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1992-03-10 Support Documentation Town Council Work Session
r VAIL TOWN COUNCIL WORK SESSION TUESDAY, MARCH 10, 1992 2:00 P.M. IN COUNCIL CHAMBERS AGENDA 1. Presentation by Dr. Charles Howard and Doris Allen. Re: Continuous Quality Management. 2. PEC~ Report. 3. DRB Report. 4. Review of License Agreement Between the Town of Vail and the Sonnenalp Properties, allowing the Town to use Sonnenalp Property in Order to Reconstruct the Chapel Bridge, and allowing the Sonnenalp to use Town property for construction access. 5. Discussion Re: Parking/Transportation Plan Alternatives for Village Loading. 6. Library Department Presentation. 7. Information Update. 8. Council Reports. 9. Other. 10. Adjournment. C:WGENDA. WS VAIL TOWN COUNCIL WORK SESSION TUESDAY, i1HARCl-I 10, 1992 2:00 P.IUI. IN COUNCIL CFIAnIIBERS EXPANDED AGENDA 2:00 p.m. 1. Presentation: Continuous Quality Management. Dr. Charles Howard Doris Allen Action Reauested of Council: Receive presentation and discuss the continuous quality improvement concept. Backaround Rationale: The Medical Center has made a commitment of time and financial resources to this management enhancement process. We feel it is something the Town should look into as a way of enhancing quality of services in our organization 3:00 p.m. 2. PEC Report. 3:10 p.m. 3. DRB Report. 3:15 p.m. 4. Review of license agreement between the Town of Vail and Andy Knudtsen the Sonnenalp Properties, allowing the Town to use Sonnenalp property in order to reconstruct the Chapel Bridge, and allowing the Sonnenalp to use Town property for construction access. Action Requested of Council: Give direction to staff regarding entering into such agreement. 3 y Cad/~S Background Rationale: The Sonnenalp Hotel plans to renovate ~~~ac~ the. Bavaria Haus over the summers of 1992 and 1993. The hotel was built in such a way that access to the rear of the site is not possible without crossing Town property. The Sonnenalp is ~~D~ y requesting the use of Town land for construction access and will allow the Town to use their property when the Chapel Bridge is U,~h ~ reconstructed. ~r~ Ski Staff Recommendation: Staff recommends Council give direction ~x'~'z~s ~ to the Town Manager to enter into the agreement. Staff believes the renovation of the structure is positive for the Town. Because there is no other alternative for accessing the rear of the site, and because the Sonnenalp will allow the Town to use a portion of their property to rebuild Chapel Bridge, staff believes the Town should sign the agreement. 3:35 p.m. 5. Discussion re: Parking/Transportation Plan Alternatives for Greg Hall Village loading. Ken Hughey Action Reauested of Council: Decide on Village loading recommendation to include in Master Transportation Study. Backaround Rationale: The Council requested, after the January 15, 1992, public input session, that options on Village loading be 1 brought back to them so the Council could discuss which direction is appropriate to include in the Master Transportation ~ Plan as recommendations. The Master Transportation Plan adoption by the Council is dependent upon the Council being able to support. the plan's recommendations on Village loading. Staff Recommendation: Make a decision on recommendations the Council can support when the plan is presented for formal adoption. 4:05 p.m. 6. Library Department Presentation. Annie Fox 4:30 p.m. 7. Information Update. 8. Council Reports. 9. Other. 10. Adjournment. C:WGENDA.WSE 2 UPS 3'co .~a., • ~ ~ ~ 1 i _ . _ APPLIED TCl SE~'~ICIE hots of selvice ince the 19~Os, W. Ed«•ards The real reason may be that most operatlons Deming has been a familiar service managers are so busy fighting name in Japan. Deming, and the fa- fires they don't ha~~e time to reflect. talk a good game, mous 14 Points that summarize the They simph~ don t think about how to core of his philosophy are considered translate Deming's concepts into the . but they lag behind largely responsible for Japanese in- language of sen~ice or to incorporate dustry's post-World \\'ar II reco~~ery his principles into their corporate cu1- I71anUfaCtUl'el"S and rise to dominance in world mar- tures..And even if they ~~•ant to, fe~~~~ In ddoptll~6 gUallty kets. resources are a~ ailable to guide them. ~ But most U.S. manufacturers ig- 1`4ost quality consultants have a mane aS d Way of life. pored Deming's work until around ufacturin~ background. They ap- 19S0. By then. thanks to severe com- proach quality concepts from tha: petition, many were at death's door. perspective, and then add, "O~ By Ronald 14~Buttc~field Indeed, some had already died and course. all these things are equally ap disappeared, They were the ones that pliable to service businesses:' assumed there would always be a But the 14 Points do apply to t};: market for anv2hing American Indus- service industry. Reluctant manager try produced. Instead, ongoing im- wiil ask: "\~~hy go to all that effort' provement in cost, quality and pro- \\~hy not just keep telling our peopl~ ductivity had become critical to ho~y important quality is and encour surviral. For those ~~~ho would listen aging them to keep doing their best" and were willing to make the com- Arcording to 1`9ary \\'alton's 19R~ mitment, Deming had answers. book, The Dc~~ilirl; .Alarta;emrr The sen~ice sector of the U.S. ecorn A~ethod, Deming's answer to sue`. omy stands at a similar crossroad to- questions is straightfon~ard: "E~~cr~ day. In the financial industry, for ex- one doing his best is not the answe. ample, deregulation opened the field Everyone is doing his best. It is ncr to fresh competition in tlae '80s. To- essary that people understand the da}; increasing global competition in mason for tl~e transformation that i . everything front banking to credit necessar~l for survival. ?t1oreo~•e- cards means domestic organizations there must be consistency of under- need to develop a quality edge- standing and of effort. There is ni: quickly. Service industry leaders are substitute for kno~~~ledee:' familiar ~~ith Deming and his l~ \\'hcn ii comes to managing qua!- Points. but mane decline to adopt ity manufacturers have a significant thrill because. Ihev contend. "service jump on service organizations. Some is different from manufacturing." srr~~icc firms talk a rood tame about SO Morch 1941 ~ . ~ O s.. i~ s 1. ~ quality and busily measure perform- fill that mission. required to ans+~~er the inquiry It also ~ ance indicators, but there's little evi- Suppose you manage the policy- benefits employees because they no Bence that many are serious about holder service operation for an insur- longer ha~~e to handle such routine adopting quality as a way of life. ance company ~4'hat does constancy calls. Here is an attempt at a service-ori- of purpose imply for you? First, you Constancy of purpose means that ented interpretation of Demin~'s 14 must recognize that your sole pur- your organizationscustomers. people Points. It may shed some ]iglu on pose is to serve the o+~~ners of the pol- and unit costs form the framework how to make quality an integral part icies sold by your company To serve for management decision making. It of the service business. su~ests that you are meeting specific requires vision and leadership. needs. Therefore, constancy of pur- l pose means you continuously strive c) . Creute constunc_r of purpose to understand the needs, expecta- ,.-Idv/u u nr~+' philcls<~pht-. With the tv~+•urd impro+t'nlc~nt c~~prodru't and lions and satisfaction levels of your second point. Deming is suggesting serricc. To maintain constancy of policyholders. 1'ou even try to antici- that management must undergo a purpose. we must concentrate on tfle pate their needs. radical transformation to maintain interplay among three basic elements: You might, for example, install a the company's viability in the global unit cost. which must he kept as to++~ computer-dri+en audio response marketplace. Quality must become as possible +yhile maintaining ohjec- service to give policyholders basic in- the preeminent concern. Errors, poor lives of accuracy and timeliness; cus- formation such as cash values, pol- materials and rework must he elimi- tomers' needs. +vants and-satisfac- icy-loan halanccsor policy-loan inter- Hated throughout the production sys- tion; and employees. ++ho must est paid for the scar. \~ot only does tcm orser~-ice delivery process. understand the oreanization's mis- such a sen ice satisfy specie is cus- Consider your company's sup- sion, and then he properly trained tourer needs, it lo++ers unit cost per pliers. Ifvou purchase mailing lists and given the tools necessary to ful- contact because no human effort is from a variety of vendors, for exam- TRAINING 51 ple, you know some are much more _ ~ into statistical control. But a process accurate than others. Point 2 sup~ests _ ~ that is in statistical control' is not er- that if one of your people notices that ~ rot-free. a particular vendor's lists are chroni- i ; ~ Let s say you manage an area t}tat tally inaccurate, it should be brought handles correspondence from cus- - to management's attention. It should - ~ ~ tourers. When you start a quality im- not beignored oraccepted as normal. / ~ : ; ; provement program, you'll probably Likes;~ise, management should raise ~ ~ I I.; • begin by sampling recently closed the issue ~yith the ~°endor so the yen- ~ ° correspondence files. if the sampling dot can try to improve. ~ ~ is done correctly, you'll quickly find ~<<'~~ ~d~4 out which employees are makine the 1 , , most errors in correspondence and `Q ~-7J ~ - «°hat types of errors they are making 3. Cease depetulence on mass irupec- -.:f::e Lion. You cannot inspect quality into - ~a : most frequently. You can take ac- any product or service. When you ~ t"' ~ tion-retraining, coaching; etc.-to throci~ out or rework a defective item, ~ y ~ bring the process into statistical con- ~ten It C0172eS you are not concentrating oit quality trol. But your job isn't finished. In impro~~ement-nor are you improv- tO mQnQgtng qualZty, fact, you're just beginning. ir.g unit cost. Therefore, Deming The real work involves looking for says, stop relyingon mass inspections mQnufQCtul"erS have ways to rmprove the process itself. of the final result of a process (the Q significant jump Perhaps ~york flo~y can be improved, finished product). Rather, concen- and the total time required to process trate on improving the process itself on serUlce organizations. incoming items can be reduced. so that you'll prevent errors from oc- Maybe some parts of the process can cutting in the first place. be automated, eliminating certain Let's apply this principle to the real opportunities for error. The customer estate loan department of a bank. the lowest bidder for too long. Pur- correspondence unit, for example, One of its functions is to prepare dot- chasing managers have to reassess could put its most frequently used re- umenu for signature by the buyer and ~ their roles and responsibilities. They plies on computer so that letters are seller, and to file them «ilh the Red have a key role to play in the quality generated simply by entering the ap- , • istrar of Deeds. Suppose mortgage improvement process. They must un- propriate code. and escrow-payment amounts are derstand when and hocv the materials ' frequently typed incorrectly by the and supplies they order will be used. c typing pool. Rather than going back Even something as simple as pin- 6• Institute training on the.job. Too to the source of the problem, loan of- feed billing forms requires careful often v~°orkers learn their jobs from ficers simply toss out the forms with scrutiny of ~°endors. The paper stock other workers ~~~ho are poorly trained the incorrect numbers on them and must meet stated standards. Printed or from inadequate printed instruc- have their own secretaries retype forms should not be delivered until bons. Many workers don't know ~~•hat them correctly, 'c'hat happens? Er- properly cured. Perforations and constitutes a good job or a bad job. tors continue to show up and unit printed sections should be correctly Training is not a fringe benefit for - cost per loan package increases signif- placed. Lack of attention to these fat- employees. It's not something you do icantl}: tors can cause jamming, wrinkling, only when you are in danger of failing If quality and productivity are im- smearing and misalignment when to meet your production quota or portant to this bank, what should it statements are being processed. quality standards. And ifs not some- do?Hiring people to inspect all of the Standards and requirements for thing you do only v.~hen you have .work coming out of the typing pool is every item or service purchased from time. Training must be a planned not~the answer. A better solution is to vendors should be established and part of the system or process. 1'ou go back and follow documents then followed to the letter. Nothing cannot produce a quality product or through the entire process to find out less is acceptable. It won't be long be- deliver a quality service without it. crhy the payment amounts are incor- fore you realize the value of a single The bottom line directly reflects rect. Ma}fie some of the loan officers supply source and along-term rela- training quality: are providing the wrong information. tionship cc~ith your vendor. 1\~anagers responsible for process- A4aybe the errors are due simply to ing customer payments should think haste and carelessness in the docu- e about training needs before their peo- ment-preparation area. The bank 5.Intprove corutantly and.forever the ple fail to meet productivity goals or must find the cause of the problem ststem o~production and service. At they're deluged with encoding errors. and fix it, not just nurse the symp- the beginning of any quality improve- Training should begin the first day for toms. ment effort it is fairly easy to realize each necy employee. major gains in accuracy, timeliness and productivity by using simple ry 4.Lrr~ the rrnctim c~fatirordin; hrtci- sampling and. Pareto analysis. Grad- 1. Irrstitr!!e learlcrship. As Deming Hess nn the basis c f Price trg. y~'e have ually, the primary causes of errors are says. leaders should aim to help peo- been in the habit of living business to eliminated and the process is brought plc and machines do a better job. 52 March 1991 Since it's management's job to pro- without even informing the front-line vide leadership, managers must work ~ ~ ~l~ employees who are supposed to pro- continually to uncover barriers to ' ' , r vide it. The first time the poor front- pride of workmanship. Employees ~ liner hears of the ne~v two-for-one know exactly what the barriers are: ` 'gip policy is when a customer is standing pressure to meet deadlines without ~ ~ • . ~p there angrily demanding number concern for quality; an overriding two. emphasis on numbers, inadequate If optimal use of all organizational tools for doing the job, continual re- ~ ~ ~ resources is the goal, all departments work of items that are in error and so must communicate constantly on on. - both a formal and informal basis. Deming suggests that typical su- S• ` _ pervisors allow these barriers to exist ;r•~-, . because they don't [:now the job and _ .;tr Eliminate slogaru, e.~hortatioru aren't interested in learning it \Vork- ~ - _ artd targets askirl~ for =ero defects arrd ers realize this and are reluctant to new levels of prodttctiviry. With Point bring up problems they see. Ftl2d the CQl1Se 10, Deming raises an interesting issue The customer-service people in a of the problem and that contradicts the views of many commercial bank often use micro- management consultants. He tells us fiche containing customer accounts if fu 11; to get rid of slogans, banners, buttons an on-line computer system is not don't just nurse and balloons in the workplace. Forget available. Suppose the quality of the about setting productivity targets for microfiche is poor, s~~hich makes the symptoms. workgroups and posting daily, weekly some of the data difficult to read and and monthly progress reports. Forget results in frequent errors. If this bar- about zero-defecu programs and hav- rier is to be eliminated, workers ing people sign their work should feel free to bring the problem shuts do«~n the machine for repairs. All of these efforts are aimed at to their supervisor's attention. The Two dav_ s later a major problem de- motivating people to ~~ork faster and supervisor should feel equally free.to velops and the feed mechanism produce more..4ccordingto Deming, take the problem to management, breaks down altogether. Because of they not only don't work, they ac- a which must act quickly and deci- the failure to perform preventive tually have a negative impact on pro- sively to correct the situation. maintenance early on, the embossing ductivity and quality: machine is down for three days rather .4 payment-processing area can ii- than for ~a°hat would ha~~e been a lustrate this point. Assume these em- 8. Drii~e otu fear. Eliminating fear in three- to four-hour repair job. plovees use video display termina]s to the workplace is something we hear kev in payments.:~lso assume many very little about. Perhaps fear at work ~ of these terminals are old and their is so commonplace that we just ac- .Break do~,'n barriers bet~,~een de- screens are difficult to read. If em- cept it as normal and think little of it. partrnents. The point here is simple, ployees are asked to improve their We have not recognized fear for w-hat yet it is frequently overlooked even productivity by 10 percent, imagine it is: a primary cause of quality and by the most experienced managers, their response when management's productivity problems. An organization cannot run at opti- only contribution is to plaster the The types of fears Deming ad- mum efficiency if the right hand place with banners proclaiming, "In- dressesinclude fear of asking ques- doesn't know what the left hand is crease productivity!" or "Do it right bons, fear of expressing ideas. fear of doing. Each area should be aware of the first time!" asking for further instructions. fear of how its output affects other areas as Sure it sounds ridiculous. Yet how mentioning that equipment is not ~j~ell as customers. Each area should many times have you seen it happen? working properly and fear of raising be responsible for alerting others to Management's job is to show peo- issues about working conditions. any problems coming their ss•av. ple how to do their work more accu- According to Deming, the cost of Lack of communication between rarely and efficiently. To do so, they fear in the workplace is appalling. the marketing department and the must provide the proper tools and Consider the operator of an emboss- customer-contact functions is a t~~pi- training required to meet quality and ing machine in a credit-card process- cal problem. Marketing develops a productivit}-objectives. ing center. Volume for the month is new product, scrvice or promotional Certainly we ought to have numer- heavy, far above what «•as forecast. campaign without getting any input teal goals, but they do not have to be The pressure is on to get production from the people who deal directly the focal point of the impro~ ement up. The operator has noticed that the with customers every day. No one efforts communicated to employees. plastic card-feed mechanism on the thinks to ask them how then think Instead. ~~•e need to ~~~ork with indi- embossing machine is occasionally customers «~ill react to the product or viduals to help them set their ow•n malfunctioning. -But hccause of the what kind of impact a new promo- coals and then integrate those per- pressure to produce, he says nothing tional campaign will have on their sonal goals ith the organization s to his supervisor for fear he will be work load. Sometimes marketing ill o~~erall coal. blamed for theresultingbacklogs ifhe offer a new scrvice to customers It's all one more ~~ay of saying: If TRAINING 53 ~+e ++•ant improvement, ~+c have to r~~. First, as productivity improves, the ~ ~ number of employees required to ~ lead ~+ith actions, not with words. r~ ~ , s ,s-. produce the same results will decline. 1 4 ~~ch Surplus people must be trained for 11. EIrn7lrlate lt'oi'[; Sfa,rdal"d.S 1hC11 ~ ~ other positions within the company prrsrrihe nrrnrrrical quotas. Srcbstitrrre d~~~. ~ (If you expect employees to play an w O effective role in the tmprovement Ieader_chi .Theoretically, roductrv- ity standards are established for the ' ~ ~ ~ - process, no one should lose his or her ~ . work force so that management ~{l ~,i ~ job because of productivity gains.) meets its output goals. The problem ~ ~ ~ You also ~+~ill need to train selected with such quotas and standards is ~ ~ O 2.. managers and workers in the funda- that they are based on averages, ~ ~ menials of statistical quality control. ~+~hich means that half of the people Techniques such as Pareto analysis, fail to reach standard. This emphasis ~ for example, allow you to discover the on productivity rates is ultimately ~ ~ most common errors in a_billing op- detrimental to morale and to the bot- _ i eration. Without emplo}~ees ~+°ho tom line. Shoddy performance and Front-line employees have a thorough understanding of poor workmanship are allowed to slip sampling techniques. control charts, by because of the urgent need to pro- ICl1O1.(J 1nOre Pareto analysis and soon, fusther im- duce. provement ~+•ill be limited. The key to productivity and qual- thQn tlletrSUperUISOrS ity improvement is to look for differ- Qnd manQ erS ences in performance and to create g E~~c~i;ti~bodr 1,J lhP Con7pa11P 1)1irSl an atmosphere of receptivity to new give them credit for. c+~ork to accomplish 'the transforma- ideas and recognition. An effective lion. Quality must be given equal productivity standard should be de- status with all the other operations in veloped and communicated so that give them credit for. 1`4ost employees the organization. Without senior • everyone knows acceptable standards realize that improvements in quality management invol+~ement and com- of quality also lead to improvements in produc- mitment, improvement efforts' will A t}pical airline reservation center tivity But management frequently fail. ~ demonstrates this point. If each cus- places roadblocks in the ~+~ay of suc}t Top management must appropri- tourer-service representative is asked improvement. ate and allocate the resources needed to handle 20 ca41s per hour ~+•ithout If v_ ou ask them. employees will tell for this effort. Executives must act as exception, what may happen? The you +yhat these roadblocks are. quality spokespersons for the or~ani- . reps may find themselves cutting a They'll often say they don't kno++~ zction and make their commitment customer short or giving incomplete ~yhat is expected of them. y~)hat is ac- clear to all employees. Quality must information in order to meet the pro- ceptable and "hat is not changes be managed ~+•ith the same emphasis ductivity standard. If this happens from one day to the next, depending that financial management receives. too often, the reps kno++~ the job is not on the pressure to produce. Ernploy- being done as it should be and begin ees get little feedback on their per- There you have Deming's manage- to take less pride in their ++~ork. The formance until review time rolls ment philosophy in a nutshell. For quality of service deteriorates e+~en around and then, of course, it's too those of us involved in training, the further, and customer complaints be- late for them to do an}lhing about it. challenge is to take the time to under- , gin to rise. I`lanagement must take the time to stand Deming's ~york as it applies to A good manaeerwill recognize that understand what hinders people's our industry, and to de+~elop a ~+'a}r to quality must be an integral part of a work. That means asking several ! transfer this kno~;ledge to manage- service standard. li s more profitable questions: Do employees understand ~ ment and employees at all levels as to take a Little longer to handle acus- ++hat their jobs are? Do they kno~+~ ! quickly as possible. tomer's inquiry properly the first what level of work is acceptable? Deming's 14 Points apply equally time than it is to spend time calling Haye they been adequately trained? to manufacturing and ser~•ice man- ' the customer back.:A good manager is the equipment they use in eood agement. It's time for those of us in also ~+•ill recognize the value of cus- condition? ,Are they getting the assist- service industries to carry the mes- tomer-ser~~ice representatives ~+~ho ance they need from management? Is sage into the field. Our friends in are proud of the quality of sen-ice there an effective a•av for them to re- manufacturing have already shop+n they provide. port problems or suggestions? Ifso. is us ~+•hat ~+•ill happen if we fail to take prompt action taken to resolve them? action. It's not a prett} sight. 12. Rcnrvre har'I'lPl"S rhU( r'c+I) hUr{7"I t' ~,nrkc)s ofthc[rright lv prideuf~+•ork- l~e Instinrrea rigorous prorarn nrunship. ~'~'e touched on this before, oduc•atinn a,rd sc°//=inrprcnrment. Asa Ronald 1V. Butterfield is a qu,l[ilt/ Ind under the leadership heading in Step compan}• makes progress in qualit}• prndr,e•tir•ify i,nproc•cmcnt consu[lvnl l Z Front-line employees kna~+• more .and productivity impro~ ~mcnt, t~+•o kith .'~lulrclyem~~)r1 [~!/I7(I777,CS, cl CUntirl[t- than their supervisors and managers t~ pes of training needs ~+"ill arise. il~g company in Slater l~u[Ls. SD. Transforming Healthcare: Planning & Managing die Transformation Process PURPOSE, VISION AND VALUES ALIGNMENT ~J~~ I ~ ~ ~ ~ ~ 4 ~ ~ ~ ~ ~ ~ ~ ~ ~ ~R ~ ~ R ~ ~ ~ NOTES: 38 Trers'cr;ring Heal;hc~re: The Deming r~(~GiC2Ch DEMIIVG'S 14 ~SL(GATIDRIS OF M~4,NAG~MENT 1. Create constancy of purpose. 2. Adopt the new philosophy. 3. Cease dependence on mass inspection. 4. Minimize total cost when dealing with suppliers. 5. improve continuously products, services & processes. 6. [nstitute training on the job. 7. Adopt and institute leadership. 8. Drive out fear. 9. Break down barriers between departments. 10. Eliminate management by slogan and exhortation. 11. Eliminate numerical quotas and goats. '12. Eliminate barriers to Joy in work. 13. institute a program of education and self-improvement for everyone. 14. Put everyone to vrork on the transformation of the organization. - ~~~v~1 NOTES: ~ y . PLANNING AND ENVIRONMENTAL COMMISSION March 9, 1992 _ AGENDA 10:45PM Site Visits 12:45PM Worksession 2:OOPM Public Hearing Site Visits Worlcsesston 1. 1. A request for a worksession for a minor subdivision and a zone district change from Primary/Secondary Residential to Low Density Multiple Family, for the Schmetrko property, generally located at 2239 Chamonix Lane, more particularly described as: Parcel A: A tract of land containing one acre, more or less, located in the South 1/2 of the South East 1/4 of Section 11, Township 5 South, Range 81 West of the Sixth Principal Meridian, more particularly described as follows: Beginning at the NE corner of the SW 1/4 of the SE 1/4 of said Section 11; thence westerly along the northerly line of said SW 1/4 of the SE 1/4 bearing south 86 20' W a distance of 167.80 ft. to a point: Thence southerly along a line 167.80 ft. distant from and parallel to the east line of said SW 1/4 of the SE 1/4, a distance of 200.00 ft. to a point: Thence easterly a distance of 167.80 ft. along a line 200.00 ft. distant from and parallel to the north line of said SW 1/4 of the SE 1/4 to a point on its east line; Thence easterly on a line parallel to the north line of the SW 1/4 of the SE 1/4 of Section 11, a distance of 50.95 ft. to a point: Thence northerly and parallel with the west line of the east 1/2 of the SE i/4 of said Section 11, a distance of 200.00 ft. to the point of intersection with the extension of the north line of the SW 1/4 of the SE 1 /4 of said Section 11; . Thence westerly on a deflective angle left of 95 21'00" along the extension of the north line of the SW 1/4 of the SE 1/4 of said Section 11, a distance of 50.95 ft. to the NE corner of the SW 1/4 of the SE 1/4 of Section 11, being the point of beginning. ''r Parcel B: Tract A, Vail Heights Filing No. 1 according to the recorded plat thereof. Applicant: Erich Schmetrko Planner: Andy Knudtsen 2. 2. A request for a worksession to discuss a major amendment to Cascade Village, SDD #4, Area A, Millrace III, 1335 Westhaven Drive, Cascade Village, more specifically described as follows: Apart of the SW'/a, NE'/a, Section 12, Township 5 South, Range 81 West of the 6th P.M., described as follows: Beginning at a point of the North-South centerline of said Section 12 whence an iron pin with a plastic cap marking the center of said Section 12 bears S00°38'56"W 455.06 feet; thence along said centerline N00°38'56"E 122.81 feet to the southerly ROW line of I-70; thence departing said ROW line N66°53'25"E 39.15 feet; thence departing said ROW line S81 °23'19"E 165.42 feet to a point of curve; thence 122.83 feet along the arc of a 143.20 foot radius curve to the left, having a centra{ angle of 49°08'51" and a chord that bears S15°57'45"E 119.10 feet; thence S40°32'10"E 3.00 feet; thence 66.30 feet along the arc of a 77.21 foot radius curve to the right, having a central angle of 49°12'10" and a chord that bears S15°56'05"E 64.28 feet; thence S8°40'00"W 90.27 feet; thence N38°42'24"W 224.55 feet; thence S78°10'32"W 101.44 feet to,the Point of Beginning. Applicant: Vail Ventures, Ltd./Michael Lauterbach Planner: Jill Kammerer Public iiearinq 4. 1. A request for an exterior alteration in the Commercial Core II zone district for the Cano Residence, Lot 5, Block 1, Vail Lionshead First Filing/520 East Lionshead Circle. Applicant: Victor Cano Planner: Andy Knudtsen 7. 2. A request to extend a conditional use permit to expand the Vail Mountain School, located at 3160 Katsos Ranch Road/ Lot 12, Block 2, Vail Village 12th Filing. Applicant: Vail Mountain School Planner: Andy Knudtsen 3. 3. A request for a conditional use permit to allow for the expansion of the Upper Eagle Valley Consolidated Sanitation District administrative offices, at 846 Forest Road/Lot 31, Vail Village 2nd Filing. Applicant: Upper Eagle Valley Consolidated Sanitation District Planner: Shelly Mello e' 5. 4. A request for the establishment of a Special Development District at the Christiania at Vail, 356 Hanson Ranch Road/Lot D, Block 2, Vail Village First Filing, and Lot P=3, Block 5-A, Vail Village Fifth Filing. Applicant: Paul Johnston Planner: Mike Mollica 5. A request to amend Section 18.34, Parking Zone District of the Vail Municipal Code to allow construction staging as a conditional use. Applicant: :Vail Associates/Sonnenalp Properties Planner: Andy Knudtsen 6. 6. An appeal of a staff decision regarding grandfathered office space in the Mill Creek Court Building, 302 Gore Creek Drive%a part of Block 5A, Vail Village First Filing. Appellant: Ned Gwathmey Planner: Shelly Mello 7. A request to amend Chapter 18.24 -Commercial Core I and Chapter 18.26 -Commercial Core II, of the Town of Vail zoning code relating to exterior alterations or modifications, and the Vail Village Design Considerations (I) -Sun-Shade. Applicant: Town of Vail Planner: Jill Kammerer 8. Approval of February 24, 1992 meeting minutes. 9. Reminder of March 19, 1992 Eagle Valley Community Forum Fireside . Forums. DESIGN REVIEW BOARD AGENDA r MARCH 4, 1992 3:00 P.M. SITE VISITS 2:00 P.M. ' 1 Slifer Building - 230 Bridge Street 2 Goldfarb/Romano Residence - 793 Potato Patch Drive 2::>::>:::ai;:i:::?::.;=•:;.,~..,k..:swyiz>.? :~.^,:::::::;;;»::;':":'»:::i<:>r c:::><>:;<::zz?~£'":':::>::<::^:i:>::>i:>`%>::>::;::>::>::>::>::>::>::::::»n:~;>.,::.,~;,.n.; >,,,;n.>:,,.:r>;,;<.:v;>.K:^?^ ::...::.:::.::::.:::.~:<:<zz>::;;::<:::<z:;';::":':;::F:~{:::~:.>.::: :_.<.< AGENDA 1. The Club - New front entry door. MM 304 Bridge Street/Red Lion Building. MOTION: George Lamb SECOND: Pat Herrington VOTE: 5-0 TABLED TO APRIL 15TH MEETING. 2. Willow Bridge - Replacement of existing structure. MM Located on Willow Bridge Road, between the Village Center Condominiums and the Sitzmark Lodge. MOTION: George Lamb SECOND: Sherry Dorward VOTE: 5-0 Approval of miscellaneous details: 1. Lighting. 2. Sandstone caps. * Railing color will be reviewed by the DRB at a later date. 3. Russell's Deck - Outdoor dining deck at the MM Gallery Building. 228 Bridge Street/A part of Lot A, Block 5, Vail Village 1st Filing. MOTION; George Lamb SECOND: Pat Herrington VOTE: 5-0 TABLED INDEFINITELY. 4. Goldfarb/Romano Residence - New Primary/Secondary. JK 793 Potato Patch Drive/Lot 25, Block 1, Vail Potato Patch. MOTION: Pat Herrington SECOND: Sherry Dorward VOTE: 5-0 Approved subject to applicant modifying plans at time of building permit to comply with the Town Engineer's requirements and GRFA requirements. r • •w 5. Slifer Building - Slifer Collection. JK 230 Bridge Street/Lot B & a part of Lot C, Block 5 Vail Village 1st Filing. MOTION: George Lamb SECOND: Sherry Dorward VOTE: 4-0 Approval subject to installation of landscape improvements per DRB discussion. No .new awnings or signing approved with this application. Ned Gwathmey abstain as .he represents the applicant. 6. Lionshead Miniature Golf - Permanent facility. SM Tract D, Vail Lionshead 1st Filing. MOTION: SECOND: VOTE: TP,BLED TO MARCH 1$TH MEETIAIG. 7. Discussion on neon/gas filled lighting and signage. SM. MEMBERS PRESENT: MEMBERS ABSENT: George Lamb Sherry Dorward Ned Gwathmey Pat Herrington Diana Donovan (PEC) STAFF APPROVALS: Charles Residence - Portable Hot Tub. 767 Potato Patch Drive/Lot 34, Block 1, Vail Potato Patch, Unit #6. Hubcap Brewery & Kitchen/This Wicked West - New Awning. 143 East Meadow Drive/Crossroads Mall. Sunburst, Lot 4 - Boiler enclosure. 1825 Sunburst Drive/Lot 4, Vail Valley 3rd. Remax - New Sign. 143 East Meadow Drive/Crossroads. Mall. Massa Residence - Portable Hot Tub. 400 Vail Valley Drive/Tyrolean Inn, Unit #7. 1st Bank of Vail - Sign. . 17 Vail RoadlLot G, Vail village 2nd Filing. r'` Trope Residence - Changes to site development/spa. 1050 Homestake Circle/Lot 5, Block 1, Vail Village 8th Filing. Scheidegger Residence - Landscaping modification. 2702 West Cortina Lane/Lot 12, Block B, Vail Ridge. Vail Point Unit #35 - New spa room of, 180 sq. ft. 1881 Lionsridge Loop/Lot 1, Block 3, Lionsridge Subdivision #3. Vail Point Unit #33 - New spa room of 180 sq. ft. 1881 Lionsridge Loop/Lot 1, Block 3, Lionsridge Subdivision #3. AGREEMENT " THIS AGREEMENT, made and entered into this day of , 1992, between the Sonnenalp Hotel, a Colorado corporation.("Sonnenalp"), and the Town of Vail, a Colorado municipal corporation ("the Town"). ' RECITALS A. The Sonnenalp owns certain real property described as Lot I, Block 5E, Vail Village Flrst Filing, Eagle County, Colorado, upon which the Sonnenalp Hotel has been constructed ('the Sonnenalp Property'). B. The Sonnenalp wishes to do a major renovation to the hotel on the Sonnenalp Propertyf, but does not have sufficient access on the Sonnenalp Property to allow for the construction of the renovation. C. The Town is the owner of certain property immediately south of and adjacent to the Property ("the Vail Property"), and is willing to grant the Sonnenalp a license to use a portion of the Vail Property for temporary access to the Sonnenalp Property during the period ' of time the construction of the renovation of the hotel is in process. AGREEMENT NOW, THEREFORE, in consideration of the mutual promises and covenants contained herein, the parties agree as follows: , 1. The Town hereby grants the Sonnenalp a license over the Property generally described as the 30-foot strip of land, immediately south of the Sonnenalp Property, more particularly described in Exhibit A ("the licensed Property") for the purpose of providing the Sonnenalp access to the Sonnenalp Property for the construction of the renovation of the hotel. The Sonnenalp, during the term of this license, may install, maintain, and use a roadway on the licensed Property to provide access for construction vehicles to the rear portion of the Sonnenalp Property. The Sonnenalp shall obtain the written approval of the Town of the plans to be utilized for the construction of the road prior to the commencement of such construction. 2. Prior to the commencement of any construction activity south of the existing structure on the Sonnenalp Property, the Sonnenalp shall erect a silt and debris control barrier , for the protection of the stream from construction activity. The purpose of it is to control erosion, prevent silt from entering the creek, and generally protect the Gore Creek riparian corridor. The Town shall approve the plans for it prior to the commencement of its construction. 3. Prior to the issuance of a final Certificate of Occupancy for the renovated hotel, ~4} the Sonnenalp shall totally remove the temporary access road as well as the construction fence, and shall revegetate the Town property according to the landscape plan approved by the Town of Vail Design Review Board on March 1992. To insure the removal of the road and the construction fence and the revegetation of the Town property as set forth herein, the Sonnenalp shall provide collateral to the Town in an amount and form acceptable to the Town•prior to being granted a building permit for the construction of the renovation of the hotel. 4. The parties understand it is the Town's intention to rebuild the Vail Road Bridge over Gore Creek adjacent to tha Sonnenalp Property. and the Town's desire to use a portion of the Sonnenalp Property generally described as a 14 foot wide strip of land located between the Sonnenalp loading deck and the Vail Road right-of-way more particularly described in Exhibit B. The Sonnenalp hereby fully consents and agrees to the Town of Vail rebuilding the Vail Road Bridge and the Town's use of a portion of the Sonnenalp property described in Exhibit B. The Town is responsible for revegetation of the Sonnenalp property after construction. 5. The license granted by the Town to the Sonnenalp pursuant to this Agreement shall commence on the date this building permit is released for the project and shall terminate upon the issuance of a final Certificate of Occupancy for the renovation of the hotel, but in no event later than June 1, 1993. The Sonnenalp may request an extension of this agreement at that time. 6. The license granted by the Sonnenalp to the Town pursuant to this Agreement shall commence on the date a building permit is released for the project and shall terminate upon the completion of the Chapel Bridge reconstruction. IN WITNESS WHEREOF, this Agreement is signed on the date and year first set above. TOWN OF VAIL, a Colorado municipal corporation By: Rondall'V. Phillips, Town Manager • THE SONNENALP HOTEL By: Johannes Faessler, President• EXIiIBIT A - LAND DESCRIPTION A parcel of land situated in Tract I, Vail Village First Filing, Town of Vail, County of Eagle, State of Colorado, described as follows: A strip of land 30 (thirty) feet in width adjacent to and southerly of the following described lines; Beginning at the northwesterly comer of said Tract I; Thence N 60°35' E a distance of 196.34 feet. Sideline of said strip of land to terminate at the westerly boundary of said Tract I boundaries. 1 ffiII3IT g LANID HDESCI~II'~'IOF1 A part of Lot L, 131ock 5-E, Vaal Village, First Fifling, Town of Vail, County of Eagle, State of Colorado, described as follows: A strap of land, 14(fourteen) feet in width, being easterly of and adjacent to the fol-lowing described lines; Oeginnang at the southwest corner of sand Lot L9 Thence Pi 21014' W a distance of 21.77 feet to a poant of curvature, Thence~2S.23 feet along the arc of a curve to the right having a radius of 344.59 feet, and a central angle of 20051'. Sidelines of said strap of land to terminate at the southerly boundary of said Lot L. C~l?,~.~. ~ .~/,o/9L , _ TOWN OF VAIL ~ 7S South Frontage Road Department of Public Works/Transportation Vail, Colorado 81657 303-479-2158/FAX 303-479-2166 P~Y~iORANDON! T0: Ron Phillips FROM: Greg Hall Ken Hughey DATE: FebruGry 24, 1992 RE: Village Loading Issues to be Recommended in the Master Transportation Plan At the January 14 public meeting on the Master Transportation Plan, it was decided that Town of Vail staff would bring Village loading options back to the Council. The options available are varied ar~d diverse, with any part/m_x of options available for consideration. It is, however, important to first establish the desired goals regarding vehicular traffic and truck delivery in the Village. The options discussed below are based on a varied range and degree of vehicle restrictions. Staff has attempted to select a recommended degree of restriction based upon the input at the public meeting and input gained through the Parking and Transportation Advisory Committee's work. To deg°el.c~ an adequate foundation of the base issue, it is valuable to review statistics gathered by the Police Department at Checkpoint Charlie. This information can then be used as a benchmark by which to measure the degree of success after changes in restrictions are made. The information covers the 44,000 vehicles through Checkpoint Charlie during the period from September 5 to December 31, 1991, and is as follows: 1. Ctrs: (Total = 13,089/300) Request to enter the Core for tasks such as, small deliveries, people, etc. Memorandum Regarding Village Delivery Issues February 24, 1992 Page 2 2. Delivery Cars: (Total = 3,747/8.50) These are cars actually delivering or picking up sizable amounts of goods. , 3. Delivery Trucks,: (Total = 5, 261/12 0) These are trucks servicing restaurants, lodges, retail stores, etc. and include UPS, Federal Express and the US Post Office. 4. Constr_ucti~n Vehicles: (Total = 4,255/9.70) These are vehicle's associated with construction projects and service vehicles (plumbers, electricians, etc.). 5. Town of Vail: (Total = 1,790/4.10) These are Town of Vail vehicles, including police and fire vehicles. 6. Taxis: (Total = 1,109/2.50) This includes taxis, van services and limo's.. 7. "Lost" Vehicles : (Total = .14, 642/33.4 0) These are vehicles whose occupants are lost, seeking directions, or are merely "driving around". It should be noted other .vehicles enter the Core area by coming in the wrong way via Gore Creek Drive and Hanson Ranch Road. Below is the Average Daily Summary for December Total Volume = 475 vehicles/day, which consists of: . Cars 126/Day Lost Cars 159/Day Delivery Cars 45/Day Delivery Trucks 55/Day TOTAL DELIVERY 100/Day . Construction Vehicles 40/Day Town of Vail 25/day Taxis 25/Day Memorandum Regarding Village Delivery Issues February 24, 1992 Page 3 Options and Staff Recommendations 1. Modify Policies at Checkpoint Charlie. a. Eliminate 300 of the traffic (cars) through use of the 1'/z hours of free parking in the Vail Parking Structure for this type of need. Designate a desirable area of the Vail Parking Structure for short term parking. o Enforcement of this issue would ,be key to its success. Educate the users that the Town is providing convenient short term spots in the Vail Parking Structure, however, abuse of these spots will result in strict enforcement. b. Develop written policies concerning others requiring access to the Village such as: ~ . o Cars without large amounts of goods to be delivered will not be allowed in the Village or in the l~o,ading zonES. L?se of the par,.ing str~:cture would be required for these trips., • Trucks and cars that are making deliveries of large quantities of goods will be allowed access to the Village load zones and will be given priority for these zones. Time will be limited to only what is needed to load or unload these goods. In addition, a permitting process could be established to access these zones. o The towing of vehicles for excessive time in these load zones will be strictly enforced. . o Construction work requiring parking will need to be planned and approved in advance. by the Town of Vail Building Department and Police Department. o Service vehicles will be allowed limited access to some loading zones for emergency work only. Non- emergency service work should be scheduled for non-peak traffic hours in the Village. All service vehicles will need to contact the Police Department for a parking permit for both the emergency and non-emergency work. J Memorandum Regarding Village Delivery Issues February 24, 1992 Page 4 - • All loading zone restrictions will be lifted after - 6:00 p.m., except that the zones in the Core (Gore Creek Drive, Bridge Street, Hanson Ranch Road from Bridge Street to Hanson Ranch Chute) will be a "No Parking Area" after 6:00 p.m. c. Investigate the possibility of locating "drop boxes" in designated places for overnight couriers. 2. Select choices from the -following menu as desired by Council. a. Adopt the short term recommendations of the transportation plan or some variation, b. Eliminate loading zones on Bridge Street only. . c. Eliminate loading zones on Bridge Street and Hanson Ranch Road near Mill Creek only. d. Allow only morning use of the Gore Creek Drive loading (Lodge Promenade). e. Allow 15 minute parking below the Christiania lot (Gore Creek Drive) to remain "as is". f. Convert the 15 minute parking areas on the north side of the Christiania lot and adjacent to Riva Ridge North to delivery and service vehicles only. g. Install "One Way/Do Not Enter" signs further north on Willow Bridge Road. h. Convert the 15 minute parking north of Willow Bridge to truck only. 3. Authorize capital improvements in an attempt to reduce the 330 "lost guest" number .and those who enter the Village the wrong way. a. Move Checkpoint Charlie as recommended by Transportation Plan and Streetscape Plan. b. Construct the landscaped medians south down Vail Road from the Frontage Road. c. Look into informational and directional-signing clarifications and modify as needed. Memorandum Regarding Village Delivery Issues February 24, 1992 Page 5 d. Construct entry feature monument signs at all entry points to pedestrian areas. e. Prior to construction of monument signs provide and install a standard sign which warns motorists with the wording "Auto Restricted Zone Ahead" at all pedestrian zone entry points. f. Install additional gates. g. Install additional check points. 4. Review the information signs and traffic control procedures at I-70 off ramps at 4-way. a. Test closing the Main Vail Ramps. . b. Install portable variable message signs at the 4-way (Vail Road median) and the I-70 off ramps providing clear messages to drivers based on demand. . c. Develop action policies for the following groups; (1) CSO's in Village, (2) 4-way traffic controllers, (3) checkpoint personnel, (4) parking structure operations and other Town employees regarding (1) enforcement, (2) who is allowed to access the Village and (3)-when to tow. Evaluate disallowing certain traffic movements during peak demand periods based on traffic demands and circumstances. 5. Work with Vail Associates in designating allowed skier drop off areas. This would be in an attempt to recognize the problem versus banning all skier drop offs. The Town staff recommends that Council adopt the following options from the list above: Short Term: 1 (a) , (b) , (c) , 2 (c) , (d) , (e) , (f) , (g) , 5. Long Term: 3 (a) , (b) , (c) , (d) , (e) and A (b) , (c) . Long Term Solutions 1. Christiania lot a. Resolve the ownership issues. b. Evaluate in greater detail: Memorandum Regarding Village Delivery Issues February 24, 1992 Page 6 • Technological options of hand cart deliveries and small vehicle for deliveries and storage lockers. • Operational characteristics and regulations for hand carts and small vehicles along with liability issues, storage problems and financing option. ® Can the site be aesthetically compatible with the neighborhood and still operational for the truck delivery functions? 2. Other sites: a. South of Lodge at Vail • Resolve ownership and legal issues. a Compatibility with International Wing development plans. • Vail Associates Concerns. ® United States. Forest Service concerns. b. Gold Peak • Ownership issues. • Vail Associates 'concerns. c. Other sites The staff recommends a strong commitment on the part of the Town Council to pursue a long term solution to the loading and deliver issue. GH/dsr RPTC.DEL ws w, TOWN OF VAIL LIBRARY L~brry ~rc~ H~I~r~ October 1991 Sample Non-Resident (52::~~rc) Juvenile (12.9%a~ Guest (4.8~0~ Seasonal (2. aia~ . Resi ent 2.4~7a) Non-Resident ~73.9~i'a) l Resident (ZS.1aia~ Why ~ has cards.. 0~_tc~ber 1'3'1 • # Memberships % ..f Users J~~ven i l e 1~:~67 1'x.'3% N~~n-F:esident 5164 ~ 6•~,•% Resident 18'8 y" Seasr anal 176 1 L,uest 67 c1, g% T~~t~l Memberships 8~~~'~ F..ati~~ NQNF: tom: F.'ESI 84'345 Appr~ 1 Resident: Individual who owns Property or a Licensed Business • within the Town of Vail. Vail does not have to be primary residence. ' Non-Resident: All persons who reside in Eagle County. They may or may not own property or business. • J 1~1h~ i Using the 1~i1 L~~rry'~~ October 191 Circulation Sample - Seasonal (4.4°la) resident (183%a~ guest (~.8%a~ Non-resident (6~.6%~ . Juvenile (8.8~a) Percentage taken from 45~~ items circulating Wh~~ is ~csing the 1 ibrary items the~_k:ed ~~~ct ~:esident 8~~ 18.3% Sesser ~nsl ~ ~'c:} 1 . N• ~n-F.'esident ~'"387 E5. E% Juvenile 4c:~ 1 8. 8% 8uest 1~8 3.8% T~_t~I 8ir~_ ~#5~' - O~Vh~t i ir~~ltir~g ' ~ ~ Ilan-Fiction Only saa ~ 4(M} 4 ~ 3aa Q ~ 2aa 9 M ~ 1aa a a~ - a99 zaa - z99 4aa - 499 saa - 699 saa - 899 1t}t} -199 3aa - 399 saa - X99 7aa - 799 9aa -999 Call # Range Sample from cactaber 1991 What is irculat ing-' N~!n-Fi~.t i~_~n ?~all # Range T~~tal Giro=ulat.ic~n Sub.je~.t NONF I i1 Uc i~? - ~?99 59 M i s•. 10c? - 1'3'3 19~? F'h i 1 c~, F:el Psych - X99 16'~ F:e 1 i g i c in ,,c_~U - 3~:,7 EtLlS, P 1 1 t 1 ~ 4<?q - 4'3'3 176 Language J~~~~ - J'3'3 •,88 5•. fence . 6i?i~ - 699 ~ 44i~ Tee=hnc'1'='gy 7s?~? - 7`3'3 317 Arts/Sports 8~~0 - 8'3'3 137 Literature 9~?C~ - '3'39 346 History/Travel T• metal Nc ~n-Pict is ~n x'44' How cold are the items patrons are using Sc ia1 S•. fence - E~usiness, Ecc ~n, apol it ics ' Ave. Age c ~f cc ~l l ect i••n being used = 198~~ Techn~ •1 c igy Ave. Age = 1'37'3 - i ~h~=~ Fic~°n ~n 1 ~ - ~ ~ ~ ~ ~ ~ 4~ ~ 3~C~. H ~ ~ ~ 1~ ZuV~nil'~ ~iC~j'c~n ~ ~.3n~~ frOlt~ a~~Q}~~I ~ _ S~mFI~ y~, i .~lE G ©th~r E~~y ~4`~~nile LTA ~ VI~EO YA ~~.E.~~ . ~~~I'~1~ 3i}~ . q 344 . ~ ~ ?i~ ~ 237 ~ 27.5 ~ ~ 1~ 194 ~ 244 184.5 18 5 . 17.5 u ~ 1~4 133.33.5 13~,~ 134 ~ 1 98 4 999 14 G 144 8 ~ ~2 SL v 0 54 ~ i} ~1 4 I]~c R4 Jan 91 Fe~~ March 1~gril May ' Jung July Aubust CER LT ~ Tvtal nsa INTRODUCED TWO PC'S FOR PUBLIC Goals: Serve Seasonal doing resume Business person preparing reports Juvenile -school student without home computer Adult -individual who never touched keys of computer Guest who brought lap top to work on vacation needed printer etc. By~March of 1.991 we had severe impact on Ref. desk staff to oversee usage. Inconsistent staff expertise with technology . Curtailed usage to 1 hour resulted in open hostility by User 12 month period to identify impacts and determine a policy that met user and staffing needs. Reconfigured usage to restrict some computer usage and leave other usage untimed. t'F-f 1V iLi+tdiCd~' MANAGEMENT CONSULTANT PROPOSALS ~C~1FlQE6V~9~~ - . ORCaANIZATI ON PRQPOSAL ~Q~T Arthur Anderson & Ca. A fairly standard approach directly responding to the RFP study guidelines. $125,000 Browne, Bortz & Employs a Total Quality Management approach: ,Emphasize training of TOV staff in $59,550 Coddington Inc. TQM. Complexity Simplified Employs a strategy of defining clear goals and objectives using various models to $106,515 identify opportunities and problems. The Consultancy Employs a Total Quality Management approach. $30,000 Coopers & Lybrand Three main components: $97,086 1) Assess internal and external customer requirements 2) Prepare a Service GaplRedundancy Matrix 3) Prepare a Cost of Service reduction plan Cristando House Inc. Focuses on developing and stretching the organization. Uses training to "empower" $51,136 the employees and invert the traditional organization. Douras & Associates A fairly standard approach directly responding to the RFP study guidelines. $70,000 The Klapper Firm Applies the concepts of continuous quality improvement to municipal management. $120,000 Towers Perrin A fairly standard approach which also includes an examination of alternative ways $87,000 to provide services. RBTT Revised: 3/ 6/1992 TOWN OF PAIL RRAL FSTAT6 TRAMSF6R TA% , Bistorp and Budget ' 1992 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 ; 1992 1992 BODGRT HOHTR ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ACTOAL ACTUAL ACTOAL ACTUAL ACTOAL ACTOAL ACTOAL BODG6T ACTUAL 9ARIAHCE Januarp 63,999 98,089 106,981 119,972 78,053 SD,T33 101,374 131,916 96,119 309,233 162,954 165,141 106,390 85,452 ( 20,938) Eebruarp 40,595 fi9,018 105,024 132,220 86,289' 170,052 64,906 44,040 109,873 140,192 133,085 71,413 ; 89,120 110,960 21,840 Subtotal 104,594 167,107 212,005 252,192 ~ 164,342 250,785 166,280 175,956 205,992 449,425 296,039 236,554 ; 195,509 196,412 903 Harch 69,88fi 126,935 109,533 137,820 62,693 63,831 92,557 38,791 68,104 145,957 77,995 183,698 ; 89,050 April 76,855 94,653 65,900 103,526 173,321 90,396 ,182,743 95,554 179,671 151,069 152,027 108,040 114,199 Hay 42,738 84,324 54,663 90,599 96,006 228,673 98,651 120,984 99,736 220,299 167,972 96,994 105,355 June 62,239 125,433 54,488 140,638 76,467 49,513 .79,915 73,509 101,364 122,466 136,364 141,863 ; 90,688 July 49,367 186,110 104,262 68,539 157,598 88,528 70,441 47,949 126,537 125,675 75,169 132,042 93,044 August 79,859 115,499 71,282 97,806 58,937 32,860 100,182 61,137 109,315 86,347 77,486 99,820 ; 78,503 September 59,800 113,992 49,332 96,746 64,671 48,516 108,167 78,819 116,557 143,306 75,745 85,645 79,184 October 108,510 154,000 4Z, 498 122,546 88,732 109,633 93,860 124,291 177,360 241,393 118,986 258,974 ; 124,845 November 102,623 lOT,76S 81,698 91,385 105,109 T4,909 89,047 114,839 241,888 165,964 102,210 268,394 ; 112,095 December 142,662 133,867 1.10,911 56,533 81,890 333,139 106,695 95,495 192,947 192,737 107,880 95,742 ; 117,529 TOTAL 899,133 1,409,688 956,572 1,258,330 1,129,766 1,370,783 1,188,538 1,027,324 1,619,471 2,044,638 1,387,873 1,707,766 ; 1,200,000 196,412 903 a-. SENT BY~EAGLE COUNTY ; 3- 5-92 ; 13~D1 3D33287207~ 3094792157;# 1/ 2 • . March 5, 1992 - 1a:26 EAGi.F COl1NTY euaarve • = 551 BRC1AbWAY OFF{CE OF THE `~'`T PA. ROX 850 BOARp QF C10AAMl5510f~lC5 ••..'a;: tAGLE. COLORAt10 81631 • (303) 378.8605 ~:~:.:;~:•r . FAX: (303) 328.7207 co~~Fs E~GL~ ~~l~1VTY, C~L~R~~ lC/ZvNT( 99~~K kt3i~ 4 I AAA ~ ~ ~ tea,-s~~> a„ Pk~ BOARIa t~F C()~U1~TY' COMMISSIUI~RS (,~i3 ~f Ilj U ~l0/1 f~s¢"~) REGULAR TUIEE'TINCI p3AY - - - - - N.ICDNDA•Y, 1VIAI~~CH 9, 192 09.40 -10x00 VV~111~ ~F~5I4N - Y ta~~A7.'E nor. ytJne aotx cis ar~o~r James R. Fritze ,County Manager 10;00 -10:45 ~r~a~~N~ LiTiGATI~1`T FdQLY(~QIY,t R0P141 Kevin Liridnhl, C~punty Attorney 10:45 -11:00 '~~~EREAK:** 11x00 - 11x45 WOR][~ SESSIGl1T - ~~SENTA'i~ON (DF ~CA10lM~:{ i ~~E RE~t~NIl1~NgDATICIN~ ~E~AR~I~T~ ~UN~ULTAN'i, SELEG"t'l~[`1 ~]o~ C014TSAT10N ~T~7~ arratrle ~tdLYC,Rpss ROa1a Judy White House, ]aireetox of ~Iuman Resoure.~s 11:45 -12:00 Y1F~I.AISATI~N ~F S~IFk~~~' It " t ~ EAGLE VALLEY G~MM[Tl~g i' FID1i1JM" Zaaclds' cOanlfYROOM Jack Lewis, Asst. bounty 1Vlana,ger A~TIGi~f: +Ca~nside"r ,x~~,~.,,~nl, 12:00 - 01:30 ***Li7NCt~~** EI.Et+~~~.d.! ~FFI~IAYaS 01:30 - U1:35 COld'S7' CALTIeTI~AR $AC~ covxaY~aaoar I7EM5 OFARDUANBdND 1FIbItihCONfROVER3(AL NA7UREAR~ Pf,+i[T~p ON Trig UDlKi'F.Nt'CaLEN~AR 7tJ A[Z0~7HB• BOARA OF COUNTP tiC>MMISSIOIYBRS ii0 SPEND T!3 77ME dND r8J?+,~(tC3Y QN MOlil~; lMPb,RTdM I'lE3L.4 ON A liRY AGENDA. ANY COMM73~1~?MtRMdFRB~QZIES['7NdTAN17BM BE `RF~1dOV~ ° PkCJM 77y~ C~DIVS&MCALF.h~AR.IA~ C02kyrrr~cSD SEPARr9Tf~'LR ANPMEJIfBL~lt01%7~IRPU.ailCll~AY'RRQU$ST'dNY17FMBB IiEMOVfsI!°FR0~8fTAECOIIdSBM'AGF.A~DA. 1. SILL PAXJIVG Linda Pankuch, Accounting Larry Clever, Controller A~~.~~N: Approval subject to review by the County Manager. SENT BY~EAGLE COUNTY 3- 5-92 13 02 ; 3Q332872Q7--~ 3Q34792157;# 2/ 2 2. ~ '~*LIJTIIIN A1CrY'~VIL~I~~~I~dyl~'Fr~~~~.A~?~t]d ?SCrID1°t' TD? 131~i 1i!,A~tLFr CC1LT~i'f ~l tsv ? Y~vRY ASI~1~ Jack Lewis, ,asst. County Manager 'Torn Girard, weed & Pest Coordinator t~~.'e aDN: Consider approval. . 3. Rd1I„~ll'~IGN' C~D1~CI,t.RI~1IN~r AP`I~II~I`l~d~'I' TO '1'lI]C EAGLE Cd?Y7NT1'' E~II%.DING 11~ARD G~' A,~,r GALS Carry Best, Building Inspector A~,a~GN: Consider app~aval. RF50I.I1TddAN AP'P(?INpING REGR AND A3SIbCIA~r~+ 14~MBEI~S TG .1,~ RG~IRING I'61RI~ G . . Ct:,111~MISST~11o1, Kevin Lindahl, County Attorney A~TIpN: Consider approval. 01:35 - 01:45 CF,`I'i'VL~ AG BE`I'1~~~T ILtI~~Y,~.D S'iCtk'1' IyEP'ARTNffi`oTT DF t IIti' ~ ~I()R ~UI.tEAU GF LAND MANAGT GRAND JIJNCTI~PeT DISTRICT AN.D EAGLE CGIINTY, C4DLURADU tsars cnunrtr RnoM Mary Joao Berenato, Asst. County Attorney ~iC a ~ta.~N; ~ C+~nsider ~~~,rw gal. 41.45 - 02:40 LI~LTGR LICI~.I~iSE BARING -TASTE d1F ~T~ uG~ awn~rpa~oohr Kevin Lindahl, County Attorney AB;TIt?Ns Consider ~~,r,~..va1. 02:04 -02:15 LIQUGR LICENSE ffiEARING - IO~id31~~ ~'S TAVERN I)/B/A CNii.~YUa~i'S TA'~EItPJ snc3r~ cxrrnnrrmr,,,r Kevin Lind2lhl, County ~?tr~rney ACTIG1oT: Consider approval. 02:15 - 02:15 ~VGIdK SFSSI()N - REVD GF ~~ST F~TIMATIE.~ ~It J4JSTICE CFA ~ mad EI]ITiGN MTpfr~e uv~p cROSSdROOAf Mike Bradley, Director of Bulldtng and IiI'+ounds 03:15 - 03:45 YORK S~SSYGN - RF~ARIJING SAL DF.FC9SITGgtiES MT of uce HOLY CR0.4S ROAM Sherry Brandon, County Treasurer 03:5 ~ 04:3Q 4V4IIR SESSIC+N - SINC,LE P'G1NT GF EI~TTRY MT,~,~rtrnrycrzass~oonr Jack Lewis, Asst. County Manager 1~1~'i'I'ICE:IVIA~C~ 1®, 1992 ~ `NILE BE Idt~ BQAI2D 4~1~ COUNTY C~MMISSIONLRS Ntx~iurTG Cfld MARCH 10, 1992 THIS AGENDA IS PA04 urnu FOR QdFISRMATEpNAL, p~1Rl'~SF,S ONLY - ALL TIIuIirS A~ AFFItOXIl1bIAA'rS. TIiB BOARD WHILE IN SESSION MAY ~CON.+e,,•~r:n OTI®t ITEA3S THAT AATs BROUC1rC B&FOR81T. ~a~>~ x i fg. S .F y 1 5 4 - ~l T i e, vVV 1°~ ~ ~ ~ r q, i V ' • 1 L ire I ~ l~F i S L ,r 3 '6{ n Y, ~~J rZ, 1: 1 th ~¢t, J+ ~.G reek. ' ~ ~ 1`~, ~2~ .F. o 'tV ~ . ^,1 : ~ ~ ii s ~ e ~ 3 r r r 'Y a ~ ~ 1~ ~ 4 he w.. "'S '~9 S "i. 'l 7: ~f ~ 1 - ~ I Q C i~a . , a. t . . ~ ~ , ` s ' t ~ d~. ~ ~ ° fti 4 ~t a ~i ~.~v s ~ ~ S h ~ ~ ~3. { vi' y[ tE ~ ` ~ ~ s~~ ~ ~ NW t t :U,r ,w.~ 1 l 1 L d ~J. WORK SESSION FOLLOW-UP March~6,~1992 ' Page 1 of 2 TOPIC. QUESTIONS FOLLOW-UP SOLUTIONS 1991 05107 SALES TAX COLLECTION LARRYISTEVE: Research remedies to change this to Draft ordinance forwarded to Forest Service and VA for (request: Gibson/Lapin) a mandatory TOV tax collection. review. Forest Service response unclear. Ron met with Larry Lichliter on 313192. 09/17 STREET LIGHTS PETE BURNETT: The LionsHead Merchants Public Works will present analyzed data by spring of (request: Levine) Association would like to see a couple changes, '92. which might include some of the lighting by Montaneros, which is too bright, and placing it in front of Gallery Row in the Treetops Building. 11119 NEWSPAPER VENDING LARRY: What.. can be done to make these uniform and Council asked Larry and Community Development to MACHINES locations less prolific? begin discussion with newspaper companies. 12117 LIONSHEAD MERCHANTS MTG. KRISTAN: We have scheduled for 3110/92. (Merv, Kristan has spoken with new leader, Packy Walker. . Peggy, Rob, Jim G., Ron, Kristan, Diana Donovan, Ned Gwathmey) 1992 01107 VILLAGE LOADING AND EVERYONE: A community meeting with Arnie Ullevig Continued to 3110192 work session. DELIVERY ISSUES was held on Wednesday, 1115/92. 01/21 EVENING PARKING MIKE ROSE/STEVE B.. Evaluate financial Mike Rose has put together raw data which is being STRUCTURE FEES ramifications of eliminating parking structure fees analyzed by the Finance Department. (request: Lapin) after 6:00 p.m. each night.. Further review summer . free parking, generating numbers to show revenue and expenses if some nominal fee were to be charged. 01121 BEAVER POND KRISTAN: Check with FEMA experts and Interfleuve One report has been received from Interfleuve. The REVITALIZATION to see what solution might be appropriate to Community Development Department is awaiting revitalize this pond (i.e., dredging or other means). receipt of two others. Report will be made to Council upon receipt. WORK SESSION FOLLOW-UP March 6, 1992 Page 2 of 2 TOPIC. QUESTIONS FOLLOW-UP SOLUTIONS 02/04 HERITAGE CABLEVISION RON: Prepare new letter of protest for Mayor's Will do. FRANCHISE NEGOTIATIONS signature. XC: Newspapers, Dillon, Minturn, etc. (request: Lapin) 02/11 GLASS ORDINANCE IN ALL LARRY/KENlSTEVE FOSTER: Staff discussion and Draft ordinance sent to VRD for review. ATHLETIC PARK FACILITIES draft ordinance to be prepared. 02111 HORSEDRAWN CARRIAGE KEN/LARRY: Prepare extension to agreement, Advisory Committee to help draft standards of AGREEMENT ~ including possible provisions for hobbling, dragging operations and other criteria. Draft contract weights, and other options. to be presented to Council prior to signing. Back to Council by 3/31192. 02111 WEST VAIL INTERCHANGE KEN: Gather projected cost figures, impact on ,Council consensus to take no further action this year, TRAFFIC CONTROL resources, and when this can be implemented. but staff should review and work with State to move (request: Osterfoss) up on their long term schedule. 02111 SCHEDULE TOURS OF PUBLIC COREYJKEN: Bob Buckley is the remaining Council Will schedule. WORKS AND POLICE DEPT. member who has not seen firsthand the facilities for both departments. 02/17 EXTERIOR LIGHTING KRISTAN/ANDY: Draft ordinance. To DRB 3118192. 03/06 BUSING VAIL MTN. MIKE ROSE: Check with School District to see if VMS School district is considering. _ SCHOOL STUDENTS students can be bused on RE50J buses.