urge you to vote no on the proposed Ordinance and to instead consider other more balanced approaches if additional funds are needed to support affordable housing initiatives. Thank you for your consideration David kairoi.com David Thomson VP OF CLIENT RELATIONS 3033 E 1st Avenue, Suite 705 Denver, Colorado 80206 O /720 583 0890 C /720 300 5500 kairoi.com CONFIDENTIAL NOTICE: This message is intended only for the person or entity to which it is addressed. This message may contain information that is privileged, confidential, proprietary, or legally exempt from disclosure. If you are not the named addressee, you are not authorized to read, print, keep, copy, or distribute this message or any part of it. If you have received this message in error, please immediately delete all copies and notify the sender by email. 306 From:Jack Sumner To:PublicInputTownCouncil Subject:STR fee input Date:Tuesday, December 17, 2024 2:59:28 PM Dear town council, I am heavily in support of a fee on STRs to help fund community housing. I am a service industry professional in town and have been for years. I would be there today if I could but I’m at work! Thanks Jack Sumner 307 From:Dave Tucker To:PublicInputTownCouncil Subject:STR Fee Date:Tuesday, December 17, 2024 4:09:49 PM Dearest Council, I cannot attend this evening's session to voice support for the increase in fees for STRs but wanted to reach out via email to do so. I believe that with an exemption for local resident owners who only occasionally let rooms using this opportunity to send a signal that we as a community are serious about regulating the STR situation. Additional occupancy taxes may also be a good avenue but overall an cooling of the STR market through increased fees, I believe, will send a strong indication that our limited housing stock for locals is not to be easily turned into businesses. Houses that could have been bought by a local like myself to live and work here. Yes the average spending of visitors to STR is pointed out as a net benefit but I would also point out that so is a housed local. True we have projects coming online in the coming years that will alleviate some of our housing issues.. but as a contractor with multiple vehicles and the need for a garage to operate efficiently in vail... I for one don't want all the affordable single family homes snapped up and run as condotels by outside business interests and those who I see as interlopers affecting the fabric of our town. Thank you Dave Tucker. -- (908)227-4439 The Only Son Dave Tucker Music.com 308 From:James Maguire To:Council Dist List Subject:Str fee Date:Tuesday, December 17, 2024 11:01:29 AM Hi Council Members, I’m writing to share my support for the proposed STR housing fee. It’s a fair, straightforward way for short-term rentals to chip in and help tackle our community’s housing challenges, while still allowing them to operate as usual. This small step can make a big difference for the people who keep our community strong. Thanks for considering it! Best, James Maguire 309 From:CHARLES BOWLES To:Council Dist List Subject:STR fees Date:Tuesday, December 17, 2024 3:25:56 PM Dear Council Members, As a taxpaying property owner in Vail, since 1996, I have seen boondoggles come and go. The proposed increase in Short-Term Rental Licensing Fees of 15X to 80X, which I understand to be seriously considered, may be the most egregious abuse of power I have witnessed in those 28 years. Please come to your senses and reject this scheme. Sincerely, Charles Bowles 310 From:Caitlin Hanley To:PublicInputTownCouncil Subject:STR Date:Tuesday, December 17, 2024 11:07:11 AM Hi there, I would love to see second homeowners who are short term renting see an increased fee. What I would also love to avoid is locals who are trying to make some income on their vacation not be able to if the increase were to be 6K per bedroom. I feel that if an vail local who can prove that they work 30 plus hours a week and use their residences as their primary residences would be able to short term rent when they travel or gone. I think this is reasonable and would easily be able to be vetted by the town when charging STR fees. Thank you 311 From:Ali Kelkenberg To:PublicInputTownCouncil Subject:Support of STR Ordinance No. 24 Date:Tuesday, December 17, 2024 11:27:49 AM Dear Town Council Members, After reviewing the 12/17 Council Agenda Packet, I am writing you in support of the STR impact fee increase ordinance. The data from the 2022 EPS study shows that we are woefully behind other similar ski town communities who experience the same housing challenges as us. This impact fee is one step in the right direction to address the housing crisis that our community is facing. For some owners of STRs, this may feel like a large jump in fees but it should be viewed as a correction to what the data shows was an underpriced license fee. Additionally, this multi-faceted issue deserves a multi-pronged approach. I urge Council to consider other options to address local housing challenges such as: Evaluation of lodging taxes and potential reallocation of lodging taxes to fund housing initiatives. Capping the amount of licenses for non Condo-tel STRs in specifically zoned neighborhoods such as Matterhorn, Intermountain, Chamonix, Sandstone, and East Vail. Increasing incentivization for LTRs to workforce within TOV limits. I have lived and worked within Town of Vail limits for the last seventeen years and have slowly watched friends move down valley or out of the community due to lack of availability and affordability of housing for rent and purchase. I am a mother of a two-year-old and an owner of a deed restricted home. I only felt comfortable to move forward with starting a family because of the stability owning my deed-restricted home afforded. I have had multiple conversations with friends in the community who are deeply connected to Town of Vail and dream of having families and being TOV “lifers” who do not feel like they can have children due to the instability of their housing situation within TOV limits. This ordinance is a step in the right direction to address these problems. I’m not laboring under any sort of delusion that increasing these fees will magically shift STRs back to LTRs BUT it will fund programs to address the issues in the community. There is a clear need for these programs which is evident in the amount of applications you receive for housing lottery applications for deed-restricted homes. You may be receiving many comments from STR homeowners who are not part of our workforce asking you to vote against this ordinance and after reading through some of them, I understand their frustrations as well. It’s a bummer when you’ve been getting a smoking deal and it’s threatened to be taken away. BUT it is the right thing to do if we want to continue the Vail brand of excellence in service. I know you’re looking for public input so consider who you may not be hearing from: former workforce who deeply wanted to make it work in the community and couldn’t because of housing availability and affordability. Folks who live AND work in Vail are going to be more invested in the well-being of the community and provide better, more knowledgeable and higher quality service to our guest. It’s like JW Marriott said ““Take care of your employees, and they’ll take care of your customers.” We are out of alignment in that equation and this is a step to get back on track. 312 Thank you, Ali Kelkenberg 955 Red Sandstone Rd. A9 Vail, CO 81657 313 From:Richard Mason To:Council Dist List Subject:Vail - "STR per bedroom fee" Date:Tuesday, December 17, 2024 3:35:46 PM Honerable Council Members, I'm a private vacation rental owner and resident of unincorporated Summit County (Peak Seven Neighborhood). I wanted to write as I understand you are considering an Economic & Planning Systems (EPS) derived "Accomodation Unit Regulatory Fee". Because we have been under iminent threat of the same type of "fee" here in unincorporated Summit County... I've done extensive research on the EPS methodolgy and "nexus study"... spending well over 400 hours investigating the issue. My detailed analysis and highlights from that analysis is below. Please don't hesitate to call with any questions (number below). Findings: Bullet points marked with indicate key findings. My 15-page analysis of the Breckenridge EPS "STR per bedroom fee". https://drive.google.com/file/d/1lxeZ9HuWYAsOiEreGQZ5udT5GHIfzkIr/view? usp=drive_link A 9-page analysis done by Greg Craig from Telluride and their EPS "STR per bedroom fee". https://drive.google.com/file/d/1PvJhw9T_21h1_Q0GkEYLz75yYo8kE7iO/view? usp=drive_link The VERY COMPREHENSIVE STR analysis done by RRC Associates for Summit County (completed February 2024). Page-47 indicates that "STRs were unlikely to be a major cause of the run-up in Summit County housing prices in 2018-2022". https://drive.google.com/file/d/13ceaSlkbfbjuDBe2lmZ02c4OFF1fnrVq/view? usp=drive_link Important notes related to the Vail EPS "nexus study" and the RRC Associates Summit County analysis: Nowhere in the Vail EPS "nexus study" does EPS assign blame or provide data to support town claims that STRs are responsible for the high-cost of housing in the town. RRC Associates contributed to the Vail EPS "nexus study". In the Summit County EPS "nexus study"... EPS was paid $17,000 for their work on the project (I don't know how much they were paid for the Vail work... but it's probably similar). EPS NEVER proves a "nexus" between STRs and unaffordable housing. The vast majority of the beneficiaries associated with the proposed Vail fee do not contribute a fee (non-contributing beneficiaries). Is that fact legal and reasonable? Those non-contributing beneficiaries include: Vail resorts, hotels, restaurants, ski shops, and other resort amenity suppliers. The kicker here is that those non-contributing beneficiaries have a much larger impact on “tourist draw“ then does any short term rental. The EPS "STR per bedroom fee" is based on "average expenditure across all accommodation types" (Vail EPS "nexus study", page-3). EPS DID NOT segregate spending (and in-turn employee generation) between STR guests... and non-STR guests in the Vail analysis. It's not even clear if they segregated out "day-trip" guests. In the Breckenridge EPS "nexus study" they did not. 314 2024-12-16_23-15-35.jpg Legal Defenses: I am not a lawyer... but I've done extensive research on possible legal defenses both in theory and in practice per current lawsuits in motion. TABOR The bulk of my 15-page analysis above is spent arguing via the "Aspen bag fee" case that the "STR per bedroom fee" is not "reasonable" which is the test that the Colorado Supreme Court stipulated in their decision. At least one-half of the document is spent documenting the COMPLETE unreasonableness of the "fee". The risk here is that the Colorado Supreme Court appears to "rubber stamp" EVERY hair-brained idea of what a "fee" is. Over the last decade... they have COMPLETELY dismantled earlier Colorado Supreme Court rulings which provided specific definitions for "fees" vs taxes. Nollan/Dolan Test (Federal Supreme Court) & RIPRA (Colorado General Assembly’s codification of Nollan/Dolan) Is there an “essential nexus” between the legitimate government interest and the exaction demanded and, second, whether there is a “rough proportionality” between the governmental interest and the required dedication? If both questions are answered in the affirmative, the exaction does not amount to a violation of RIPRA. For the EPS "STR per bedroom fee"... the answer is "no" to both. 315 In my mind... this is the best method to defeat the EPS "STR per bedroom fee". Current & Past Legal Cases: Pagosa Springs - the "STR per bedroom fee" was DEFEATED. (State Court) This was NOT an EPS "nexus" study supported "fee". See my 15-page analysis for a deep dive into this case. Coonskin v. Town of Telluride (Federal Court) This case is in process. They are making SEVERAL great arguments... including RIPRA above. All documents related to the case are here: https://drive.google.com/drive/folders/1WKFE_HL6eXTBlTUg6SND5RfdLuqOVsER Breckenridge (State Court) This case is in process. They are taking the TABOR approach. Please let me know if you have any questions. Best regards, Rich Mason 104 Lodgepole Cir Peak Seven Neighborhood Summit County (c) 303-881-2412 316 AGENDA ITEM NO. 5.2 Item Cover Page DATE:December 17, 2024 TIME:75 min. SUBMITTED BY:Greg Hall, Public Works ITEM TYPE:Action Items AGENDA SECTION:Action Items (6:10pm) SUBJECT:Dobson Ice Arena Update (7:10pm) SUGGESTED ACTION:Listen to presentation and provide feedback. PRESENTER(S):Greg Hall, Director of Public Works and Transportation VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Dobson Arena Council Memo 12-17-24 Dobson Arena Town Council Slide Deck 12.17.24 317 1 TO: Vail Town Council and Vail Recreation District Board FROM: Greg Hall, Director of Public Works and Transportation Dobson Project Team and Owner’s Representative DATE: December 17, 2024 SUBJECT: Dobson Ice Arena Remodel Project Budget and Approval of Project Elements I. SUMMARY The purpose of this item is to: • Provide Town Council with a review of the design and program as entitled through the Town of Vail Planning and Environmental Commission for a Conditional Use Permit and the Design Review Board, in addition to current program elements. • Provide the Town Council with an update of the continued design progress, corresponding construction Initial Guaranteed Maximum Price received from our Construction Manager General Contractor (CM/GC) through subcontractor community solicitation, and project schedule. • Request the Town Council as owner of the project, approval of the project to proceed to final construction plan development, building permit application and final contractor solicitation of final plans to prepare for a spring construction start. • Update the Town Council on next steps regarding the project, including early contractor release packages. II. BACKGROUND On July 18, 2023, a joint meeting of the Vail Recreation District (VRD) and Vail Town Council, project design elements, budget and funding were discussed. The project team and staff returned to the Vail Town Council on August 4 to address concerns as well as provide solutions to issue brought forward. The August 4, 2023, the Vail Town Council directed staff regarding the program elements components of the conceptual design of the Dobson Arena Project and set an overall project budget of $55,391,124. August 18, 2023, the Vail Town Council awarded a design contract to Populous Architects for the Dobson Arena Remodel project. The first phase of the design scope was to develop the conceptual design program into a schematic design package for the project. 318 2 October 18, 2023, the Town of Vail issued a Request for Qualifications for CM/GC services for the Dobson Arena Remodel Project November 17, 2023, the Town shortlisted the RFQ responders to four General Contractors. • Mortenson • Hyder- McHugh • Saunders • GE Johnson The design team, owners’ representative team, and staff from the Vail Recreation District and the Town took 3 months in progressing the design as part of the schematic design process. On November 21, the design team presented to the Vail Recreation District/Town of Vail Recreation subcommittee(rec subcommittee) in detail, to review progress of the schematic design package. The rec subcommittee, which includes two Town Council members, and two Vail Recreation Board members agreed the project was delivering on what was approved at the conceptual level. On December 5, 2023, the team confirmed that the schematic design was in alignment with the goals of the design objectives outlined at conceptual level and received approval to issue a Request for Proposal to the four shortlisted General Contractors regarding providing CM/GC services for the Dobson Arena Remodel Project as presented in the Schematic Design update. On December 11, 2023, the project team released the RFP which included an extensive schematic design package vetted over three days by the town, VRD, the design team and the owners’ representative to the three remaining General Contractors. On January 30, 2024, the general contractors submitted the detailed responses to the RFP including comprehensive schedules, staffing matrices, general and indirect costs breakdowns, General Contractor Fees and an initial GMP budget based on the schematic design package. An evaluation team then rated each RFP based on criteria reviewed as agreed on by the team. The evaluation team contained members of the design team, VRD staff, town staff, and the owners’ representative Cumming Group. On February 20, 2024, the three contractors then participated in 2-hour interviews with the evaluation team and were rated on the interview portion of the process. On March 5, 2024, the team presented the results of the competitive process of hiring a General Contractor, Hyder/McHugh. At that time, the project budget came in significantly over budget; $76M versus an available budget of $55,400,000. The team presented multiple program options to Council seeking feedback on the preferred direction forward. Council asked that this team narrow down the options to three main options, one which 319 repairs and refreshes Dobson as it is today, one that provides for enhanced program that scales up to the available budget and a confirmation of the option as designed in the Schematic Design documents which includes a replaced and raised roof structure. On June 5th an update of project options was presented at a joint meeting of the Vail Town Council and Vail Recreation Board. After presentation and discussion an option was selected, and the design team was approved to move to the Design Development and entitlement process based on the program elements and budget. This Option B was the submitted with two distinct alternates to carry for pricing and entitlement. Option B budget remained at the $55.4 M previously approved by Town Council. On September 4th, 2024, the Town Council approved the project design to submit the plans presented for a Conditional Use permit for the Dobson Arena project to the Planning and Environmental Commission, as well as a Design Review Board application for the project as well. On September 27th the project was presented to the Planning and Environmental Commission during their scheduled meeting. On October 2 and October 16th, the project was presented to the Design Review board and board comments were received. On October 15th, the Town council instructed staff to not fund the Temporary Ice but apply the $ 1M towards the north bathroom alternate. On October 28th a conditional Use permit was approved for the Dobson Project subject to 4 conditions. On November 13, the Design Review Board approved the Dobson Arena Project. The project team met with the rec subcommittee on November 19th to review the entitled project and provide an update on the project schedule. The Rec subcommittee met on December 10th to review draft construction costs and value engineering progress on the project. III. DOBSON ICE ARENA REMODEL PROJECT APPROVED DESIGN PROGRAM COMPONENTS Entitled Program with a Targeted Budget of $55.4 M • 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 320 • Resolves ADA Access • Lounge, Concessions and Bathrooms are Improved • Exterior and Interior Refreshed • Enhanced Flexibility for Events • Interior arena Restrooms designed for Max Hockey Event • Alternate for North Bathrooms designed to maintain full concert capacity • Storage and back of house improvements Building Refinements The design is updated to reconcile 100 % DD design package with the entitlement requirements and continued coordination between budget and advancing design refinements. These continued changes are based on further refinements and discussions and review. The project team will advance architectural plans as program elements, and the design refinements continue to be finalized worked with all involved including subcontractor input. Design Capacity The town’s team developed an expanded program-based discussion with AEG promoters, to achieve a standing room capacity of 2,400 occupants on the arena floor level. The capacity for ice service events remains at 1,400 spectators. The arena has a total capacity for concert events of 3,500 spectators. This design capacity was based on three factors: (1) additional required ventilation,(2) total restroom requirements per occupant (3) and updating the life safety exiting performance of the facility. Our team has reviewed the occupant layout for performances and confirmed the performance layout options provide adequate flexibility for shows of various types all the way up to the maximum occupancy allowed. Site Plan The site plan has been refined to provide the design intent and limits of improvements. The introduction of bollards to delineate and provide an area that can be secured during events has been added. The bollards also provide a level of security from a potential vehicular assault on the crowd. Parking Plan The existing capacity of Dobson is 2838 for concert events. The increased capacity is planned for 3500. The large crowd events will be staged during the evening when there is significant parking within the Lionshead Parking structure. Later analysis indicates that up to 150 cars may be needed to accommodate 764 more occupants. This considers that some participants are already in town and parked for the day, others are staying in a lodging property for the event, using both the Town and Core transit services. Furthermore, the Towns managed parking plan, and lots have provided capacity for evening events hosting up to 4,500 attendees. Based on the Applicants experience of managing parking for large in-town events and considering the implementation of additional parking management strategies per the Town Council adopted strategic plan and the experience in managing special events with transit service the town staff is comfortable that the additional capacity at Dobson will not have a negative effect on parking once completed. 321 Site Circulation The plan addresses the site circulation around Dobson for everyday use as well as special events. This will include emergency service vehicle access for all events. The one area that was altered is the current drop off at the west entry. This has been eliminated due to the design elements being placed in this location. A select number of the closest parking spaces within the first level of the Lionshead Parking Structure will be signed as 15-minute parking to allow this function to take place in a convenient and safe manner. This will also eliminate vehicles crossing the busy pedestrian crossing from the west side of the Lionshead Parking Structure to the Lionshead Mall. In the end the arena and the amenities will enhance the user experiences for those who use the arena daily to the many spectators who attend the many games, concerts and special events held at the arena. The Conditions of approval placed on the project by the Planning and Environmental Commission include the following: 1. This approval is conditional on the application receiving approval from the Design Review Board. 2. The applicant shall create a management plan to control the drop-off for the users of Dobson Ice Arena prior to certificate of occupancy being issued. 3. The noise levels produced by the mechanical equipment shall not exceed 65 decibels at the property line. 4. Prior to certificate of occupancy the applicant shall receive an approval, in a form to be determined by the Town Attorney, for the portions of the structure that cross the property line and extend into the right-of-way. The approved entitled design is provided in the attached project presentation. IV. DOBSON ICE ARENA REMODEL PROJECT PRICING AND BUDGETRECONCILATION OF IMGP. The project design team completed 100% Design Development(DD) drawings. The 100 % DD drawings were the basis of design in the development Initial Guaranteed Maximum Price(IMGP) for the project. The Hyder/McHugh CM/GC team solicited a competitive bid process from the sub-contractor market in the development of the IGMP. The contractor team presented the IGMP package to the design and owner’s representative team, VRD staff and town staff on 11/27/24. The full project team has been working with the contractor to develop a project budget path back which has been reviewed in detail by the project team over the last couple of weeks in developing value engineering options as well as reconcile and cross check pricing received. 322 V. APPROVED DOBSON ICE ARENA REMODEL PROJECT BUDGET AND FUNDING AND COST TRENDING UPDATE As a reminder, the project funding sources were established and carried over from the last Council memo and are as follows: Project Funding Sources: Vail Reinvestment TIF funds $ 48.8M Initial VRD funding the Ice System Hard and Soft Costs $ 3.0M Real Estate Tax Funds over the next 5 years allocated $ 0.8M Temp Sheet Ice Funds applied to North Bathroom $ 1.0M Remaining from reserves, fundraising, and loans $ 1.8M $ 55.4M 2023/2024 Capital Budget (Approved) $ 5.05M 2025 Proposed Capital Budget (Approved) $50.35M Total Project Budget $55.40M Due to the timing of cash flows, the town anticipates needing to utilize financing to fund a portion of the renovation of Dobson Arena. Staff will return with updated town financial projections and project financing options for the Council to consider before construction begins. The Town has issued a Request for Proposals seeking professional consulting services for the development of advertising, naming rights and sponsorship valuation. The professional services will include working with staff for program development, including solicitation and evaluating proposals, negotiating naming rights and/or sponsorship agreements for Town of Vail facilities. 323 Budget Update NEXT STEPS The Dobson team, upon approval of the final program, budget and entitled project design will continue the design to construction documents. An immediate action is returning to the Town Council to award early commitments on long lead equipment needs and key sub-contractor selection in early January. These commitments are for shop drawing preparation, and with minimal outlay and risk to the town if for some unforeseen reason the project did not proceed to construction. The town design team and contractor are prepared to submit for building permit in early February. The final design will be put back out to the subcommunity in preparation of Final Guaranteed Maximum Price. The team will respond to permit review comments and finalized the plans for construction and permit issuance. The team will come to the Town Council in early April for project contract award. Project construction is scheduled to begin in April and would proceed through the rest of the year with project completion scheduled for October 2026 if the project contract is approved in April. Udpated Overall Budget Hard Cost (Includes -$2,613,499 in VE) 45,896,375$ Soft Cost (Allocates Temp Ice and Design Contingency to Above) 9,587,466$ Updated Budget 55,483,841$ Targeted Budget 55,400,000$ Variance Over/(Under)83,841$ Alternates Included North Bathrooms as Entitled 1,831,244$ Admin Fit Out not included / see below Sound Enclosure 164,463$ Expanded Metal Screening included Updated Landscaping included Enhancement Below the Budget (Not Currently Included) Additional Speakers 24,600$ Enhanced Event Lighting 224,000$ Upgraded Scoreboards 150,000$ Pushout Lobby over South Entry 200,000$ Admin Fit Out 293,000$ 891,600$ 324 ACTION REQUESTED Town Council approval is sought for the project final program and entitled project design, alternates and budget to continue to move the design forward to construction documents, permitting and final subcontractor solicitation of the construction plans, in anticipation of planning to start construction this spring based on Town Council approval of a Final Guaranteed Maximum Price Contract at that time. ATTACHMENTS PowerPoint Presentation 325 Dobson Arena Renovation – Program Update | Vail Town Council December 17, 2024 326 Dobson Arena Update – December 17, 2024 2 Agenda: •Provide Update on DD Estimate and Development of IGMP •Make Recommendation on ‘Path Back’ Regarding Budget and Schedule •Seek Approval to Complete Construction Documents and Develop a Final GMP for the overall project •Seek Approval to submit Construction Documents for Permitting •Seek Approval to Continuethe Preconstruction Process to prepare for a mid April start of construction 327 2 Results of our Recent Work: •Completed and priced the 100% Design Development Documents •Developed an initial GMP through competitive pricing •Developed an updated Value Engineering Path to remain within Budget •Reviewed the updated design and value engineering approach with the Vail Recreation District and Town of Vail •Finalized the Program •Completed the PEC and DRB process •Started DRT Meetings with Building and Fire to convey and confirm Progress Dobson Arena Update – December 17, 2024 328 2 Dobson Arena Update – December 13, 2024 329 330 331 332 333 334 335 336 337 338 339 2 Dobson Arena Update – December 17, 2024 340 341 342 343 344 345 346 347 2 Dobson Arena Update – December 17, 2024 The Conditions of approval placed on the project by the Planning and Environmental Commission include the following: Conditions: 1. This approval is conditional on the application receiving approval from the Design Review Board. 2. The applicant shall create a management plan to control the drop-off for the users of Dobson Ice Arena prior to certificate of occupancy being issued. 3. The noise levels produced by the mechanical equipment shall not exceed 65 decibels at the property line. 4. Prior to certificate of occupancy the applicant shall receive an approval, in a form to be determined by the Town Attorney, for the portions of the structure that cross the property line and extend into the right-of-way. 348 2 Dobson Arena Update – December 17, 2024 Udpated Overall Budget Hard Cost (Includes -$2,613,499 in VE) 45,896,375$ Soft Cost (Allocates Temp Ice and Design Contingency to Above) 9,587,466$ Updated Budget 55,483,841$ Targeted Budget 55,400,000$ Variance Over/(Under)83,841$ Alternates Included North Bathrooms as Entitled 1,831,244$ Admin Fit Out not included / see below Sound Enclosure 164,463$ Expanded Metal Screening included Updated Landscaping included Enhancement Below the Budget (Not Currently Included) Additional Speakers 24,600$ Enhanced Event Lighting 224,000$ Upgraded Scoreboards 150,000$ Pushout Lobby over South Entry 200,000$ Admin Fit Out 293,000$ 891,600$ 349 2 We are seeking permission to take the following next steps: • Seek Approval to Complete Construction Documents and Develop a final GMP for the overall project • Seek Approval to submit Construction Documents for Permitting • Seek Approval to Continue the Preconstruction Process to prepare for a mid April start of construction Dobson Arena Update – December 17, 2024 350 Aug. 25 – Sep. 27, 2023 Reconciliation with Top Ranked Firm Feb 7. – July 16, 2024 Design Development Phase Start is on hold until program is verified and approved by TOV Mar. 20, 2024 Tentative Contractor Start June 4, 2024 Town Council Approval of Program Option and move to DD’s September 2024 Town Council 50% DD/Entitlement Authorization to Seek PEC/DRB Approval Now Town Council Approval of DD Price and Design; Permission to move to CD’s November ‘24 to February‘25 Targeted Construction Documents phase Early April 2025 Town Council Approval of Final GMP & Approval to Award April 2025 – October 2026 Target Construction Phase with Early Demo Permit Project Milestones Dobson Arena Update – December 17, 2024 351 2 Thank You - Questions - Dobson Arena Update – December 17, 2024 352 AGENDA ITEM NO. 5.3 Item Cover Page DATE:December 17, 2024 TIME:15 min. SUBMITTED BY:Jamie Leaman-Miller, Community Development ITEM TYPE:Action Items AGENDA SECTION:Action Items (6:10pm) SUBJECT:Texas Townhomes No. 1 Permission to Proceed (8:25pm) SUGGESTED ACTION:Approve, approve with amendments, or deny permission to proceed application. PRESENTER(S):Jamie Leaman-Miller, Planner II VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Staff Memo 12-17-24 Texas Townhomes Applicant's Narrative 12-17-24 Project Materials 353 TO: Vail Town Council FROM: Community Development Department DATE: December 17, 2024 SUBJECT: Texas Townhomes #1 - Permission to Proceed I. DESCRIPTION OF REQUEST Texas Townhomes #1, located at 483 Gore Creek Drive, represented by 159 Design, is requesting temporary construction access on Tract A, Vail Village Filing 5 on Town of Vail stream tract. The request would allow for four months of construction access, from April 30, 2025, to September 5, 2025, related to a redevelopment project at Unit 1, immediately to the east of the stream tract. As part of a previous PEC approval, the existing decks constructed on Tract A would be removed with this project. II. BACKGROUND/PROPOSAL The Texas Townhomes were constructed in 1962. The townhomes were built with minimal setbacks, including a zero setback on the western side, with Town of Vail stream tract bordering to the west and north. In early 2023, the Town approved utility work and drainage improvements on Tract A related to a landscaping and parking project undertaken by the Texas Townhomes HOA. In November of 2023, this project received PEC approval for a variance to add a small addition within the side setback. The townhouses are legally nonconforming and as a result there is a history of setback variances on the development. Unlike the interior lots which have a 0’ side setback, the end units of the development have a 20’ side setback coverings almost the entire width of the lots. This necessitates a setback variance for any additions on the end units. A condition of that PEC approval was that the applicant remove the existing deck encroachments on Town property to the north and west of the subject property. A subsequent DRB application has also been submitted to be reviewed at a future meeting. 354 Town of Vail Page 2 The proposed request is related to a renovation and addition for Texas Townhomes #1, immediately to the east of the stream tract. The limits of disturbance would extend up to 18 feet onto Tract A, as noted in the attached construction management plan. The access is necessary to remove the existing decks on town property, and the applicant contends for the exterior unit work as well. The CMP notes the disturbed landscaping would be returned to its current state. Should this temporary access proceed, Staff has requested a revegetation/restoration plan for the disturbed area to be reviewed by Town Staff prior to the issuance of any building permit. III.ACTION REQUESTED The Community Development Department requests that the Town Council evaluate the proposal to utilize Town of Vail property and stream tract to allow for temporary construction access. If Council approves the access, staff recommends that the final approval be documented with issuance of a Public Way Permit and any additional conditions Council and/or Staff requires. IV.ATTACHMENTS A.Applicant Narrative B.Application Materials 355 159 Design LLC 421 B AABC Aspen, CO. 81611 Phone 720.771.6537 159 DESIGN LLC | Project Narrative Project Address: 483 Gore Creek Drive Unit #1, Vail, Colorado 81657 Attn: Vail Town Council Dear Members, The owner of Texas Townhome Unit #1 is proposing to update the existing end unit townhome, which was constructed in 1965. The renovation plan includes updating the interior of the townhome and replacing the aging siding, brick, and windows on the three exterior facades. As required by an approved setback variance from the Planning and Environmental Commission, the existing decks constructed on the Town of Vail Open Space (Tract A) must be removed. As outlined in the Construction Management Plan, the general contractor will need to use Tract A from approximately April 30, 2025, to September 5, 2025. Access to Tract A is essential to removing the non-compliant decks. The replacement of siding, brick, and windows will also require scaffolding and adequate safety measures to protect both the public and subcontractors involved in the installation. As an end unit, Unit #1 has maintenance responsibilities for three exterior perimeter walls, unlike interior units. The General Contractor plans to demolish the decks on Vail Property after the high-water mark of Gore Creek recedes in June. This work will be performed with minimal disturbance and with all necessary protective measures in place. The Contractor will use a mini excavator to remove the foundation components and will haul debris around the townhome on Tract A to the west. This method is necessary to ensure that all construction debris is removed in large pieces, reducing the risk of smaller debris contaminating Gore Creek, as opposed to moving debris through the townhome. This approach is also the quickest way to prepare the site for revegetation, which will begin as soon as possible. Once the demolition and construction activities are completed, the scaffolding and all debris will be promptly removed, and revegetation will commence immediately. The General Contractor is committed to restoring the Vail Property to its natural state, and the replacement of aging materials on the townhome will further enhance the shared public space. We appreciate your consideration. Keegan Winkeller 159 Design 356 STAMP 421 B ASPEN AIRPORT BUSINESS CENTER ASPEN, CO 81611 159 DESIGN LLC.c 2022 REVISIONS SHEET NO. SCALE PHONE. 720.771.6537 PO BOX 2617, BASALT, CO 81621 11 / 5 / 2 0 2 4 2 : 3 8 : 5 0 P M TE X A S T O W N H O M E # 1 48 3 G O R E C R E E K VA I L , C O L O R A D O 8 1 6 5 7 EXIST EXISTING PHOTOS DRB SUBMITTAL 11/12/24 No. Revision Date Revision Description 357 UP 0 . 8 ' 0 . 8 ' 0 . 6 ' 1 . 6 ' 0 . 5 ' 1 . 5 ' 0 . 5 ' 0 . 4 ' 0 . 8 ' 0 . 8 ' 0 . 8 ' 0 . 8 '0 . 5 ' 1 . 0 ' 0 . 7 ' 0 . 2 ' W W W W W W W W X E N T R Y E L E V = 8 1 8 4 . 9 ' X E N T R Y E L E V = 8 1 8 4 . 8 ' 8 3 . 4 8 2 . 6 8 3 . 0 8 3 . 2 8 3 8 3 8 3 8 2 8 1 6 7 6 8 6 9 8 3 8 3 . 4 8 3 . 5 8 5 . 6 8 5 . 6 8 3 . 2 8 3 . 4 8 3 . 1 8 3 . 3 8 2 . 3 8 2 . 5 8 2 . 3 8 2 . 3 8 2 . 7 8 2 . 9 8 3 . 1 8 3 . 1 8 4 . 4 8 5 . 4 8 5 . 68 4 . 8 D E C K C H I M N E Y L I M I T O F D I S T U R B A N C E P R O P E R T Y L I N E 50' STREAM SETBACK FROM 6/7/10 DATA 50' STREAM SETBACK FROM 3/24/10 DATA GORE CREEK DRIVE EXISTING TRANSFORMER TO REMAIN APPROXIMATE LOCATION OF 1% ANNUAL CHANCE FLOOD ZONE WATERLINE EDGE 3/24/10 EXISTING TREES TO REMAIN, TYP. EXISTING TREES TO REMAIN, TYP. EXISTING TREES TO REMAIN, TYP. EXISTING TREES TO REMAIN, TYP. EXISTING PATH AND DECK TO REMAIN EXISTING SITE WALL TO REMAIN (*1) - T.O. ROOF = 8217.6' EXISTING GRADE = 8182.4' (*3) - T.O. ROOF = 8217.6' EXISTING GRADE = 8182.9' (*4) - T.O. ROOF = 8209.4' EXISTING GRADE = 8183.1' (*2) - T.O. ROOF = 8212.1 EXISTING GRADE = 8182.7' ALL EXISTING GRADING TO REMAIN, TYP. ALL EXISTING GRADING TO REMAIN, TYP. P R O P E R T Y L I N E P R O P E R T Y L I N E P R O P E R T Y L IN E TRACT A (TOWN OF VAIL OPEN SPACE) EXISTING TEXAS TOWNHOMES 20' FRONT SETBACK 2 0 ' R E A R S E T B A C K EXISTING ROOF OVERHANG AND CHIMNEY TO REMAIN EXISTING DECK BEYOND PROPERTY LINE TO BE REMOVED EXISTING TRASH ENCLOSURE TO REMAIN EXISTING ELECTRIC METER TO REMAIN EXISTING DECK BEYOND PROPERTY LINE TO BE REMOVED TWO YEAR FLOOD LINE 25' OFFSET TWO YEAR FLOOR LINE SITE PLAN NOTES: LOT SIZE IS 0.053 ACRES EQUAL TO 2,309 SF 1.) SEE L1.0 LANDSCAPE PLAN FOR GENERAL LANDSCAPE, GRADING, AND EROSION CONTROL NOTES 2.) ROOF HEIGHT CALCULATIONS (ALSO SHOWN ON ROOF PLAN): MEASURED TO TOP OF SHEATHING ON TOP OF STRUCTURAL ROOF TO FINISHED OR EXISTING GRADE DIRECTLY BELOW (WHICHEVER IS MORE RESTRICTIVE). ROOF CALCULATIONS ARE FOR UPPER ROOF ONLY WHERE THE ROOF IS CLOSER TO THE BUILDING HEIGHT LIMIT *1 -ROOF EAVE HEIGHT @ SHEATHING = 8217.6' EXISTING GRADE BELOW EAVE = 8182.4' ROOF HEIGHT = 35' -2" *2 -ROOF EAVE HEIGHT @ SHEATHING = 8212.1' EXISTING GRADE BELOW EAVE = 8182.7' ROOF HEIGHT = 29'-5" *3 -ROOF EAVE HEIGHT @ SHEATHING = 8217.6' FINISH GRADE BELOW EAVE = 8182.9' ROOF HEIGHT = 34' -8" *4 -ROOF EAVE HEIGHT @ SHEATHING = 8209.4' EXISTING GRADE BELOW EAVE = 8183.1' ROOF HEIGHT = 26' -4" 4.) NO CHANGES TO EXISTING TREES, LANDSCAPE, SNOW STORAGE OR PARKING IS PROPOSED. EXISTING OFF PROPERTY DECK TO BE REMOVED AND REPLACED WITH NATIVE PLANTINGS 5.) LIMIT OF DISTURBANCE = 1,707 SF, 73.9% OF THE OVERALL SITE NORTH STAMP 421 B ASPEN AIRPORT BUSINESS CENTER ASPEN, CO 81611 159 DESIGN LLC.c 2022 REVISIONS SHEET NO. SCALE PHONE. 720.771.6537 PO BOX 2617, BASALT, CO 81621 11 / 1 2 / 2 0 2 4 1 0 : 1 7 : 1 7 A M As indicated TE X A S T O W N H O M E # 1 48 3 G O R E C R E E K VA I L , C O L O R A D O 8 1 6 5 7 A001 ARCHITECTURAL SITE PLAN DRB SUBMITTAL 11/12/24 SCALE 1" = 10'-0"1 ARCHITECTURAL SITE PLAN 0'10'20'30' No. Revision Date Revision Description 358 UP 0 . 8 ' 0 . 8 ' 0 . 6 ' 1 . 6 ' 0 . 5 ' 1 . 5 ' 0 . 5 ' 0 . 4 ' 0 . 8 ' 0 . 8 ' 0 . 8 ' 0 . 8 '0 . 5 ' 1 . 0 ' 0 . 7 ' 0 . 2 ' W W W W W W W W X E N T R Y E L E V = 8 1 8 4 . 9 ' X E N T R Y E L E V = 8 1 8 4 . 8 ' 8 3 . 4 8 2 . 6 8 3 . 0 8 3 . 2 8 3 8 3 8 3 8 2 8 1 6 7 6 8 6 9 8 3 8 3 . 4 8 3 . 5 8 5 . 6 8 5 . 6 8 3 . 2 8 3 . 4 8 3 . 1 8 3 . 3 8 2 . 3 8 2 . 5 8 2 . 3 8 2 . 3 8 2 . 7 8 2 . 9 8 3 . 1 8 3 . 1 8 4 . 4 8 5 . 4 8 5 . 68 4 . 8 D E C K C H I M N E Y GORE CREEK DRIVE P R O P E R T Y L I N E P R O P E R T Y L I N E P R O P E R TY L IN E TRACT A (TOWN OF VAIL OPEN SPACE) EXISTING TEXAS TOWNHOMES EXISTING TRASH ENCLOSURE TO REMAIN CONSTRUCTION FENCE TO BE PROVIDED BY CONTRACTOR AT LIMIT OF DISTURBANCE CHEMICAL TOILET BEAR-PROOF TRASH MATERIAL LAY DOWN AND STAGING *GC TO BRING TRASH TRAILER TO SITE AS NEEDED *ALL CONSTRUCTION WORKERS TO BE SHUTTLED FROM OFF SITE VEHICLE / EQUIPM ENT PARKING VEHICLE / EQUIPMENT PARKING EXISTING FIRE HYDRANT LIMIT OF DISTURBANCE PROVIDE SILT FENCING AT THE LIMIT OF DISTURBANCE DOWN HILL OF CONSTRUCTION AND IN PATHS OF DRAINAGE RECYCLING ALL DISTURBED LANDSCAPING TO BE RETURNED TO CURRENT STATE WITH REVEGETATION OF GRASS, IRRIGATION, ETC. ONCE WORK IS COMPLETE. THIS WILL OCCUR APPROXIMATELY AUGUST 2025. EXISTING DECK BEYOND PROPERTY LINE TO BE REMOVED EXISTING DECK BEYOND PROPERTY LINE TO BE REMOVED TEMPORARY EROSION CONTROL 1. 1. THE CONTRACTOR SHALL PROVIDE EROSION CONTROL IN CONFORMANCE WITH BEST MANAGEMENT PRACTICES. EROSION CONTROL SHALL BE INSTALLED PRIOR TO CONSTRUCTION, DEMOLITION OR SITE DISTURBANCE AND MUST BE MAINTAINED FOR THE DURATION OF THE PROJECT. 2. A "GEOFAB" SILT FENCE IS TO BE ERECTED AT LIMITS OF DISTURBANCE DOWNHILL OF CONSTRUCTION AND IN PATHS OF DRAINAGE PRIOR TO EXCAVATION AND KEPT IN PLACE UNTIL FINISH GRADE IS ACHIEVED. 3. 3. AT THE BASE OF TOPSOIL OR FILL SOIL STOCKPILED ON SITE, A "GEOFAB" SILT FENCE OR STRAW BALE SATURATION BERM SHALL BE ERECTED TO CONTROL SILT AND SEDIMENT. 4. THE CONTRACTOR SHALL BE RESPONSIBLE FOR PREVENTING THE RELEASE OF SEDIMENT-LADEN WATER (MUD,) FROM THE SITE AND SHALL BE REQUIRED TO INSTALL ADDITIONAL CONTROL FACILITIES AT THE DIRECTION OF THE LANDSCAPE ARCHITECT OR APPROPRIATE LOCAL OFFICIALS, IF PROBLEMS OCCUR. DUST CONTROL STRATEGIES 1. THE CONTRACTOR SHALL BE RESPONSIBLE FOR IMPLEMENTING DUST CONTROL STRATEGIES AS FOLLOWS. A. PROVIDE MISTING WATER SPRAYS SUFFICIENT TO REDUCE AIRBORNE DUSTING FROM EXCAVATION AND SITE WORK; B. APPLY ADDITIONAL WATER DUST SUPPRESSION APPLIED DURING DRY WEATHER; AND C. AVOID DUST-GENERATING WORK MUST BE AVOIDED ON HIGH WIND DAYS. D. TEMP SEED ANY STOCK PILED SOIL STORAGE WEED CONTROL STRATEGIES 1. THE CONTRACTOR IS TO SPREAD HERBICIDE AND/OR FERTILIZER THROUGHOUT THE CONSTRUCTION SITE TO DETER WEED GROWTH. SPECIAL MEASURES FOR PROTECTING VEGETATION AND OTHER NATURAL FEATURES OF THE LOT DURING CONSTRUCTION. 1. THE CONTRACTOR TO PROVIDE CHAINLINK CONSTRUCTION FENCING AT THE LIMIT OF DISTURBANCE TO PROTECT VEGETATION BEYOND THE CONSTRUCTION AREA. 2. ANY NATURAL FEATURE INSIDE THE LIMIT OF DISTURBANCE TO REMAIN PROVIDE 3' TALL PLASTIC CONSTRUCTION FENCING. REVEGETATION PLAN 1. ALL DISTURBED LANDSCAPING TO BE RETURNED TO CURRENT STATE WITH REVEGETATION OF GRASS, IRRIGATION, ETC. ONCE WORK IS COMPLETE. THIS WILL OCCUR APPROXIMATELY AUGUST 2025. PROPOSED CONSTRUCTION SCHEDULE APRIL 2025 - FEBRUARY 2026 CONSTRUCTION MANAGEMENT PLAN NOTES STAMP 421 B ASPEN AIRPORT BUSINESS CENTER ASPEN, CO 81611 159 DESIGN LLC.c 2022 REVISIONS SHEET NO. N O T F O R C O N S T R U C TI O N SCALE PHONE. 720.771.6537 PO BOX 2617, BASALT, CO 81621 12 / 9 / 2 0 2 4 1 0 : 5 1 : 5 1 A M As indicated TE X A S T O W N H O M E # 1 48 3 G O R E C R E E K VA I L , C O L O R A D O 8 1 6 5 7 A004 CONSTRUCTION MANAGEMENT PLAN PERMIT DRAWINGS 12/20/24 SCALE 1/8" = 1'-0"1 CONSTRUCTION MANAGEMENT PLAN SILT FENCE DETAIL 0'4'8'16'32' No. Revision Date Revision Description 359 STAMP 421 B ASPEN AIRPORT BUSINESS CENTER ASPEN, CO 81611 159 DESIGN LLC.c 2022 REVISIONS SHEET NO. SCALE PHONE. 720.771.6537 PO BOX 2617, BASALT, CO 81621 11 / 1 2 / 2 0 2 4 1 1 : 1 5 : 3 9 A M TE X A S T O W N H O M E # 1 48 3 G O R E C R E E K VA I L , C O L O R A D O 8 1 6 5 7 SD7 NORTH 3D VIEW DRB SUBMITTAL 11/12/24 No. Revision Date Revision Description 360 STAMP 421 B ASPEN AIRPORT BUSINESS CENTER ASPEN, CO 81611 159 DESIGN LLC.c 2022 REVISIONS SHEET NO. SCALE PHONE. 720.771.6537 PO BOX 2617, BASALT, CO 81621 11 / 1 2 / 2 0 2 4 1 1 : 1 4 : 0 7 A M TE X A S T O W N H O M E # 1 48 3 G O R E C R E E K VA I L , C O L O R A D O 8 1 6 5 7 SD4 SOUTH 3D VIEW DRB SUBMITTAL 11/12/24 No. Revision Date Revision Description 361 STAMP 421 B ASPEN AIRPORT BUSINESS CENTER ASPEN, CO 81611 159 DESIGN LLC.c 2022 REVISIONS SHEET NO. SCALE PHONE. 720.771.6537 PO BOX 2617, BASALT, CO 81621 11 / 1 2 / 2 0 2 4 1 1 : 1 4 : 3 8 A M TE X A S T O W N H O M E # 1 48 3 G O R E C R E E K VA I L , C O L O R A D O 8 1 6 5 7 SD5 SOUTHWEST 3D VIEW DRB SUBMITTAL 11/12/24 No. Revision Date Revision Description 362 ID Task Name Duration Start Finish 1 Demolition 97 days Mon 4/21/25 Fri 9/5/25 2 Owner Move out Belongings 5 days Mon 4/21/25 Fri 4/25/25 3 Mobilization 1 day Mon 4/28/25 Mon 4/28/25 4 Utility Disconnects 2 days Mon 4/28/25 Tue 4/29/25 5 Fence Installed and in place 90 days Wed 4/30/25 Fri 9/5/25 6 Selective Demolition, salvage 4 days Tue 4/29/25 Fri 5/2/25 7 Interior Walls, Remove Drywall, Prep for Framing 3 days Mon 5/5/25 Wed 5/7/25 8 Exterior Deck and Patio work for Foundation 3 days Mon 5/5/25 Wed 5/7/25 9 Exterior Siding and Brick 5 days Thu 5/8/25 Wed 5/14/25 10 Gore Creek High Water Time 30 days Thu 5/15/25 Thu 6/26/25 11 Demolition of Deck in Stream Tract / Repair Area 5 days Fri 6/27/25 Thu 7/3/25 12 13 Foundation / Crawlspace 13 days Mon 5/5/25 Wed 5/21/25 14 Level Crawlspace Prep 4 days Mon 5/5/25 Thu 5/8/25 15 Pads and posts / beams 5 days Fri 5/9/25 Thu 5/15/25 16 Exterior Foundation Work 4 days Fri 5/16/25 Wed 5/21/25 17 18 Framing 34 days Fri 5/16/25 Thu 7/3/25 19 Interior Lower Walls / Floor 5 days Fri 5/16/25 Thu 5/22/25 20 Main Level Floor 3 days Fri 5/23/25 Wed 5/28/25 21 Main Level Walls 4 days Thu 5/29/25 Tue 6/3/25 22 Main Level Deck 4 days Wed 6/4/25 Mon 6/9/25 23 Upper Level Floor 4 days Tue 6/10/25 Fri 6/13/25 24 Upper Level Walls 5 days Mon 6/16/25 Fri 6/20/25 25 Roof Framing 6 days Mon 6/23/25 Mon 6/30/25 26 Spiral Stairs 3 days Mon 6/23/25 Wed 6/25/25 27 Back out framing 4 days Thu 6/26/25 Tue 7/1/25 28 Deck Boards 3 days Tue 7/1/25 Thu 7/3/25 29 30 Exterior Finishes 49 days Mon 6/23/25 Fri 8/29/25 31 Prefinish Siding, Fascia and Trim 5 days Mon 6/23/25 Fri 6/27/25 32 Install Fascia 4 days Tue 7/1/25 Mon 7/7/25 33 Roof Dry In / Tear off existing shingles 5 days Tue 7/8/25 Mon 7/14/25 34 Windows & Ext. Doors Installation 7 days Fri 7/11/25 Mon 7/21/25 35 Framing ILC 1 day Tue 7/15/25 Tue 7/15/25 36 Roofing 10 days Tue 7/15/25 Mon 7/28/25 37 Exterior siding and Soffit Install 8 days Tue 7/22/25 Thu 7/31/25 38 Exterior Brick 10 days Fri 8/1/25 Thu 8/14/25 39 Exterior Paint / Stain 6 days Fri 8/15/25 Fri 8/22/25 40 Landscaping 5 days Mon 8/25/25 Fri 8/29/25 41 42 Interior Rough ins 52 days Tue 7/15/25 Thu 9/25/25 43 Plumbing and Gas Rough 10 days Tue 7/15/25 Mon 7/28/25 44 Mechanical 20 days Mon 7/21/25 Fri 8/15/25 45 Fireplace Rough In 3 days Thu 8/14/25 Mon 8/18/25 46 Electrical 20 days Thu 8/7/25 Thu 9/4/25 47 Crawlspace Encapsulation system 5 days Wed 9/3/25 Tue 9/9/25 48 Low Voltage 6 days Fri 9/5/25 Fri 9/12/25 49 Framing Inspection 1 day Mon 9/15/25 Mon 9/15/25 50 Insulation 8 days Tue 9/16/25 Thu 9/25/25 51 52 Interior Finishes 104 days Fri 9/26/25 Thu 2/26/26 53 Drywall Stock & Hang 8 days Fri 9/26/25 Tue 10/7/25 54 Tape, Mud & Texture 15 days Wed 10/8/25 Tue 10/28/25 55 Prime walls & ceilings 5 days Wed 10/29/25 Tue 11/4/25 56 Install Wood Floor, Stairs & Protect 5 days Wed 11/5/25 Tue 11/11/25 57 Lower Level Tile Floor and Protect 7 days Wed 11/5/25 Thu 11/13/25 58 Wood Ceilings and Beams 5 days Fri 11/7/25 Thu 11/13/25 59 Tile Prep & install 25 days Fri 11/14/25 Mon 12/22/25 60 Cabinet and Built in Install 15 days Fri 11/14/25 Mon 12/8/25 61 Doors, Case, Base Install 10 days Tue 12/9/25 Mon 12/22/25 62 Countertop Fabricate and Install 15 days Tue 12/2/25 Mon 12/22/25 63 Wood Walls 5 days Tue 12/23/25 Fri 1/2/26 64 Interior Railings 3 days Mon 1/5/26 Wed 1/7/26 65 Backsplashes 5 days Tue 12/23/25 Fri 1/2/26 66 Shower Glass & Mirrors 10 days Tue 12/23/25 Fri 1/9/26 67 Interior Stain & Paint 12 days Wed 12/24/25 Wed 1/14/26 68 Door Hardware 2 days Thu 1/15/26 Fri 1/16/26 69 Plumb, Elect, HVAC trim 12 days Tue 1/13/26 Wed 1/28/26 70 Appliances 1 day Tue 1/27/26 Tue 1/27/26 71 Carpet 2 days Wed 1/28/26 Thu 1/29/26 72 Final Cleaning & CO 3 days Fri 1/30/26 Tue 2/3/26 73 Wood Floor Final Coat 1 day Wed 2/4/26 Wed 2/4/26 74 VCB Punch List 10 days Thu 1/29/26 Wed 2/11/26 75 Owner Punch list 10 days Thu 2/12/26 Wed 2/25/26 76 Owner Occupancy / Move in 1 day Thu 2/26/26 Thu 2/26/26 Demolition Owner Move out Belongings 4/25 Mobilization 4/28 Utility Disconnects 4/29 Fence Installed and in place 9/5 Selective Demolition, salvage 5/2 Interior Walls, Remove Drywall, Prep for Framing 5/7 Exterior Deck and Patio work for Foundation 5/7 Exterior Siding and Brick 5/14 Gore Creek High Water Time 6/26 Demolition of Deck in Stream Tract / Repair Area 7/3 Foundation / Crawlspace Level Crawlspace Prep 5/8 Pads and posts / beams 5/15 Exterior Foundation Work 5/21 Framing Interior Lower Walls / Floor 5/22 Main Level Floor 5/28 Main Level Walls 6/3 Main Level Deck 6/9 Upper Level Floor 6/13 Upper Level Walls 6/20 Roof Framing 6/30 Spiral Stairs 6/25 Back out framing 7/1 Deck Boards 7/3 Exterior Finishes Prefinish Siding, Fascia and Trim 6/27 Install Fascia 7/7 Roof Dry In / Tear off existing shingles 7/14 Windows & Ext. Doors Installation 7/21 Framing ILC 7/15 Roofing 7/28 Exterior siding and Soffit Install 7/31 Exterior Brick 8/14 Exterior Paint / Stain 8/22 Landscaping 8/29 Interior Rough ins Plumbing and Gas Rough 7/28 Mechanical 8/15 Fireplace Rough In 8/18 Electrical 9/4 Crawlspace Encapsulation system 9/9 Low Voltage 9/12 Framing Inspection 9/15 Insulation 9/25 Interior Finishes Drywall Stock & Hang 10/7 Tape, Mud & Texture 10/28 Prime walls & ceilings 11/4 Install Wood Floor, Stairs & Protect 11/11 Lower Level Tile Floor and Protect 11/13 Wood Ceilings and Beams 11/13 Tile Prep & install 12/22 Cabinet and Built in Install 12/8 Doors, Case, Base Install 12/22 Countertop Fabricate and Install 12/22 Wood Walls 1/2 Interior Railings 1/7 Backsplashes 1/2 Shower Glass & Mirrors 1/9 Interior Stain & Paint 1/14 Door Hardware 1/16 Plumb, Elect, HVAC trim 1/28 Appliances 1/27 Carpet 1/29 Final Cleaning & CO 2/3 Wood Floor Final Coat 2/4 VCB Punch List 2/11 Owner Punch list 2/25 Owner Occupancy / Move in 2/26 S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T S M W F S T T Mar 30, '25 Apr 6, '25 Apr 13, '25 Apr 20, '25 Apr 27, '25 May 4, '25 May 11, '25 May 18, '25 May 25, '25 Jun 1, '25 Jun 8, '25 Jun 15, '25 Jun 22, '25 Jun 29, '25 Jul 6, '25 Jul 13, '25 Jul 20, '25 Jul 27, '25 Aug 3, '25 Aug 10, '25 Aug 17, '25 Aug 24, '25 Aug 31, '25 Sep 7, '25 Sep 14, '25 Sep 21, '25 Sep 28, '25 Oct 5, '25 Oct 12, '25 Oct 19, '25 Oct 26, '25 Nov 2, '25 Nov 9, '25 Nov 16, '25 Nov 23, '25 Nov 30, '25 Dec 7, '25 Dec 14, '25 Dec 21, '25 Dec 28, '25 Jan 4, '26 Jan 11, '26 Jan 18, '26 Jan 25, '26 Feb 1, '26 Feb 8, '26 Feb 15, '26 Feb 22, '26 Mar 1, '26 E M B E M B E M B E M B E M B E M Construction Schedule Austin Residence December 9, 2024 Page 1 363 AGENDA ITEM NO. 5.4 Item Cover Page DATE:December 17, 2024 TIME:15 min SUBMITTED BY:Tom Kassmel, Public Works ITEM TYPE:Action Items AGENDA SECTION:Action Items (6:10pm) SUBJECT:2810 Aspen Court Permission to Proceed (8:40pm) SUGGESTED ACTION:Approve, approve with amendments, or deny permission to proceed application for Town-owned stream tract. PRESENTER(S):Tom Kassmel, Town Engineer VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Council Memo 12-17-24 2810 Aspen Court 2810 Aspen Court - ToV Dewatering Application Request 364 TO:Vail Town Council FROM:Public Works Department DATE:December 17, 2024 SUBJECT:2810 Aspen Court - Permission to Proceed I.DESCRIPTION OF REQUEST A redevelopment project has been approved for construction at 2810 Aspen Court, the contractor, Pinnacle Mountain Homes, is requesting the use of the adjacent Stream Tract for temporary dewatering while excavating and construction the foundation and basement of the proposed duplex. As per the recently adopted Use of Town Property Policy, use of the Stream Tract is not permitted unless otherwise approved by Town Council. This request is for the installation and subsequent removal of a temporary 6” dewatering pipe that would lie on top of the existing ground under the Nordic Track for up to four months, approximately January 6, 2025, to April 22, 2025. II.BACKGROUND/PROPOSAL The redevelopment project has been approved under B24-0169/0179. The shallow water table in the area requires dewatering for any significant excavation and a dewatering permit from the Colorado Department of Public Health and Environment. The permit requires filtration prior to releasing to any outfall (Gore Creek), and also requires periodic testing for sediment, Total Suspended Solids (TSS). The only outfall in the area is Gore Creek which is located within Town owned Stream Tract. In order to discharge into Gore Creek, the discharge needs to cross the Stream Tract. Since this area of Stream Tract is utilized for the Nordic Track by the Vail Recreation District during the winter, the discharge must also be contained within a pipe under the Nordic Track. Alternatively, the project could be delayed, and dewatering could occur in the spring and summer directly through the Stream Tract, however the amount of water, particularly in the spring, would likely cause erosion across the Stream Tract and be very visible from the nearby Aspen Court pedestrian Bridge. The proposed request will minimize disturbance to the Stream Tract, require no excavation other than snow removal during installation, minimize volume of water discharged due to winter conditions, and will be mostly buried from sight under the snow 365 Town of Vail Page 2 during the winter months. The concept has been discussed with the VRD and if approved, coordination and timing of installation will occur to minimize any disruption of the use of the Nordic Track. The exact location and dewatering plan details is attached as a part of the Pinnacle Mountain Homes request. III.ACTION REQUESTED The Public Works Department requests that the Town Council evaluate the proposal to utilize Town of Vail property and stream tract to allow for temporary dewatering. If Council approves the use, staff recommends that the final approval be documented with issuance of a Public Way Permit which would include the dewatering plan and any additional conditions Council and/or Staff/VRD requires. IV.ATTACHMENTS A.Applicant Request, Narrative, and Application Materials 366 367 970.453.0727 | pinnaclemtnhomes.com | 114 Basecamp Way Frisco, CO 80443 Project Narrative: Dewatering Plan for 2810 Aspen Court This project involves the implementation of a comprehensive dewatering system to ensure effective water management during the construction process. The proposed system will utilize eight (8) 24-inch dewatering wells, all located on private property (2810 Aspen Court) and strategically placed across the site to maximize efficiency and minimize impact on the surrounding environment. Each well will be drilled to a depth of 26 feet or until reaching bedrock, whichever occurs first. The wells will be constructed using 15-inch slotted PVC casings, surrounded by gravel to optimize water collection and stability. Each well will be equipped with a 110V submersible pump that will direct water into a 10-inch header pipe. This header pipe will carry the collected water to a weir box, where initial flow control, sediment separation, and monitoring will occur. Weir boxes are specifically designed to separate, settle, and remove solids from liquids, ensuring effective pre-treatment of water before further filtration. To prevent freezing during winter conditions, the weir box will be covered with concrete blankets and heated using a hydronic ground heater, ensuring uninterrupted functionality in extreme temperatures. To ensure compliance with environmental standards, including the Colorado Department of Public Health & Environment discharge permit, the water will undergo a multi-stage filtration process. From the weir box, it will pass through a bag filter pod designed to reduce contaminants, including Total Suspended Solids (TSS), and improve water quality before discharge. After filtration, the water will be transported via a 6-inch flat hose, which will span the Gore Creek stream tract and discharge into Gore Creek. The section of the 6-inch hose crossing the stream tract will be protected using RampLox (see attached images) and buried under snow while remaining above ground. This approach ensures there will be no impact to native vegetation or soil during the process. The installation of the RampLox will take only a few hours and can be completed outside the Nordic Center’s operational hours to avoid disrupting public use of the Nordic Trail. Prior to starting the installation of the pipe and ramp across the Nordic track, PMH will coordinate closely with the Vail Recreation Department (VRD) to minimize any potential conflicts with Nordic track users. As part of this collaboration, PMH will maintain at least 12 inches of compacted snow over the pipe ramps throughout the Nordic season, in accordance with VRD’s request. Upon the completion of dewatering, Pinnacle Mountain Homes (PMH) is committed to working closely with the appropriate agencies to fully restore the stream tract and surrounding vegetation to an optimal state. This includes re-establishing native vegetation and ensuring the area is returned to its original condition. These restoration efforts will support the long-term health and sustainability of the Gore Creek ecosystem and reflect PMH’s dedication to environmental stewardship. This dewatering plan has been carefully designed to minimize environmental impact while maintaining effective site drainage. It incorporates multiple layers of filtration to meet water quality standards, proactive measures to protect public access and surrounding areas, and a strong emphasis on restoration and stewardship of the natural environment in partnership with local governing bodies. 368 Page 1 of 3 CERTIFICATION TO DISCHARGE UNDER CDPS GENERAL PERMIT COG080000 DISCHARGES FROM SHORT-TERM CONSTRUCTION DEWATERING ACTIVITIES Certification Number: COG081069 This Certification to Discharge specifically authorizes: Pinnacle Mountain Homes to discharge from the facility identified as Turnbull Residence to: Gore Creek Facility Located at: 2810 Aspen Ct, Vail, CO 81657, Eagle County Center Point Latitude 39.645964 Longitude -106.325969 Undefined Discharge Outfall Number Outfall Description* 001-AU The permit certification authorizes one discharge outfalls to surface water from specific locations within the project boundary (as described in the permit application). The location for each outfall is defined and established by the permittee prior to the discharge commencing. The paired outfall number and location shall not be changed once established. The construction dewatering effluent will be discharged to Gore Creek. Monitoring shall occur after the implementation of any pollutant control measures and prior to discharge to Gore Creek. *All discharges must comply with the lawful requirements of federal agencies, municipalities, counties, drainage districts and other local agencies regarding any discharges to storm drain systems, conveyances, or other water courses under their jurisdiction. 1. Permit Limitations and Monitoring Requirements apply to 001-AU as outlined in the Permit Part I.B and Part I.C Parameter Units Discharge Limitations Maximum Concentrations Monitoring Frequency Sample Type 30-Day Average 7-Day Average Daily Max. APPLICABLE TO ALL DISCHARGES pH, (Minimum- Maximum) 00400 s.u. NA NA 6.5-9.0 Weekly In-situ or Grab Total Suspended Solids 00530 mg/l 30 45 NA Weekly Grab Flow 1 50050 MGD Report Monthly Avg NA 1.000001 Continuous or Instantaneous 2 Recorder, In-situ or Calculated Flow, Total Volume 51500 MGM 3 Report Total per Month NA NA Continuous or Instantaneous 2 Recorder, In-situ or Calculated Flow, Duration 81381 Hours/ Month Report Total per Month NA NA Continuous or Instantaneous 2 Recorder, In-situ or Calculated 369 Page 2 of 3 Parameter Units Discharge Limitations Maximum Concentrations Monitoring Frequency Sample Type 30-Day Average 7-Day Average Daily Max. Oil and Grease Visual 84066 NA NA NA Weekly Visual 4 Oil and Grease 03582 mg/l NA NA 10 Weekly Grab 4 ADDITIONAL PARAMETERS Total Dissolved Solids 70295 mg/l Report NA Report Monthly Grab Arsenic (Total Recoverable) 00978 µg/l Report NA Report Monthly Grab Iron (Total Recoverable) 00980 µg/l Report NA Report Monthly Grab Iron (Dissolved) 01046 µg/l Report NA Report Monthly Grab Manganese (Dissolved) 01056 µg/l Report NA Report Monthly Grab Selenium (Potentially Dissolved) 01323 µg/l Report NA Report Monthly Grab Uranium (Total Recoverable) 22708 µg/l Report NA Report Monthly Grab 1 The daily maximum flow limit is equal to twice the maximum flow rate provided in the permit application, or equal to the maximum flow rate provided in a subsequent modification application. 2 As defined in the general permit, an instantaneous measurement is a single reading, observation, or measurement. In order to calculate or estimate the flow rate, volume and duration, this requires daily monitoring. 3 MGM = Million gallons per month. 4 If a visible sheen is observed, a grab sample shall be collected and analyzed for oil and grease. 2. Termination Requirements (Narrative Conditions) Termination of Coverage - Coverage under this permit certification is limited to two years. Therefore, the following schedule is required: Code Event Description Due Date CS013 Submit Termination Application Submit a complete and accurate notice of termination request via the division’s online permitting system (or to the address listed in Part I.A.3 of the general permit if a waiver has been granted by the division). 11/1/2026 Certification is issued and effective: 10/25/2024 General Permit Expiration Date: 5/31/2025 370 Page 3 of 3 This certification under the permit requires that specific actions be performed at designated times. The certification holder is legally obligated to comply with all terms and conditions of the permit. This certification was approved by: Christine Forney, Unit 1 Manager Permits Section Water Quality Control Division 371 8 9 T E E L O T 1 2 L OT 13 T R A C T F T R A C T F L O T 1 4 A S P E N C O U R T (4 5 ' R A D I U S ) 17988 SQ. FT. 0.41 ACRES GORE CREEK S73°41'33"E 94.15' S 8 5 °3 0 '4 6 "E 7 7 .4 5 ' N30°51'10"E 70.00' N59°47'00"W 180.00' S38°58'52"W 102.51' =5 5 °3 0 '2 2 " R =4 5 .0 0 ' L =4 3 .5 9 ' T =2 3 .6 8 ' B R G =N 2 3 °1 5 '5 7 "W C L E N =4 1 .9 1 ' 8290 8290 8 2 9 0 8290 8285 8285 8 2 9 0 89 8889 84 86 87 88 89 91 86 8 7 8 8 87 88 89 8 2 9 0 8290 91 92 8 9 91 8 7 8 8 8 9 8 6 8 58 4 9 0 88 89 2 0 ' U T I L I T Y E A S E M E N T A N D B I K E P A T H B O U L D E R W A L L S E W E R M A N H O L E W A T E R C U R B S T O P S E W E R M A N H O L E I R R I G A T I O N T R A N S F O R M E R E L E C T R I C T R A N S F O R M E R E L E C . M E T E R A S P H A L T B I K E P A T H C O N C .P A N P H O N E P E D F O U N D P I N & A L U M . C A P L S # I L L E G I B L E F O U N D P I N & A L U M . C A P L S #2 3 5 0 6 F O U N D P I N & A L U M . C A P L S #2 3 5 0 6 F O U N D P I N & A L U M . C A P L S #2 6 5 9 8 5 0 ' S T R E A M S E T B A C K C E N T E R L I N E S T R E A M E D G E S T R E A M 1 0 0 Y E A R F L O O D E D G E S T R E A M U T I L I T Y E A S E M E N T U T I L I T Y H A N D H O L E True North Project North WINDOW WELL WINDOW WELL WINDOW WELL WINDOW WELL WINDOW WELL WINDOW WELL 2: 1 2 2: 1 2 2: 1 2 1. 5 : 1 2 1. 5 : 1 2 1. 5 : 1 2 2:12 8290' - 1 3/4" PATIO 8301' - 3 1/2" DECK DECK PATIO 8288 EXIST8289 EXIST8289 EXIST 8288 EXIST8289 EXIST8290 E X I S T EXTERIOR LIGHTING SUMMARY TOWN OF VAIL EXTERIOR LIGHT FIXTURES ALLOWED 1 PER 1,000 S.F. OF LOT AREA 17,988 SF / 1000 = 18 LIGHT FIXTURES. HINKLEY LIGHTING 1326HE DARK SKY OUTDOOR WALL SCONCE 15.5" H X 4.5" W X 4.75" DEEP 1 50 WATT HALOGEN BULB ALUMINUM -COLOR HEMATITE WALL SCONCE COUNT: 13 2.25" LED RECESSED LIGHT FOR FLAT OR SLOPED CEILINGS -ULTRA BRIGHT 3W COLOR: DARK BRONZE ASPECTLED SKU AL-RL-S-225-U-12VDC-WW-SN CEILING RECESSED CAN COUNT: 5 A B TOTAL LIGHTING COUNT: 18 FIXTURES BASEMENT = 8279'-6" MAIN LEVEL = 8290'-6" UPPER LEVEL = 8301'-6" HOUSE A PRIMARY (EAST) SIDE SHARED DRIVEWAY: RE-USE PAVERS AREA = 3,150 SF (HEATED) EXISTING CONC. PAN MEETS TOVAIL REQ'S. SNOW STORAGE AREAS A1 + A2 = 350 SF B1 + B2 = 350 SF TOTAL = 700 SF (REQUIRED = 315 SF) EDGE OF ASPHALT SPECIAL INSPECTIONS NOTE: THE GENERAL CONTRACTOR MUST SCHEDULE SPECIAL INSPECTIONS WITH THE GEOTECHNICAL ENGINEER AS DESCRIBED IN THE SOILS INVESTIGATION REPORT T.O.VAIL SITE PLAN NOTES: 1. NO RETAINING WALLS WITHIN 24" OF PROPERTY LINES. 2. 8% MAX SLOPE FROM EDGE OF ROADWAY FOR FIRST 10 FT. 3. ALL RETAINING WALLS OVER 4'-0" HEIGHT SHALL BE DESIGNED AND STAMPED BY A PROFESSIONAL ENGINEER. 5. UTILITY SCARS TO BE RE-GRADED TO NATURAL GRADE AND RE-SEEDED W/ NATURAL VEGETATION. 6. NO FINISH GRADES BETWEEN RETAINING WALLS TO EXCEED 2:1 SLOPE. 7. CONSTRUCTION FENCING MUST BE 6 FT HEIGHT AND GREEN COLOR. WATER LINE MUST TAP INTO EXISTING WATER LINE UNDER THE STREET. A 2" LINE IS REQUIRED FOR FIRE-SPRINKLER SYSTEM. CONTRACTOR TO VERIFY TAP LOCATION AND ACQUIRE A PUBLIC WAY PERMIT AND A REVOCABLE RIGHT OF WAY PERMIT FOR ALL WORK IN THE STREET RIGHT-OF-WAY. REQ'D PARKING 9'X19' PARKING NOTE: 2-CAR GARAGE (8'X'18' SPACE) ON MAIN LEVEL HEATED DRIVEWAY NOTE: PROVIDE SEPERATE HEAT ZONE TO PAVEMENT AREAS WITHIN T.O.VAIL PROPERTY MARKED TOV OR ROW AT CONTROL BOX. HEATED DRIVEWAY REUSE PAVERS FOR SURFACE PARKING NOTE: 2-CAR GARAGE (8'X'18' SPACE) ON MAIN LEVEL BASEMENT = 8279'-6" MAIN LEVEL = 8290'-6" UPPER LEVEL = 8279'-6" HOUSE B SECONDARY (WEST) SIDE REQ'D PARKING 9'X19' REQ'D PARKING 9'X19' REQ'D PARKING 9'X19' REQ'D PARKING 9'X19' REQ'D PARKING 9'X19' 1 2 ' - 0 " 42' - 0" 31 ' - 0 " 22' - 0"10' - 0" 12 ' - 0 " 20 ' - 0 " 43 ' - 0 " 20' - 0"20' UTILITY EASEMENT AND BIKE PATH ASPHALT BIKE PATH 468 SF ON PROPERTY SMALL AREA OF 100 YEAR FLOODPLAIN. PROPOSED CONSTRUCTION DOES NOT REQUIRE ANY CHANGES TO THE GRADING AT THIS LOCATION. SEWER LINE (MUST BE VERIFIED) GORE CREEK GAS LINE IN STREET LOCATION AND DEPTH TO BE VERIFIED S S S S S S S S S S S S S S S S S S S W W W W W W W W W W W W W G G E P H G G G G G G G G G E E E E E E E E P H P H P H P H P H P H P H P H P H PH PH PH PH PH G G G G G G G E E E E E E 0'5'10'20'30' 8301' - 3 1/2" BALCONY HOT TUB PLATFORM HOT TUB PLATFORM DECK SETBACK PATIO SETBACK NATURAL LOW POINT WILL REQUIRE DRAIN AT 88.5' UNDERGROUND DRAINAGE PIPE DESIGN BY OTHERS 90.6' 90.7' 90.0' 90.25' 90.5' 2.5% SLOPE 1.25% SLOPE 1 .5 % S L O P E 90.0' 0 % S L O P E 90.4' 90.2' 90.0' 90.5' 90.5' SNOW STORAGE B1 = 260 SF SNOW STORAGE A1 = 260 SF SNOW STORAGE B2 = 90 SF SNOW STORAGE A2 = 90 SF LIMITS OF DISTURBANCE FENCE: USE EROSION CONTROL SILT FENCE. MUST BE GREEN FENCING. LIMITS OF DISTURBANCE FENCE: USE EROSION CONTROL SILT FENCE. MUST BE GREEN FENCING. SAVE TREES IF POSSIBLE DURING CONSTRUCTION (TYP) S E T B A C K 2 0' - 0 " S E T B A C K 15' - 0"SETBACK 15' - 0" SETBACK 15' - 0" SETBACK 15 ' - 0 " SE T B A C K PROPOSED LOT SPLIT LINE PROPOSED LOT SPLIT LINE HOUSE A ELEC. METER BOX HOUSE A GAS METER (PROTECTED) HOUSE B GAS METER PROTECTED HOUSE B ELEC. METER CLOSET SEE RIDGE HEIGHTS ON ROOF PLAN SHEET A2.4 7' - 6" 5' - 0" 5' - 0"7' - 6" APPROX. LOCATION OF 25 FT SETBACK FROM TWO-YEAR FLOOD LINE SEWER RIM = 8282.7' INV = 8274.3' SEWER RIM = 8282.95' INV = 8273.65' NOTE: NATURAL RIVER BANK. NEW OWNERS ARE AWARE OF GORE CREEK SUSTAINABLE MEASURES AND AGREE TO CEASE ANY MOWING BEYOND THE PROPERTY LINE. 1 2 3 4 5 1 5 ' - 0 " 97 0 . 3 2 8 . 5 1 5 1 O F F I C E PO B o x 1 5 8 7 , E a g l e , C O 8 1 6 3 1 ww w . m a r t i n m a n l e y a r c h i t e c t s . c o m Pr o j e c t n u m b e r : Da t e : RE V I S I O N S 7/ 2 5 / 2 0 2 4 1 0 : 4 5 : 5 3 A M A1 . 1 SI T E P L A N XX X X AS P E N C O U R T D U P L E X PE R M I T S E T 4 - 2 3 - 2 4 4- 2 3 - 2 4 TU R N B U L L 28 1 0 A S P E N C O U R T V A I L 1" = 10'-0"1 SITE PLAN No . D e s c r i p t i o n D a t e TWO-YEAR FLOOD LINE MAP 372 373 374 High Pressure Lay Flat Overview: Features:Specs: High Pressure Lay Flat Hose provides superior hydraulic performance and drastically reduced installation and assembly time. Designed with safety and performance in mind, our deployment and retrieval equipment has a low center of gravity. Deployment and retrieval are performed while driving forward. Low ground pressure from compact track loader provides minimal impact on the environment. The lay flat’s polyurethane cover offers superior abrasion and puncture resistance compared to nitrile (rubber) hoses. The polyurethane liner has a very smooth surface that reduces friction losses and allows you to deliver more water with less horsepower. The industrial grooved (Victaulic) and heavy-duty ringlock allows quick assembly and provide strong leak resistant connections. • Faster installation compared to aluminum or HDPE pipe • Reduced traffic on the jobsite by fitting over a mile of hose on a single trailer • Reduced labor costs with only eight connections per mile and fewer personnel to deploy and retrieve the hose • Flexible nature of the hose means fewer fittings and air vents minimizing the possibility of leaks • The hose absorbs pressure surges and spikes reducing the chances of a ruptured line • Industrial grooved and heavy-duty ringlock clamps designed for continuous leak resistant connection • Wider footprint of compact track loader reduces chances for ruts and has a lower impact on soft ground during installation. Friction Loss in PSI per 1000’ 800-742-7246 rainforrent.com ® PUMPS • TANKS • FILTRATION • PIPE • SPILLGUARDS Rain for Rent is a registered trademark of Western Oilfields Supply Company. Features and specifications are subject to change without notice. • Temperature range -59°F (-50°) to 160°F (75°C) • 8” lay flat hose Weight: 2.09lbs/ft. 200 PSI working pressure 600 PSI burst pressure • 12” lay flat hose Weight: 3.33lbs/ft. 145 PSI working pressure 435 PSI burst pressure • Standard lengths 660 foot sections • 3:1 Safety Factor for increased safety during water transfers • 8” lay flat hose has 2.61 gallons per foot • 12” lay flat hose has 5.87 gallons per foot Flow Rate 10 BPM 420 GPM 20 BPM 840 GPM 30 BPM 1,260 GPM 40 BPM 1,680 GPM 50 BPM 2,100 GPM 75 BPM 3,150 GPM 100 BPM 4,200 GPM 6” Lay Flat 6.4 23.3 n/a n/a n/a n/a n/a 6” Aluminum 10.0 30.8 n/a n/a n/a n/a n/a 6” HDPE DR9 11.3 40.1 n/a n/a n/a n/a n/a 8” Lay Flat 1.6 5.7 12.2 20.7 31.3 n/a n/a 8” Aluminum 1.9 6.8 14.5 24.7 37.3 n/a n/a 8” HDPE DR9 3.1 11.3 24.0 n/a n/a n/a n/a 10” Lay Flat 0.5 1.9 4.1 7.0 10.6 22.4 n/a 10” Aluminum 0.6 2.3 4.8 8.2 12.3 26.1 n/a 10” HDPE DR9 1.1 3.9 8.1 13.9 21.0 n/a n/a 12” Lay Flat 0.2 0.8 1.7 3.0 4.4 9.2 15.7 12” Aluminum 0.3 0.9 2.0 3.3 5.1 10.7 18.2 12” HDPE DR11 0.4 1.3 2.7 4.7 7.0 14.9 n/a Not Adviseable, velocity greater than 15 ft./sec Not Adviseable, velocity greater than 12.5 ft./sec Size/Type 375 Box Overview: Features: Specs: The Roll off Weir Box contains and separates heavy solids with a low flow rate to settle out large solids. The 25 yard weir box filters debris by trapping solids on each side of the two weirs. Roll-Off 25 Yard Weir Accessories: • Spillguard • Hoses • Pipe • Filtration • Oil/Water separation Material Steel Capacity 25 Yards Dry weight 7,300 lbs. Footprint: 276” x 96” x 84” 800-742-7246 rainforrent.com PUMPS • TANKS • FILTRATION • PIPE • SPILLGUARDS Rain for Rent is a registered trademark of Western Oilfields Supply Company. Features and specifications are subject to change without notice. 376 Bag Filter Overview: Features: Specs: The BF1000 bag filter unit features one bag filter tank and utilizes eight 7” x 30” bag filters for superior filtration from 100 to 1 micron for flows up to 1000 GPM. • No moving parts • Skid mounted • Fitted with bleed valves and pressure gauges • Chambers constructed of 304 Stainless Steel • Stainless Steel inlet and outlet manifolds BF1000 Accessories: • Spillguard • Suction and Discharge HosesMax Flow 1000 GPM Material Stainless Steel Max PSI 125 PSI Dry weight 2000 lbs. Footprint: 48” x 48” Inlet x outlet 6” x 6” Flange ASME 800-742-7246 rainforrent.com PumPs • Tanks • FilTraTion • PiPe • sPillguards Rain for Rent is a registered trademark of Western Oilfields Supply Company. Features and specifications are subject to change without notice. 377 AGENDA ITEM NO. 6.1 Item Cover Page DATE:December 17, 2024 TIME:10 min. SUBMITTED BY:Steph Johnson, Finance ITEM TYPE:Ordinance AGENDA SECTION:Public Hearings (8:55pm) SUBJECT:Ordinance No. 23, Series of 2024, Second Reading, An Ordinance Making Budget Adjustments to the Town of Vail General Fund, Capital Projects Fund, Real Estate Transfer Tax Fund, Housing Fund, Dispatch Services Fund, Heavy Equipment Fund, Residences at Main Vail Fund, and Timber Ridge Fund of the 2024 Budget for the Town of Vail, Colorado; and Authorizing the Said Adjustments as Set Forth Herein; and Setting Forth Details in Regard Thereto (8:55pm) SUGGESTED ACTION:Approve, approve with amendments, or deny Ordinance No. 23, Series of 2024 upon second reading. PRESENTER(S):Jake Shipe, Budget Analyst VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Ordinance #23, Series of 2024 - 3rd Supplemental 2024 (2nd Reading) 12-17-2024 - Third Budget Supplemental Appropriation (2nd Reading) Attachment A - Memo Regarding Axon Contract 378 Ordinance No. 23, Series of 2024 ORDINANCE NO. 23 Series of 2024 AN ORDINANCE MAKING BUDGET ADJUSTMENTS TO THE TOWN OF VAIL GENERAL FUND, CAPITAL PROJECTS FUND, REAL ESTATE TRANSFER TAX FUND, HOUSING FUND, DISPATCH SERVICES FUND, HEAVY EQUIPMENT FUND, RESIDENCES AT MAIN VAIL FUND, AND TIMBER RIDGE FUND OF THE 2024 BUDGET FOR THE TOWN OF VAIL, COLORADO; AND AUTHORIZING THE SAID ADJUSTMENTS AS SET FORTH HEREIN; AND SETTING FORTH DETAILS IN REGARD THERETO WHEREAS, contingencies have arisen during the fiscal year 2024 which could not have been reasonably foreseen or anticipated by the Town Council at the time it enacted Ordinance No. 24, Series of 2023, adopting the 2024 Budget and Financial Plan for the Town of Vail, Colorado; and, WHEREAS, the Town Manager has certified to the Town Council that sufficient funds are available to discharge the appropriations referred to herein, not otherwise reflected in the Budget, in accordance with Section 9.10(a) of the Charter of the Town of Vail; and, WHEREAS, in order to accomplish the foregoing, the Town Council finds that it should make certain budget adjustments as set forth herein. NOW, THEREFORE, BE IT ORDAINED, BY THE TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO THAT: 1. Pursuant to Section 9.10(a) of the Charter of the Town of Vail, Colorado, the Town Council hereby makes the following budget adjustments for the 2024 Budget and Financial Plan for the Town of Vail, Colorado, and authorizes the following budget adjustments: General Fund $ (2,195,733) Capital Projects Fund 4,433,959 Real Estate Transfer Tax Fund 890,120 Housing Fund 468,749 Dispatch Services Fund 753,200 Heavy Equipment Fund 73,500 Residences at Main Vail Fund 146,000 Timber Ridge Fund (1,870,335) Interfund Transfers 2,592,313 Total $ 5,291,773 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 379 Ordinance No. 23, Series of 2024 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, 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, APPROVED, AND ORDERED PUBLISHED ONCE IN FULL ON FIRST READING this 3rd day of December 2024, and a public hearing shall be held on this Ordinance on the 17th 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: ___________________________ Stephanie Kauffman, Town Clerk READ AND APPROVED ON SECOND READING AND ORDERED PUBLISHED IN FULL this 17th day of December 2024. _____________________________ Travis Coggin, Mayor ATTEST: ________________________________ Stephanie Kauffman, Town Clerk 380 TO: Vail Town Council FROM: Finance Department DATE: December 17th, 2024 SUBJECT: Third Supplemental Appropriation of 2024; 2nd Reading of Ordinance No. 23, Series of 2024 I. SUMMARY During Tuesday evening’s session, you will be asked to approve the second reading of Ordinance No. 23 making supplemental appropriations and adjustments to the 2024 budget. II. DISCUSSION Changes to the budget supplemental request from first reading General Fund • Budgeted revenues reflect a $650,856 transfer from the Real Estate Transfer Tax Fund for repayment of attorney’s fees incurred by the Town of Vail during 2022 and 2023 for the Booth Heights Open Space acquisition. An equivalent expenditure is reflected in the RETT fund. As an interfund transfer, this has no net impact to Town-wide expenditures. • $150,000 increase in expenditures for the West Lionshead Master Planning project, offset by use of the planning contingency, and savings in the West Vail Master Plan and Civic Area Master Plan, as approved by Council at the December 3rd meeting. This has no net impact to the budget. • $14,000 usage of accumulated funds within the Police Crimes Fund towards initiatives carried out by the Gore Range Narcotics Interdiction Team (G.R.A.N.I.T.E.), the joint drug task force with Eagle County. • $4,800 for fees charged to the Town by “Colorado 811”, a state-wide organization which collects utility locate requests from residents and contractors to relay to Town staff, who mark the location of Town-owned utilities as needed. The Town is charged based on the number of requests. • $4,000 for the Town’s portion of a shared subscription with the Eagle River Water and Sanitation District to Nearmap, an aerial imagery and mapping software used for the Town’s GIS system and public web map. • An additional $1,000 in professional development costs for an employee to attend a conference, offset by a $1,000 scholarship reimbursement from the American Public Works Association. 381 - 2 - Capital Projects Fund • Budgeted revenues reflect $405,880 in additional federal grant funding towards the electric bus charging station. These grants are administered by the Colorado Department of Transportation (CDOT) and are funded by the federal FAST Act. Total grant funding for the installation is $616,328. $255,758 of the grant has already been budgeted. The total budgeted cost of construction during 2023 and 2024 is $997,020. An additional $20,000 in funding for workforce training associated with this grant is reflected in the Heavy Equipment Fund revenues. • Budgeted expenditures are requested to increase by $40,241 for the Police body worn camera and equipment contract with Axon. Staff is working with the vendor on a contracting issue and believes that this will be reimbursed. Additional information is included in the attached memo. Real Estate Transfer Tax Fund • Included is a $35,000 increase in requested expenditures for contract cleaning of the park restrooms. The frequency of cleanings was increased to two checks/cleanings per day throughout the summer season due to a high volume of visitors to the parks, and additional cleanings were scheduled during special events based on high usage. • $11,200 increase in requested expenditures for emptying and cleaning of the port-a-lets at trailheads. The frequency of service was increased to two times per week due to overflow issues during high-volume spring, summer, and fall weekends. • $32,000 increase in requested expenditures for higher-than-anticipated water and sewer costs at the Town’s parks. From 2023 to 2024, the Eagle River Water & Sanitation District adjusted the tiered water rates, with increases in the lower-usage tiers, and decreases in the higher-usage tiers. The lowest-usage tier experienced a significantly increased rate. Most of the Town’s water usage is within the lowest tier. Housing Fund • Included is a $17,900 increase in requested expenditures for the East Vail Housing Project land acquisition for the purchase of a 1’ wide stretch of land around the CDOT parcel. The town will also be providing a premium parking pass in exchange for the land. • $2,186 increase in expenditures for inspection and interim utility costs for Pitkin Creek Park #14A and Pitkin Creek Park #3B prior to resale, offset by the usage of the buy- down housing placeholder. These are buy-down housing units which are to be re-sold to the community with a deed restriction. This has a net-zero impact to the total budget. Heavy Equipment Fund • A $20,000 increase in revenue is reflected for federal FAST Act grant funding towards workforce training associated with the electric bus charging stations. This is an 80% matching grant, and expenditures are correspondingly increased by $25,000. Timber Ridge Fund • The Timber Ridge fund reflects an additional $208 in acquisition costs for the Timber Ridge CDOT parcel. This is offset by an equal reduction in the Timber Ridge construction budget and has a net-zero impact to the total budget. 382 - 3 - The following information is repeated from the first reading but reflects updates to totals as a result of the changes above. General Fund Updated Revenue Projections During the 2024 budget process, revenue projections were made conservatively due to economic uncertainty following the pandemic. However, year-to-date collections have exceeded early expectations. While visitation has returned to pre-pandemic levels, rising inflation has continued to drive up costs. As a result, revenue forecasts have been updated to reflect improved collections. This includes the following: • Ski Lift Tax Collections: An increase of $339,135, adjusting the annual to $7,014,135. Year-to-date collections through October amount to $5,396,491. • County Sales Tax & Road and Bridge Tax: The budget reflects a $95,156 increase in projected revenues for both county sales tax and road and bridge tax. • Construction Permit Collections: An increase of $176,010, adjusting the annual budget to $1,145,661. Year-to-date collections total $1,068,770. • Public Way Permits: A $175,160 increase, adjusting the annual budget to $307,465. This increase follows a fee adjustment approved earlier this year by Council. • Design Review Fees: An increase of $36,388, raising the budgeted annual total to $104,740. Year-to-date collections are at $98,154. This increase follows a fee adjustment approved earlier this year by the Council. • PEC Fees: A rise of $31,945, adjusting the budgeted annual total to $45,000. Year-to- date collections stand at $44,125. This increase follows a fee adjustment approved earlier this year by the Council. • Other Community Development Fees: An increase of $273,671, covering various fees including plan check and contractor registration fees • Car Charging Station Revenue: An increase of $23,780, raising the budgeted annual total to $31,780. Year-to-date collections through September total $24,981. • 5% RETT Collection Fees: An increase of $60,616, bringing the budgeted annual total to $370,616, with funds remitted to the General Fund. • Interest Earnings: An increase of $4,057,109, bringing the annual total to $4,577,109. In total, budgeted revenues in the General Fund are proposed to increase by a net $6,668,842. Of this amount, $922,322 is directly offset by increases in corresponding expenditures. This includes the following: • $562,453 for wildland fire deployments, offsetting $416,878 of personnel costs, and $145,575 of travel, vehicle and equipment use, and miscellaneous costs related to the deployments. • $62,719 increase in revenue reimbursements for contracted police staffing, primarily due to event-related costs. This increase directly offset an increase in police overtime expenditures. • $89,150 increase in revenue for the Hope Center mental wellness grant passthrough from the State, resulting from timing differences between the State’s fiscal year and the town’s budget. This is fully offset by a corresponding increase in expenditures. • $208,000 grant from the Department of Local Affairs (DOLA) to support housing capacity planning initiatives. The total budget for housing planning is $260,000, with the grant covering 80% of related expenditures. 383 - 4 - Other revenue adjustments include the following: • A decrease of ($187,500) for the elimination of the loan repayment from the General Fund to the Real Estate Transfer Tax Fund for the Booth Heights Parcel, as approved by Council at the Nov 19th meeting. • A decrease of $65,000 in loading and delivery fees, adjusting the budgeted annual total to $545,000. Year-to-date collections amount to $534,500. • $63,194 in interest earnings from the Employee Housing Opportunity Program. These earnings are re-invested into the program as additional funds available to be loaned to employees for assistance in purchasing a home. • An increase of $15,000 to true-up the fee from the Vail Local Marketing District. General Fund expenditures are proposed to decrease by a net ($2,195,733). This includes an increase in expenditures of $1,554,267, offset by a decrease of ($3,750,000); eliminating the loan from the General Fund to the RETT fund for Booth Heights. Of the $1,554,267 expenditure increase, $975,322 will be partially or fully reimbursed by the revenue items noted above. The remaining net increase of $578,945, includes the following: • A $253,266 transfer to the Dispatch Services fund for the Dispatch Service portion of the revenue related to the Braden restitution. • $160,000 increase attorney fees • $150,000 for higher credit card and bank charges related to the implementation of the new parking pass and payment systems • $26,000 for electricity used at the electric bus charging stations. Beginning in 2025, electricity used as fuel for buses will be paid from the Heavy Equipment Fund and charged back to the bus department, similarly to diesel fuel. • $19,875 for contract services related to the negotiation of Employee Housing Unit credits for Timber Ridge Units, and conveyance of the East Vail CDOT parcel • $25,000 for increased early winter season service (approved by Council at the Oct. 15th meeting). This includes $16,000 for personnel costs and $9,000 for bus operational fees to the Heavy Equipment Fund. • $3,000 for marketing and communications for the 2024-2025 winter parking plan (approved by Council at the Sept. 3rd meeting) • ($5,296) decrease in fire radio equipment repair and maintenance, offset by a corresponding increase in the Capital Projects Fund. This change is required due to our accounting capitalization policy requiring purchases of over $5,000 to be recorded as capital assets and has a net-zero impact on town-wide budget expenditures. • ($21,000) decrease in the $750,000 compensation study placeholder, offset by a corresponding increase salaries and benefits within the Heavy Equipment Fund. The remainder of the placeholder was allocated throughout the General Fund during 2024. This has a net-zero impact to town-wide budgeted expenditures. • ($27,200) decrease in Economic Development, utilizing savings in the professional fees and research line items, for capital purchased related to the relocation of the Economic Development offices to the Lionshead parking structure. This has a net-zero impact to town-wide budgeted expenditures. • ($27,500) decrease for the Bus Charger ongoing warranty, which will be shifted to the Heavy Equipment Fund for consistency with other fuel and vehicle related costs. This has a net-zero impact town-wide budgeted expenditures. Staff is also requesting to shift $97,692 in Community Development in salary savings to be used for contract planning services needed as a result of ongoing staffing vacancies. This will have no net impact to the total budget. 384 - 5 - The above adjustments result in a projected fund balance in the General Fund of $37.8 million by the end of 2024, or 56% of annual revenues. Capital Projects Fund Budgeted revenues will be adjusted by a total of $3,243,765. This includes the following: • $1,665,495 increase in interest earnings, to a total annual budget of $1,955,105. Year- to-date collections (through September) total $1,685,106. • $1,078,670 increase in use tax collections, to a total annual budget of $3,118,670. Year- to-date collections (through November 25th) total $2,816,588. • A total $72,000 increase in the transfer from the Vail Reinvestment Authority to true up the reinvestments for the Frontage Rd improvement project ($15,000) and the Dobson arena redevelopment ($57,000). • A $67,000 increase in the transfer from the Marketing Fund utilizing savings in the Town produced events budget directly offset by an increase in expenditures to purchase of four additional house structures for the Kringle Crossing Holiday Village, utilizing funds for Town Produced Events. This has a net-zero impact on town-wide budgeted expenditures. Capital Projects Funds expenditures are proposed to increase by $4,433,959. In addition to the Kringle Krossing Holiday houses described above, this includes: • Approved by the Council at the October 1st meeting, $2,000,000 of funding for the Hamlet Chalet Town home is being carried forward to the 2024 amended budget, with a corresponding reduction in the 2025 budget. • $1,908,277 for the construction of a transit stop at the new Timber Ridge Housing development, offset by an equal decrease in the placeholder for this item within the Timber Ridge Fund. This has a net-zero impact to town-wide budgeted expenditures. • A $308,799 transfer to the Housing Fund as a reimbursement for the North Trail Townhome Unit D. This unit was purchased in December 2022, with the original intent to be a community resale unit. Therefore, it was paid-for with the Housing Fund. During 2023, Council directed staff to instead retain this unit as a Town of Vail Employee Housing Unit. The expenditure was recognized within the Capital Projects Fund, but the fund balance was not returned to the Housing Fund. This transfer is needed to recognize the repayment from the Capital Projects Fund to the Housing Fund on a budget-basis. • A $100,000 increase for the facilities capital maintenance expenditures. This increase is due to unexpected costs experienced during maintenance of the Municipal Complex. During the Community Development Building roof repair, it was discovered that insulation in areas of the roof was inadequate or missing and needed to be corrected. This increase is offset by savings within ongoing parking structure maintenance project budget. • $77,146 for repairs to the parking entry system equipment due to vehicular damage, and additional inventory to quickly address future damages during the winter season. Restitution has been requested in relation to these damages. • $27,200 for the relocation of the Economic Development offices to the Lionshead parking structure, offset by savings within the General Fund. This has not net impact to the total budget. • $5,296 for the purchase of a radio equipment for the fire department. This is offset by savings in the General Fund for radio repair and maintenance. Due to cost escalations, theses radios now cost more than $5,000 and the town’s accounting capitalization policy requires purchases of over $5,000 to be recorded as capital assets. This has a net-zero impact on town-wide budgeted expenditures. 385 - 6 - All the above adjustments will result in an estimated fund balance of $27.6 million by the end of 2024. This is 178% of annual Sales Tax Revenue, above the minimum of 25%. Real Estate Transfer Tax (RETT) Fund Budgeted revenues will be adjusted by a net decrease of ($1,822,942). This includes an increase in revenues of $1,927,318 offset by a decrease in revenues of $3,750,000. 2024 RETT collections have been better than anticipated due to several high dollar residential sales. As a result, the RETT Fund now can fund the full acquisition costs of the Booth Heights parcel ($18.8M). Per Council direction at the Nov 19th meeting, the $3,750,000 loan from the General Fund for the acquisition of the Booth Heights parcel has been eliminated from the budget. Excluding the elimination of the loan, revenues will be increased by $1,927,058. This includes the following: • An increase in Real Estate Transfer Tax Collections of $1,212,318, to a total annual budget of $8,212,318. Year-to-date collections (through Nov 25th) total $8,161,498. Expenditures are increased for the corresponding 5% collection fee to the General Fund, in the amount of $60,616. • An increase in interest earnings of $689,904, to a total annual budget of $758,571. Year- to-date collections (through September) total $569,905. • $10,200 increase in reimbursements from various Colorado Communities for the 2024 Colorado Communities for Climate Action event. The reimbursements will go towards an increase of expenditures of $13,867 for event costs. The total 2024 event budget is proposed at $31,867. • The budget reflects a $8,156 increase of donations revenues used towards Sole Power program. This offsets an increase in expenditures for prizes for the program. • Utilization of $6,480 of bag fees to offset increased expenditures for the 2024 Hard to Recycle events. The total cost of the Hard to Recycle events in 2024 totaled $56,480. RETT fund expenditures are proposed to increase by a net $890,120, of which $89,119 will be fully or partially reimbursed as listed above. The remaining amount includes: • $492,095 for the replacement of the Gymnastics Center Air Conditioning unit, offset by eliminating the golf course maintenance building fence replacement ($295,410), and decreasing the tennis court retaining wall planned expenditure for 2026 by ($196,685). This was approved by Council at the November 5th meeting. • $42,760 for final attorney bills associated with the Booth Heights Land Acquisition. The total amended acquisition cost is $18,821,514. The RETT Fund will fund the total cost of the acquisition in full without a loan from the General Fund as previously anticipated. • $20,000 increase in tree maintenance and removal costs. It was necessary to remove a larger number of trees than normal this year due to increased beaver activity, and a spruce beetle infestation behind the Cascade Village area. • A ($187,500) decrease in loan repayment to the General Fund due to the elimination of the loan for Booth Heights All the above adjustments will result in an estimated fund balance of $4.5 million by the end of 2024. 386 - 7 - Housing Fund Budgeted revenues will be adjusted by an increase of $6,725,453. Revenue adjustments include the following: • $4,995,455 for the sale of the Lion’s Ridge apartment homes land. The land has been under a lease agreement since the original development, with a purchase option expiring at the end of 2024. Council approved the sale in Ordinance No. 12, Series of 2024 on September 17th. • $700,000 for interest earnings. Year-to-date collections (through September) total $618,361. • $675,000 for buyouts of deed restrictions approved by Council at 1779 Sierra Trail and 392 Beaver Dam Road. • A $308,799 transfer from the Capital Projects Fund to reimburse the Housing Fund for the North Trail Town Home Unit D (detail above in CPF expenditures) • An increase of $46,199 reflects year to date employee housing fees in lieu collections which will be directly offset by an increase in expenditures allocated for buy-down funds. Housing Fund expenditures are proposed to increase by $468,749, of which $46,199 is related to the increase in buydown funds mentioned above. The remaining increase is due to: • Addition of a $400,000 placeholder for the East Vail Parcel entitlement process • A $4,650 transfer to the Timber Ridge Fund to offset the increase in the CDOT Land Acquisition cost approved during the 2nd supplemental. The above adjustments will result in an estimated fund balance of $7.3 million by the end of 2024. Marketing Fund The Marketing fund reflects an increase in revenue of $10,000 for interest earnings, to a total annual budget of $10,250. Year-to-date collections (through September) total $9,381. Also reflected is a $67,000 transfer to the Capital Projects Fund for the purchase of four additional Kringle Crossing house structures, offset by an equal reduction in the town produced events budget. This has a net-zero impact on the budget. The above adjustments will result in an estimated fund balance of $137.7 thousand by the end of 2024. Heavy Equipment Fund Budgeted revenues will be adjusted by a total of $145,409 including the following: • An increase of $75,000 for interest revenue, to a total annual budget of $76,500. Year- to-date collections (through September) total $65,748. • $50,409 for insurance reimbursements on damaged Police Department vehicles. Budgeted expenditures are requested to increase by $73,500. This includes: • $27,500 for the Bus Charging station ongoing warranty and maintenance contract, which will be shifted from the General Fund for consistency with other fuel and vehicle related costs. This has a net-zero impact on town-wide budgeted expenditures. • $21,000 for compensation adjustments in response to market pressures. The Compensation adjustments placeholder was budgeted in full in the General Fund. This 387 - 8 - budget adjustment reflects the allocation of this placeholder applicable to the Heavy Equipment Fund but is not an increase in the total budget. A corresponding decrease in expenditures is reflected within the General Fund. The above adjustments will result in an estimated fund balance of $265.8 thousand by the end of 2024. Health Insurance Fund Budgeted revenues will be increased by $150,000 for interest revenue. Total budgeted interest will be $225,000. Year-to-date collections (through September) total $199,948. The above adjustment will result in an estimated fund balance of $4.9 million by the end of 2024. Dispatch Services Fund Budgeted revenues will be adjusted by a total of $373,266 for the following: • A transfer from the General Fund of $253,266 for court restitution related to the Braden case reimbursing for services paid for by the Dispatch Service Fund. • An increase of $120,000 for interest earnings, for a total amended budget of $125,000 based on year-to-date collections. Budgeted expenditures are proposed be increased by $753,200 for the following: • $700,000 to contract for the replacements of the Records Management System. This was originally included within the 2025 at a cost of $750,000. Staff is proposing to move this forward to the 2024 amended budget with a decrease in budgeted expenditures of $50,000. A corresponding decrease in included in the 2nd reading of the 2025 proposed budget. • $53,200 of personnel costs for the implementation of a skills-based progression program to assist in recruiting and retaining employees. The above adjustments will result in an estimated fund balance of $1.7 million by the end of 2024. Residences at Main Vail Fund Budgeted revenues reflect an increase of $146,000 in resident reimbursements for utility costs this is directly offset by a corresponding decrease in expenditures. Timber Ridge Fund Budgeted revenues will be adjusted by $163,437. This includes the following: • An increase of $101,787 in rental income prior to closing and redevelopment • An increase in interest of $54,000, to a total annual budget of $66,500 • A transfer of $4,650 from the Housing Fund to offset the increase in the CDOT Land Acquisition cost approved during the 2nd supplemental. 388 - 9 - Budgeted expenditures are proposed to decrease by a net ($1,870,335). This includes the following: • A ($1,908,277) decrease in Timber Ridge project expenditures due to the Timber Ridge Bus Stop budget being shifted to the Capital Projects Fund. This has a net-zero impact to town-wide expenditures. • An increase of $37,942 in operating costs prior to demolition. 389 TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND Proposed 2024 1st 2024 2nd 2024 3rd 2024 Budget Supplemental Amended Supplemental Amended Supplemental Amended Revenue Local Taxes:40,850,000$ 40,850,000$ 40,850,000$ 40,850,000$ Sales Tax Split b/t Gen'l Fund & Capital Fund 62/38 62/38 62/38 62/38 Sales Tax 25,327,000 25,327,000 25,327,000 25,327,000 Property and Ownership 8,445,000 8,445,000 8,445,000 8,445,000 Ski Lift Tax 6,675,000 6,675,000 6,675,000 339,135 7,014,135 Ski Lift Tax Collections ($339.0K) Franchise Fees, Penalties, and Other Taxes 1,901,156 1,901,156 1,901,156 1,901,156 Licenses & Permits 2,832,032 2,832,032 2,832,032 628,174 3,460,206 Plan Check Fees ($248.7K); Construction Permits ($176.0K); Public Way Permits ($175.2K); Design Review Fees ($36.4K); PEC Fees ($31.9K); Contractor's Registration Fees ($25.0K); Loading and Delivery Fees (- $65.0K) Intergovernmental Revenue 3,244,333 33,850 3,278,183 133,657 3,411,840 969,759 4,381,599 Wildland Deployment Revenue ($562.5K); DOLA Capacity Grant ($208.0K); Hope Center Grant Passthrough ($89.2K); County Sales Tax ($62.0K); County Road and Bridge Tax ($33.2K); VLMD Management Fee ($15.0K) Transportation Centers 8,930,196 8,930,196 8,930,196 23,780 8,953,976 Car Charging Stations ($23.8K) Charges for Services 1,029,992 (2,098) 1,027,894 1,027,894 123,335 1,151,229 PD Contract Overtime ($62.7K); RETT Management Fee ($60.6K) Fines & Forfeitures 204,116 204,116 204,116 204,116 Earnings on Investments 500,000 500,000 500,000 4,120,303 4,620,303 Interest Earnings ($4.1M); Earnings on EHOP program ($63.2K) Rental Revenue 1,757,238 32,028 1,789,266 1,789,266 1,789,266 Miscellaneous and Project Reimbursements 236,000 15,500 251,500 4,200 255,700 1,000 256,700 American Public Works Employee Training Scholarship ($1.0K) Total Revenue 61,082,063 79,280 61,161,344 137,857 61,299,201 6,205,486 67,504,687 Expenditures Salaries 28,477,724 59,195 28,536,919 88,000 28,624,919 215,816 28,840,735 Wildland Deployment Salaries/OT ($378.3K); PD Contract Overtime ($62.7K); Early Winter Season Bus Service ($12.0K); Utilize Community Development savings for Contract Funds (-$97.7K); Allocation of Compensation Study Placeholder to Benefits and HEF (- $139.3K) Benefits 8,940,570 15,242 8,955,812 8,955,812 161,089 9,116,901 Allocate Compensation Study Placeholder ($118.3K); Wildland Deployment Benefits ($38.7K); Early Winter Season Bus Service ($4.0K) Subtotal Compensation and Benefits 37,418,294 74,437 37,492,731 88,000 37,580,731 376,905 37,957,636 Contributions and Welcome Centers 307,200 307,200 307,200 307,200 Childcare Program Funding 250,000 250,000 250,000 250,000 390 TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND Proposed 2024 1st 2024 2nd 2024 3rd 2024 Budget Supplemental Amended Supplemental Amended Supplemental Amended All Other Operating Expenses 12,503,275 433,379 12,936,654 94,476 13,031,130 915,096 13,946,226 DOLA Capacity Grant Initiatives ($260.0K); Attorney fees ($160.0K); Bank Fees associated with Parking Revenue ($150.0K) Wildland Deployment Operational Costs ($145.6K); Community Development Contract Labor offset by savings in Salaries ($97.7K); Hope Center Funding offset by Grant ($89.2K); Bus Charging Electricity ($26.0K); Housing Contract Services ($19.9K); Winter Parking Marketing ($3.0K); Shift Radio R&M to CPF ($-5.3K); Shift ChargePoint Warranty to HEF (- $27.5K); Economic Development Savings used for Office Move in CPF ($-27.2K); GRANITE Task Force Funds ($14.0K); Utility Locate Request Administration fees ($4.8K); Nearmap Aerial Imagery Service ($4.0K); Public Works Employee Training offset by scholarship ($1.0K) Heavy Equipment Operating Charges 3,352,626 3,352,626 3,352,626 9,000 3,361,626 Early Winter Season Bus Service Operational Charges ($9.0K) Heavy Equipment Replacement Charges 1,193,175 6,875 1,200,050 1,200,050 1,200,050 Dispatch Services 691,448 691,448 691,448 691,448 Total Expenditures 55,716,018 514,691 56,230,709 182,476 56,413,185 1,301,001 57,714,186 Surplus (Deficit) from Operations 5,366,045 (435,411) 4,930,635 (44,619) 4,886,016 4,904,485 9,790,501 One-Time Items: Planning Projects Transit Route & Operations Planning (75,000) (75,000) (15,000) (90,000) (90,000) VLMD Transfer for Destination Stewardship Mgmt. Plan 200,000 200,000 200,000 200,000 Destination Stewardship Mgmt. Plan (213,815) (13,500) (227,315) (227,315) (227,315) Civic Area/Dobson Master Plan (350,000) (350,000) (350,000) 26,971 (323,029) Utilize savings for West Lionshead Plan (-$27.0K) West Vail Master Plan (98,029) (98,029) (98,029) 98,029 - Utilize savings for West Lionshead Plan (-$98.0K) West Lionshead Master Plan (150,000) (150,000) West Lionshead Master Planning ($150.0K) Contingency (25,000) (25,000) (25,000) 25,000 - Utilize for West Lionshead Planning (-$20.0K) Contributions Funded with Reserves ECO Trail- Eagle Valley Trail Contribution (Minturn)(100,000) (100,000) (100,000) Net Increase /(Decrease) due to One- Time Items: (388,815) (186,529) (575,344) (115,000) (690,344) - (690,344) Transfer (to)/from Marketing & Special Events Fund (2,600,000) (2,600,000) (2,600,000) (2,600,000) Transfer (to)/from RETT (Booth Heights Acquisition)(3,750,000) (3,750,000) (3,750,000) 3,750,000 - Eliminate Booth Heights Loan (-$3.75M) Transfer (to)/from RETT (BH Loan Repayment)282,199 (94,699) 187,500 187,500 463,356 650,856 Eliminate Booth Heights Loan Repayment (-$187.5K); Repayment of 2022/2023 Booth Heights Legal Fees from RETT ($650.9K) Transfer from RETT (Other)13,500 13,500 13,500 13,500 Transfer (to) RETT (Other)(2,880) (2,880) (2,880) Transfer (to)/from Other Funds (Other)(48,363) (48,363) (48,363) (253,266) (301,629) Transfer to Dispatch Fund for Braden Case ($253.3K) 391 TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE GENERAL FUND Proposed 2024 1st 2024 2nd 2024 3rd 2024 Budget Supplemental Amended Supplemental Amended Supplemental Amended Timber Ridge Transfer to TR for Site and Podium (28,049,840) (2,472,500) (30,522,340) (30,522,340) (30,522,340) Surplus (Deficit) Net of Transfers and One-Time Items (25,390,411) (6,974,002) (32,364,412) (162,499) (32,526,911) 8,864,575 (23,662,336) Beginning Fund Balance 61,440,888 61,440,888 61,440,888 61,440,888 Ending Fund Balance 36,050,478$ 29,076,477$ 28,913,977$ 37,778,552$ As % of Annual Revenues 59%48%47%56% EHOP balance included in ending fund balance - not spendable 1,542,414$ 16,299$ 1,558,713$ 1,558,713$ 63,194$ 1,621,907$ 392 Proposed 1st 2024 2nd 2024 3rd 2024 2024 Supplemental Amended Supplemental Amended Supplemental Amended Revenue Total Sales Tax Revenue:40,850,000$ -$ 40,850,000$ -$ 40,850,000$ -$ 40,850,000$ Sales Tax Split between General Fund & Capital Fund 62/38 62/38 62/38 62/38 Sales tax split 62/38 Sales Tax - Capital Projects Fund 15,523,000$ -$ 15,523,000$ -$ 15,523,000$ -$ 15,523,000$ Use Tax 2,040,000 - 2,040,000 - 2,040,000 1,078,670 3,118,670 2024: Increased based on YTD collections ($1.1M) Franchise Fee 205,000 921,672 1,126,672 - 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 - 3,464,882 360,600 3,825,482 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); Bus EV Charging Station FAST Act Grants #24-HTR-ZL-00262 ($181,120) and #24-HTR-ZL- 00112 ($179,480) Other State Revenue 750,000 2,600,276 3,350,276 250,000 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 Per Vail Commons commercial (incr. every 5 years); Project Reimbursement 558,562 215,875 774,437 - 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 - 468,933 - 468,933 Earnings on Investments and Other 289,610 - 289,610 - 289,610 1,665,495 1,955,105 2024: Increased by $1.7M based on YTD earnings Total Revenue 20,007,375 7,202,705 27,210,080 250,000 27,460,080 3,104,765 30,564,845 Expenditures Facilities Facilities Capital Maintenance 469,500 473,487 942,987 - 942,987 27,200 970,187 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); Relocation of Economic Development offices to Lionshead Parking Structure ($27.2K) Municipal Complex Maintenance 260,000 1,025,000 1,285,000 - 1,285,000 100,000 1,385,000 2024: Re-appropriate remaining funds for Muni HVAC Replacement ($1.0M); Community Development Roof Repair Cost Increase ($100.0K) Building Energy Enhancement Projects 25,000 25,000 50,000 - 50,000 - 50,000 2024: Placeholder for energy enhancements specific to Town buildings Public Works Building Maintenance - 180,000 180,000 - 180,000 - 180,000 2024: Re-appropriate funds towards PW Admin exterior building paint, furnace relocation, and window replacement ($180K); Welcome Center/Grandview Capital Maintenance 25,000 96,778 121,778 - 121,778 - 121,778 2024: Re-appropriate furniture upgrade in Lionshead welcome center ($83.7K); Use savings of $13K from Welcome Center displays to go towards furniture upgrades Purchase of Employee Rental Units 2,000,000 1,224,136 3,224,136 - 3,224,136 2,000,000 5,224,136 2024: Re-appropriate funds towards continuing purchase of TOV employee housing stock ($1.2M); Purchase of Hamlet Townhome Unit 3 ($2.0M); Employee Rental Capital Maintenance 150,000 130,000 280,000 - 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); TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE CAPITAL PROJECTS FUND 393 Proposed 1st 2024 2nd 2024 3rd 2024 2024 Supplemental Amended Supplemental Amended Supplemental Amended TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE CAPITAL PROJECTS FUND Geothermal Energy System - - - 400,000 400,000 - 400,000 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 Snowmelt Boilers Replacement 1,000,000 1,111,634 2,111,634 (150,000) 1,961,634 - 1,961,634 2024: Placeholder for replacement of BTU boilers at end of life Arrabelle Snowmelt Boilers - 190,000 190,000 - 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 - 50,000 2024: Capital Maintenance Placeholder Vail Mobility Hub Expansion 1,500,000 - 1,500,000 - 1,500,000 - 1,500,000 2024: Design for Vail Mobility Hub (VTRC) Expansion offset by $750K MMOF match grant included in state reimbursements above; Fire Sprinkler Upgrades at Bus Barn 500,000 100,000 600,000 - 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 - 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 4,670,578 10,650,078 250,000 10,900,078 2,127,200 13,027,278 Parking Parking Structures 1,040,000 - 1,040,000 - 1,040,000 (100,000) 940,000 Annual Parking Structure Maintenance; 2024: Utilize savings towards increased costs for Municipal Complex Maintenance (-$100.0K) Parking Entry System / Equipment - 327,191 327,191 - 327,191 77,146 404,337 2024: Re-appropriate $114.8K for remaining parking system replacement costs; Repairs on parking entry equipment due to damages and additional inventory for future damages ($77.1K) Red Sandstone Parking Structure 70,000 - 70,000 - 70,000 - 70,000 2024: $70K structure resealing Total Parking 1,110,000 327,191 1,437,191 - 1,437,191 (22,854) 1,414,337 Transportation Bus Shelters 30,000 202,583 232,583 - 232,583 - 232,583 2024: Construction of Additional Shelters ($202.6K) Timber Ridge Transit Stop - - - 1,908,277 1,908,277 2024: Construction of a transit stop at the new Timber Ridge housing development, offset by a decrease in expenditures in the Timber Ridge fund ($1.9M) Replace Buses - 7,850,000 7,850,000 - 7,850,000 - 7,850,000 2024: Re-appropriate $7.9M funds for six bus replacements with electric models - Offset by grant funding ($9.6M); Bus Wash Equipment - 650,000 650,000 - 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 Sign Replacement - 15,025 15,025 - 15,025 - 15,025 2024: Re-appropriate remaining funds for electric bus signage replacement project Traffic Impact Fee and Transportation Master Plan Updates - 48,943 48,943 (15,000) 33,943 - 33,943 2024: Re-appropriate remaining funds to finalize and adopt Go Vail 2045 Hybrid / Electric Bus Battery Replacement - 165,000 165,000 - 165,000 - 165,000 2026: Scheduled replacement of Electric Bus Batteries ($360.0K); Electric bus chargers and electrical service rebuild 600,000 393,783 993,783 - 993,783 - 993,783 2024: $600K New charging station placeholders for additional electric buses added to fleet; Re-appropriate $393.8K for electric bus charging infrastructure project Total Transportation 630,000 9,325,334 9,955,334 (15,000) 9,940,334 1,908,277 11,848,611 Road and Bridges Capital Street Maintenance 1,640,000 - 1,640,000 - 1,640,000 - 1,640,000 2024 includes surface seal ($310K); asphalt mill overlay ($550K); Drainage Improvement ($105k); Street Light Improvements 75,000 365,000 440,000 - 440,000 - 440,000 2024: Annual Town-Wide street light replacement 394 Proposed 1st 2024 2nd 2024 3rd 2024 2024 Supplemental Amended Supplemental Amended Supplemental Amended TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE CAPITAL PROJECTS FUND Slifer Plaza/ Fountain/Storm Sewer - 70,714 70,714 - 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 - 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 - 1,085,599 - 1,085,599 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); Seibert Fountain Improvements - 27,082 27,082 - 27,082 - 27,082 2024: Re-appropriate funds for fountain upgrades ($27.0K) not complete in 2023 Roundabout Lighting Project - 1,236,697 1,236,697 - 1,236,697 - 1,236,697 2024: Re-appropriate funds to complete lighting project at Town Center ($1.2M) Neighborhood Road Reconstruction - 1,588,809 1,588,809 - 1,588,809 - 1,588,809 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) Vail Village Streetscape/Snowmelt Repair 1,500,000 1,433,961 2,933,961 - 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) Lionshead Streetscape/Snowmelt Replacement (VRA)- 250,000 250,000 - 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 6,293,179 9,508,179 - 9,508,179 - 9,508,179 Technology Town-wide camera system 30,000 - 30,000 - 30,000 - 30,000 Annual maintenance Audio-Visual capital maintenance 150,000 - 150,000 - 150,000 - 150,000 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 - 125,000 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 - 865,000 Annual software licensing and support for town wide systems (3% Annual Increase) Hardware Purchases 75,000 - 75,000 - 75,000 - 75,000 Workstation replacements (20-25 per year) Website and e-commerce 70,000 - 70,000 - 70,000 - 70,000 Annual website maintenance (3% Annual Increase) Fiber Optics / Cabling Systems in Buildings 50,000 745,626 795,626 - 795,626 - 795,626 Repair, maintain & upgrade cabling/network Infrastructure ($50K) Network upgrades 150,000 - 150,000 - 150,000 - 150,000 Computer network systems - replacement cycle every 3-5 years ($150K) Data Center (Computer Rooms)150,000 - 150,000 - 150,000 - 150,000 Annual data center maintenance ($150K) Data Center equipment replacement 1,750,000 - 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 - 110,000 Annual Broadband Expenses (3% Annual Increase) Business Systems Replacement - 90,000 90,000 - 90,000 - 90,000 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); Total Technology 3,525,000 835,626 4,360,626 - 4,360,626 - 4,360,626 Public Safety Public Safety IT Equipment 40,000 - 40,000 - 40,000 - 40,000 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 395 Proposed 1st 2024 2nd 2024 3rd 2024 2024 Supplemental Amended Supplemental Amended Supplemental Amended TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE CAPITAL PROJECTS FUND Public Safety Equipment 140,600 48,363 188,963 - 188,963 40,241 229,204 2024: Annual cost of Axon body-worn camera system; Reappropriate acquisition of two police K9s ($41.0K) and associated vehicle modifications ($7.4k); Axon contracting error ($40.2K) Terradyne Public Safety Vehicle 145,000 - 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 - - - - - 5,296 5,296 2024: Purchase of additional Radio ($5.3K) Event Equipment - 6,007 6,007 - 6,007 67,000 73,007 2024: Purchase of additional storage container for Santa's Village ($6.0K); Purchase of four additional house structures for Kringle Krossing Holiday Village ($67.0K) Radio Equipment replacement/expansion 720,000 (720,000) - - - - - 2024: Defer radio replacement until 2026 Fire Truck Replacement - 787,037 787,037 936,272 1,723,309 - 1,723,309 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) Total Public Safety 1,045,600 121,407 1,167,007 936,272 2,103,279 112,537 2,215,816 Community and Guest Service Children's Garden of Learning Temporary Facility Relocation - 32,248 32,248 - 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 - 126,815 - 126,815 2024 includes 3 club car purchases, in addition to the four purchased in 2023 Energy Enhancements 52,500 61,630 114,130 - 114,130 - 114,130 2024: Re-appropriate funds for Public Works Shop EV Chargers and electrical service upgrade ($61.6K); 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 - 366,213 - 366,213 2024: Re-appropriate $16K for lighting crossing at Safeway; $350K Construction of RRFB Pedestrian Crossing at Safeway; Bollard Installation Project - 483,536 483,536 - 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 2,487,838 4,187,838 - 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 - 759,416 - 759,416 2024: Re-appropriate funds to complete wayfinding signs project ($8.1K) Electric Vehicle Pilot Program - 78,615 78,615 - 78,615 - 78,615 2024: Re-appropriate purchase of Ford F150 lightning for pilot testing. Vehicle Expansion 133,000 193,815 326,815 - 326,815 - 326,815 2024: 2 PD take-home vehicles, final stage of program implementation ($133k) Total Community and Guest Service 1,885,500 4,590,126 6,475,626 - 6,475,626 - 6,475,626 Total Expenditures 17,390,600 26,163,441 43,554,041 1,171,272 44,725,313 4,125,160 48,850,473 56,714,139 Dobson Financing Sources (Uses) Transfer from Vail Reinvestment Authority 3,839,275 3,839,275 - 3,839,275 57,000 3,896,275 2024: Transfer from the VRA for Dobson Redevelopment Dobson Redevelopment - (3,896,275) (3,896,275) - (3,896,275) - (3,896,275) 2024: Initial costs for Dobson redevelopment, offset by transfer from the VRA Total Dobson Financing Sources (Uses)- (57,000) (57,000) - (57,000) 57,000 - 396 Proposed 1st 2024 2nd 2024 3rd 2024 2024 Supplemental Amended Supplemental Amended Supplemental Amended TOWN OF VAIL 2024 PROPOSED AMENDED 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) - (1,158,592) PW Shops Debt Service Payment Transfer from Vail Reinvestment Authority 200,000 502,565 702,565 - 702,565 15,000 717,565 2024: Reappropriate transfers from the VRA for Frontage Road Enhancements ($220.3K), CGL relocation ($32.3K), and Lionshead Streetscape ($250.0K); Transfer from the VRA for the Frontage Road ($15.0K) Transfer to Housing Fund (InDEED)(2,500,000) - (2,500,000) - (2,500,000) - (2,500,000) Annual $2.5M appropriation towards community housing projects Transfer to Housing Fund - - - - - (308,799) (308,799) 2024: Repayment to Housing fund for Northtrail Unit D retained as a TOV Employee Housing unit ($308.8K) Transfer from Marketing Fund - 6,007 6,007 - 6,007 67,000 73,007 2024: Transfer from Marketing Fund storage container ($6.0K); Transfer from the Marketing Fund for four additional house structures for the Kringle Krossing holiday village ($67.0K) Transfer from General Fund - 48,363 48,363 - 48,363 - 48,363 2024: Re-appropriate Transfer from Police Seizure Funds to cover K-9 acquisitions ($41K) and K9 Vehicle mods (7K) Total Other Financing Sources and Uses (3,458,592) 556,935 (2,901,657) - (2,901,657) (226,799) (3,128,456) Revenue Over (Under) Expenditures (841,817) (18,460,801) (19,302,618) (921,272) (20,223,890) (1,190,194) (21,414,084) Beginning Fund Balance 48,960,704 48,960,704 48,960,704 48,960,704 Ending Fund Balance 48,118,887 29,658,086 28,736,814 27,546,620 Fund Balance as a percentage of Sales Tax revenue 185%177%Minimum 25% of sales tax revenues 397 Proposed 1st 2024 2nd 2024 3rd 2024 2024 Supplemental Amended Supplemental Amended Supplemental Amended Revenue Real Estate Transfer Tax 7,000,000$ -$ 7,000,000$ -$ 7,000,000$ 1,212,318$ 8,212,318$ 2024: Increase based on year-to-date collections ($1.2M) Golf Course Lease 175,151 - 175,151 - 175,151 - 175,151 Annual lease payment from Vail Recreation District; Rent income funds the "Recreation Enhancement Account" below; Intergovernmental Revenue 270,000 495,960 765,960 85,000 850,960 - 850,960 $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 10,200 85,200 2024: Evergreen Redevelopment Project Reimbursement for Middle Creek Restoration Fund ($75K); Reimbursements from communities for CC4CA Events ($10.2K) Donations - - - 30,000 30,000 8,156 38,156 2024: Logan donation towards Artist in Residency sculpture acquisition; Donations for Sole Power prizes ($8.2K) Recreation Amenity Fees 10,000 - 10,000 - 10,000 - 10,000 $10K annually Bag Fees 50,000 47,800 97,800 - 97,800 6,480 104,280 Utilize bag fees towards two Hard to Recycle events anually ($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); Utilize bage fees for Hard to Recycle Event cost increases ($6.5K) Earnings on Investments and Other 68,667 - 68,667 - 68,667 689,904 758,571 2024: Increase based on year-to-date collections ($689.9K) Total Revenue 7,648,818 543,760 8,192,578 115,000 8,307,578 1,927,058 10,234,636 Expenditures Management Fee to General Fund (5%)350,000 - 350,000 - 350,000 60,616 410,616 5% of RETT Collections - fee remitted to the General Fund for administration Wildland Forest Health Management 695,415 - 695,415 30,000 725,415 - 725,415 Wildland Operations; 2024: Personnel and supply costs reimbursed by Eagle County for wildfire risk reduction ($30.0K) Wildfire Mitigation 10,000 - 10,000 25,000 35,000 - 35,000 $10K annually to support wildfire mitigation projects as identified in the 2020 Vail Community Wildfire Protection Plan; Burn prep and fuels reduction on Bald Mountain Road funded by Eagle County($25.0K) Fire Free Five - Rebate Program 100,000 73,189 173,189 - 173,189 - 173,189 2024: $100K for the Fire Free Five Community Assistance Program provides funding to community members for the implementation of defensible space within the first five feet of the building; 2024: Re-appropriate remaining funds towards ongoing Fire Free Five rebate program ($73.2K) Wildland Fire Shelter 17,500 (17,500) - - - - - 2024: Wildland shelter safety device; Deferred to 2026; 2026: Placeholder for wildland shelter safety Fire Free Five - TOV Implementation 50,000 30,000 80,000 - 80,000 - 80,000 2024: $50K Continuation of Fire Free Five at TOV facilities; Re-appropriate $30K towards ongoing Fire Free Five projects Total Wildland 872,915 85,689 958,604 55,000 1,013,604 - 1,013,604 Parks TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE REAL ESTATE TRANSFER TAX FUND 398 Proposed 1st 2024 2nd 2024 3rd 2024 2024 Supplemental Amended Supplemental Amended Supplemental Amended TOWN OF VAIL 2024 PROPOSED AMENDED 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 78,200 2,455,201 Annual: Ongoing path, park and open space maintenance, project mgmt. Includes trail host program ($20K); Increased parks restroom cleaning frequency ($35.0K); Increased Trailhead Port-a-let cleaning and emptying frequency ($11.2K); Increase in water and sewer costs due to tier adjustments ($32.0K) Park / Playground Capital Maintenance 179,000 40,000 219,000 - 219,000 - 219,000 2024: Re-appropriate funds towards improvements of deteriorating wooden structures at Sunbird Park ($40.0K) Tree Maintenance 125,000 - 125,000 - 125,000 20,000 145,000 Annual on going pest control, tree removal and replacements in stream tract, open space, and park areas; 2024: Additional funds for tree removal due to increased beaver activity and beetle kill ($20.0K) Street Furniture Replacement 35,000 72,000 107,000 - 107,000 - 107,000 Annual Placeholder for Street Furniture Replacements ($35.0K); $72K to replace blue Covid picnic tables with a more aesthetically pleasing option Village Art Landscape Enhancements - 25,000 25,000 - 25,000 - 25,000 2024: Re-appropriate funds for the planting bed at Squash Blossom on Bridge Street ($25K) Stephens Park Safety Improvements - 19,904 19,904 - 19,904 - 19,904 2024: Re-appropriate funds for remaining equipment cost ($4.9K); Installation of a split-rail fence between park and frontage road ($15.0K) Ford Park- Betty Ford Way Pavers - 50,000 50,000 - 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 5,946 - 5,946 - 5,946 2024: Re-appropriate $5.9K towards on-going landscape repairs and plant material replacement Ford Park Playground Improvements 268,000 229,804 497,804 - 497,804 - 497,804 2024 :$497.8K for Ford Park playground safety improvements Ford Park Master Plan Capital Design 200,000 - 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 - 150,000 2024: Continuation of Turf Grass Reduction projects at Main Vail and West Vail Roundabouts and Municipal Building Donovan Park Improvements - 20,000 20,000 - 20,000 - 20,000 2024: Re-appropriate funds to complete rock garden renovations ($20.0K) Pirateship Park Improvements 300,000 - 300,000 - 300,000 - 300,000 2024: Safety improvements: replace wood siding and add climber Gore Creek Promenade Rehabilitation - 408,897 408,897 (40,000) 368,897 - 368,897 2024: Re-appropriate funds for ongoing project; design work for this project to take place in 2024 ($368.9K) Steps between Gore Creek Promenade and Children's Fountain - - - 40,000 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 - 75,000 2024: Repair plumbing leak in feature supply line in Slifer Plaza ($75k) Total Parks 3,709,001 871,551 4,580,552 - 4,580,552 98,200 4,678,752 Rec Paths and Trails Rec. Path Capital Maintenance 150,000 25,000 175,000 - 175,000 - 175,000 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 - 75,000 2024: Design of recreation path safety improvements ($75K) Bike Safety 10,000 - 10,000 - 10,000 - 10,000 Annual cost for bike safety programs ($10.0K) Bike Path Signage - 46,081 46,081 - 46,081 - 46,081 2024: Re-appropriate funds towards replacement of bike wayfinding signage, striping, and etiquette signage town-wide Pedestrian Bridge Projects 550,000 332,988 882,988 - 882,988 - 882,988 2024: $550K for pedestrian overpass; Re-appropriate $333.0K for pedestrian overpass rehabilitation East Vail Interchange Improvements - 204,543 204,543 - 204,543 - 204,543 2024: Re-appropriate funds for development of a landscape improvement plan due to landscaping and drainage issues ($204.6K) Dowd Junction repairs and improvements - 817,663 817,663 - 817,663 - 817,663 2024: Re-appropriate funds for ongoing restabilitzation of Dowd Junction retaining wall ($817.7K) Portalet Enclosures 45,000 8,130 53,130 - 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 - 2,500 - 2,500 2024: Re-appropriate funds for final landscaping costs ($2.5K) Total Rec Paths and Trails 830,000 1,436,905 2,266,905 - 2,266,905 - 2,266,905 399 Proposed 1st 2024 2nd 2024 3rd 2024 2024 Supplemental Amended Supplemental Amended Supplemental Amended TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE REAL ESTATE TRANSFER TAX FUND Recreational Facilities Golden Peak Pickleball Sound Barriers - 1,498 1,498 - 1,498 - 1,498 2024: Re-appropriate funds for purchase of remaining panels ($1.5K) Nature Center Operations 112,654 - 112,654 - 112,654 - 112,654 Nature Center operating costs(Contract with Walking Mountains) Nature Center Capital Maintenance 8,064 - 8,064 - 8,064 - 8,064 2024: Path and walkway repairs ($8.1K); Nature Center Redevelopment - 383,522 383,522 - 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 120,718 385,020 505,738 - 505,738 - 505,738 Environmental Environmental Sustainability 824,626 (13,500) 811,126 2,880 814,006 - 814,006 2024: Annual operating expenditures for Environmental department (4.25 FTEs); includes $50K for hard-to=recycle events, professional dues to organizations such as CC4CA, Climate Action Collaborative, etc.; $14k sustainability intern, $14K Waste Education intern; $14K Water Quality Intern; 2024: Eliminate one intern position and use savings towards a transfer to General Fund to increase budget and scope of Destination Stewardship Management Plan ($13.5K reduction); Clean-up day volunteer incentives ($2.9K) Recycling and Waste Reduction Programs 95,500 104,900 200,400 - 200,400 6,480 206,880 2024: Continue Compost Residential Expansion ($15k); Love Vail Website ($8k); Recycling and Composting Hauls to Eagle County ($25k); Recycling Compliance and Education ($7.5k); Actively Green ($40k); Re-appropriate funds towards business compost program funds ($24.0K), residential compost program funds ($24.0K), and ball cup program funds ($12.1K); $6.0K in additional funding for ball cup order of 12oz cups; Continuation of Zero Hero Waste program ($38.8K) - Funded through bag fees; Additional funds for Hard to Recycle events, offset by Bag Fees ($6.5K) Recycling Center Catwalk Replacement - 16,500 16,500 - 16,500 - 16,500 2024: Re-appropriate catwalk replacement at recycling center ($16.5K) - Funded with $9K of bag fees Ecosystem Health 234,017 375,000 609,017 - 609,017 13,867 622,884 2024: CC4CA Retreat Host Community ($18k); Open Lands Plan Implementation ($32k); Strategic Plan Rollout / Completion ($10k); Sustainable Destination Recertification & Fees ($20k); Sustainable Destination Reporting, Travel, Program ($25k); USFS Front Ranger Program ($29k); Wildlife Habitat Improvements, Wildlife Forum ($100k); Re-appropriate funds towards Dowd Junction Safe Passage Study partnership with CDOT ($175.0K), wildlife habitat improvements ($100.0K), biodiversity study ($50.0K), and ongoing Protect Wildlife bear campaign ($36.8K); additional funds for ongoing Protect Wildlife bear campaign ($13.2K); Additional funds for CC4CA retreat, patially offset by member community contirbutions ($13.9K) Energy & Transportation 72,500 15,000 87,500 - 87,500 8,156 95,656 2024: Energy Smarts ($40K); Sole Power ($5K); Greenhouse Gas Inventory ($25K); Energy- related education and outreach ($2.5K); 2024: Car share feasibility study ($15.0K); Sole Power prizes offset by Sole Power donations ($8.2K) E-Bike Programs 243,000 - 243,000 - 243,000 - 243,000 E-Bike Share ($225K); E-Bike Ownership program ($18K); $15K for E-Bike Rebate program E-Bike Share Infrastructure - 14,711 14,711 - 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 - 50,000 - 50,000 Development of Sole Power App ($50K) Streamtract Education/Mitigation 30,000 - 30,000 - 30,000 - 30,000 Annual streamtract education programming such as "Lunch with Locals" landscape workshops ($50k), City Nature Challenge and storm drain art Water Quality Infrastructure - 195,007 195,007 - 195,007 - 195,007 2024: Re-appropriate funds for ongoing water quality infrastructure project ($195.0K) Water Quality Maintenance 285,000 - 285,000 65,000 350,000 - 350,000 Annual cleaning and draining of frog gutter bins ($150k) and water quality vaults ($60k); 2024: Placeholder for updated water quality study ($75K); 2024: Increase in cost of cleaning of frog gutter bins and water quality vaults based on higher-than-expected spring-time cleaning costs ($35K); Increase in cost for golf course water quality study, offset by reimbursement from VRD ($30.0K) 400 Proposed 1st 2024 2nd 2024 3rd 2024 2024 Supplemental Amended Supplemental Amended Supplemental Amended TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE REAL ESTATE TRANSFER TAX FUND Streambank Mitigation - 35,000 35,000 - 35,000 - 35,000 2024: Re-appropriate funds for streambank planting project ($35K) Middle Creek Restoration Fund 75,000 - 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 - 80,000 Private Streambank Mitigation Program Booth Heights Open Space - 18,778,754 18,778,754 - 18,778,754 42,760 18,821,514 2024: Re-appropriate acquisition of Booth Heights parcel for open space ($17.6M); Increase acquisition cost for additional legal fees ($1.1M); Increase for final attorney fees ($42.8K) Gore Creek Interpretive Signage - 222,165 222,165 - 222,165 - 222,165 2024: Re-appropriate funds towards ongoing project ($190.5K); New request of $32K for Gore Creek signage using savings from the 2023 streambank restoration project for increased costs Energy Efficiency Performance Contract 150,000 - 150,000 - 150,000 - 150,000 2024: Placeholder for an energy audit to facilitate an Energy Efficiency Performance Contract. Total Environmental 2,139,643 19,743,537 21,883,180 67,880 21,951,060 71,263 22,022,323 Art Public Art - Operating 188,525 - 188,525 - 188,525 - 188,525 Annual operating expenditures for Art in Public Places department Public Art - General program / art 60,000 83,167 143,167 30,000 173,167 - 173,167 2024: Annual funds purchase sculptures, artwork, art programs and events; remainder is re- appropriated each year to accumulate enough funds. ($60k); Re-appropriate funds to purchase sculptures, artwork, art programs and events ($423.2K); Utilize funds for Art Space Studio construction ($360K); Logan donation towards Broel sculpture acquisition- see corresponding revenue above Public Art - Winterfest 30,000 49,383 79,383 - 79,383 - 79,383 Winterfest Annual Budget ($30K); 2024: Re-appropriate donated funds towards 2024 Winterfest program Seibert Memorial Statue- Maintenance - 11,692 11,692 - 11,692 - 11,692 2024: Re-appropriate donated funds towards upkeep of sculpture ($11.7K) Art Space - 1,420,375 1,420,375 - 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 - 30,000 Operating costs for artist in residency program utilizing the new Art Space Artist In Residency - Capital Art Acquisitions 20,000 - 20,000 - 20,000 - 20,000 Capital art acquisition costs associated with artist in residency program Total Art 328,525 1,564,617 1,893,142 30,000 1,923,142 - 1,923,142 Community Council Contribution: Betty Ford Alpine Garden Support 79,195 - 79,195 - 79,195 - 79,195 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 Annual support of the Eagle River Watershed Council programs Council Contribution: Trail Alliance 17,500 - 17,500 - 17,500 - 17,500 Adopt A Trail Council Contribution for trails in or bordering the Town Total Contributions 138,695 - 138,695 - 138,695 - 138,695 VRD-Managed Facilities & Maintenance Recreation Enhancement Account 175,151 364,170 539,321 - 539,321 - 539,321 Annual rent paid by Vail Recreation District; to be re-invested in asset maintenance; 2024: Re- appropriate funds to be re-invested in maintenance ($354.9K); Additional $9.3K for lease payment collected over budget Recreation Facility Maintenance 22,000 - 22,000 - 22,000 - 22,000 RETT facility maintenance ($22.0K) Synthetic Turf Replacement - 472,000 472,000 - 472,000 - 472,000 2024: Re-appropriate funds towards synthetic turf replacement ($472K) Golf Clubhouse 13,708 (1,224) 12,484 - 12,484 - 12,484 2024: Heat tape replacement ($12.2K) Athletic Field Restroom/Storage Building - 1,000,000 1,000,000 - 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 401 Proposed 1st 2024 2nd 2024 3rd 2024 2024 Supplemental Amended Supplemental Amended Supplemental Amended TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE REAL ESTATE TRANSFER TAX FUND Golf Course - Other 22,020 410,049 432,069 - 432,069 - 432,069 2024: Maintenance building Gas Fired Heater ($6.5k); Maintenance building overhead radiant heating ($12.9k); Maintenance building wood privacy fencing ($2.7k); 2024: Re-appropriate $410K for completion of golf course projects Drainage Improvements & Fence near Golf Maintenance Building 295,410 - 295,410 - 295,410 (295,410) - 2024: Drainage and grading improvements and fence repair near golf maintenance building ($295K); Project eliminated and budget shifted to Gymnastics Center Air Conditioning Dobson Ice Arena 17,336 626,395 643,731 - 643,731 - 643,731 Annual Dobson Arena Maintenance Ford Park / Tennis Center Improvements 13,261 137,593 150,854 - 150,854 - 150,854 2024: Furnace, hot water tank, baseboards replacement ($13.3K); Re-appropriate funds towards incomplete projects ($137.6K) ; Athletic Fields 9,362 107,185 116,547 - 116,547 - 116,547 2024: Asphalt parking lot repairs ($9.3K); Re-appropriate grading and drainage repairs ($108.2K) Gymnastics Center - 219,399 219,399 - 219,399 492,095 711,494 2024: Re-appropriate ongoing repairs from 2023 ($354.9K); Increase for Air Conditioning installation ($492.1K), offset by savings in drainage & fence improvements at Golf Maintnenace Building, and reduction of future planned VRD projects Total VRD-Managed Facilities & Maintenance 568,248 3,335,567 3,903,815 - 3,903,815 196,685 4,100,500 Total Expenditures 9,057,745 27,422,886 36,480,631 152,880 36,633,511 426,764 37,060,275 Other Financing Sources (Uses) Loan from General Fund for Booth Heights 3,750,000 3,750,000 - 3,750,000 (3,750,000) - 2024: Loan from General Fund for Booth Heights Acquisition ($3.75M) - Removed per Council Direction Transfer (to) General Fund for Booth Heights (282,199) 94,699 (187,500) - (187,500) (463,356) (650,856) Payback of funds for Booth Heights acquisition costs over 20 years, 2024-2043: $187.5K annual debt service payment - Removed per Council Direction; Repayment of 2022/2023 Booth Heights Legal Fees to General Fund ($650.9K) Transfer from General Fund - Other - - - 2,880 2,880 - 2,880 2024: Transfer from General Fund for Clean-Up Day volunteer incentives Transfer (to) General Fund - Other (13,500) (13,500) - (13,500) - (13,500) 2024: Transfer to General Fund for increase in budget and scope of Destination Stewardship Management Plan Revenue Over (Under) Expenditures (1,691,126) (23,047,927) (24,739,053) (35,000) (24,774,053) (2,713,062) (27,487,115) Beginning Fund Balance 31,887,550 31,887,550 31,887,550 31,887,550 Ending Fund Balance 30,196,424$ 7,148,497$ 7,113,497$ 4,400,435$ Minimum Fund Balance 2,000,000$ 2,000,000$ 2,000,000$ 2,000,000$ 402 TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE HOUSING FUND Proposed 2024 1st 2024 2nd 2024 3rd 2024 Budget Supplemental Amended Supplemental Amended Supplemental Amended Revenue Housing Sales Tax 4,950,000$ 4,950,000$ 4,950,000$ 4,950,000$ Housing Fee in Lieu Annual Collections 46,199 46,199 2024: Housing Fee in lieu to be used towards future buydown purchases Transfer from CPF - Reimbursement for North Trail Townhome Unit D (TOV unit)308,799 308,799 2024: Repayment from CPF for North Trail Unit D Transfer in from Capital Projects Fund 2,500,000 2,500,000 2,500,000 2,500,000 Workforce Housing Sales 475,000 475,000 625,000 1,100,000 1,100,000 2024: Estimated resale revenue for Pitkin Creek #3B and #14A Lionsridge Land Sale 4,995,455 4,995,455 2024: Lionsridge Land Lease Purchase Option Deed Restriction Buyouts 675,000 675,000 1779 Sierra Trail and 392 Beaver Dam Road Earnings on Investments 700,000 700,000 Total Revenue 7,450,000 475,000 7,925,000 625,000 8,550,000 6,725,453 15,275,453 Expenditures Housing Programs InDeed Program 2,500,000 680,089 3,180,089 (160,444) 3,019,645 3,019,645 Annual $2.5M transfer from CPF for InDeed/Community Housing Buy Down Housing 106,891 106,891 106,891 44,013 150,904 2024: Utilize housing fee in lieu towards future Buy Down housing Future Purchases 1,500,000 1,500,000 1,500,000 1,500,000 Placeholder for Buy Down housing purchases Pitkin Creek Unit #14A 4,000 4,000 4,000 1,816 5,816 True-up acquisition costs ($1.8K) Pitkin Creek Unit #3B 785,444 785,444 370 785,814 2024: Utilize resale revenue of $625K and $160.4M of InDeed funds to purchase Pitkin Creek #3B; True-up acquisition costs ($370) Construction Housing Projects Timber Ridge Redevelopment 80,920 80,920 80,920 80,920 W. Middle Creek Development Predevelopment 3,892,046 3,892,046 3,892,046 3,892,046 W. Middle Creek Development Legal Fees Contingency 50,000 50,000 50,000 50,000 East Vail Parcel Predevelopment 400,000 400,000 2024: $400.0K placeholder for entitlement process Residences at Main Vail Opportunity Fee 50,000 50,000 50,000 Land Purchases for future Housing CDOT Parcel Acquisition Placeholder - West Middle Creek 3,270,000 3,270,000 3,270,000 3,270,000 CDOT Parcel Acquisition Placeholder - East Vail 2,650,000 2,650,000 2,650,000 17,900 2,667,900 Purchase of 1' wide stretch of land around CDOT parcel ($17.9K) Eagle-Vail Parcel Placeholder 50,000 50,000 50,000 50,000 Total Expenditures 2,500,000 12,283,946 14,783,946 675,000 15,458,946 464,099 15,923,045 Operating Income 4,950,000 (11,808,946) (6,858,946) (50,000) (6,908,946) 6,261,354 (647,592) Other Finance Sources (Uses Transfer from/(to) Timber Ridge- Site and Podium (9,000,000) (93,105) (9,093,105) (9,093,105) (9,093,105) Transfer from/(to) Timber Ridge- CDOT Land Acquisition (1,715,000) (1,715,000) (1,715,000) (4,650) (1,719,650) True-up total cost of TR CDOT land acquisition Total Other Finance Sources (Uses)(9,000,000) (1,808,105) (10,808,105) - (10,808,105) (4,650) (10,812,755) Surplus (Deficit) Net of Transfers and One-Time Items (4,050,000) (13,617,051) (17,667,051) (50,000) (17,717,051) 6,256,704 (11,460,347) Beginning Fund Balance 18,784,163 18,784,163 18,784,163 18,784,163 Ending Fund Balance 14,734,163$ 1,117,111$ 1,067,111$ 7,323,815$ 403 TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE VAIL MARKETING & SPECIAL EVENTS FUND Proposed 2024 1st 2024 2nd 2024 3rd 2024 Budget Supplemental Amended Supplemental Amended Supplemental Amended Revenue Business Licenses 345,000$ 345,000$ 345,000$ 345,000$ Earnings on Investments 250 250 250 10,000 10,250 Total Revenue 345,250 - 345,250 - 345,250 10,000 355,250 Expenditures Commission on Special Events (CSE) : CSE Surveys 54,000 54,000 54,000 54,000 Education & Enrichment 154,530 154,530 (18,030) 136,500 136,500 Visitor Draw 684,648 684,648 50,622 735,270 735,270 Recreation 75,000 75,000 49,000 124,000 124,000 Signature Events 1,095,252 1,095,252 (81,592) 1,013,660 1,013,660 Town Produced Events:801,000 (6,007) 794,993 794,993 (67,000) 727,993 Utilize for transfer to CPF for Kringle Crossing Houses ($67.0K) NYE/4th of July Display 58,000 58,000 58,000 58,000 Ambient Event Funding: Music in the Villages 237,978 237,978 237,978 237,978 Collection Fee - General Fund 17,250 17,250 17,250 17,250 Total Expenditures 3,177,658 (6,007) 3,171,651 - 3,171,651 (67,000) 3,104,651 Other Financing Sources (Uses) Transfer from/(to) Capital Projects Fund - (6,007) (6,007) (6,007) (67,000) (73,007) Transfer to CPF for Kringle Crossing Houses ($67.0K) Transfer from/(to) General Fund 2,600,000 2,600,000 2,600,000 2,600,000 Total Other Financing Sources (Uses)2,600,000 (6,007) 2,593,993 - 2,593,993 (67,000) 2,526,993 Revenue Over (Under) Expenditures (232,408) - (232,408) - (232,408) 10,000 (222,408) Beginning Fund Balance 360,109 360,109 360,109 360,109 Ending Fund Balance 127,701$ 127,701$ 127,701$ 137,701$ 404 Proposed 2024 1st 2024 3rd 2024 Budget Supplemental Amended Supplemental Amended Revenue Town of Vail Interagency Charge 4,632,943$ 6,875$ 4,639,818$ 4,639,818$ Insurance Reimbursements & Other 25,000 25,000 50,409 75,409 Intergovernmental Revenues - - 20,000 20,000 Earnings on Investments 1,500 1,500 75,000 76,500 Equipment Sales and Trade-ins 196,227 196,227 196,227 Total Revenue 4,855,670 6,875 4,862,545 145,409 5,007,954 Expenditures Salaries & Benefits 1,440,075 1,440,075 21,000 1,461,075 Operating, Maintenance & Contracts 2,169,796 2,169,796 52,500 2,222,296 Capital Outlay 1,501,976 1,227,546 2,729,522 2,729,522 Total Expenditures 5,111,847 1,227,546 6,339,393 73,500 6,412,893 Revenue Over (Under) Expenditures (256,177) (1,220,671) (1,476,848) 71,909 (1,404,939) Beginning Fund Balance 1,670,724 1,670,724 1,670,724 Ending Fund Balance 1,414,547$ 193,876$ 265,785$ HEAVY EQUIPMENT FUND SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET 405 Proposed 2024 3rd 2024 Budget Supplemental Budget Revenue Town of Vail Interagency Charge - Premiums 4,398,910$ 4,398,910$ Employee Contributions 911,864 911,864 Insurer Proceeds 530,000 530,000 Earnings on Investments 75,000 150,000 225,000 Total Revenue 5,915,774 150,000 6,065,774 Expenditures Health Insurance Premiums 901,760 901,760 Claims Paid 5,093,407 5,093,407 Wellness Bonus 109,000 109,000 Professional Fees 110,000 110,000 Total Expenditures 6,214,167 - 6,214,167 Revenue Over (Under) Expenditures (298,393) 150,000 (148,393) Beginning Fund Balance 5,074,525 5,074,525 Ending Fund Balance 4,776,132$ 4,926,132$ TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE HEALTH INSURANCE FUND 406 Proposed 2024 2nd 2024 3rd 2024 Budget Supplemental Amended Supplemental Amended Revenue E911 Board Revenue 1,167,993$ 1,167,993$ 1,167,993$ Interagency Charges 1,598,162 1,598,162 1,598,162 Town of Vail Interagency Charge 691,448 691,448 691,448 Earnings on Investments and Other 5,000 5,000 120,000 125,000 2024: Increase based on YTD collections Total Revenue 3,462,603 - 3,462,603 120,000 3,582,603 Expenditures Salaries & Benefits 2,867,907 2,867,907 53,200 2,921,107 2024: Skills Based progression implementation ($53,200) Operating, Maintenance & Contracts 613,342 14,400 627,742 627,742 2024: Additional fiber cabling charges ($14.4K) Capital Outlay - 194,200 194,200 700,000 894,200 2024: Mobile Responder functionality add-on to CAD software ($194.2K); 2024: RMS System Replacement ($700.0K) Total Expenditures 3,481,249 208,600 3,689,849 753,200 4,443,049 Revenue Over (Under) Expenditures (18,646) (208,600) (227,246) (633,200) (860,446) Other Financing Sources (Uses) Transfer from General Fund - - 253,266 253,266 2024: Transfer from General Fund for Braden Case Restitution Total Financing Sources (Uses)- - - 253,266 253,266 Change in Net Position (18,646) (208,600) (227,246) (379,934) (607,180) Beginning Fund Balance 2,557,235 2,557,235 2,557,235 Ending Fund Balance 2,538,589$ 2,329,989$ 1,950,055$ TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCE DISPATCH SERVICES FUND 407 2024 2024 2024 1st Amended 3rd Amended Budget Supplemental Budget Supplemental Budget Revenue Rental Income 1,721,300$ 1,721,300$ 1,721,300$ Other Income 124,230 124,230 146,000 270,230 Investment Earnings 500 500 500 Total Revenue 1,846,030 - 1,846,030 146,000 1,992,030 Expenses Operating, Maintenance & Contracts 567,994 567,994 146,000 713,994 Capital Outlay- Triumph 51,639 51,639 51,639 Capital Outlay- RMV Construction - 62,019 62,019 62,019 Total Expenditures 619,633 62,019 681,652 146,000 827,652 Revenue Over Expenses 1,226,397 (62,019) 1,164,378 - 1,164,378 Other Financing Sources (Uses) Fiscal Agent fees (3,000) (3,000) (3,000) Principal Repayment (435,000) (435,000) (435,000) Interest Expense (783,788) (783,788) (783,788) Total Other Financing Sources (Uses)(1,221,788) - (1,221,788) - (1,221,788) Change in Net Position 4,609 (62,019) (57,410) - (57,410) Beginning Fund Balance 72,936 482,717 482,717 Ending Fund Balance 77,545$ 425,307$ 425,307$ TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE RESIDENCES AT MAIN VAIL 408 2024 1st 2024 2nd 2024 3rd 2024 Budget Supplemental Amended Supplemental Amended Supplemental Amended Revenue Rental Income 466,438$ 466,438$ 466,438$ 101,787$ 568,225$ Other Income 3,681 3,681 3,681 3,681 Total Revenue 470,119 - 470,119 - 470,119 101,787 571,906 Expenditures Operating, Maintenance & Contracts 171,872 125,624 297,496 297,496 37,942 335,438 Contingency - 50,000 50,000 50,000 50,000 Total Expenditures 171,872 175,624 347,496 - 347,496 37,942 385,438 Operating Income 298,247 (175,624) 122,623 - 122,623 63,845 186,467 Non-operating Revenues (Expenses) Interest on Investments 12,500 12,500 12,500 54,000 66,500 Loan Principal Repayment to Capital Projects Fund (401,508) (401,508) (401,508) (401,508) Interest Payment to Capital Projects Fund (61,447) (61,447) (61,447) (61,447) Total Non-operating Revenues (Expenses)(450,455) - (450,455) - (450,455) 54,000 (396,455) Surplus (Deficit) from Operations (152,208) (175,624) (327,832) - (327,832) 117,845 (209,988) Site/Podium/Land Land Reimbursement @ Sale Transfer from Housing Fund- CDOT Land Acquisition 1,715,000 1,715,000 1,715,000 1,715,000 CDOT Land Acquisition (1,715,000) (1,715,000) (4,650) (1,719,650) (208) (1,719,858) Site and Podium- Timber Ridge Redevelopment (38,597,773) (2,529,363) (41,127,136) (41,127,136) 1,908,485 (39,218,651) Redevelopment Legal Fee Contingency (50,000) (50,000) (50,000) (50,000) Transfer from Housing Fund- Site and Podium 9,000,000 93,105 9,093,105 9,093,105 4,650 9,097,755 Transfer from General Fund- Site and Podium/legal fees 28,049,840 2,472,500 30,522,340 30,522,340 30,522,340 Total Site and Podium (1,547,933) (13,758) (1,561,691) (4,650) (1,566,341) 1,912,927 346,586 Revenue Over (Under) Expenditures (1,700,141) (189,382) (1,889,523) (4,650) (1,894,173) 2,030,772 136,598 Beginning Fund Balance 2,948,789 2,725,806 2,725,806 2,725,806 Ending Fund Balance 1,248,648$ 836,283$ 831,633$ 2,862,405$ TOWN OF VAIL 2024 PROPOSED AMENDED BUDGET SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE TIMBER RIDGE FUND 409 December 12th, 2024 To: Vail Town Council Through: Russell Forrest Town Manager From: Ryan Kenney Chief of Police Subject: Axon Contract On June 18th, 2024, Town Council approved the police department extending its existing contract with Axon. I requested this extension with Axon a year earlier than anticipated (the previous contract had another year remaining) for two reasons. The first reason was Axon offered a price reduction to renew early, and the second reason was billing had become complicated. Several additional products and services were added to the original contract which made billing challenging. My goal was to have one single contract that would make the billing process simpler. The transition to the new contract happened during the middle of the final year of the previous contract. The contract that was approved by Town Council was for 5 years and totaled $608,472.29. Because we were still in the process of paying for BY2024 and had a remaining balance ($102,088), Axon spread the remaining balance over the 5 years which changed the amounts of the approved contract. This caused a second contract totaling $739,806.69 to be generated that I was unaware of. The existence of two contracts has caused a lot of confusion. Invoices were paid to Axon for BY2024 but were applied to the new contract BY2025. This has caused an ongoing dispute between Axon and the Vail Police Department. Axon has been very willing to work with us on a solution, but the process has been slow. Axon requires time to sort through both contracts and look at how the payments were applied and what needs to be credited back to our account. Because of the second contract, we were overbilled and are currently $40,241 over budget for BY2024. Based on conversations with Axon, I am confident that all or most of this figure will be credited back to our account. Until this process can be completed, the Vail Police Department is requesting approval for an additional $40,241. As part of this process, we will address the remaining years of the contract and return to Council with a final report. 410