HomeMy WebLinkAbout2002-10-15 WS .. , ... .
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VAIL TOWN COUNCIL
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WORK SESSION
Tuesday, October 15, 2002
12:30 P.M.
SITE VISIT: Vail Golf Course— Bubble site � ' �
� - (Meet at the TOV parking lot) (30 min.) � �� ""��
1. Executive Session: Personnel Matters (C.R.S. 24-6-402(4)(fl and
Property Acquisition (C.R.S. 24-6-402(4)(a). (1 hour)
2. ITEM/TOPIC: Budget Wrap Up (1 hour)
- Detail on elimination of proposed bus route
Golf Course/LionsRidge Loop
- Charge for Interstate emergency response
3. ITEM/TOPIC: CSE Update. (30 min.)
Bill Jewitt
4. ITEM/TOPIC: Discussion of next steps to implement
Russ Forrest a new funding source for Lionshead Public Improvements
Bob McLaurin (1 hour)
5.
Bill Gibson ITEM/TOPIC:
First Reading of Ordinance No. 28, Series of 2002, an ordinance
amending Section 12-8B-3 (Conditional Uses), Vail Town Code, to
allow for "seasonal use or structure" as a conditional use in the
Outdoor Recreation zone district; text amendments to Section 12-
2-2 (Definitions), Vail Town Code, to amend the definitions_of
"seasonal use or structure," "recreation structure," and
"recreational amenity," and setting forth details in regards thereto.
(15 min.)
ACTION REQUESTED OF COUNCIL:�1p�rove, approve with
conditions, or deny Ordinance No. 28, Series of 2002, on first
reading.
BACKGROUND RATIONALE:
The Vail Junior Hockey Association and the Vail Recreation
District is requesting to amend the Vail Town Code. Amendments
to the Vail Town Code are permitted pursuant to Section 12-3-7,
Vail Town Code. The proposed amendments include a text
amendment to Section 12-86-3 (Conditional Uses), Vail Town
Code, to allow for"seasonal use or structure" as a conditional use
in the Outdoor Recreation zone district; text amendments to
Section 12-2-2 (Definitions), Vail Town Code, to amend the
definitions of"seasonal use or structure," "recreation structure,"
and "recreational amenity." These proposed text amendments are
intended to facilitate the construction of a seasonal ice rink at the
Vail Golf Course driving range site.
The Planning and Environmental Commission is scheduled to
review and discuss the proposed text amendments at its Monday,
October 14, 2002, public hearing. At this public hearing, the
Planning and Environmental Commission is also scheduled to
1�':mcaster/agenda/worksession/2002/101502
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forward a recommendation to the Town Council on the proposed
text amendments.
The Planning and Environmental Commission's recommendation
will be forwarded to the Town Council at its Tuesday, October 15,
2002, work session. '
'� `-- STAFF RECOMMENDATION:
_ __�,�-% The Community Development Department recommends that the
Town Council approve Ordinance No. 28, Series of 2002, on first
reading.
6. ITEM/TOPIC:
Bill Gibson First Reading of Ordinance No. 29, Series of 2002, an
ordinance amending Section 12-86-3 (Conditional Uses), Vail
Town Code, to allow for"public utility and public service uses" as
a conditional use in the Outdoor Recreation zone district and
setting forth details in regards thereto. (15 min.)
ACTION REQUESTED OF COUNCIL: Approve, approve with
conditions, or deny Ordinance No. 29, Series of 2002.
BACKGROUND RATIONALE: _-
. The Public Service Company of Colorado is requesting to amend
the Vail Town Code. Amendments to the Vail Town Code are
permitted pursuant to Section 12-3-7, Vail Town Code. The
proposed amendments include a text amendment to Section 12-
-_- 86-3 (Conditional Uses), Vail Town Code, to allow for"public utility
and public service uses" as a conditional use in the Outdoor .
Recreation zone district and setting forth details in regards
, thereto. This proposed text amendment is intended to facilitate the
construction of a natural gas regulator station at the Vail Golf
Course.
The Planning and Environmental Commission is scheduled to
review and discuss the proposed text amendments at its Monday,
October 14, 2002, public hearing. At this public hearing, the
Planning and Environmental Commission is also scheduled to
forward a recommendation to the Town Council.on the proposed
text amendment.
The Planning and Environmental Commission's recommendation
will be forwarded to the Town Council at its Tuesday, October 15,
� 2002, work session.
STAFF RECOMMENDATION:
The Community Development Department recommends that the -
Town Council approve Ordinance No. 29, Series of 2002, on first
reading.
7. DRB (10/2)/PEC (10/14) Report. (5 min.)
8. . Information Update. (5 min.)
9. Matters from Mayor and Council. (5 min.)
10. Adjournment. (5:15 P.M.)
NOTE UPCOMING MEETING START TIMES BELOW:
(ALL TIMES ARE APPROXIMATE AND SUBJECT TO CHANGE)
THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION
F:mcaster/agenda/worksession/2002/101502
WILL BE ON TUESDAY, NOVEMBER 5, 2002, BEGINNING AT 2:00 P.M. IN
THE TOV COUNCIL CHAMBERS.
THE NEXT VAIL TOWN COUNCIL REGULAR EVENING MEETING
WILL BE ON TUESDAY, NOVEMBER 5, 2002, BEGINNING AT 7:00 P.M. IN
TOV COUNCIL CHAMBERS
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Sign language interpretation available upon request with 24-hour notification. �,�
Please call 479-2332 voice or 479-2356 TDD for information.
f:mcaster/agenda/worksession/2002/101502
MEMORANDUM
TO: Vail Town Council
FR: Bob McLaurin, Town Manager
DT: October 10, 2002
RE: BUDGET DISCUSSION
We have set aside an hour on Tuesday afternoon to continue our discussions for
the FY'03 Budget. We will be prepared to discuss the following items on
Tuesday: update on the budget numbers; a discussion on bus service; and a
review of the Real Estate Transfer Tax Fund budget.
Budget Update
The first three documents show the changes to the budget made by Council last
Tuesday. Exhibit A is the summary of major changes in operating expense,
between the 2002 budget and 2003 proposal. This document reflects the funding
of the VLMD of$150,000 and additional funding of the Vail Chamber and
Business Association of$45,000. Exhibit B is a summary of the detail of Council
contributions. Finally, we have attached the Capital Projects Planning
Document, which you reviewed last week. We have made no changes to this
document, except to include revenues to show the offsets for specific projects:
Bus Service
As you are well aware, the manager's budget proposed the elimination of the golf
course and Lions Ridge Loop bus routes, as well as some additional route
modifications resulting in a net savings of$200,000. Based on my conversations
with each of you this past week, it is clear that the majority of the Council is
unwilling to eliminate these bus routes at this time. Therefore, my proposal at
this point would be to retain the routes, while beginning a process to identify how
we can yet eliminate $200,000 of expenditure from the bus department in 2003.
We intend to utilize the time allowed to us on Tuesday afternoon to present you a
brief overview of the bus system with ridership, cost per rider, etc. I believe we
need to reduce bus expense. Therefore, we have not adjusted Exhibit A. We
will set a time for review of the Council to identify the service modifications
necessary to achieve the $200,000 reduction.
a
It is important to understand that reducing bus service expenditures will have
impacts somewhere. In other words, we cannot eliminate $200,000 without a
reduction or modification in services somewhere. As indicated, we will set aside
time after the budget adoption to begin this discussion.
RETT Budget
We have attached the proposed budget for the Real Estate Transfer Tax Fund in
your packet. I believe the document is self-explanatory and we will be available
to answer your questions regarding this budget on Tuesday afternoon.
Attachment
r
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E�chibit A
Town of Vail
Summary of Major Changes in Operating Expenses
2002 8udget to 2003 Proposal
10/01/02 Meeting Current
Submission Changes Proposal
Contributions and Community Support
VLMD Funding (308,000) 150,000 (158,000)
VCBA Reduced 1/3 Each Year (100,000) 45,000 (55,000)
Vail Today (70,000) (70,000)
TOVNA Task Force-visitor interrupt surveys,peer resort visit: (59,600) (59,600)
TIF EducationNail Renaissance (38,600). (38,600)
Jammin Jau funded by Counci� 28,025 (28,025) -
United Way for Education&Human Services Contributions (14,250) (14,250)
Other Changes to Contributions (5,912) (5,912)
Subtotal Contributions and Community Support (548,175) 746,813 (401,362)
Staffing and Employee Costs 125,000
Staff Reductions (125,000) � )
Salary savings from vacant positions (90,000) (90,000)
Overtime (88,487) (88,487)
• Reduction in seasonal positions-bus drivers � �8����2) �8�'��2�
22,242
Reduction in seasona!positions-maintenance �22'242� (17,850
Employee Christmas party&picnic (17,850) (10,373)
International Recruiting (10,373) � �
Merit Increases at 2.5% 326,000 326,000
Health Insurance 80,800 80,800
Worker's compensation 51,900 51,900
Tuition program for student fire fighters 9,220 9,220
Subtotal Staffing and Employee Costs 32,256 - 32,256
Services 200,000)
Bus Routes (200,000) � '
Check Point Charlie (50,000) (50,000)
Snow Shovelling (31,000) (31,000)
Park Improvements (20,000) (20,000)
Gate Operations (16,500) (16,500)
4 new parking hosts 61,300 61,300
Police Contracted Services for July 4th and New Year's 10,000 10,000
Public Education for July 4th&New Years curfews 20,000 20,000
Subtotal Services (226,200) - (226,200)
Other Operating Gosts 114,802)
Heavy equipment aperating casts (114,802) ( 59,665)
Utility Costs (59,665) �
Town Manager (49,138) (49,138)
47,595
Facility maintenance and landscaping supp{ies (47,595) (2��82)
Public Works' Operating Expenses not shown elsewhere (2�,�$2) � �
Town Council (30,119) (30,119)
Housing Maintenance (30,000) (30,000)
24,700
Information Systems projects and support (24,700) (14,748
Town Attomey expenses=professional fees,litigation.Etc.. (14,748) (13,983)
Dispatch-smaller portion of shared costs (13,983) (13,246)
Transportation dept advertising (13,246) ( �
All other items 75,154
General liability insurance 75,154
All Other 9,257 9,257
Subtotal Other Operating Costs (328,501) - (328,501)
Net Expendfture Reduction (1,082,886) 146,813 (936,073)
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F:\F INANCE\BU DGET�Budget0304\5%ReduclionPlan
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- ExhibR B
Town of Vail Contributions
Town Mgr's 2003 Council's
2003 Increase Town Increase
2002 Town Mgr's (Decrease) Council (Decrease)
Budget Recommended from 2002 Budget from 2002
Vail Chamber and Business Association(VCBA)
Operations 257,500 180,000 (77,500) 225,000 (32,500)
Vail Jazz Foundation/Jammin Jazz 22,500 (22,500) (22,500)
Street Entertainment 75,000 (75,000) (75,000)
Subtotal VCBA 355,000 180,000 E175,000) 225,000 (130,000)
Vail Valley Chamber&Tourism Board(WCTB)
Merged chamber operations 25,000 25,000 25,000 -
Information Services 191,352 199,500 8.148 199,500 8,148
Seed Money 160,000 - (160,000) (160,000)
Balance of 20020Seed Money Transferred Back (107,993) (107,993) (107,993) (107,993)
Special Events 308,000 - (308,000) (308,000)
Subtotal WCTB 684,352 116,507 (567,845) 116,507 (567,845)
Commission on Special Events 564,933 564,933 565,000 565,000
Vail Valley Foundation
American Ski Classic 2D,000 (20,000) (20,000)
Gerald R.Ford Ampitheater(Hot Summer Nights) 20,000 19,000 (1,000) 20,000 -
Vail International Dance Festival 12,500 11,875 (625) 12,500 -
Winter concert SerieslStreet Beat 20,000 19,000 (1,000) 16,571 (3,429)
Subtotal Vail Valley Foundation 72,500 49,875 (22,625) 49,071 (23,429)
Other Miscellaneous Contributions
Bravo!Colorado-New York Philharmonic - 100,000 100,000 95,000 • 95,000
Bravo!Colorado 22,500 21,375 (1,125) 21,375 (1,125)
Vail Jazz Foundation-Jammin Jau 28,500 28,500 -
Vail Jau Foundtion 7,000 6,650 (350) 6,650 (350)
First Descents 2,000 1,900 (100) 1,900 (100)
Gore Range Natural Science School 2,000 (2,000) (2,000)
Learning Tree/ABC School 1,000 (1,000) (1,000)
Meet the Wilderness 1,000 (1,000) (1,000)
The Resource Center of Eagle County 5,000 (5,000) (5,000)
Vail Mountain Rescue Group 2,000 (2,000) (2,000)
VRD-Eagle CO Youth Activities 1,000 (1,000) (1,000)
VRD Vail Family Camivai 1,000 (1,000) (1,000)
United Way 14,250 14,250
� Arrangements 8�Agreements
Vail Valley N/Channel 5(40%franchise fee) 60,000 57,000 (3,000) 57,000 (3,000)
Vail Valley Exchange 2,500 - (2,500) (2,500)
Youth Recognition Award 6,000 6,000 - 6,000
Vail Valley Althete Commission 5,000 4,750 (250) 4,750 (250)
Vail Local Marketing District 3D8,000 - (308,000) 150,000 (158,000)
Vail Today 70,000 - (70,000) (70,000)
Vail Alpine Garden Foundation-Operating Support .56,460 53,637 (2,823) 50,000 (6,460)
Vail Apline Gardens-New Garden Capital Construction 95,000 95,000
Eagle River Watershed 47,500 47,500 47,500 47,500
Eagle River Watershed- Community Pride Hwy Clean-up 950 950 950 950
Total Contributions from all Funds 1,664,312 1,348,827 (315,485) 1,396,703 (267,609)
-19.0% -16.1%
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F:\FI NANCE\BUDG ET�Budget0304\W P's
_ _:.�. ..
Real Eatate Transfer Ta:Fand
Five Year Sammary of Revenne and Ezpenditaree
DRAFT
2002 2003 2004 2005 2006 2007 Project Informaflon
Revenne
Real Estate Transfer Tax 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Golf Course Lease 117,387 121,496 � 125,748 130,149 134,704 139,419
Lottery Revenue 18,000 18,000 18,000 18,000 18,000 18,000
Red Sandstone School/Soccer Field
Project Reimbursement
Land Exchange Proceeds 296,500
•-Interest Income&Other 90,000 90,000 90,000 90,000 -90,000 90,000
Recreation Amenity Fee 130,000 130,000 130,000 130,000 130,000 130,000
Total Revenne 3,151,887 2,859,496 2,863,748 2,868,149 2,872,704 2,877,419 -
F.apenditnres
Annnal Maintenance
RETT Collection Costs 87,000 87,000 87,000 87,000 87,000 87,001 Collection fee remitted to the General Fund
Rec.Path Capital Maintenance 202,144 130,000 135,200 140,608 146,232 152,082 Capital maintenance of the town's rec.path system
Alpine Garden Support 56,460 56,460 56,460 56,460 56,460 56,460 For maintenance of gardens
Tree Planting&Pine Beetle Control 152,620 60,000 60,000 60,000 60,000 60,000 Provide additional trees to Vail's public areas
Street Furniture Replacement 20,000 20,000 25,000 25,000 25,000 25,000 Newspaper boxes in 2000 and replace,add street furniture
�oi�oio2
RETT CPSYr 2002-2006 draft Oct 2002 �� 1:33 PM
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Real Eatate Tranafer Ta=�nd
�ve Year Snmmary of Revenne and Eapenditnree
DRAFT
2002 2003 2004 2005 2006 2007 Project Informatlon
Black Gore Creek Sand Mitigation 55,978 100,000 100,000 100,000 100,000 100,000
Bear Proof Containers 17,000 18,000 9,500 10,000 In the parks
Donovan Park Operating Costs 67,500 135,000 141,750 148,838 156,279 164,093 Maintenance of pavilion and fields
Park,Path&Landscape Maintenance 775,545 806,567 838,829 872,383 907,278 943,569 Ongoing path,park and open space maintenance
Snbtotal Maintenance 1,434,Z47 1,413,027 1,453,739 1,500,288 1,538,250 1,588,205
Recreafion Pat6/Trail Development
Trail Signs - 124,911 Create improved way finding to parks and trailheads
Trailhead Development 20,000 20,000 20,000 20,000 20,000 20,000 Improve trailheads
N.Frontage Rd.(School to Interchange) 500,000 Create a separated path from the pedestrian overpass to the north side
of the main interchange in conjunction w/Mtn Bell
N.Frontage Rd.(Timberidge to Buffehr 450,000 Reconstruct the existing at-grade path as a separated path from
Cr.) Timberidge to the Brandess Building-moved back from 2003
Katsos Ranch Bike Path Restoration& Repair the path where washouts occur each year.
Soft Service By-Pass
Lionshead Nature Trail/Middle Creek .
Construct the trail as part of the Lionshead and Open Lands Master
Plans,includes bridge-estimated$498,750 moved beyond 2007
Gold Peak to Soccer Field 335,000 Bike paths-portion of Vail Valley Drive Project
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RETT CP5Yr 2002-2006 clraft Oct 2002 �� 1:33 PM
Real Estate Transfer Tai�nd
Flve Year Snmmary of Revenne and Ezpenditares
DR�FT
2002 2003 2004 2005 Z006 2007 Project Information
Soccer Field to Ptarmigan Bike paths-portion of Vail Valley Drive Project;estimated$393,750
moved from 2004 to beyond 2007
Streetscape Design and Implement 300,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Increased from$.5 million per year per Town Council 10/O1/02
Ptarmigan East to Sunburst Bike paths-portion of Vail Valley Drive Project;estimated$682,500
moved from 2004 to beyond 2007
Frontage Road Bike Trail 1,050,000
Construct widened 6'shoulders along all frontage roads;first priority
is Blue Cow Chute to East Vail, Phase 1 moved from 2004 and 2005
Snbtotal Pathways 444,911 1,855,000 1,470,000 1,020,000 1,020,000 2,070,000 -
Park Capital Maintenance �
Irrigation Control 175,951 100,000 100,000 100,000 100,000 100,000 Last year of automating the town's irrigation system+raw water
Playground Safety Imp. 85,000 Various Locations
Pirate Ship Park-Per SaBey Plan 367,500
Big Horn Park-Per Safety Plan 262,500 " �
Red Sandstone Park-Per Safety Plan 210,000
Public Art 75,000 75,000 75,000 75,000 75,000 75,000 Additional amount for projects. $lOK is for 10 hours of coordinator
Ford Park Projects:
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RETT CP5Yr 2002-2006 drak Oct 2002 t2 1:33 PM
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Real Estate Tranefer Taz Fund
Five Yesr Snmmary of Revenne and Ezpenditaree
lIRAFT
2002 2003 2004 2005 2006 2007 ProjectInformation
Re-engineer east path for access;estimated$1.5 miliion moved from
East Road 2006 to beyond 2007 �
Nature Center Bridge Replacement 35,995
Sabtotal Capital Matntenance 371,946 54Z,500 437,500 385,000 175,000 175,000
Park Development
Ford Park Playground Improvements 18,307 Finish project started in 1999
Donovan Park-Community Facility 3,313,155 Complete Project
White Water Park 50,000 100,000 Legal Fees-original budget$SOK in 2002;total of$200K for this and
Gore Creek Promenade Bridge in 2003
Gore Creek Promenade Bridge 18,151 100,000 Design-original budget$18,151 in 2002; total of$200K for this and
White Water Park in 2003
Red Sandstone School Soccer Site 146,052 Complete construction
�
Lionshead Park 100,000 690,000
Construction of a park to replace the Lionshead Park and meet the
needs of the Lionshead Master Plan-moved from 2002&2003
Booth Creek Park Redevelopment 871,500 Revamp the park
Snbtotal Park Development 3,545,665 ' 200,000 0 0 971,500 690,000
Open Landa
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RETT CPSYr 2002-2006 draft Oct 2002 13 1:33 PM
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Real Estate Transfer Taz�nd
FYve Year Snmmary of Revenne and Ezpenditnrea
DR.if FT
2002 2003 2004 2005 2006 2007 ProjectInformation
Butell 400,000 Land identified in the Open Lands Plan for acquisition to preserve
open space located at the end of Willow Way
Snowberry 135,000 Land identified in the Open Lands Plan for acquisition to preserve
open space located at the end of Snowberry Drive
Open Space Acquisition 500,000 500,000 Unallocated land acquisition;eliminated 2004-2006
Snbtotal Open Lande 500,000 535,000 0 0 0 500,000
Project Management 82,996 87,146 91,503 96,078 100,882 105,926 Funds a landscape architect/project manager to complete tlie projects
Total Projecls 6,379,765 4,632,673 3,452,743 3,001,366 3,805,632 S,1Z9,131
Itevenne Over(Under)Ezpenditnres (3,227,878) (1,773,177) (588,995) (133,217) (932,927) (2,251,712).
BeginnTng Fand Balance 6,522,668 3,294,790 1,521,613 932,618 799,401 (133,526)
Ending l�nd Balance 3,294,790 1,5Z1,613 932,618 799,401 (133,52� (2,385,238)
10/10/02
RETT CPSYr 2002-2006 draft Oct 2002 �4 1:33 PM
Town of Vail Contrtbutions
Town Mgr's 2003 Council's
2003 Increase Town Increase
2002 . Town Mgr's (Decrease) Council (Decrease)
Budget Recommended from 2002 Budget from 2002
Vail Chamber and Business Association(VCBA)
Operations 257,500 180,000 (77,500) 225,000 (32,500)
Vail Jazz Foundation/Jammin Jazz 22,500 (22,500) (22.500)
Street Entertainment 75,000 (75,000) (75,000)
Subtotal VCBA 355,000 180,000 (175,000) 225,000 (130,000)
Vail Valley Chamber&Tourism Board(WCTB) •
Merged chamber operations 25,000 25,000 - 25,000 -
Information Services 191,352 199,500 8,148 199,500 8,148
Seed Money 160,000 - (160,000) (160,000)
Balance of 20020Seed Money Transferred Back (107,993) (107,993) (107,993) (107,993)
Special Events 308,000 - (308,000) (308,000)
Subtotal WCTB 684,352 116,507 (567,845) 116,507 (567,845)
Commission on Special Events 564,933 564,933 565,000 565,000
Vail Valley Foundation
American Ski Classic 20,000 (20,000) (20,000)
Gerald R.Ford Ampitheater(Hot Summer Nights) 20,000 19,000 (1,000) 20,000 -
Vail International Dance Festival 12,500 11,875 (625) 12,500 -
Winter concert SerieslStreet Beat 20,000 19,000 (1,000) 16,571 (3,429)
Subtotal Vail Valley Foundation 72,500 49,875 (22,625) 49,071 (23,429)
Other Miscellaneous ConVibutions
Bravo!Colorado-New York Philharmonic - 100,000 100,000 95,000 95,000
Bravo!Colorado 22,500 21,375 (1,125) 21,375 (1,125)
Vail Jazz Foundation-Jammin Jau 28,500 28,500 -
Vail Jaa Foundtion 7,000 6,650 (350) 6,650 (350)
First Descents 2,000 1,900 (100) 1,900 (100)
Gore Range Natural Science School 2,000 (2,000) (2,000)
Learning Tree/ABC School 1,000 (1,000) (1,000)
Meet the Wilderness 1,000 (1,000) (1,000)
The Resource Center of Eagle County 5,000 ' (5,000) (5,000)
Vail Mountain Rescue Group 2,000 (2,000) (2,000)
VRD-Eagle CO Youth Activities 1,000 (1,000) (1,000)
VRD Vail Family Camival 1,000 (1,000) (1,000)
United Way 14,250 14,250 -
Arrangements 8 Agreements
Vail Valley N/Channel 5(40%franchise fee) 60,000 57,000 (3,000) 57,000 (3,000)
Vail Valley Exchange 2,500 - (2,500) (2,500)
Youth Recognition Award 6,000 6,000 - 6,000 -
Vail Valley Althete Commission . 5,000 4,750 (250) 4,750 (250)
Vail Local Marketing DisVict 308,000 - (308,000) 150.000 (158,000)
Vail Today 70,000 - (70,000) (70,000)
Vail Alpine Garden Foundation-Operating Support 56,460 53,637 (2,823) 50,000 (6,460)
Vail Apline Gardens-New Garden Capital ConsVuction 95,000 95,000 - -.
Eagle River Watershed 47,500 47,500 47.500 47,500
Eagle River Watershed- Community Pride Hwy Clean-up 950 950 950 950.
Total Contribufions fiom all Funds 1,664,312 1,348,827 (315,485) 1,396,703 (267,609)
-19.0% -16.1%
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F:IFINANCE�BUD�ET18udget0304\WP's 10/10/02
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Town of Vall
Capital ProJects Planning Document
FY 2003 FY 2004 FY 2005 FY 2006 FY 2007
Beginning Fund Balance 1,600,000 3,184,679 13,800,580 965,281 (4,868,043)
Sales Tax 5,000,000 5,000,000 5,000,000 5,000,000 5,000,000
Other CPF Revenue 1,015,000 1,600,000 750,000 500,000 500,000
GF Reductions 750,000 750,000 750,000 750,000 750,001
RETT fund revenues for streetscape 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000
ExlsUng Revenuas 7,765,000 8,350,000 7,500,000 7,250,000 7,250,001
TIFF Revenue 0 13,000,000
New Mill Levy(net) 1,900,000 1,900,000 2,000,000 2,000,000 2,000,000
Subtofal Potentlal New Revanues 1,900,000 14,900,000 2,000,000 2,000,000 2,000,000
Total Funds Avallable 9,665,000 23,250,000 9,500,000 9,250,000 9,250,001
CAPITAL MAINTENANCE
DEBT SERVICE 1,875,949 2,294,099 2,315,299 2,317,324 2,322,099
EquipmentPurchases 1,804,372 1,651,000 1,275,000 619,000 1,090,000
Capital Street Maintenance 795,000 750,000 920,000 942,000 1,062,000
Street Reconstruction 340,000 0 0 0 0
Buildings and Improvements 955,000 859,000 700,000 900,000 800,000
Housing Program 100,000 100,000 100,000 100,000 100,000
Misceilaneous Improvements 100,000 100,000 100,000 100,000 100,000
Subtotal Capital Maintenance 5,970,321 5,754,099 5,410,299 4,978,324 5,474,099
NEW PROJECTS
Fire Station (COP) 350,000 350,000 350,000 350,000 350,000
Village Streetscape(Hanson Ranch Rd) 665,000
Reimb Project Costs (200,000)
Hea/Reimb (69,000)
Ne�Project � `.-" 396,000$
..... --
East Vail Repeater Site 300,000
911 Upgrades 200,000
Chiidren's Fountain (heated) 750,000
Hea/Reimb (136,000)
Ne/Projec� ,.� •614:OOOt
I-70 Noise 250,000 250,000 250,000 250,000 250,000
Subtotal 03 Projects 2,110,000
East Meadow Drive (no heat) 1,300,000
Reimb Projec�Cos/s (400,000)
.. . ,. _._..
� Ne�Projec� � ,� 900;OOO,i
West Meadow Drive � 2,100,000
Reimb Project Cos�s (400,000)
Ne/Projecl 1;700;OOOr
Public Restrooms 350,000
Loading&Delivery 2,000,000
Village Streetscape (Bridge Street R Gore Creek Drive 2,980,000
Reimb Projec�Cosls (1,000,000)
Heatl7eimb (650,000)
_____......_.._ .....
NetProjec/ • 1330';000:!
Subtotal 04 ProJects 6,280,000 --
Frontage Road Improvements 10,000,000
Lionshead Pedestrian Plaza 9,000,000
West LH Circle 1,500,000
East LH Circle 1,000,000
East LH Portal 3,000,000
Viltage Streetscape (W.Gore Creek Drive) 2;570,000
HealReimb (745,000)
NefProject j ;," 1825;000-
Lionshead Intermodel Site 12,000,000�
Reimb Project CosJs (22,000,000)
Subtotal OS Projects 16,325,000
Parking Improvements 15,000,000
Reimb Projec�Cosls (7,500,000)
.,...
NetProjec� , �7500;OOOj
Village Streetscape(Wall StreeUFounder's Plaza) 1,905,000
Hea�Reimb (450,000).
Net Project ��r`,��,1 455;OOOj
Public Restrooms 350,000
SubtoffiI 06 ProJects 9,305,000
Viilage Streetscape(Checkpoint Chariie/Willow Bridge/Gore Creek Promenade) 2,388,000
Hea�Reimb (370,000)
Net Projec/ '2,018,000�
Library Renovation
Neighborhood Streets
Skate Park
Frontage Road Improvements 5,000,000
Reimb Projec/Cos�s (5,000,000)
Subtotal 07 ProJecffi 2,018,000
Toial Ezpenditures 8,080,321 12,634,099 22,335,299 14,883,324 8,092,099
Revenue Over(Under)Expenditures 1,584,679 10,615,901 (12,835,299) (5,633,324) 1,157,902
Ending Fund Balance 3,184,879 13,800,580 965,281 (4,668,043) (3,510,141)
F:\FI' ;NCE\BUDGET16udget0304\capitalplanlfrom Bob1
MEMORANDUM
TO: Vail Town Council
FR: Bob McLaurin, Town Manager
DT: October 10, 2002
RE: CSE UPDATE
We have scheduled 30 minutes for a presentation on the Commission on Special
Events to update the Town Council on the CSE activities to date and plans for
the future. Attached to this memo is a letter from Packy Walker that he wished
me to pass on to the CounciL
Attachment
,
;';.
� �I,f�;�l,�'� .
s ���:��i.
TO: �11'�Ir. Robert Mclaurin ,
FROM: �,�acky Walker
DATE: �October 9, 2002
RE: CSE Board
`:�:1�;
:�.�
I received a lef[er today written, I guess,by the same people that wrote the bible,
as they, too,did not sign their names. I would like to know who was at the
meeting, as�nr`,ell as who made motions, and who voted on what issues and for
what reasons:' �
���.
,.
;.
The CSE board is a new organization, created by the TOV council, for the
sole purpose of heeing up their agenda, as well as selecting a group of
individuals dedicated to promote the activities in Vail, as well as increasing the
sales tax for ttie�TOV. The last two items are important, but it is even more
imperative th�t we show our guests an entertaining time, and by this I mean a
�;�;°_;.
reason to comea,back to Vail every year, and cert�inly in the summer,when
business has fallen off drastically the last 3 years.
The new CSE board is trying to get a feel as to where we wish to go. We are
going to opera;fie;with the same budget as the council did last year. I am waiting
to hear from t1�ie'�`I,ongwood Marketing firm, as well as to where the marketing
, dollars should;be spent. They (Longwood) seem to think that the last few years
have been nori'-produ�tive in the way we have spent our advertising dollars.
;,.
•,r;i,�=i . ,
I would Iike to know, and I should know, who is on the "board" allocating
the marketing dollars that we collect for Vail only marketing tax, and if they are
paid to do so, arid is it Vail only. I am not opposed to Valley-wide marketing,as
lon as eve oii,e;� ets on board financiall
g rY ..G�;�.;g Y•
;�:
Sorry, I go`t�on a tangent. I believe that I speak for the CSE board in so much
� as an established function such as T'EVA should start after 3 years to be
somewhat sufficient, and the promoter take some risk in his personal take of
, ' .• � �'� -�profits,if he wants the event to become larger. This should not become a year-
after-year CSE charity cakewalk. If you are a promoter, produce. We will seed
��.
you, but we wil�;�not carry you, especially if the sales tax revenue indicates that it
j'x,.,
is not a positiv�stance for the TOV to fund. This is the reason that we cut TEVA
by 25,000.00. �'
, TEVA was';20% of our budget. Sfreet entertainment was, I think, 75,OOO.QO
aiulually. I really have a problem with jugglers, and a person on the guitar, etc.,
in tlus town, in a location where no one knows where they are, and perhaps
could care less. ,;��
�;k�:
;:t;;.;�
'�yk`�;�;`
�.r�,,�, ;
�4..: .
' Bob, as I explained to you, the WTCB gets $308,000.00 to put on the Teva, .
Big Wheel,OctoberFest, 4th of July, X-Mas tree lighting, and I DO NOT GET
IT!!!!! T'hey also received $160,000.00 in seed money. How was it spent?. I put on
the Lionshead Car Show for 250.00. $50.00 went to the town and 200.00 went for
a million-dollar insurance policy. Is there not a way that the TOV can get a
blanket insurance policy to cover special events, other than liquor, that would
make special events less expensive?
August is an embarrassment, as we do nothing as far as the Ford
Amphitheater, and/or other major promotions for that month except the jazz
�� concerts we have in Lionshead, which have been very well-received, and get
better every year. �
I have my thoughts as to those who are undermining the new CSE, and, as
� I told you, I am prepared to pay, out of my pocket, to do a forensic audit on the
WTCB books to see where the money was spent(the $308,000.00), as well as a
financial statement disclosing where the $160,00.00 seed money was spent. I also
want to know the salaries of top management that work at the WTCB, and
where this money is generated.
� Getking back to the CSE, the TOV council had little direction when they first
started in 1965. We, the CSE, are no different, except that we have been here for
years and have a feel for what the town needs. Given what the Longwood
survey shows the TOV, let's see where the CSE can take us.
Packy Walker
P.S. Oh! By the way, Chuck Mclaughlin and I ran the bulls in Spain in 1982.
What if we had "the running of the sheep" in town during the samme weekend.
After all, we had more sheep in 1967 then people.
Cc: Town Council, Town of Vail
CSE Board Members
� � ,
!/a�l Nlarket�.ng �odviso� Council �
Event Nlarketing Strategy
2003 — 2005
, �' r
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October 9, 2002
Vail Event Marketing Plan—2003-2005 10/9/2002
I. EXECUTIVE SUMMARY
.- � - "
.. ..�. . . .. . . .- .
• • - . . .. .
. •- .. .. -. . • � '
�
• . , . . . . . .- .
�- • �- ' G • • ' //
Vail has great potential to establish itself as a national leader in tourism-based
event marketing. Its brand is internationally known and has tremendous cachet,
the community possesses extensive infrastructure and marketing support and
there exists sufficient community will to attract and retain national-level events.
With the exception of a few major international events and a growing inventory of
cultural offerings, Vail's history of success in event marketing is sporadic. In
large part, the community has focused its resources on building lower-tier events
with little national exposure; managing them in-house and risking financial
resources on the outcome- largely driven by unpredictable weather. The lack of
a comprehensive strategy and event recruitment effort has inhibited Vail from
reaching its true potential in generating consumer awareness, demand, visitation,
event participation and product sales. In short, the current model is no longer
functional.
The good news is that Vail is hungry for change. In recent months, a more
focused Brand Marketing Strategy has been adopted, a reformed municipal
structure has been put in place, and significant funds have been set aside for the
endeavor.
The stage is set for significant growth. By 2005, it is entirely possible for Vail to
establish itself as a first-order events destination, possess a consistent inventory
of national, regional and local events, and leverage them as business-building
assets. But, in order for this to occur, several fundamental assumptions must be
set in place. In summary, Vail must:
o Integrate Event Marketing into the VMAC Brand Marketing Plan
o Redirect the majority of its resources to begin to focus on national-caliber
events
o Develop consistent event selection and evaluation criteria
o Be a catalyst for local high-caliber events consistent with positioning and
product offerings
o Place itself in an 18-36 month planning timeline
2
Vail Event Marketing Plan—2003-2005 10/9/2002
II. STRATEGIES & OBJECTIVES
..- . . . . . . . . �- .. -.
. . .- . . . �- .. .
. . . . . -. . . . . • . .. .
�- -� • � • � : • • ' //
A. Acquire, retain and leverage a stable inventory of category-appropriate
events that result in...
o economic impact (balance short and long-term)
o visibility and market reach
0 opportunities for leverage and integration
Tactics — organize Vail's events portfolio into three categories and allocate
budget accordingly
� � � � � �
,
Icon o PGA TOUR Nat�onal reach, Recruitment /
Events o NY Phil marketing value, negotiation
long-term economic
impact, demo fit
brand extension
Economic o TEVA Economic impact, Recruitment
Impact o Regional �ow period infill
Events strategy
Soccer Champs
o Culinary Fest
o Community
Festivals
o Cultural
Performances
Community o Vail Am Days Regional/local RFP
Events o Oktoberfest marketing value,
quality of
production, cost-
effectiveness
B. Develop (and fund) aggressive event recruitment mechanism
Tactics —
o seed funding
o dedicated staffing
o marketing plan to events industry
o streamlined municipal events process and support
,
,
Vail Event Marketing Plan—2003-2005 10/10/2002
C. Establish consistent criteria and process for event selection and
measurement
EVENT CRITERIA
_ , . ,
- .
:Example�' , Community Economic Icon
Economic PGA Iron= 30 40 15 '
Impact 70UR Man .
Sales Tax 3 3
Increased 3 3.' . .
Occu anc
Direct 3 3
S endin
Low Season 1 5 20 10
7'imin
Marketing . 10 20 20 .
Value
Primary 5 2
Markets
Secondary 5 :; . 2
M a rkets
Television 15
Value `_
Regional 5. 1 � . . .
� National 5 2 -
Demographic 5 3 10 _ 10 20
Fit;
Ability to 5 4 _ 20
Levera e :
G rowth 5 3 10 . 10
Potentia(
Producer
ualif
Local 20
Regionaf. 10
National ` 5 5 10 .
50 : 36 .
Total Rating " XX XX XX.
(Actual)
• . - � � � � � �
. �
1. Rating of events would occur within that category, not across categories
2. Rating scale of 1-5 (5 being highest) -accompanied by a specific numerical ratings key.
Ex: an Economic Impact of$0 -$200k would equal a "2", $200k-$400k = a "3" rating, etc.
3. Add total points from each criterion for comparative value within category
4. Use percent of weight chart for decision when total value of events within one category is
close or tied.
4
Vail Event Marketing Plan —2003-2005 10/9/2002
D. Define roles and responsibilities
TOV
Strategy Approval
;Budge.t
Informal
... reporting
VLMD
- Brand strategy
' Selection criteria
CSE
Funding decisions
Producer selection
E. Minimize need for public support
Tactics — develop alternative revenue structures
o sponsorship sales
o strategic alliances
o revenue sharing (lodging, ticket, concessions)
III. 2003-2005 BUDGET
Comment 2003 2004 2005
Income Below
TOV Event Fundin 585 000 585 000 585 000
Alternative Revenues 1 2,3 - $ 100,000 $ 200,000
Total Income 4 $ 585 000 $ 685 000 $ 785 000
Ex enses
Continuin RFP events $ 150 000 $ 150,000 $ 150,000
Recruitment Efforts $ 150 000 150 000 $ 150 000
Icon Event Fundin 185 000 $ 300 000 $ 425 000
Contin enc 100 000 85 000 60 000
Total Ex enses 4 $ 585 000 $ 685 000 $ 785 000
Budget Assumptions:
1. Alternative revenues are expected with Icon events only
2. Alternative revenue sources typically include revenue-sharing relationship(s) on event
sponsorships, ticket sales, concessions, and merchandise. Specific percentage due host site
determined on case-by-case negotiation.
3. Revenues generated on Icon events would be returned to the CSE budget to be used for
funding of future/other Icon event activities
4. Accounting services to be provided by Town of Vail (as with VLMD)
5
� �. . A�
Vail Event Marketing Plan—2003-20Q5 10/9/2002
III. SUMMARY
, Vail is capable of competing at the highest level of event marketing destinations.
It has tremendous resources that, with targeting, focus and determination can
result in quantum economic growth and community sustainability.
�For this effort to be effective, Event Marketing must become fully integrated into
the marketing strategy of the brand, develop consistent and comprehensive
evaluation criteria, and become an aggressive player in the events recruitment
marketplace.
6
\/�il BVl�rket� ng Adviso� Council
Event IVlarketing Strategy
2003 — 2005 .
� �,.s
, t :
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October 9, 2002
�� Vail Event Marketing Plan—2003-2005 10/9/2002
I, EXECUTIVE SUMMARY
.. ..•. . . .. - • . . - ,
.- . . - -
. . - . . ,. .
. •- .. .. -. . • � '
. - . , . . . . • �- .
• -
� � •- ' i • • ' /I
Vail has great potential to establish itself as a national leader in tourism-based
event marketing. Its brand is internationally known and has tremendous cachet,
the community possesses extensive infrastructure and marketing support and
there exists sufficient community will to attract and retain national-level events.
With the exception of a few major international events and a growing inventory of
cultural offerings, Vail's history of success in event marketing is sporadic. In
large part, the community has focused its resources on building lower-tier events
with little national exposure; managing them in-house and risking financial
resources on the outcome- largely driven by unpredictable�weather. The lack of
a comprehensive strategy and event recruitment effort has inhibited Vail from
reaching its true potential in generating consumer awareness, demand, visitation,
event participation and product sales. In short, the current model is no longer
functional.
The good news is that Vail is hungry for change. In recent months, a more
focused Brand Marketing Strategy has been adopted, a reformed municipal
structure has been put in place, and significant funds have been set aside for the
endeavor.
The stage is set for significant growth. By 2005, it is entirely possible for Vail to
establish itself as a first-order events destination, possess a consistent inventory
of national, regional and local events, and leverage them as business-building
assets. But, in order for this to occur, several fundamentat assumptions must be
set in place. In summary, Vaif must:
o Integrate Event Marketing into the VMAC Brand Marketing Plan
o Redirect the majority of its resources to begin to focus on national-caliber
events '
o Develop consistent event selection and evaluation criteria
o � Be a catalyst for local high-caliber events consistent with positioning and
product offerings
o Place itself in an 18-36 month planning timeline
2
Vail Event Marketing Plan—2003-2005 10/9/2002
II. STRATEGIES 8c OBJECTIVES
.. - • • • . • . . • .- . . -.
. . .- . . . . - .. .
. . . . . -• • . . . . •.
• - -� • • � � : • � ' •/
A. Acquire, retain and leverage a stable inventory of category-appropriate
events that result in...
o economic impact (balance short and long-term)
o visibility and market reach
0 opportunities for leverage and integration
Tactics — organize Vail's events portfolio into three categories and allocate
budget accordingly
� � � � � i
.
Icon o PGA TOUR National reach, Recruitment /
Events o NY Phil marketing value, negotiation
long-term economic
impact, demo fit
brand extension
Economic o TEVA Economic impact, Recruitment
Impact o Regional low period infill
Events strategy
Soccer Champs
o Culinary Fest
o Com_munity
Festivals
o Cultural
Performances
Community o Vail Am Days Regional/local RFP
Events o Oktoberfest marketing value,
quality of
production, cost-
effectiveness
B. Develop (and fund) aggressive event recruitment mechanism
Tactics —
o seed funding
o dedicated staffing
o marketing plan to events industry
o streamlined municipal events process and support
_ .,
�
� Vail Event Marketing Plan—2003-2005 10/10/2002
C. Establish consistent criteria and process for event selection and
measurement
EVENT CRITERIA
. � ,
- .
, :Example " Community Economic Icon
Economic PGA Iron- 30 40 15 �
Impact ,. . .. TOUR. Man .
Sales Tax 3 3 .'.
Incr.eased 3 3 ,
� Occu anc -
_ Direct 3. , 3 : .
S endin
Low Season 1 5 20 10
Timin
M.arketing „ . 10 20 20
Value
Primary 5 2 -
Markets �
Secondary . 5 2 .: . .
Markets
Television , 15
Value
Regional 5 1� .
National 5 2" -
Demographic 5 3 - 10 10 20
'Fit :
AbilitY to : 5 '. - � 4 20
Levera e :
Growth 5 3 10 10
Potential
Producer
ualif .
_, . . - Local 20
Regionai 10
National 5 5. ' 10
. 50 ` " 36 . :
Total Rating ' XX XX XX
"> .(Actual)
• . � � � � � �
� . .
1. Rating of events would occur wifhin that category, not across categories
2. Rating scale of 1-5 (5 being highest) -accompanied by a specific numerical ratings key.
Ex: an Economic Impact of$0 -$200k would equal a "2", $200k- $400k= a "3" rating, etc.
3. Add total points from each criterion for comparative value within category
4. Use percent of weight chart for decision when total value of events within one category is
close or tied.
4
� , Vail Event Marketing Plan—2003-2005 10/9/2002
D. Define roles and responsibilities
TOV
Strategy.Approval
Budget; .:;' ;;; �"�?:..:.............
Informal
... reporting
�/LMD"'
Brand strategy
....
....
Selection criteria ;
CSE
- Fundmg clecisions. .
' Producer selection
E. Minimize need for public support
Tactics — develop alternative revenue structures
o sponsorship sales
o strategic alliances
o revenue sharing (lodging, ticket, concessions)
III. 2003-2005 BUDGET
Comment 2003 2004 2005
Income Below
TOV Event Fundin 585 000 585 000 585 000
Alternative Revenues 1 2 3 $ - $ 100 000 $ 200,000
Total Income 4 $ 585 000 $ 685,000 $ 785 000
Ex enses
Continuin RFP events $ 150 000 $ 150,000 $ 150,000
Recruitment Efforts 150 000 $ 150 000 $ 150 000
Icon Event Fundin $ 185 000 $ 300 000 $ 425 000
Contin enc 100 000 85 000 60 000
Total Ex enses 4 $ 585 000 685 000 785 000
Budget Assumptions:
1. Alternative revenues are expected with Icon events only
2. Alternative revenue sources typically include revenue-sharing relationship(s) on event
sponsorships, ticket sales, concessions, and merchandise. Specific percentage due host site
determined on case-by-case negotiation.
3. Revenues generated on Icon events would be returned to the CSE budget to be used for
funding of future/other Icon event activities
4. Accounting services to be provided by Town of Vail (as with VLMD)
5
" ,. Vail Event Marketing Plan—2003-2005 10/9/2002
III. SUMMARY
Vail is capable of competing at the highest level of event marketing destinations.
It has tremendous resources that, with targeting, focus and determination can
result in quantum economic growth and community sustainability.
For this effort to be effective, Event Marketing must become fully integrated into
the marketing strategy of the brand, develop consistent and comprehensive
evaluation criteria, and become an aggressive player in the events recruitment
marketplace.
6
,
Va� l Nlarketing Adviso� Council
Event Nlarketi ng Strategy
2003 - 2005
� �,
� �� � .
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October 9, 2002
Vail Event Marketing Plan—2003-2005 10/9/2002
I, EXECUTIVE SUMMARY
.. ..•. . . •. . . . - ,
.- . . - -
. . . . .• .
. �- .. �. -. . • � •
�
. . , • . . • • .- .
� ■ ��
•- • •' � ' � �
� Vail has great potential to establish itself as a national leader in tourism-based
event marketing. Its brand is internationally known and has tremendous cachet,
the community possesses extensive infrastructure and marketing support and
there exists sufficient community will to attract and retain national-level events.
With the exception of a few major international events and a growing inventory of
cultural offerings, Vail's history of success in event marketing is sporadic. In
large part, the community has focused its resources on building lower-tier events
with little national exposure; managing them in-house and risking financial
resources on the outcome- largely driven by unpredictable weather. The lack of
a comprehensive strategy and event recruitment effort has inhibited Vail from
reaching its true potential in generating consumer awareness, demand, visitation,
event participation and product sales. In short, the current model is no longer
functional.
The good news is that Vail is hungry for change. In recent months, a more
focused Brand Marketing Strategy has been adopted, a reformed municipal
structure has been put in place, and significant funds have been set aside for the
endeavor.
The stage is set for significant growth. By 2005, it is entirely possible for Vail to
establish itself as a first-order events destination, possess a consistent inventory
of national, regional and local events, and leverage them as business-building
assets. But, in order for this to occur, several fundamental assumptions must be
set in place. In summary, Vail must:
o Integrate Event Marketing into the VMAC Brand Marketing Plan
o Redirect the majority of its resources to begin to focus on national-caliber
events
o Develop consistent event selection and evaluation criteria
. o Be a catalyst for local high-caliber events consistent with positioning and
product offerings
o Place itself in an 18-36 month planning timeline
2
c Vail Event Marketing Plan—2003-2005 10/9/2002
II. STRATEGIES 8c OBJECTIVES
..- � . • . . . . . .- . . -•
. . .- . . . � - .. .
. . . . . -. . . . . . . •.
�- -� • � � � S � • ' II
A. Acquire, retain and leverage a stable inventory of category-appropriate
events that result in...
o economic impact (balance short and long-term)
o visibility and market reach
0 opportunities for leverage and integration
Tactics — organize Vail's events portfolio into three categories and allocate
budget accordingly
� � � � � �
.
Icon o PGA TOUR National reach, Recruitment /
Events o NY Phil marketing value, negotiation
long-term economic
impact, demo fit
brand extension
Economic o TEVA Economic impact, Recruitment
Impact o Regional low period infill
Events strategy
Soccer Champs .-._ -
o Culinary Fest-:_-�-
o Community
Festivals
O CLlItL1T11
Performances
Community o Vail Am Days Regional/local RFP
Events o Oktoberfest marketing value,
quality of
production, cost-
effectiveness
B. Develop (and fundj aggressive event recruitment mechanism
Tactics —
o seed funding
o dedicated staffing
o marketing plan to events industry
o streamlined municipal events process and support
-,
�
Vail Event Marketing Plan—2003-2005 10/10/2002
C. Establish consistent criteria and process for event selection and
measurement
EVENT CRITERIA
_ , . ,
- .
E.xample � Community Economic Icon
�,.,:- . ...:,� . �
Economic P,GA Iron- 30 40 15 ;
Impact , TOUR Man .
���_ �-�Safes,Tax � ��3 � �����: 3. ;� � �;� � ��_ , � �� �_,:�.
Increased 3 3 :
Occu anc - -
Direct . 3 3 : ,
S endin
Low Season. 1 5 20 10
Timin
M_arketing . ; .., 10 20 20 . '
Value
Primary : 5 . 2
M a rkets '
Secondary . -; 5 ' . 2 : ;
M a rkets �
Television 15
Value : ,
Regional 5 1
National 5 : 2 ;
Demographic `_. 5 ` 3 , 10 10 20
Fit
Ability to 5 "' 4 20
Levera e
Growth� � � �� � ���5 � -3 ���� �� 10 . 10
Potential ,
Producer
ualif _ _
Local 20
Regionaf 1p
National 5 ' S 10- :
� ,
` .. . 50 '. 36 . �
Total Rating ; - XX XX XX `.
(Actual) : _
• . � � � � � �
• . .
1. Rating of events would occur within that category, not across categories
2. Rating scale of 1-5 (5 being highest) -accompanied by a specific numerical ratings key.
Ex: an Economic Impact of$0 -$200k would equal a "2", $200k-$400k= a "3" rating, etc.
3. Add total points from each criterion for comparative value within category
4. Use percent of weight chart for decision when total value of events within one category is
close or tied.
4
� Vail Event Marketing Plan —2003-2005 10/9/2002
D. Define roles and responsibilities
TOV
Strategy Approval
Budget
Informal
�... reporting
VLMD
Brand stra:tegy
Selection criteria ;
GSE
Funding decisions
Producer selection
E. Minimize need for public support
Tactics — develop alternative revenue structures
o sponsorship sales
o strategic alliances
o revenue sharing (lodging, ticket, concessions)
III. 2003-2005 BUDGET
Comment 2003 2004 2005
Income Below
TOV Event Fundin $ 585 000 585 000 585 000
Alternative Revenues 1 2,3 $ - $ 100 000 $ 200 000
Total Income 4 $ 585 000 $ 685 000 $ 785,000
Ex enses
Continuin RFP events $ 150,000 $ 150,000 $ 150,000
Recruitment Efforts $ 150 000 $ 150 000 $ 150 000
Icon Event Fundin $ 185 000 $ 300 000 $ 425 000
Contin enc 100 000 85 000 $ 60 000
Total Ex enses 4 $ 585 000 $ 685 000 $ 785 000
Budget Assumptions:
1. Alternative revenues are expected with Icon events only
2. Alternative revenue sources typically include revenue-sharing relationship(s) on event
sponsorships, ticket sales, concessions, and merchandise. Specific percentage due host site
determined on case-by-case negotiation.
3. Revenues generated on Icon events would be returned to the CSE budget to be used for
funding of future/other Icon event activities
4. Accounting services to be provided by Town of Vail (as with VLMD)
5
^ F Vail Event Marketing Plan—2003-2005 10/9/2002
III. SUMMARY �
� Vail is capable of competing at the highest level of event marketing destinations.
It has tremendous resources that, with targeting, focus and determination can
resuft in quantum economic growth and community sustainability.
For this effort to be effective, Event Marketing must become fully integrated into
the marketing strategy of the brand, develop consistent and comprehensive
evaluation criteria, and become an aggressive player in the events recruitment
marketplace.
6
,,
i
To: Vail Town Council &
Lionshead Task Force
From: Staff: Russ Forrest
Date: October 15, 2002
Subject Discussion on Lionshead Public Improvements
1. PURPOSE:
The Town Council requested that time be allocated at the October 15th Town Council
meeting to begin making decisions on funding for Lionshead public improvements. The
Lionshead Task Force has been meeting over the last four to five months. The Task
Force has been meeting in the last month with other TIF jurisdictions in the state. The
Task Force has also developed a decision tree and time line for making decisions on
Lionshead funding. In addition, a major case regarding tax increment financing in
Golden was resolved in September which clears the way for the use of an Urban
Renewal Authority without the requirement of a public vote for bonding.
2. SEQUENCE OF DECISIONS
The Task Force has developed a draft fact sheet on Tax Increment Financing and a
decision tree. That decision tree is attached (Attachment A). The significant next steps
and questions that need to be answered include:
1) Should tax increment financing be pursued for funding Lionshead
projects?
2) What areas should be considered for a geographic district so they can be
evaluated in a tax increment study? This study would determine whether
a geographic area would legally qualify for a Downtown Development
Authority (DDA) or a Urban Renewal Authority (URA) or both.
3) Direct staff to complete the TIF study.
4) Determine whether to pursue a DDA or an URA and the geographic
boundaries for the district.
If Council wants to move forward with tax increment financing (question 1) then the
Town will need to complete a TIF study which was begun in 2000. The TIF study would
take 1 month to complete and would cost approximately $15,000. The Town does have
funding budgeted in the 2002 budget for Lionshead implementation to pay for this cost.
,
f
BRW began a TIF study for Vail in 2000 and was asked to stop as the Town considered
the community facilities project. They already have a significant base of information
collected and could most rapidly and cost effectively finish this study. This study is
required before a URA or DDA could be established. Staff has attached additional
background information on URAs and DDA for your consideration (Attachment B).
3. OBSERVATIONS FROM OTHER JURISDICTIONS
Attached is a summary of input from other jurisdictions (Attachment C). On September
30th, the Lionshead Task Force met with the Denver Urban Renewal Authority, Grand
Junction Downtown Development Authority, and the Crested Butte Downtown
Development Authority. Observations from those discussions included:
. • All three entities felt creating a separate board was beneficial. At the same time
it appeared that the Town Council had considerable control on either a URA or
DDA board by having approval authority over the plan ancl bonding. A URA can
have either a separate board or be the Town Council while a DDA must be a
separate board appointed by the mayor.
• Mt. Crested Butte felt a DDA was a more politically palatable way to develop their
resort community. They did not need or want condemnation. The County
Commissioners in Gunnison County seemed to like a DDA more than a URA.
However, it was interesting that diverting money from the County back to Mt.
Crested Butte was a major selling point in the Crested Butte community.
• We heard two different philosophies about defining the Tax Increment Financing
(TIF) Districts. Denver defines very tight districts. So a private development
project pays for the debt service on its own project along with the related public
improvements. This limited the financial exposure of the Urban Renewal
Authority. However, Denver acknowledged that they can have very successful
projects that rapidly pay for their debt and other not so successfull projects that
are challenged paying for their debt. They stated it would be nice to be able to
use the revenue from the successful projects to pay off the not as profitable
projects. Mt. Crested Butte and Grand Junction felt it was better to create a
large district and issue bonds for improvements when supporting private projects
received building permits.
• All three TIF Districts were able to pay for debt service. Therefore they were
always able to pay for the debt service through the tax increment.
• All three TIF Districts warned about being careful when you create the District in
relationship to when debt is issued. For example, a URA district can exist for 25
years. If private projects don't occur for 3-4 years after the district is established
then you can only borrow money for 21-22 years thus limiting the bonding
potential of a district. It should be noted that a DDA can last for 30 years.
• Denver mentioned that their constituents are also apprehensive about
condemnation. They try to address that concern by directly stating in the
development plan for a district (Denver has numerous TIF Districts controlled by
the Denver Urban Renewal Authority) that condemnation either will or will not be
used. If condemnation is not stated in a plan then they won't use their powers of
eminent domain.
,
+
4. STAFF RECOMMENDATION
Staff recommends the Town move forward with Tax Increment Financing for Lionshead.
Specifically Staff would recommend that BRW be directed to finish the TIF study for the
Lionshead Master Plan Area and that they also evaluate whether the Evergreen Hotel
and Chateau would meet the criteria for either a URA and/or a DDA. Staff wouid
recommend that while this TIF study is being completed that discussions occur with all .
property taxing authorities in the Town of Vail. After the study is complete, within one
month, staff would recommend that a final decision on whether to pursue a DDA or a
URA be made on November 19'h, 2002 or December 3�d, 2002 at the latest.
Attachment A: Decision Tree
Attachment B: Fact Sheet on TIF
Attachment C: Summary of other jurisdictions
r
ATTACHMENT A
TIF DECISION TREE AND TIME LINE
Time Line
Sept.(02) October(021 November(02) December(02) January(03) February(03) March(03) Aprll(03) May(03) June(03) July(03) Auousl(03) Seplember October November(03) �
25 Eleclors � �
submit
� petition Council
submits
Reflne Cost � URA Plan �
Estimales for to PEC
Public �Rp, -
Improvemenls Councll holds
Clerk hearing on �mplete
Publishes formaUon of P�a� After heanng CounGl or
etermine Notice for URA 8 passes PEC submits Council Council adopls Aulhori�y
wheNer to heannq on� resoWlion recommentlation suhmils plan resoluUOn appmves of
'm lement a U creating URA to Council
to Counly for approving of issuing of
Review UR4 �mplete TIF P or a DDA review plan bonds(25
and DDA sludy 8 a Base is Frozen Years)
DisUicts in Communications
Colorado P�a� DDA . •
Ordinance lo Council Aulhority board Council
� � creale aulhoriry Special appoints S11 Council Council passes adopts .
Determine Must wait 90 days from election lo Complele submils Plan resoWlion to resolution appmves af ond Election
, approved on tst members(7 bond lan ua e
Oistrict NovemDer 02 eleclion create Plan(or DDA to PEC for approve Plan submittin 9 9 (30 Years)
and 2nd Council - 9 with a
Develop Boundaries Reatling authority member) Review Base Is Frozen bond questlon
inslmclions for � to�he voters �esolution
TIF Sludy(What .
areas should be
evalualed)
. PEC provides �
No its
recommendati
. on lo Council ..
Yes-
Should sales Complele
taz be used� Yes Sales Tax
Study(Ford
Frick)
, ;
ATTACHMENT B
�
Tax Increment Financing
Information Sheet
1. What is Tax Increment Financing?
Tax increment financing is a tool utilized by municipalities to finance public improvements in
identified areas of need, known as redevelopment districts. Tax increment financing can be
implemented through a down town development authority (DDA) or an urban renewal authority
(URA). A URA or DDA can provide public amenities that encourage and facilitate
corresponding new development. For example, an authority might use funds generated from a
new development to build streetscape or improve circulation that helps make the new
development possible. Another possibility is that if a property is to be redeveloped, the
authority might work with the developer to provide some public amenities such as a plaza or
pedestrian mall. An authority can also provide assistance to existing property owners who
might want to rehabilitate or expand their property. An example of this type of assistance might
be a facade improvement loan program. This tool is not new and,has been utilized around the
country for decades to fund public improvements and encourage redevelopment. In Colorado
as of 1993, there were 18 cities utilizing tax increment financing (15 through Urban Renewal
Authorities (URA) and 3 through Downtown Development Authorities (DDA)).
2. How does TIF Work?
Once a URA or DDA has been established, the Town is able to adopt a plan to use TIF. Once a
redevelopment district.is established and a plan is adopted, the property tax base for the
redevelopment district is frozen. This means that after the date of plan adoption, the assessed
value to which the mill levy for the Town, the water district, school district, and the County would
be the same each year with adjustment for general reassessments. For example, if the
assessed value in a redevelopment district is $1 million on the date of plan adoption, then the
mill levy for each of the overlapping taxing jurisdictions is applied to that $1 million assessed
value each year of the plan. As the properties in the redevelopment district begin to increase in
value due to the redevelopment efforts, that increase in assessed value times the combined mill
levy of the overlapping taxing jurisdictions goes to the URA or DDA. For example, if the
assessed value of property in the district increases to $10 million in year 5 of the plan, the taxes
derived from multiplying the combined mill levy times the $1 million base go to the overlapping
taxing jurisdictions and the mill levy times the $9 million increase goes to the URA and DDA So
revenues that would have ended up with the county and other entities through increases in tax
revenues, stay in the Town of Vail and, more specifically, in the redevelopment district. The
plan can also affect Town sales tax revenues; but not State or County revenues. The plan can
-dedicate sales tax revenues above the base year revenues to the URA or DDA. The following
graph represents how revenues are captured by the redevelopment district.
j
$Assessed
Values
Incremental Assessed Value in Future Years
/ /
� Growth in assessed value
� / captured in redevelopment
� district
/
I
/
/
/
.�................... ...............................................................
Assessed
value.used by
Base Year Assessed Value taxing
agencies
Time
Once incremental tax revenues are captured, this new stream of revenue can be utilized to pay
debt service on bonds that are issued by the Town for public improvements. Bonding is
necessary, as it would take a period of time to acquire enough revenue to fund public
improvements. Lending institutions find TIF a very stable source of revenue and therefore
readily lend money when secured by TIF. Bonds are only put in place once construction of
public improvements begins. TIF can be utilized for up to 25 years from the date of
establishment for a URA and 30 years for a DDA.
3. Is TIF a new Tax:
No new taxes are established using TIF nor are taxes increased. The revenues produced by
increased property values and increased retail sales activity are simply redistributed to benefit
the redevelopment district.
4. How much can it generate in Lionshead?
It depends on the geographic boundaries of the district and what improvements are actually
developed. If what is being proposed in Lionshead is actually developed and the district
includes the Lionshead Master Plan area and the area north of West Meadow Drive the
potential income is as follows:
Property Tax:. $13 miltion
Sales Tax: 13 million
Total $26 million
!
These are approximate numbers and will need to be further refined. Also the Town will need to
seriously consider whether to use sales tax since that growth in sales tax also pays for
increasing operational and maintenance costs for the Town of Vail.
5. If TIF is used, will developers pay for any improvements directly?
Yes, developers will still be asked to pay for a significant portion of public improvements that are
directly adjacent to private development sites or required because of private development. For
example, the Town has assumed that private developers would pay for the majority of the cost
of rebuilding West Lionshead Circle and new streetscape around a new hotel in the core site.
However, TIF will reduce the financial burden for paying for necessary public improvements
from both the Town's existing capital fund and the developer's pro-forma.
6. What is the difference between a DDA and a URA
A down town development authority (DDA) and a urban renewal authority (URA) work the same
in terms of how revenue is generated to pay for the debt service for bonds. Both use the
incremerital increase in property and/or sales tax that results from public and private
improvements. The differences between the two types of TIF districts are summarized below:
DDA's:
• DDAs are initiated by an oridance from the Town Council
• DDA's require a vote of owners, tenants, and business owners located in a District to
establish the district and to issue bonds.
• DDA's requires stating that blight is being prevented.
• DDA's require that a separate board be created to administer the District. Only 1
Council member can sit on the board. The members of the Board must be appointed by
the mayor.
• DDA's do not have condemnation powers. �
• DDA's last for 30 years
U RA's:
• URA's are initiated by 25 registered voters signing a petition
• URA's don't require a public vote to create the district or issue bonds.
• URA's require a resolution that blight is being eliminated.
• URA's can be administered by the Town Council or the Town Council can appoint a
separate board.
• If a URA is a separate board from the Town Council it can have condemnation powers to
achieve the goals of the redevelopment plan.
• A URA can last for 25 years.
7. Pros and Cons of Tax Increment District Financing
Pros:
• TIF can fund needed public improvements without an increase in taxes.
• TIF takes the additional incremental revenue resulting from public and private
improvements to help pay for public improvements in a redevelopment area. This form
of public revenue is paid for by the development without increasing taxes (User Pays).
• Other taxing jurisdictions still get what they receive today in revenue. After the TIF
district expires (25-30 years) the other jurisdictions will receive the full benefit of the
growth in property and sales tax.
• This is common financing tool for redevelopment projects around the United States.
• Other TIF Districts in Colorado have generally reported that this financial tooi has
achieved its goal for funding pubiic improvements.
Cons:
• The Town must either declare that they are preventing blight (DDA) or eliminating blight
�U�)•
• If property values and sales tax don't increase with development the Town or authority
may not be able to pay for the debt service for the bonds.
• TIF requires legal, financial, land planning (TIF study), and communication expertise.
Consulting services can be significant to implemenf this financing tool.
• If a URA is used, citizens can be concerned about condemnation.
• This is a confusing financial tool and it is harder to communicate how this tool works
compared to other more traditional revenue sources (sales tax, property tax ect).
• Other jurisdictions don't receive the incremental growth in property and sales tax as the
result of redevelopment. This can lead to conflict'and litigation which can delay the use
of TIF.
Characteristics of the Downtown Development Authority and the Urban Renewal Authority.
How are they formed?
Urbnn RenewnlAuthority Downtown Developme�ltAcrthority
Any 25 electors of the Town file a petition with The Town Council determines that a DDA is .
the Town Clerk. After a hearing,the Town necessary for the public health,safety,prosperity,
Council passes a resolution establishing the Urban _ security, and welfare of the Town. By ordinance,
Renewal Authority and district boundary. the Town Council shall submit a question for the
ballot for the next general or special election.
Who can vote in an election to form a redevelopment area?
Urba�t Renewal Authority Downtown Developme�:t Autltority
No election is necessary. Residents, landowners, lessees,corporations,
second homeowners,and condo owners located in
• the area set for the DDA may vote.
What findings are required in order to form a redevelopment area?
Urban Re►tewal Autltority Downtowi:Development Autl�ority
By resolution,the Town Council must find that at The Town Council must find that corrective
least 4 of 12 factors are present in the area being actions must be taken to halt or prevent the
considered which qualify it as a blighted area or a deterioration in property values or to halt or
slum. As an example here are some potential prevent the growth of blighted areas.
findings or conditions: Predominance of defective
or inadequate street layout; Deterioration of site
or other improvements; Inadequate public
improvements or utilities; Buildings that are
unsafe or unhealthy for persons to live or work in
because of building code violations,dilapidation,
deterioration,defective design,physical
construction,or faulty or inadequate facilities;
unusual topography;etc.
Who can be a member of the Aathority which directs actions in the designated area?
Urban Renewal Authority ' Downlown Development Autl:oriry
The Town Council can designate itself to act in One member of the Town Council must be a
the capacity of the Authority. If a separate member of the authority and a majority of the
authority is established,only one of its members members must reside,be a business lessee, or own
can be a Town Council person. property in the redevelopment area. The Town
Council may not designate itself as the Authority.
Is a redevelopment plan required to be adopted?
Urbcrn Re�tewal Autltority Downtown Development Autliority
Prior to the use of tax increment financing, a Prior to approving redevelopment projects,a
redevelopment plan must be adopted directing redevelopment plan shall be adopted directing
activities to occur in the area. activities to occur in the area.
ATTACHMENT C
,,
��_��
�� k �
��� �
��
S�A����TIF Districts in Colorado
��
�:$ �
z�����
�����rk r U RA
��.��€ •Boulder
_� 4��
��,- .Denver
� -� r Estes Park
,��� = .Golden
�_"���� .Westminster
� � �F
i� � Fs� �r D DA ,
_ � .Grand Junction
������ .FortCollins
° �`� rLongmont
�; ' .Mt. Crested Butte
3
��`.�.�'�s
, " t�
� ���`�` �
- _:,,
: :
� .:�
�'i�r���t
����
���a ,�
����� Bou Ider-U RA
�. �
��� �i .
� � x� BURA is a separate board from the local municipal
�� � government
� ,�g �,�y
� " � ��� •Created in 1979 essentially to redevelop the 300
� �,
� ��r ��"�� acre Crossroads Mall area
:� •Property values have increased in the past 20 years
�� � •Blight surveys are done by consultants
�F', � _
������� •TIF has worked well in general, Boulder has just
� ���
��s�. ;` finished paying their bonds in March 2002 (25 year
��� � pay-off period for TIF)
;
� � ���
� ti •Excess money went to the general fund controlled by
`���'�; the City Council
�� f����t
� .
�,� u
�� ,���,
��_�� ,:,
1
��t�`:�:
������ .
� � Denver Urban Renewal Authority
�'����y� �► Started in 1958
�3��`�'��„ + DURA is a separate entity from the local and county government
� ��r���;.
,�, � and committee members are appointed by the mayor
s� � +w TIF is financed by sales and property taxes
� �iy5i
�, • It is helpful to use an independent agency when conducting blight
����:�,;� studies to provide unbiased, reliable results
�``� �► Currently DURA is working on projects in downtown Denver and
e� �! issues with high vacancies m regional shopping centers and
��� smaller neighborhood projects
�
��'��* • Generally TIF is a good financial tool if people have an
_� ��� �� understandin that the designated place has a need to redefine or
��
� '�,�� recreate itsel
°��,�`�� +� TIF basically allows for a project to pay fo�itself and does not draw
:�,=y from other public budgets like fire and police
� ;�� �► There is a lot of bad baggage especially if URA is used in its old
� ��� ways, but it can be mutually beneficial and can achieve broad
, ��+ benefits
�� ,��� • It is a difficult concept for people to understand fully and it should
� ���=� be made clear to the public
4 #�
�� ,�� • It is difficult to determine the economic impact on sales tax and
°�y���m ,� property tax. However DURA has been able to pay its bonds
t��`.������'�
�a'K� ��;
��� S`� Estes Park Urban Renewal Authority
�
`�� '�=z�� +� The URA was started primarily because of the Long Lake Flood
���� ��
that wiped out much of the town about 20 years ago
��6� �� +r The URA began in 1982 using TIF
����{ �
� � • TIF site was essentially the central business district but has now
�,�� krt� flowed into the conference center area and includes an historic
��° district which were urban renewai projects
{� '��� • Projects have included street alignments, additional parking,
streetscape improvements, the Riverwalk and Riverside Plaza
� ,,� �r The TIF uses both property and sales tax for financing
��r "`°� r The URA originall started out as a local municipal government
K?"�E
�,���;, .� board, but within t e first year a separate board was formed and
����1� this was found to be much
�s���
� ���� � �r Property values have dramatically and steadily increased since
,���� ;� the TIF was started
�,�� �,;
� �; +r Sales tax also increased dramatically
�"a ��, � Current revenue from the TIF is at$3 million (83% = sales
�,�, <;! taxes, 17% = property taxes)
.�'�e`���,sj
� +� Blight was not a problem or challenge, primarily due to the
�� f��� obvious damage from the flood
��;;� +� Generally has been successful and worked well, achieving their
� �'��� goals— public improvements have stimulated private
�������;
, � �w� development
.,�,,.���::F
2
�����?��
. �
�� kj� Golden Urban Renewal Authority
� �� F��
�,�'��,�d� +� Started in 1989 to revitalize downtown
����y �► Initially the council served as the URA board, but after a year
����;���� and a half realized that it would be more beneficial to have
�'����:
'�.�� citizens make up the board and it has been that way since 1991
�=`�� +r Uses sales and property taxes
�ri .
� �;�;�� • Property values did increase .
� � �► Have no data besides that which the county assessor provides
�' � �
_��``�r���� +� Bli ht was easier to declare because the area had man
�'����'�'"� degressed historic areas y
t��� p
;�,����~ +� One issue is the controversial politics of URA and that some
a nF
,��� '.• people did not like the changes and had different visions of what
�� �� Golden should be
�� ��
����� � The DDA does not do much and is not very active
���
���' ,
i
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Westminster Economic Development Authority
� (URA)
������x
� '� ♦ Uses both property and sales tax in their TIF
�,� ,
�'� � .� 9
� �► S ta rte d in 1 9 8 4 ini tia l ly to resurrec t a dere lic t s hoppin ma l l
�
����
�.W � �� �► TIFs are all set at 25 years �
��� `��_� +r The URA is a separate entity, but the city council serves as the
,�.s
board
�� - �r The property values increase was minimal untif actual
�
�'� ����" develo ment occurred
�.��..: p
�K
�` � - s Increase was seen more in sales tax than in property taxes
rr.:
�,���f�� �r Declarin g bli ght was not a problem and there was no di s p u t e
��`i that the shopping center was blighted
�,�» ,r.
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����1���� Grand Junction DDA
����i
���� a
������ +� DDA created in 1979
� �`� `f � Formed because of concern of the loss of business in
���_���^�f the CBD resulting from the mall
�`��� � Separate Board appointed by Council
�
P�t `�� � Uses both property and sales tax
����� �� +� Used dollars for convention center, Hawthorn Suites
�� �
F�� `��li�' (Hotel), remodel of convention center, new hotel,
�����..
��'���" undergrounding utilities, parking
.<.�'��:.�:� +� Catalyst for public private partnerships
��.�'� +� Down Town would be dead if DDA did not exist.
������ �r Always able to pay for debt service'due to the
� ����� increase in property and sales tax.
,� ����;�
_ ���`'
,�
,�� �
.� �����
��;`����;`��:
� ���`
���
��an��,� Fort Collins Downtown Development
�,� r,:��
. ���£�� Authority
�,��r �e� .
t ����. Created in 1981 to finance the redevelopment of the CBD
���s����: Only property taxes are used to pay the bond debt,while sales taxes were
�� pledged as a back-up but have as yet never been used
The DDA is separate from the local municipal government
� x �. Property values have increased extraordinarily(a comparative 1998 study
����`��;" between Loveland and Fort Collins shows the property value difference)
�����±;a DDA and TIF has impacted property values greatly(positively); however, one
,�� � can never truly say that it is because of TIF that they have risen, but highly
� ���� likel
�� Y
,�Rz,'��s Hardy worked as a consultant on the Greely DDA and recommends Vail look
�, ��� ,,€� at the Mount Crested Butte DDA as a similar situation and town
���,�s Very positive outlook on DDA and sees it as better than URA if there really
'�` n� isn't an bli ht, althou h consultants can be creative when lookin for bli ht
�, �;� Y 9 9 9 9
� ��`�'. TIF is really the only realistic tool that the state offers to raise good amounts of
�-,
,
� �. capital for projects and redevelopment
���' "
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a�1.�' 4,��
��d.�� Longmont Downtown Development
�.��� Authority
�:
����
, „ *a � r Mary Murphy-Bessler �
'.� ��� a DDA started in 1983 after master plan development
>��E� r Committee was started the year before mainly due to the economy and
�;� ,,��� . the construction of a new mall
� ��'� • Uses property taxes only
�,.:
. The DDA is separate from the municipal government
� ��#�- ♦ Pro ert values did not noticeabl increase in the be innin but later
„ .
���� did improve. "TIF was chosen because it was the best way90 not
=�r� compete or interfere with other city budgets and it provided a clear
�;� `����� governmental commitment to the private sector for the improvements
� � �> and dedication in the chosen area"
�,� ' +► DDA implemented a streetscape plan in 1998. Before the plan 2-3
�;.� `� properties a year were coming m to take advanta�e of their fa�ade
��
y..'" improvement program, after the streetscape was implemented, they are
�� now averaging 10—12 properties a year for properties coming in for
�.''�'��•r�� fa�ade improvement applications
`,;,;�f,�i( �� .
�r ��
v�����
� ���# � .
� ����
;-�.L..
�y��..,
���� L:
3 �� Longmont Downtown Development
�.,,��.�;�
�.;��.��=`<
�" �� Authority
�
�3
��:�z-
���� �► The vacancy rate has dropped dramatically
:� �� �► More restaurants have moved in and there is more
' �� ��-' diversity in restaurants
+� 5 new major businesses moved in after the 1998
��'N� x� streetscape implementation (a large number for their
�,
���h = s downtown)
t��
��� F�ap� �► The most difficult challenge for Longmont DDA is that
h����� the marketing element is not there and there is little
:� funding to develop a marketing effort or plan
Y'` �
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f �
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�
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� •
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X�(�E� �,���
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�
��,��,�:
�����;�
���
�Y�� ���-� Mount Crested Butte Downtown
���
���� Development Authority
�� �.k
�kXk�, �
�h����
H �;� +r POC: Chuck Stearns
.,;, �.�
��� '� ,� � Uses property and sales taxes for TIF
'' �x +� Created in 1996 with the vote and then the
�°�
���Y �•� development plan was approved in 1997
� ���w�
��������� � Created to revitalize the downtown area
;��°����q�.
������ +� The board is separate from the government which is
� �" `" required of all DDAs by state law
��� ��;;
� q �,
'' ��� +� Property values did increase
���
�#��� +► They did not use consultants for all their beginning work
�> ��� and the first development plan, they have since used
��n�F
�z��� various design firms for their design plans
�F�i �� �
�������;�
Fx�+����
��- .,
�
�����R�
�, ���� Summary
.��¢ �� �
y�r ��
:"��
�.��-�� • Typically see a separate Board that the
�^ <���
Town Council appoints
� • Hard to pinpoint the economic
��' `�� implications of a TIF District. All have
���` �
� ���� been able to pay for debt service
, ��
� �� M� • All recommend TIF as a financing tool
� � :�;;
<�� �� • Recommend we invite or visit 2-3 DDAs
�t���u3�� and U RAs
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r
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6
DESIGN RFVlEW BOARD AGENDA
Wednesday, Octaber 2, 2002
3:00 P.M.
PUBLIC MEETING RESULTS
PUBLIC WELCOME
PROJECT ORIENTATION / LUNCH -Community Development Department 12:00 pm
MEMBERS PRESENT MEMBERS ABSENT
Bill Pierce Clark Brittain
Hans Woldrich Margaret Rogers
Charies Acevedo
SITE VISITS 2:00 pm
1. Waeckerle residence—5136 N. Main Gore Drive
2. Boothfalls Townhomes—3094 Boothfalis Road
3. Vail Mountain School— 3160 Frontage Road East
4. Golf Course
5. 770 Potato Patch
6. Vlaar residence—2963 Beliflower ,
7. Bramante residence— 9285 Westhaven Drive
8. Williamson residence—344 Beaver Dam Circie
9. Vail Trails Chalets—413 E. Meadow Drive
10. Beaver Dam residences—363 & 383 Beaver Dam Circle
11. Halaby residence—252 West Meadow Drive
12. Crossroads— 141 E. Meadow �rive
13. Gore Range Mountain Works—201 Gore Creek Drive
14. Vail Village & Lionshead Ticket Kiosks
Driver. Bill
PUBLIC HEARING -TOWN COUNCIL CHAMBERS 3:00 pm
1. Crossroads of Vail Condominium Association DR602-0314 Bill
Final review of proposed tree removal
141 East Meadow Drive/Lot P, Block 5D, Vail Village 1 St Filing
Applicant: Crossroads of Vail Condominium Association
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
APPROVED WITH 1 CONDITION:
1. That a minimum of three aspen frees be planted with a minimum caliper of 2 '/z ".
2. Vlaar residence DR602-0334 Warren
Final review of proposed re-paint
2963 Bellflower/Lot 7, Block 6, Vail Inte�mountain
� Applicant: Hans 8� Mia Vlaar
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
TABLED UNTIL OCTOBER 16, 2Q02
1 ;4
rowrv o�varL '�
1
3. Williamson residence DRB02-0325 Matt
Final review of proposed tree remova!
344 Beaver Dam Road /Lot 10, Biack 2, Vail Village 3�d Filing
Applicant: Diana Williamson
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
APPROVED WITH 1 CONDITION;
1. That the tree next to the driveway be replaced by two trees of at least 12' in
height and one of the trees 15' in height.
4. 770 Potato Patch DR602-0323 Allison
Final review of proposed repaint
770 Potato Patch Dr. / Lot 6, Block 2, Vail Potato Patch
Applicant: Prima Accosciates
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
TABLED UNTIL OCTOBER 16, 2002
5. Gore Range Mountain Works DRBQ2-0337 Allison
Final review of proposed window addition
201 Gore Creek Drive/ Belltower Building
Applicant: Axel Wilhelmsen
MOTION: Hans Woldrich SECOND: Charlie Acevedo VOTE: 3-0
APPROVED WITH 1 CONDITION:
1. That the windows shall have "modern divided lights" with 4 squares across.
6. Beaver Dam residences DRB02-0355 Bill
Final review of proposed changes to approved plans
363 & 383 Beaver Dam Circle/Lots 2 and 3, Block 3, Vail Village 3�d Filing
Applicant: A to Z Holding, represented by Fritzlen Pierce Architects
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
CONSENT APPROVED
7. Boothfalls Townhomes DR602-4287 Allison
Final review of proposed parking lot and exterior improvements
3094 Boothfalls Road/Lot 1, Block 2, Vail Village Filing 12
Applicant: Boothfalls Homeowners Assoc., represented by Steve Prawdzik
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
TABLED UNTIL OCTOBER 16, 2002
8. Vail Village and Lionshead lift ticket kiosks DRB02-0313 Warren
Final review of proposed lift ticket kiosks
600 Lionshead Mall/Lot 4, Vail Lionshead 1S� Filing and 1 Vail Place Condos/Block 5C,
Vail Village 15� Filing
Applicant: Vai! Resorts, represented by Cynthia Steitz
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
TABLED UNTIL OCTOBER 16, 2002
2
�i
9. Vail Trails Chalet DRB02-0349 Bill
Final review of proposed reroof
413 East Meadow Drive/Lots 1-15, Block 4, Vail Viilage 15t Filing
Applicant: Douglas Roofing Company
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
APPROVED WITH 1 CONDITION:
1. That the proposed asphalt shingle material shall not be permitted, however,
approvable roofing materials shall be wood shakes, wood shingles, tar& gravel,
metal standing seam, or metal shingles with colors to be reviewed by staff.
10. Halaby residence DRB02-0311 Bill
Final review of proposed separation request/conceptual review
252 West Meadow Drive/Lot 8, Vail Village 2"d Filing
Applicant: Segerberg, Mayhew &Associates Architects
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
TABLED UNTIL OCTOBER 16, 2002
11. Cindy T. Waeckerle Trust DRB02-0264 Matt
Final review of proposed exterior alterations
5136 North Main Gore Drive/Lot 2, Block 2, Bighorn 5th Addition
Applicant: DMC, Inc.
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
TABLED UNTIL OCTOBER 16, 2002
12. Bramante residence DRB02-0320 Matt
Final review of proposed exterior alteration
1285 Westhaven Drive/Lot 47, Glen Lyon Subdivision
Applicant: Castleton Masonry, Inc.
MOTION: Charlie Acevedo SECOND: Hans W�Idrich VOTE: 3-0
TABLED UNTIL OCTOBER 16, 2002
13. Spraddle Creek LLC.DRB02-0256 Matt
Final review of proposed new single family residence
1094 Riva Glen/Lot 4, Spraddle Creek
Applicant: Spraddle Creek LLC, represented by Michael English &Assoc.
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
TABLED UNTIL OCTOBER 16, 2002
14. Vail Mountain School DRB02-0136 Russ
Final review of proposed school development
Lot 1, Vail Mountain School Subdivision
a Applicant: Vail Mountain School, represented by Braun Associates �
MOTION: Bill Pierce SECOND: Charlie Acevedo VOTE: 3-0
APPROVED WITH 5 CONDITIONS:
3
��
1. That there be homeowner approval on Lots 6 & 7, Block 2, Vail Village 12th Filing
before any grading occurs on their lots, as part of the soccer field grading
drainage work.
2. That real wood siding be used on the school.
3. That the siding on the Cabin be vertical board on baton.
4. That the landscaping plan be modified to address the line of sight issues at the
parking lot entrance.
5. That there be no visible mechanical equipment.
15. Vail Mountain School Russ
Final review of proposed eight employee housing units
Lot 2, Vail Mountain School Subdivision
Applicant: Vail Mountain School, represented by Braun Associates
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
TABLED UNTIL OCTOBER 16, 2002
16. Public Service Company DRB02-0321 Bill
Conceptual review of a proposed public utility structure �
Vail Golf Course/Unplatted
Applicant: Public Service Company of Colorado
MOTION: Charlie Acevedo SECOND: Hans Woldrich VOTE: 3-0
CONCEPTUAL— NO VOTE
Staff Approvals
Rucksack Condominium Assoc. DRB02-0262 Bill
New wrought iron gate
288 Bridge Street/LotD, Block 5A, Vail Village 1S' Filing
Applicant: Sortland Contractors, Inc.
Kasson residence DRB02-0271 George
Deck replacement
2570 Bald Mountain Road/Lot 33, Block 3, Vail Village 13th Filing
Applicant: Bruce N. & Elena C. Kasson
Cascade Crossing DR602-0231 Matt
Trash enclosure and concrete slab
1031 S. Frontage Rd. West/Cascade Crossing
Applicant: Tim Construction
Vail Run Resort DR602-0216 Matt
Change to approved plan for stairway
1000 Lions Ridge Loop/LotfC11, Lions Ridge Filing 1
Applicant: Vail Run Resort Community Assoc., Inc.
Bighorn Park DRB02-0294 Allison
Safety fence around Bighorn Park playground
Unplatted/ Bighorn Park
Applicant: Town of Vail
4
`,
Anderson residence DRB02-0317 Bill
Tree relocation
5106 Black Gore Drive/Lot 1, Block 12, Gore Creek Subdivision �
Applicant: Lori & Ken Anderson
Zuckerman residence DRB02-0300 Warren
Install gas fireplace, new stairs and re-deck
2943 Bellflower Drive/Lot 4, Block 6, Vail Intermountain
Applicant: Budd Zuckerman
Jennings residence DRB02-0332 Warren
Re-roof
1855 Gore Creek Drive/Lot 22, Vail Village West Filing 2
Applicant: Kristin A Norrgard
Vlaar residence DRB02-0333 Warren
Tree removal
2963 Bellflower Drive/Lot 7, Block 6, Vail Intermountain
Applicant: Mary J. & Hans M. Vlaar
Lapin residence DR602-0336 Allison
Rebuild deck and railing addition
232 W. Meadow Drive/Lot 7, Vail Village 2"d Filing
Applicant: Mervyn Lapin
Vail Resorts DRB02-0327 Matt
Relocation of doors & windows and upgrade awning
600 West Lionshead Mall/Lot 4, Vail Lionshead 1 St Filing
Applicant: Vail Resorts, Inc.
Mitchell residence DRB02-0308 Matt
Deck addition
1799 Sierra Trail/Lot 17, Vail Village West 1St Filing
Applicant: Gloria J. Mitchell
Chateau Tremonte DRB02-0328 Warren
Site improvements
1894 Lions Ridge Loop/Lot 27, Block 2, Lions Ridge 3�d Filing
Applicant: Lot 27 LLC
Pearson residence DRB02-0329 Warren
Temporary site development sign
Vail Rowhouses, 303 Gore Creek Drive, Units 2A & 2C/Los 1&2, Block 5, Vail Village 1S' Filing
Applicant: Vicki Pearson
Eiger Chalets DRB02-0298 Allison
Stucco and roof over window on Unit#7
a 1350 Sandstone Drive/Lot G3, Eiger Chalets
Applicant: Helmuf E. & Ursula Fricker
5
��
Zinn residence DRb02-0273 Matt
Door addition
1568 Golf Terrace, Unit#49Nail Golfcourse Townhome
Applicant: David M. & Marilyn Zinn
Winterstorm LLC DRB02-0322 Allison
Window addition and interior remodel
2039 Sunburst Drive/Lot 166, Vail Valley 3�d Filing
Applicant: Maritta Pierce
Tiampo residence DR602-0310 Matt
Addition of basement room, window well, door and deck
1620 Sunburst Drive, Unit#21/Vail Golfcourse Townhomes
Applicant: James Tiampo
Liftside Condos DR602-0234 Matt
Interior Conversion below entry level lobby
Liftside Condos, 1234 Westhaven Drive/ Cascade Village
Applicant: Liftside Condo Association
Cook residence DR602-0315 Matt
Deck addition
1620 Sunburst Drive, Unit J31Nail Golfcourse Townhomes
Applicant: Patricia A. Cook
Kasson residence DRB02-0312 George
Change to approved plans for deck replacement
2570 Bald Mountain Road/Lot 33, Block 3, Vail Village 13ih Filing
Applicant: Bruce N. & Elena C. Kasson
Leon residence DRB02-0309 Matt
Change to approved plan for deck extension
1650 Sunburst Drive, Unit#60Nail Golfcourse Townhomes
Applicant: Rene &Aurora Leon
Valentine/Lipnick residence DR602-0306 Allison
Heated driveway and boiler
1255 Westhaven Circle/Lot 45, Glen Stream
Applicant: Rosslyn M. Valentine
Dunning residence DR602-0285 Allison
Change to approved plan; addition of outside deck stairs
1461 Greenhill Court/Lot 7, Glen Lyon Subdivision
Applicant: Peer B. & Lucy Dunning
Callahan residence DR602-0324 Bill
Re-paint .
1875 Sunburst Drive/Lot 7, Vail Valley 3`d Filing
Applicant: George R Webster
6
� .
Burrows residence DR602-0270 Bill
Landscape improvements
3967 Lupine Drive/Lot 1 B, Block 1, Bighorn Subdivision 1 St Addition
Applicant: William F. Burrows
Riva Ridge Condos DR602-0335 Matt
Exterior window addition
Riva Ridge Chalets South, Unit 755,114 Willow Road/Lot 7, Block 6, Vail Village 1St Filing
Applicant: Robert E. & Christine Adams
Caples residence DRB02-0342 Allison
Change to approved plan —elevation and roof
2537 Arosa Drive/Lot 6, Block E, Vail das Schone 1St Filing
Applicant: Richard F. Caples
Tuchman residence DRB02-0286 Matt
Interior conversion with two shed dormers
3110 Booth Creek Drive/Lot 9, Block 4, Vail Village 11th Filing
Applicant: Kenneth D. & Debra Tuchman
Vista Bahn Building DRB02-0275 Warren
Building sign panel change to one square foot in size
Bridge Street Lodge, 321 Bridge StreeULot A, Block 2, Vail Village 1St Filing.
Applicant: Jane Gros
Donovan Park DRB02-0330 Bill
Irrigation antenna
1600 S. Frontage Road/Donovan Park
Applicant: Town of Vail
Kramer residence DRB02-0347 Allison
Replace sliders with French doors and fixed panel
933 Red Sandstone Road, Unit 3/Cottonwood Park Townhouses
Applicant: Sharon D. Kramer
Wildberger residence DRB02-0348 Allison
Replace sliders with French doors and fixed panel
933 Red Sandstone Road, Unit 4/Cottonwood Park Townhouses
Applicant: William C. Wildberger II
Cook residence DR602-0353 Bill
Addition of hot tub/new windows to replace existing and new brick pavers on deck
1012 Eagles Nest Circle/Lot 2, Block 6, Vail Village 7th Filing
Applicant: Sam B. Trustee
The applications and information about the proposals are available for public inspection during
regular office hours in the project planner's office, located at the Town of Vail Community
� Development Department, 75 South Frontage Road. Please call 479-2138 for information.
Sign language interpretation available upon request with 24 hour notification. Please call 479-
2356,Telephone for the Hearing Impaired, for information.
7
^
,
�� PLANNING AND ENVIRONMENTAL COMMISSION
PUBLIC MEETING
Monday, October 14, 2002
PROJECT ORIENTATION /- Community Development Dept. PUBLIC WELCOME 11:00 am
MEMBERS PRESENT MEMBERS ABSENT
Site Visits : 12:30 pm
1. Zuckerman residence - 2943 Bellflower Drive
2. Ice Rink at the Vail Golf Course— 1778 Vail Valley Drive
3. Public Utility at the Vail Golf Course— 1778 Vail Valley Drive
4. Outdoor Recreation zoned properties
5. Sonnenalp Hotel Addition/Swiss Chalet Redevelopment—20 Vail Road
Driver: George
��
NOTE: If the PEC hearing extends until 6:00 p.m., the board may break for dinner from 6:00 - 6:30
Public Hearinq -Town Council Chambers 2:00 pm
1. A request for a recommendation to the Vail Town Council of a proposed major amendment
to Special Development District No. 4, Cascade Village, Development Area B, to amend the
setback requirements as indicated on the approved development plan, located at
Coldstream Condominiums, Unit#25, 1476 Westhaven Drive/Lot 53, Glen Lyon
Subdivision.
Applicant: James and Jane Kaufman, represented by Fritzlen Pierce Architects
Planner: Allison Ochs
2. A request for a final review of a variance from Section 12-6D-6 (Setbacks), Vail Town Code, �
to allow for an addition within the required setback, located at 2943 Bellflower Drive/ Lot 4,
Block 6, Vail Intermountain.
Applicant: Alan Budd Zuckerman
Planner: Warren Campbell
3. A request for a worksession to discuss a proposed major exterior alteration; a conditional
use permit to allow for a fractional fee club in the Public Accommodation zone district; a text
amendment to Section 12-7A-3 (Conditional Uses) to allow for retail uses in excess of 10%
of the total gross residential floor area of.the structure as a conditional use; and a variance
from Section 12-7A-10 (Landscaping & Site Development), Vail Town Code, to allow for a
deviation from the total landscape area requirement, located at 20 Vail Road, 62 E. Meadow
Drive, and 82 E. Meadow Drive/Lots K & L, Block 5E, Vail Village 1 St Filing.
Applicant: Sonnenalp Properties, Inc., represented by Braun Associates, Inc.
Planner: George Ruther/Warren Campbell
��
1 1'OWN OF YAIL �y
,
.
�
4. A request for a recommendation to the Vail Town Council, to allow for a text amendment to
Section 12-86-3 (Conditional Uses), Vail Town Code, to allow for "seasonal use or
structure" as a conditional use in the Outdoor Recreation zone district; text amendments to
Section 12-2-2 (Definitions), Vail Town Code, to amend the definitions of"seasonal use or
structure," "recreation structure," and "recreational amenity," and setting forth details in
regards thereto; and a request for a conditional use permit, to allow for a "seasonal use or -
structure," in the Outdoor Recreation zone district, located at 1778 Vail Valley Drive/an
unplatted tract of land within Section 9, Township 5 South, Range 80 West of the Sixth
Prime Meridian generally located directly north of Lot 3, Sunburst 3�d Filing within the Vail
Golf Course. A complete metes and bounds description is available at the Department of
Community Development.
Applicant: Vail Junior Hockey Association and the Vail Recreation District
Planner: Bill Gibson
5. A request for recommendation to the Vail Town Council, to allow for a text amendment to
Section 12-8B-3 (Conditional Uses), Vail Town Code, to allow for "public utility and public
service uses" as a conditional use in the Outdoor Recreation zone district and setting forth
details in regards thereto; and a conditional use permit, to allow for a "public utility and
public service use" in the Outdoor Recreation zone district, located at an unplatted parcel
within the Southwest Quarter of Section 3, Township 5 South, Range 80 West of the Sixth
Prime Meridian, generally located south of the I-70 right-of-way, north of Gore Creek, and
west of 2450 Frontage Road East (Water Treatment Plant) within the Vail Golf Course. A
complete metes and bounds description is available at the Department of Community
Development.
Applicant: Public Service Company of Colorado
Planner: Bill Gibson
6. A request for a worksession to amend Chapter 12-15 (Gross Residential Floor Area), Vail
Town Code, to discuss modifications and/or elimination of the Gross Residential Floor Area
regulations in all zone districts and setting forth details in regards thereto. •
Applicant: Vicki Pearson, et.al.
Planner: Russell Forrest
7. A request for a recommendation to the Vail Town Council, to allow for text amendments to
. Title 11, Sign Regulations, Vail Town Code, and setting forth details in regards thereto.
Applicant: Town of Vail
Planner: Russell Forrest
8. A request for a text amendment to Section of the Vail Town Code and the Lionshead
Redevelopment Master Plan to,allow for a clarification to the maximum height and
calculation of average maximum height requirements for building constructed in the
Lionshead Mixed Use 1 zone district.
Applicant: Town of Vail Community Development Department
Planner: George Ruther
9. A request for a worksession to discuss a recommendation to the Vail Town Council for an
amendment to the Town of Vail Land Use Plan and the Vail Village Master Plan, to facilitate
the construction of"Vail's Front Door" project and associated improvements and setting
forth details in regards thereto, located on an unplatted parcel, generally located south of
the Lodge Tower and west of the Vista Bahn Ski Yard. A more complete metes and bounds
description is available at the Department of Community Development.
2
Applicant: Vaii Resorts Development Company
Planner: George Ruther
TABLED UNTIL OCTOBER 28, 2002
10. A request for a modification to the 100-year floodplain, to allow for grading in the floodplain
to modify the Gore Creek Whitewater Park, located at the Gore Creek Promenade/Tracts I
&A, Block 56, Vail Village 1 St Filing, and setting forth details in regards thereto.
Applicant: Town of Vail, represented by Gregg Barrie
Planner: Bill Gibson
TABLED UNTIL NOVEMBER 11, 2002 ,
11. A request for a recommendation to the Vail Town Council of an amendment to Section 12-7A-7
(Height), Vail Town Code, to increase the maximum allowable building height in the Public
Accommodation zone district and setting forth details in regards thereto.
Applicant: Bob Lazier, represented by Jay Peterson
Planner: George Ruther/Warren Campbell
WITHDRAWN
12. Approval of September 23, 2002 minutes
13. Information Update
The applications and information about the proposals are available for public inspection during
regular office hours in the project planner's office located at the Town of Vail Community
Development Department, 75 South Frontage Road. Please call 479-2138 for information.
Sign language interpretation available upon request with 24 hour notification. Please call 479-
2356, Telephone for the Hearing Impaired, for information.
Community Development Department
Published October 11, 2002 in the Vai� Daily.
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