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HomeMy WebLinkAbout1993-04-27 Support Documentation Town Council Work Session ,~~i VAIL TOWN COUNCIL WORK SESSION TUESDAY, APRIL 27, 1993 2:00 P.M. IN TOV COUNCIL CHAMBERS AGENDA 1. TOV Fifteen Year Employee Recognition Presentation: Jose I. Sandoval, Mechanic 11, Fleet Maintenance Department. 2. Discussion Re: Use of Interest Earnings from the Police Construction Fund. 3. Presentation and Discussion Re: Regional Interest in Support for a Recreation Center in the Town of Avon. 4. Discussion Re: TOV's Subdivision Regulations Pertaining to the Payment of Property Taxes prior to Final Plat Recording. 5. Discussion Re: Current Smoking Policies in Vail Restaurants. 6. PEC Report. 7. DRB Report. 8. Information Update. 9. Council Reports. 10. Other. 11. Adjournment. THE NEXT VAIL TOWN COUNCIL OVERVIEW WORK SESSION WILL BE ON TUESDAY, 5/4/93, BEGINNING AT 6:30 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL EVENING MEETING WILL BE ON TUESDAY, 5/4/93, BEGINNING AT 7:30 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL WORK SESSION WILL BE ON TUESDAY, 5/11/93, BEGINNING AT 2:00 P.M. IN TOV COUNCIL CHAMBERS. C:~AGENDA.WS VAIL TOWN COUNCIL WORK SESSION TUESDAY, APRIL 27, 1993 2:00 P.M. IN TOV COUNCIL CHAMBERS EXPANDED AGENDA 02:00 P.M. 1. TOV Fifteen Year Employee Recognition Presentation: Byron Stanley * Jose I. Sandoval, Mechanic II, Fleet Maintenance Department. 02:10 P.M. 2. Discussion Re: Use of interest earnings from the Police Steve Barwick Construction Fund. Corey Schmidt Action Reauested of Council: Clarify if interest earnings in this fund may be used for construction costs or if they are to be transferred to the General Fund. Backaround Rationale: The Police Construction Fund was originally funded at the $3 million level. Staff is uncertain if Council intended to allow interest earnings on this fund balance to be used for the project. 02:25 P.M. 3. Presentation and Discussion re: Regional interest in support for a Bill James, Recreation Center in the Town of Avon. Town of Avon Action Reauested of Council: In preparation for discussion of this concept, please review the enclosed report, "An Avon Recreation Center!", prepared by Browne, Bortz & Coddington, Inc. for the Town of Avon. 03:10 P.M. 4. Discussion Re: TOV's Subdivision Regulations pertaining to the Mike Mollica payment of property taxes prior to final plat recording. Sherry Brandon, Eagle County Treasurer Action Request of Council: Provide TOV staff direction on whether to initiate changes to the existing Subdivision Regulations to facilitate the County's collection of "taxes due" prior to final plat recording. Backaround Rationale: TOV's Subdivision Regulations currently require an applicant to provide proof that all "past due" taxes have been paid before TOV records a final plat with Eagle County. There is a period of time between January 1st and April 30th of every year when taxes are technically not "due", however, the County does consider the taxes past due if they are not paid by the first of January. This has created some problems for individuals wishing to record a plat during this four month time period because, theoretically, the taxes are not due until the end of April, however, the County Treasurer will not sign the plat until the taxes are paid. 03:30 P.M. 5. Discussion Re: Current smoking policies in Vail restaurants. Susan Scanlan Action Reauested of Council: Council is being asked to review the smoking policies as they currently exist in Vail's restaurants and determine whether they feel it is prudent or necessary to direct staff 1 to amend the existing smoking ordinance to completely prohibit smoking in all public places. This discussion is based on the recently published report by EPA concerning the harmful effects of secondhand smoke. Backaround Rationale: Earlier this year the EPA published a report about the harmful effects of secondhand smoke which has prompted some ayes to bank smoking in all public places. When the Council passed our current smoking ordinance in April of 1990, the are restaurants appealed to Council to regulate smoking within their own establishments. The Restaurant Association worked with TOV staff to develop a program which discouraged smoking in dining areas, but permitted it in bar or lounge areas. Reports from restaurants at the time and currently indicate that the program continues to work with the wishes of non-smokers taking precedence. Staff Recommendation: Staff does not have a recommendation at this time, but would like to note that the number of calls concerning the smoking issue since the passage of the ordinance in 1990 have decreased to the point of being virtually nonexistent. Several restaurants have become non-smoking of their own volition, and it is possible that the trend may continue. 03:50 P.M. 6. PEC Report. 04:00 P.M. 7. DRB Report. 04:05 P.M. 8. Information Update. 9. Council Reports. 10. Other. 11. Adjournment. THE NEXT VAIL TOWN COUNCIL OVERVIEW WORK SESSION WILL BE ON TUESDAY, 5/4/93, BEGINNING AT 6:30 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL EVENING MEETING WILL BE ON TUESDAY, 5/4/93, BEGINNING AT 7:30 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL WORK SESSION WILL BE ON TUESDAY, 5/11/93, BEGINNING AT 2:00 P.M. IN TOV COUNCIL CHAMBERS. C:VIGENDA.WSE 2 AN AVON RECREATION CEN~1~~R ! • 43,500 square feet $6.5 million • acquatics child fun center • gymnasium child care • weights cardiovascular "The only thing I'd do differently is build it bigger." Gary Martinez, Breckenridge Town Manager regarding the Breckenridge Recreation Center Prepared by Browne, Bortz & Coddington, Inc. for the Town of Avon i t EXECUTIVE SUMMARY A number of studies. over the last several years have identified a desire for a community recreation center in Eagle County. Public input processes used in the development of the Eagle County Recreation Master Plan in 1987, and more recently, the Town of Avon's Parks and Recreation Master Plan of April 1992, consistently describe public interest in a facility. Discussions with area recreation personnel and local officials further confirm that general support exists for a public recreation center to serve local and visitor populations. In the past year, the Town of Avon has evaluated the need and community interest in specific components of a prospective recreation center, as well as the financial feasibility of developing a center to serve area residents and visitors. The tremendous public participation at the Breckenridge facility demonstrates that a recreation center can be successful in a small mountain town. While support for such a center is broad- based, building a recreation center in the Town of Avon requires community participation from beyond Avon's boundaries. Market Assessment • A recreation center located in Avon could serve the resident populations of the I-70 corridor from Vail to Gypsum, representing approximately 90 percent of Eagle County. The area thus defined includes about 12,400 full time residents. ~ AVON COMMUNTtY RECREATipN CENTER PRIMARY AND SECONDARY MARKET AREAS ~ I ~ i ~ i e~c~e couNrv ~ I ~ i ~ ~ i ~ ? ' _ l ~ EagW A + Etlwaras a l ~ Gypsum ~ Avon Vail ~ l ~ ~ S ~t. l S 1~rmnn i ~ ~ -.1. ~ Primary Market Area Y ,r, ~ Mancet Area • The resident population in the area is dominated by active young adults and families. Recent trends indicate that overall population growth will continue and that there is an increasing presence of families in the area. • The residents of these areas are excluded from many existing private recreation activities due to the costs of participation. Reasonably priced indoor recreation, particularly water sports is in short supply. There is strong interest in developing water safety programs for the area's youth. • The area draws a large number of winter and summer visitors. On an annual basis, approximately 460,000 overnight guests visit the area. Surveys indicate this visitor population also shows an increasing presence of families and an increased interest in non-skiing activities. • The concept of a public recreation center has proven highly successful in Breckenridge, Colorado, where use by both visitors and residents has far exceeded expectations. Breckenridge Highlights • Annual visitorship has exceeded expectations, particularly for tourist attendance. The center now averages about b00 visitors per day. Of total annual visits, the approximate participation is as follows: Breckenridge Residents 25% Other Summit County Residents 45% Tourists 30% • With no advertising, other than recreation program distribution, the center attracts over 40,000 tourist visits annually. Tourists are particularly drawn to the center for acquatics, volleyball and basketball, and the weights and cardiovascular equipment. • Operating costs were over $910,000 in 1992. About 59 percent of these costs were for personnel. Operating revenues cover about 90 percent of operating costs. • The center uses a complex pricing structure. For Breckenridge residents, a 1-year family pass costs $495; a single day pass costs $5. • The center serves as a focal point for community recreation and also acts as a sponsor for various community events and activities. Development Concept Many potential components for a recreation facilities were considered. Recreation Components i • Swimming pools for laps and lessons • Weight and cardiovascular equipment _ Gymnasium for volleyball and basketball and other activities • Exercise room for aerobics and other exercise classes • Racquet sports tennis, racquetball, etc. • Ice rink • Running track • Climbing wall Entertainment Components • Leisure pool and spa facilities • Bowling alley • Movie theater • Children's fun center Community Service Components • Conference or community meeting space • Child care area Based on community support, national use trends matched with local demographics, existing private sector opportunities and financial feasibility, a proposed Avon recreation center was more specifically defined. Proposed Avon Community Recreation Center Components Facility Size Aquatic area (leisure pool, 6 lane lap pool) 12,500 sf Weight room and cardiovascular equipment 2,000 sf Multipurpose exercise room (aerobics, dance) (40 person capacity) 2,000 sf Therapy pool (20 person capacity) Sauna Climbing wall Gymnasium 8,000 sf Child care center (capacity for 15 to 20 children) 900 sf Children's fun center 2,000 sf Meeting space (200 capacity; breakout into four smaller rooms; storage space to accommodate dry craft activities) 3,000 sf Small catering kitchen 600 sf Locker facilities 2,500 sf Restroom facilities; reception area; concession area 1,500 sf Office space 1,500 sf Mechanical, circulation, storage 7,000 sf Total Square Feet 43,500 sf A 4.25 acre site where the Town of Avon's present tennis courts are located was chosen for the recreation center site. This location offers good visibility and the Interstate and is easily accessible. Further, the land is presently owned by the Town, thereby reducing up-front capital costs. Financial Considerations • Based on the existing development concept and on the assumption that Avon could provide a location free of charge, total construction of a public recreation facility could cost approximately $6.5 million. • The gymnasium component could be deferred, providing an estimated savings of $700,000. Consideration of the deferment option should include the potential loss of visitorship associated with not having a gymnasium. • Multiple types of admission options are anticipated, including daily, monthly and annual passes. Residents (depending upon participating agencies) are expected to receive a discount from full admission charges. Avon Recreation Center Potential Admission Schedule Residents of Non- Age Group Participating Organizations residents General Admission Seniors (55 and over) $1.50 $2.50 Adults 3.00 4.00 Youth (13 -18) 2.00 3.00 Children (12 and under) 1.50 2.50 Punch Passes Seniors (55 and over) $12.00 $20.00 Adults 24.00 32.00 Youth (13 -18) 16.00 24.00 Children (12 and under) 12.00 20.00 Annual Passes Individual $200.00 $300.00 Family 350.00 450.00 • Based on the experience in Breckenridge, recreation center services will also prove attractive to summer and winter visitors. Annual operating revenues could cover operating expenses, operating cost recovery is a reasonable goal. • Operation of the center is expected to generate a minimum of 16 jobs, assuming existing recreation departments would be expanded to include additional center-oriented activities, staff would handle multiple responsibilities and private contracted services would be employed for certain functions. • While there is a slight annual increase in operating expenses from opening day forward, operations are expected to stabilize at approximately $560,000 per year. • On an operating basis, the center is expected to break even, although the experience in Breckenridge indicates there are often conflicts between community needs and revenue generation. Non-resident visitorship will determine operating revenue increases. • While operations could be self-sustaining, capital costs are not covered by operational revenue. Assuming debt financing of the entire capital investment at 7 percent over a 20 year term, annual debt service would be approximately $610,000. REMAINING ISSUES • Impacts on the private recreation providers • Gym versus no-gym • Fee structure • Community center versus conference center • Participation by other Vail Valley entities • Fine-tuning concept, pricing structure, amenities AVON COMMUNt~t~~C RECREA ttON CEN t~~R Financial Feasibility Analysis REPORT ANON COMMUNITY RECREATION CENTER Financial Feasibility Analysis -Prepared for - Town of Avon - Prepared by - Elizabeth A. Fischer and Lucy C. Garrity Browne, Bortz & Coddington, Inc. 155 South Madison, Suite 230 Denver, Colorado 80209 (303) 321-2547 and Paul I I. Swobod a Recreation Consultant 7126 Petursdale Court Boulder, Colorado 80301 (303) 530-0102 November 1992 TABLE OF CONTENTS Section Page I. INTRODUCTION ..........................................................................................1 Background and Objectives ....................................................................1 Approach ...................................................................................................1 II. DEVELOPMENT CONCEPT 3 Capital Investment 3 Program Concept 4 III. REVENUE ESTIMATES 6 Visitor Estimates h Fee Structure 8 IV. EXPENSE ESTIMATES ............................................................................15 Staffing Estimates ...................................................................................15 Other Expenses .......................................................................................1.7 Expense Projections ...............................................................................18 V. FINANCIAL FEASIBILITY 21 Capital Financing 21 Community Recreation Center With Gymnasium 21 Community Recreation Center --Without Gymnasium 23 Conclusions 25 I. INTRODUCTION This report offers an analysis of the financial feasibility= of building and operating a community recreation center in the Town of Avon. This represents the second phase of analysis for this recreation center project and builds upon center component costs and visitorship projections that were developed in the Phase One analysis completed earlier. This previous study is an integral part of the present report. Background and Objectives In work completed earlier, support for a community recreation center was widely encouraged by area citizens and supported by local. officials. Tl~e center was designed to meet local recreational objectives that were shared by a large number of citizens, for example swimming, athletic classes and weight facilities. The project was also deemed important to the development of town character and identity. In addition to the recreation facilities, other ameni ies were included in the plans, such as child care and meeting room space. The purpose of this study is to identify the costs associated with the center as a whole, estimate the operating revenues that might be anticipated, and project what, if any, ongoing public support might be required. In other words, can a center of the type developed conceptually in the Phase One analysis be self-supporting or will on-going subsidies be required? Approach This second phase of the analysis addresses several questions about the financial feasibility of a community recreation center in the Town of Avon; specific tasks of the analysis included: • DetC~l~~ination of the casts associated with the center based on the size of the facility and the type of amenities offered. Many of the costs associated with operation of a community recreation center are relatively fixed while others vary by the estimates of potential visitorship. Information for this task was obtained through comparative data on other communities, especially Breckenridge, and on the direct experience of Paul Swaboda, former Recreation Director for the City of Boulder. • Estimation of likely revenues based on the projections of visitorship presented in the Phase One analysis. (The moderate visitorship scenario was used in this analysis.) Visitor revenues were estimated separately, depending on whether the visitor lived in the area or had permanent residence outside the immediate market area. It is expected 2 that residents would be offered a slightly discounted fee for use of the facility. Revenue estimates draw on comparative data from other communities and local pricing considerations. • Projections of costs and revenues over a five year period, from 1994 through year 5. It is anticipated that construction of the center would be completed during 1993, and would be fully operational by 1994. Visitor levels in the Phase I report have been inflated to reflect projected population growth in the region over this same period. • Det~~~~~ination of how costs would vary if the recommended program were phased over time. A development concept which excludes the gymnasium was prepared to demonstrate the impact of postponing full development. The following sections describe the methodology and. assumptions used in the analysis and present findings and conclusions. 3 II. DEVELOPMENT CONCEPT The development concept recommended in the Phase One report included the following recreation and community facilities: • Aquatics area including leisure and. lap pools • Weight and cardiovascular room and equipment • Therapy pool and sauna • Multi-purpose exercise room • Child care center for 15 to 20 children • Child fun center • Meeting space with accommodative capacity for 200 people and catering facilities • Gymnasium Capital Investment Total development costs were estimated in the Phase One analysis to be $6,268,000. This figure includes an allowance for site preparation, building construction and investments in furniture and equipment in addition to a 15 percent contingency. There is no estimate made for the cost of land purchase. These costs are inclusive, with three additional considerations: • The lap swimming pool was increased to include six lanes from. the original estimate of four lanes. This increased the cost of the pool by $182,000. • After investigating the costs for concession vending machines it was determined to be more economical to purchase rather than lease. This adds $12,000 to capital costs anal includes three machines. • Capital costs will differ depending on whether or not a gymnasium is included in the center. Eliminating a gymnasium from the construction design reduces the total center costs by approximately $690,000. 4 Total costs with a gymnasium approximate $6,462,000. Without the gymnasium, total development costs might be $5,772,000. The financial projections that follow do not reflect the variations that might occur given different choices of facility location. Consistent with recommendations in the Phase One analysis, it is assumed that the facility would be built on the tennis court site, which offers good visibility to the passer-by as well as easy access anal convenience for local residents. The tennis court site might attract moderate to high visitor levels, while the Tract P site might only attract low to moderate visitor levels. While there might be considerable variation in the revenue estimates depending on the location choice, these are not reflected in this analysis and the moderate visit estimates are used throughout. Expenses on the other hand, would not be expected to vary dramatically as long as the facility under consideration included the elements described earlier. Program Concept The community recreation center programming will. be key to the facility's success. The following programs are assumed to be part of the recreation center under consideration: • Aquatics Center Instructional swim (tots, youth, adults, seniors) Lap swimming (youth/competitive, adults, family) Recreational swim (youth, adults, seniors, family) Pool rental Steam, sauna, Jacuzzi • Gymnasium Fitness and instructional classes (adults, seniors) Open basketball and volleyball and leagues (adults, teens) Gym rental (for example, teen dances) • Weight and cardiovascular fitness room Instructional classes Open workout Rental • Exercise and dance room Aerobic exercise classes Dance and other classes Rental • Meeting rooms Arts and crafts classes Dance classes (tap, modern, fo]k, square, ballroom) Puppetry and theatre classes 5 Martial arts classes Small fitness classes (for example, yoga) Birthday parties, wedding receptions, conference use Organizational meetings (for basketball, volleyball, leagues, special events, etc.) Community group meetings (for example, Scouts) • Child care room/Child fun center Babysitting for recreation participants' children Babysitting instructional classes Fun Center activities for those eight years of age and under Two scenarios were considered simultaneously, one where the Avon. recreation center includes amulti-purpose gymnasium and one where it does not. A gymnasium would accommodate a climbing wall as well as basketball and volleyball, and other activities. Revenues and expenses are estimated under both scenarios. The }grogram concept under these scenarios is described below: If the center includes a gymnasium, there are additional programs and classes that could be included. It is anticipated that a gymnasium would enable the center to offer fitness classes for all ages, as well as other instructional classes (gymnastics for example). In addition, basketball and volleyball could also be offered as classes, leagues or pick up games. Finally, a gymnasium could be rented for private use or used for school functions. In general, it is anticipated that the community recreation center would be open for activities from 6:00 am unti110:00 pm. It is anticipated that aquatics would be open the entire period, as would the weight facilities. Other activities might operate on a reduced hours schedule, catering to the times of maximum use and allowing the center to most efficiently utilize staff. The exercise and dance room would be an example of an area that would not have to be operational for the full hours. 6 III. REVENUE ESTIMATES This section outlines assumptions used in deriving revenue estimates and. describes revenue forecasts. All revenues are expressed in 1992 dollars. Revenues estimates are based largely on projections of visitorship developed in the Phase One analysis, as well as the Breckenridge experience in terms of resident versus non-resident purchases of certain types of admission packages. Certain revenues are based on visitorship levels above a certain level. A gymnasium is estimated to offer increased revenues due to the higher visibility of the physical space as well as the additional programming that would be possible in the larger space. Visitor Estimates In the Phase One analysis, visitorship estimates are developed based on expected attendance characteristics of two population groups: The resident group consists of residents in the Primary Market Area of Avon, Vail, Eagle-Vail, Minturn, Red Cliff and sub-divisions, and the Secondary Market Area which encompasses Eagle and Gypsum. The people who visit the area for tourist or recreation activities, including seasonal residents represent the second group -non-residents. Resident visitorship estimates. According to the 1990 census, 17,560 people lived in the PMA and SMA combined. This population is expected to grow at approximately the same rate as Eagle County, about 1.7 percent annually. To develop resident visitorship projections, it is estimated that 12 percent of the PMA population and 5 percent of the SMA population will utilize the community recreation center from one to two times per week or 78 times per year. This generates total. potential resident visitorship as shown in Table III-1. It is not anticipated that the center will capture all of this market potential in the first year. In Table III-1, the net annual resident numbers represent the total resident visitorship expected for the first 5 years of center operation. Table III-1 Projected Resident Visits (numbers are annual visits) 1994 1995 1996 1997 199£ Total potential resident visits 146,600 148,900 151,100 153,300 155,500 Estimated resident attendance 60% 80% 100% 100% 100% Net annual resident visits 88,000 119,100 151,100 153,300 155,000 7 These figures represent the total annual resident visits the center could be expected to attract, once the recreation facilities and programs have an established identity. The center's ability to capture the full visitor potential will increase as the center becomes established. Annual capture of total resident visitorship is estimated for the first five years based on the following assumptions: • Before and during construction promotion and marketing is expected to be active, spreading the word quickly to local area residents and piquing interest in visiting the facility; • Fees and program participation charges are expected. to be in line with current charges for recreation programs as well as attractive when compared with other recreation alternatives; • Initial total annual visitorship estimates are based on moderate expectations, which suggest 5 to 12 percent of the total. PMA and SMA populations will regularly use the center. Non-resident visitorship estimates. In the Phase One analysis it is estimated that over 480,000 non-residents visit the Upper Eagle Valley in an average year. The estimate of the total size of this population is based largely upon on annual skier visits and estimates of summer visitation and as such fluctuates from year to year. The figures used in this analysis are assumed to represent an average year and do not include an annual growth estimate. Of this population, it is anticipated that just over 10 percent would visit the Avon recreation center. This translates into approximately 58,000 visits per year. It is not expected that this market would learn of the recreation center facilities and classes as quickly as would the permanent population. Projected annual non-resident visits and. capture rates are given in Table III-2 for the first five years of center operation. Table III-2 Projected Non-Resident Visits (numbers are annual visits) 1994 1995 1996 1997 1998 Total potential non-resident visits 58,000 58,000 58,000 58,000 58,000 Estimated non- resident attendance 50% 60% 70% 80% 1 ~0% Net annual visits 29,100 35,000 40,800 46,70 58,400 8 Annual capture of total non-resident visitorship is estimated for the first five years based on the following assumptions: • Promotion and marketing would be targeted to the lodging market as well as ski areas, bars, restaurants and other places that tourists might be expected to frequent. • The center itself would attract non-residents, due to its visibility and visual character. • Resident use and enthusiasm would be communicated to non- residents. Visitor levels without the gymnasium are expected to be lower. The lack of a gymnasium limits opportunities for programming special events and drop-in activities. The analysis assumes that a facility without a gymnasium will attract 25 percent fewer resident visits. Non-resident visitor levels are expected to decline 10 percent. Fee Structure The fee schedule for a recreation center in Avon is based on charges in use at the Breckenridge Recreation Center and other public recreation centers. The fee structure that follows reflects consideration of several different types of admissions, as well as prices targeted to particular groups. The analysis assumes that there will be a general admission charge for a daily pass and several bulk purchase discount packages. These include punch passes, which would be priced for 10 admissions with a 20 percent discount and no expiration date, and annual passes based roughly on the price of 78 daily admissions. It is anticipated that these two types of packages will address the needs of most recreation center visitors. In addition, separate fees are expected to be charged for registered class participation. This fee structure is based on what the town of Avon's recreation program currently charges. It is anticipated that there would be separate charges for children, youth, adults and seniors. A recommended fee schedule for the different types of admission passes appears in Table III-3. These are combined with the portion of the total population in these age groups to determine a weighted average cost of admission for revenue generation purposes. Finally, it is anticipated that residents of the PMA and SMA would receive a discount from non-resident charges. 9 Table III-3 Avon Recreation Center Admission Charges Age Group Residents Non-residents General Admission Seniors (55 and over) $1.50 $2.50 Adults 3.00 4.00 Youth (13 -18) 2.00 3.00 Children (12 and under) 1.50 2.50 Punch Passes Seniors (55 and over) $12.00 $20.00 Adults 24.00 32.00 Youth (13 -18) 16.00 24.00 Children (12 and under) 12.00 20.00 Annual Passes Individual $200.00 $300.00 Family 350.00 450.00 10 The general admission, punch pass and annual pass rates that follow in Table III- 4 represent the average costs det~~~~~ined using the method described previously. Table III-4 Average Admission Fees to Avon Community Recreation Center Admission Residents Ncm-residents General Admission $2.67 $3.56 (1 visit) Punch Passes $21.36 $28.48 (10 visits) Annual Passes $250.00 $350.00 (unlimited visits) Classes & Leagues $5.00 $7.00 (per class) Admission Purchase Assumptions It is expected that the portion of visitors using general. admission tickets versus the portion using punch and annual passes would change over the first five years of operations. The expectation is that in the first year, 60 percent of residents and almost 90 percent of non-residents would use general admission tickets. For the resident population, it is expected that more people will buy punch passes and annual passes over time, until by the fifth year of operation approximately 25 percent of all resident admissions will be punch pass holders and 35 percent will be annual pass holders. The non-resident admissions are expected to remain predominantly general admission purchases, with under 20 percent of the total buying punch ar annual passes by the fifth year. Due to the inclusion of both the PMA and the SMA residents in the "resident" category, it is unlikely that a higher percent of "non-residents" would purchase multiple admission packages. Approximately 10 percent of total visits to the center are expected from people participating in classes, leagues and other scheduled activities. There would not be a separate fee for some classes such as aerobics in which any one can drop in and participate as part of the general admission fee. Table III-5 shows the distribution of visitors by type of admission for 1994-1998. 11 Table III-5 Utilization of Admission Packages Avon Community Recreation Center Utilization Assumptions Residents Year 1-1994 Year 2-1995 Year 3-1996 Year 4-1995 Year 5-1996 Gen'1 Admission 50.00% 40.00% 35.00% 30.00% 30.00% Punch Cards 25.00% 25.00% 25.00% 25.00% 25.00% Annual Passes 20.00% 25.00% 30.00% 35.00% 35.00% Classes, leagues 5.00% 10.00% 10.00% 10.00%, 10.00% 100.00% 100.00% l 00.00% 1(10.00% 100.00% Non-Residents Year 1-1994 Year 2-1995 Year 3-1996 Year 4-1995 Year 5-1996 Gen'1 Admission 88.00% 85.(x% 81.00% 81.00% 81.00% Punch Cards 10.00% 12.00% 15.00% 15.00%: 15.00% Annual Passes 2.00% 2.00°10 2.00% 2..00% 2.00% Classes, leagues 0.00% 1.00% 2.00% 2.00% 2.00% 100.00% 100.00°10 100.00% 100.00% 100.00% MtngRmRent/yr 16 16 21 2R 28 Other Sources of Revenue In addition to the above, the following assumptions were made about the recreation center's other revenue generating activities. • Child care would cost $1.50 per hour for both residents and non- residents. It is assumed that approximately 2 percent of the adults using the facility would also use the child. care services. It is not anticipated that the child care center would be open the same number of hours as the facility since child care services receive the most use at specific times of the day. • The center would include 3 concession vending machines. These are the least costly alternatives and use the least space far providing refreshments. Machines would generate approximately $0.12 per visit. The prices charged reflect a 100 percent mark-up over costs to stock the machines so the center would net roughly 50 percent of the receipts. • Pro shop sales would be made from a glass case by the frant desk and would include items such as swim goggles, tee-shirts, weight belts, swim caps and other small items. On average, it was anticipated that the pro shop would generate $0.08 per visit, which reflects a 50 percent mark-up over item costs. The center would net 33 percent of receipts. 12 • Meeting space was estimated to be rented approximately 16 times per year in the first two years, increasing to almost 30 rimes per year by the fifth year. The rentals considered include formal parties, receptions and seminars. It was assumed that community meeting space needs could be accommodated in the center on a regular basis at no charge. Rental rates for meeting room space are estimated at $300 per rental, which reflects an average receipt since charges may vary by hour, day of use and number of guests. Revenue Projections Table III-6 outlines revenue projections through year 5, for the proposed center with a gymnasium. Total revenue in the center's first year of operation is forecast to exceed $378,000. By year 5, with increased visitor levels, revenue might approach. $727,500. Revenue estimates without the gymnasium appear in Table IIl-7. Revenues tend to be 15 to 20 percent lower reaching an estimated $h02,680 by year 5. L.r r.. ~ ?....r L..~J L~.d L.+ ~_.,..r L._1 L-J ~.l ~ ~ ~._I L I I L i i Table III-6 Revenue Projections Avon Community Recreation Center With Gymnasium 1994 -1998 SCENARIO 1 -WITH GYMNASIUM REVENUES YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1224 122 122 122? 192$ A>t t>CNDANCE INCOME Residents General Admissn $117,452 $127,222 $141,236 $122,818 $124,552 Punch Cards 46,981 63,611 80,706 81,879 83,035 Annual Passes 56,397 95,450 145,322 172,006 174,434 Classes, Leaeues 21,995 59,561 75,568 76,665 77,748 SUB TOTAL $242,824 $345,843 $442,831 $453,368 $459,769 Non-Residents General Admissn $91,410 $105,953 $117,795 $134,623 $168,278 Punch Cards 8,310 11,966 17,451 19,944 24,930 Annual Passes 2,619 3,142 3,666 4,190 5,237 Classes, LeaQUes 0 2,451 5,719 6,536 8,170 SUB TOTAL $102,339 $123,513 $144,631 $165,292 $206,616 A't i ~NDANCE REVENUE $345,163 $469,356 $587,462 $618,661 $666,385 ADDITIONAL INCOME Child Care $3,163 $4,162 _ $5,184 $5,400 $5,774 Meeting Rm Rentals 4,800 4,800 6,300 8,400 8,400 Concessions 15,000 18,496 23,038 24,002 25,662 Pro Shou 10,000 12,331 15,359 16,001 17,108 SUB TOTAL $32,963 $39,789 $49,881 $53,804 $56,945 TOTAL REVENUE $378,126 $509,145 $637,343 $672,464 $723,330 w ?__1 ~ ~ i._l U ~ # L~ L__-_._l L_.__.l ~-._---j ~ _ .r 1 u I 1 i l ~ I v. I ~ I I Table III-7 Revenue Projections Avon Community Recreation Center Without Gymnasium 1994 -1998 SCENARIO 2 -1NTTHOUT GYMNASIUM REVENUES YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1224 122 122 122? 122fl A i i GNDANCE INCOME Residents General Admissn $88,089 $95,416 $105,927 $92,114 $93,414 Punch Cards 35,236 47,708 60,530 61,409 62,276 Annual Passes 42,298 71,587 108,992 129,004 130,826 Classes, LeaQUes 16,496 44,671 56,676 57,499 58,311 SUB TOTAL $182,118 $259,382 $332,124 $340,026 $344,827 Non-Residents General Admissn $82,269 $95,358 $106,015 $121,160 $151,450 Punch Cards 7,479 10,770 15,706 17,950 22,437 Annual Passes 2,357 2,828 3,299 3,771 4,7i 3 Classes. Lea ae 0 2,206 5,147 5,882 7,353 SUB TOTAL $92,105 $111,161 $130,168 $148,763 $185,954 A t t nNDANCE REVENUE $274,223 $370,544 $462,291 $488,789 $530,781 ADDITIONAL REVENUE Child Care $2,491 $3,263 $4,053 $4,239 $4,567 Meeting Rm Rentals 4,800 4,800 6,300 8,400 8,400 Concessions 15,000 15,000 18,014 18,842 20,297 Pro Shon 10,000 10,000 12,009 12,561 13,531 SUBTOTAL $32,291 $33,063 $40,376 $44,042 $46,796 TOTAL REVENUE $306,514 $403,607 $502,668 $532,832 $577,577 15 IV. EXPENSE ESTIMATES This section outlines assumptions used in deriving expense estimates and describes expense forecasts. All expenses are expressed in 1992 dollars. Cost estimates are based on other centers throughout western Colorado and along the Front Range. Centers were compared that offered similar activities and facilities and were of comparable size. Expenses for a community recreation center with a gymnasium reflect higher staffing costs as well as higher costs of supplies and utilities. Additional staffing would be necessary to manage and maintain the larger space. Purchases of supplies would also increase to include basketballs, volleyball equipment and the like, as well as cleaning supplies. Utilities would be higher due to the higher cost of heating the space. Staffing Estimates It was estimated that a recreation center would be staffed by a combination of full and part-time employees. In addition, some overlap with existing recreation employees is anticipated, with existing recreation programs potentially being coordinated out of a new facility. Due to the center size and amenities, it is also anticipated that there would be cross-over of responsibilities among several employees, with people who work for the center potentially serving a number of different functions. It is also expected that there would be various hours of coverage, depending on the utilization demands for particular facilities. For example, the child care center would be expected to operate on reduced hours from the total center, since demand for this activity would be reduced when parental participation in recreation activities is less active. Full time staff would include a center director or recreation superintendent, two assistant directors or recreation coordinators, a cashier or receptionist who could also operate the pro shop sales, an administrative assistant, and two custodial workers. Part-time staff would include the following full time equivalents (r i ~s): • pool manager • two weight and cardiovascular equipment trainers • two program instructors • custodial assistant 16 If the center did not include a gymnasium, it is anticipated that one less r t ~ would be necessary and additional doubling up of responsibilities among existing staff would be practical. Initially, it is anticipated that a recreation center with a gymnasium would employ 7 full time and 9 part-time employees. For a center without a gymnasium, it is estimated that one less full time and one less part-time employee would be necessary. Salaries and benefits are estimated for both full and part-time employees on an average cost basis reflected in Table IV-1. Benefits include payroll taxes; full time employee benefits also include health insurance. The numbers below are averages and are expected to include a fairly wide variation in individual payment schedules. Table IV-1 Average Annual Staffing Expenses Per r i r. Avon Recreation Center Position Salary Benefits Total Full Time r~l ~ $21,623 $4,364 $25,987 Part Time r-l~tJ 12,022 1,389 1.3,411 In response to additional programming and maintenance needs of the center, staff needs are expected to increase as visitorship increases over time. After the first full year of operation, it is expected that one-half r i ~ will need to be added each year regardless of whether or not a gymnasium is included in the development concept. In the estimates that follow, one-half r t ~ is added per year beginning in year 2 and alternating between full and part-time hires. The part-time staff is reduced by one-half r i ~ each year that a full time employee is hired. Table IV-2 Staffing Requirements Avon Recreation Center 1994 1995 1996 1,997 1998 With Gymnasium Full Time r~~t~~;s 7.0 7.0 8.0 8.0 9.0 Part-time r t ~s 9.0 9.5 9.0 9.5 9.0 Without Gymnasium Full Time r t ~:s 6.0 6.0 7.0 7.0 R.0 Part-timer 1 tJs 8.0 8.5 8.0 8.5 R.0 17 Personnel represents the largest operating expense that the Avon recreation center would incur. If plans include a gymnasium, the cost of personnel is expected to increase from $300,000 in the first year of operations to over $350,000 in the fifth year. This is slightly less if a gymnasium is not included; personnel costs are approximately $260,000 in the first year and rise to almost $313,000 by year 5. Other Expenses In addition to staffing, a community recreation center would incur costs of supplies and other purchased services. These would generally include the following: • Office supplies and equipment rental (copier, fax) • Recreation supplies (swimming boards, basketballs, etc.) • Chemical and custodial supplies • Staff clothing (uniforms) and child care supplies • Postage, dues and subscriptions • Professional services (plumbing, electrical services) • Utilities (electric, gas, telephone) • Liability insurance In addition to the expenses mentioned above, there would be costs to stock concession machines and the pro shop. These supplies would be expected to be purchased on an as-needed basis and marked up for sale by 100 and 50 percent respectively. The concession machines under consideration offer snacks and refrigerated beverages only. Due to the short shelf life of dairy and other products, this simple refreshment variety is recommended. Expenses for stocking both the concessions and the pro shop are estimated to increase slightly as visitorship increases. Marketing and advertising are considered as an additional expense to the present magazine and news printings of Avon recreation programs. Particularly in the first year of operations, marketing will be extremely important. Due to the need for initial publications and opening ceremonies, the marketing expenses are estimated to be higher in the first year of operations, then constant at $20,000 far the duration of center operations. In addition to the above, snow removal and outdoor maintenance are not included because it is assumed that the city will continue to take care of these items. It is also assumed that this facility will be treated like ather city buildings and fall under Avon's self insurance program. 18 In the following scenarios, a replacement reserve is levied at 15 percent of operating expenses. This is expected to be a cash reserve for ongoing maintenance and equipment replacement that would be necessary due to use of the facility. Expense Projections Table IV-3 outlines expense projections through year 5, for the proposed center with a gymnasium. Total expenses in the center's first year of operation are forecast to approach $506,000. By year 5, expenses might reach almost $.563,000. Expenses do not vary significantly over the five year time period due to the fact that many costs are fixed given the size and function of the facility and do not vary significantly based on attendance levels. Expense estimates without the gymnasium appear in Table IV-4. Expenses tend to be 15 to 20 percent lower without a gymnasium, increasing to $486,000 over the five year time horizon. The expense schedules that follow include operating expenses only. All development costs are expected to be covered under municipal financing arrangements by the Town of Avon. Assessment of debt service coverage is addressed in the next section. 1~ww~ la~i t!i ~¦ir t~~ ~ V. 1~~. ~i. r~ ter, V, ~..n, ter., Table IV-3 Expense Projections Avon Community Recreation Center With Gymnasium 1994 -1998 SCENARIO 1- WITH GYMNASIUM EXPENSES YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1244 1244 1242 1428 PERSONNEL Full time salaries $151,364 $151,364 $172,987 $172,987 $194,610 Part time salaries 108,200 114,211 108,200 114,271 108,200 Benefits 42,773 43,467 47,097 47,792 5],422 SUB TOTAL $302,336 6309,042 $328,284 $334,990 $354,232 SUPPLIES Office 3,000 3,000 3,000 3,000 3A00 Recreation 14,000 14A00 14,000 14,000 14,000 Chemical 9,000 9,000 9,000 9,000 9,000 Clothing 2,000 2,000 2,000 2,000 2,000 Pro Shop 10,000 l 1,573 13,617 14,051 14,798 Concession 15,000 16,748 19,019 19,501 20,331 Custodial 10,000 10,000 10,000 10,000 10,000 Child Care 1,000 1,000 1,000 1,000 1,000 SUB TOTAL 564,000 667,321 $71,636 672,552 $74,129 PURCHASED SERVICES Postage 1,000 1,000 1,000 1,000 1,000 Print/1Nkting 25,000 20,000 20,000 20,000 20,000 Dues, Subscript'ns 300 300 300 300 300 Equipment Rental 3,000 3,000 3,000 3,000 3,000 Professnl Svcs 3,000 3,000 3,000 3,000 3,000 UTILITIES Elec, Gas 90,000 90,000 90,000 90,000 90,000 Telephone 2,000 2,000 2,000 2,000 2,000 INSURANCE Liability 15,000 15,000 15,000 15,000 15,000 SUB TOTAL 5139,300 5134,300 5134,300 5134,300 $134,300 TOTAL $505,636 $510,663 $534,221 $541,842 $562,662 Table IV-4 Expense Projections Avon Community Recreation Center Without Gymnasium 1994 -1998 SCENARIO 2 - WITHOUT GYMNASIUM EXPENSES YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1424 1424 142ft 1222 1228 PERSONNEL Full time salaries $130,909 $130,909 $]52,727 $152,727 $174,545 Part time salaries 92,800 98,600 92,800 98,600 92,800 13enefit~ 36,848 37,515 41,212 41,879 45,576 SUB TOTAL $260,558 $267,024 $286,739 $293,206 $312,921 SUPPLIES Office 3A00 3,000 3,000 3,000 3,000 Recreation 10,000 10,000 10,000 10,000 10,000 Chemical 9,000 9,000 9,000 9,000 9,000 Clothing 1,500 1,500 1,500 1,500 1,500 Pro Shop 8,000 8,000 9,356 9,729 10,384 Concession 12,000 12,000 13,507 13,921 14,649 Custodial 8,000 8,000 8,000 8,000 8,000 Child Care, 1,000 1,000 1,000 1,000 1,000 SUB TOTAL $52,500 $52,500 $55,363 $56,150 $57,532 PURCHASED SERVICES Postage 1,000 1,000 1,000 1,000 1,000 Print/Mkting 23,000 18,000 18,000 18,000 18,000 Dues, Subscrlpt'ns 300 300 300 300 300 Equipment Rental 3,000 3,000 3,000 3,000 3,000 Professnl Svcs 3,000 3,000 3,000 3,000 3,000 UTILITIES Elec, Gas 75,000 75,000 75,000 75,000 75,000 Telephone 2,000 2,000 2,000 2,000 2,000 INSURANCE Liabilitv 13,000 13,000 13,000 13,000 13,000 SUB TOTAL $120,300 $115,300 $115,300 $115,300 $115,300 TOTAL $433,358 $434,824 $457,403 $464,656 $485,754 N O 21 V. FINANCIAL FEASIBILITY In this section, we address the overall financial implications incurred by the Town of Avon if it decided to invest in a community recreation center as described previously. Local municipal finance sources were consulted to develop debt service assumptions. Capital Financing As discussed earlier, the cost of constructing the facility is expected to range from $5.8 to $6.5 million, depending on whether or not a gymnasium is included. Due to limited financial reserves and the constrained ability to generate other capital sources, it is anticipated that general obligation bonds would be issued to fund the initial construction. Debt service is included in the financial pro formal that follow. The analysis assumes a 7.0 percent fixed interest rate for 20 years for the total amount of construction. Given the current municipal finance market, these terms appear reasonable at this time, but there is no guarantee that at the time of construction these terms would still be available. No forecast is made as to future rate fl~utuatic~ns. If funded through general obligation bonds secured by property tax revenues, a mill levy increase would be necessary. Financing the community recreation center that includes a gymnasium would require an increase of approximately 16 mills on the current assessed valuation. If the mill levy is assumed to remain constant, an addition of over $47,700,000 in property assessed valuation would be required to support the center. A community recreation center without a gymnasium would require additional assessed value of over $42,600,000 or raising the mill levy from its current level by over 14 mills. Community Recreation Center --With Gymnasium During the first two years of operation a community recreation center with a gymnasium is expected to operate at a declining loss as shown in Table V-1. While the expectations for visitorship are such that the center can ultimately cover expenses with operating revenue, as discussed earlier, it is anticipated that it will take 2-3 years for the full capture of the local market to be realized. By the third year however, the center could be expected to generate a slight net operating income. When debt service is included, the center incurs an annual deficit that is over $800,000 in the first year. This is expected to fall to just under $530,000 by year 5 of operation. Table V-1 22 Financial Feasibility Avon Community Recreation Center With Gymnasium 1994 -1998 SCENARIO 1-WITH GYMNASIUM YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1434 1424 143fe 1422 1'!~ REVENUES Attendance i . Reaidersts General Admissn $117,452 $127,222 $141,236 $122,818 $124,552 punch Cards 46,981 63,611 80,706 81,879 83A35 Annual passes 56,397 95,4.50 145,322 172,006 174,434 Classes. a[x auk 21,995 59,561 75,568 76,665 _ 77,748 SUB TOTAL 5242,824 5345,843 5442,831 5453,368 5499,769 Non-Resident Lateral Admiasn 91,410 105953 117,795 134b23 168.278 punch Cards 8,310 11,966 17,451 19944 24,930 Annual passes 2,619 3,142 3,666 4,190 5,237 Qom, Lce¢u~ 0 2,451 5,719 6,536 8,170 SUB TOTAL 5702,339 5123,513 5144,631 5165,292 5206,616 ATTENDANCE REVENUE 5345,163 5469,356 5587,462 5618,661 5666,385 Additional R ~ ~ ..e Child Care 3,163 4,162 5,184 5,400 5,774 Meeting Rm Rentals 4,800 4,800 6,300 8,400 8,400 Concessions 15,000 18,4% 23,038 24,002 25,662 Pro Shov 10,000 12,331 15,359 16,001 17,108 SUB TOTAL 532,963 539,789 549,881 553,804 556,945 TOTAL REVENUE 5378,126 S509,145 5637,343 5672,464 5723,330 EXPENSES F....... el Full time salaries $151,364 $151,364 $172,987 $172,987 $194,610 Part time salaries 108,200 114,211 108,200 114,211 108,200 Benefits 42,773 43,467 47,097 47,7'92 51,422 SUB TOTAL 5302,336 5309,042 5328.284 5334,990 5354,232 Supplies Office 3,000 3,000 3,000 3,000 3,000 Raseation 14,000 14,000 14,000 14,000 14,000 Cheaticai 9,000 9,000 9,000 9,000 9,000 Clothing 2,000 2,000 2,000 2,000 2,000 Pro Shop 10,000 11573 13,617 14,051 14,798 Concession 15,000 16,748 19,019 19,501 20,331 Custodial 10,000 10,000 10,000 10,000 10,000 ~d Care 1,000 1,000 1,000 1,000 1,000 SUB TOTAL S64,000 567,321 571,636 572,552 $74,129 ~ Purchased Services Postage 1,000 1,000 1,000 1,000 1,000 ~j print/Mkting 25,000 20,000 20,000 20,000 20A00 ~ ~ Dues, Subsaipt'ns 300 300 300 300 300 Equipment Rental 3,000 3,000 3,000 3,000 3,000 Profssnl Svs 3,000 3,000 3,000 3,000 3,000 Utilities 90,000 90,000 90,000 90,000 90,000 Telephone 2,000 2,000 2,000 2,000 2,000 Insurance 15,000 15,000 15,000 15,000 15,000 SUB TOTAL 5139,300 5134,300 5134,300 5134,300 5134,300 1 _ Aeplacm~errt Reserve 75,845 76,600 80,133 81,276 84,399 TOTAL EXPENSES S581,482 5587,263 5614,354 5623,118 5647,061 NET OPERATNG INCOME ($203,356) ($78,118) 522,989 $49,346 576,269 I Debt Service (Annual) 609,%7 609,%7 609,%7 609,%7 609,%7 NET INCOME (5813,323) (5688,085) (5586,978) (5560,621) (5533,699) COST RECOVERY RATIOS • Including debt service 0.32 0.43 0.52 OSS 0.58 • Not including debt service 0.65 0.87 1.04 1.08 1.12 23 Cost recovery ratios (the ratio of revenues to expenses) show that operating revenues cover approximately 65 percent of operating expenses in the first year and this rises to more than full coverage in year three. When debt service is included, this cost recovery is lower. The cost recovery ratios with and without debt service payments for the center that includes a gymnasium are given in Table V-2 below: Table V-2 Avon Community Recreation Center With. Gymnasium Cost Recovery Ratios Cost Recovery Ratios 1994 1995 1996 1997 1998 Including debt service 0.32 0.43 0.52 0.55 0.58 Not including debt service 0.65 0.87 1.04 1.08 1.1.2 Community Recreation Center Without Gymnasium During the first three years of operation, a recreation center without a gymnasium is expected to operate at a declining loss as shown in Table V-3 on the following page. It is anticipated that it will take at least 5 years for the center to generate substantive revenues in excess of operating expenses. By the fourth year the center could break even and by the fifth year a small net operating income is generated. When debt service is included, the center incurs an annual deficit that is almost $740,000 in the first year. This is expected to fall to just under $523,000 by year 5 of operation. Cost recovery ratios show that operating revenues cover approximately 62 percent of operating expenses in the first year and this rises to full coverage in year four. If the community recreation center does not include a gymnasium, cost recovery is lower and increases at a slower rate than in the scenario where a gym is included. The cost recovery ratios with and without debt service for the center that does not include a gymnasium are given in Table V-4 below: Table V-4 Avon Community Recreation Center Without Gymnasium Cost Recovery Ratios Cost Recovery Ratios 1994 1995 1996 1997 1998 Including debt service 0.29 0.39 0.47 0.49 0.52 Not including debt service 0.62 0.81 0.96 1.00 1.03 Table V-3 24 Financial Feasibility Avon Community Recreation Center Without Gymnasium 1994 -1998 SCENARIO 2-WITHOUT GYMNASIUM 1994 1995 19% 1997 1998 YEA81 YEA8.2 YEAB~ YEA84 YEAR S REVENUES Attendance I . Residents General Adatissn $88,089 $95,416 $105,927 $92,114 $93,414 Funch Cards 35,236 47,7CI8 60,530 61,409 62X16 Annual passes 42,298 71,587 108,992 129,004 130,826 Classes, Lead 16,4% 44,671 56,676 57,499 58,311 SUB TOTAL 5182,118 5259,382 5332,124 5340,026 5344,827 NmrReiideMa General Admissn 82,269 95,358 106,Q15 121,160 151,450 punch Cards 7,479 10,770 15,706 17,950 22,437 Annual Passes 2,357 2,828 3,299 3,771 4,713 Classes, I.eagygt 0 2,206 5,147 5,882 7,353 SUB TOTAL 592,105 5111,161 5130,168 5148,763 5785,954 ATTENDANCE REVENUE 5274,223 5370,544 5462,291 5488,789 5530,781 Additional Revenge Child Care 2,491 3,263 4,053 4,739 4,567 Meeting Rm Rentals 4,800 4,800 6,300 8,400 8,400 Concessions 15,000 15,000 18,014 18,842 20,297 ProShov 10,000 10,000 12,009 12561 ]3,531 SUBTOTAL $32,291 $33,063 $40,376 $44,042 $46,796 TOTAL REVENUE 5306,514 5403,607 5502,668 5532,832 5577,577 EXPENSES Pe.........1 Full time salaries $130,909 $130,909 $152,727 $152,727 $174,545 Part time salaries 92,800 98,600 92,800 98,600 92,800 Benefits 36,848 37515 41,212 41,87'9 45,576 SUB TOTAL 5260,558 5267,024 5286,739 5293,206 5312,921 Supplies Office 3,000 3,000 3,000 3,000 3,000 Rearation 10,000 10,000 10,000 10,000 10,000 Chemical 9,000 9,000 9,000 9,000 9,000 Clothing 1500 1,500 1,500 1,500 1,500 Pro Shop 8A00 8,000 9,356 9,729 10,384 Concession 12,000 12,000 13,507 13,921 14,649 Custodial 8,000 8,000 8,000 8,000 8,000 Child Care 1,000 1,000 1,000 1,000 1,000 SUB TOTAL 552,500 S52,500 555,363 556,150 557,532 Pnrdtased Services Postage 1,000 1,000 1,000 1,000 1,000 Print/Mkting 23,000 18,000 18,000 18,000 18,000 Dues, Subscript'ns 300 300 300 300 300 Equipment Rental 3,000 3,000 3,000 3,000 3,000 Profssnl Svcs 3,000 3,000 3,000 3,000 3,000 Utilities 75,000 75,000 75,000 75,000 75,000 Telephone 2,000 2,000 2,000 2,000 2,000 Insurance 13,000 13,000 13,000 13,000 13,000 SUB TOTAL $120,300 5115,300 $115,300 $115,300 5115,300 Replacement R ~ . 65A04 65,224 68,610 69,698 72,863 I TOTAL EXPENSES 5498,361 5500,048 5526,013 5534,354 5558,617 NET OPERATING INCOME ($191,847) ($96,441) ($23,345) ($1522) $18,960 Debt Service (Annual) 544,836 544,836 544,836 544,836 544,836 NET INCOME (5736,683) (5641,277) ($568,181) (5546,358) (5525,8761 COST RECOVERY RATIOS • Induding debt service 0.29 0.39 0.47 0.49 0.52 1 • Not inducting debt service 0.62 0.81 0.96 1.00 1.03 25 Conclusions The analysis presented previously suggests the following conclusions: • A community recreation center in Avon could break-even on operations. With modest increases in visitorship over the five year period, a community recreation center could likely support itself operationally. • A community recreation center in Avon cannot repay its capital costs. Income from operations is not expected to support debt service payments on the facility under the concept envisioned. • Including a gymnasium is better over the long term. While adding a gymnasium to the facility adds additional costs, this is more than offset by the additional revenues generated. • If the center is built using the Avon municipal financing, taxpayers who are paying for the facility might receive a discount off the standard admission rates. If the resident category of visitorship is redefined to include only those persons living within the Town of Avon, revenues improve. The difference is not substantial enough to change the impact of debt payments on overall financial viability. • Reduced debt service will improve cost recovery. If the Town of Avon can reduce the amount of debt required to construct the facility, this could substantially change the present financial assessment. • The Town of Avon might also consider a less costly facility with the same functions to lower the initial capital costs. Any way that the Town can reduce the initial cost of developing the facility will make the community recreation center a more attractive financial venture. If, for example, an existing facility could be altered, rather than developing a new site, this might lower the capital costs and thus the municipal financing required. • The Town of Avon could wait until the local tax base grows to a level that could more easily support building a community recreation center. If the present growth trend in the area continues, the Town of Avon could attract a larger population and property valuation to support additional revenues for a community recreation center. AVON COMMUNI~1 ~C RECREATION CENTER BROWNE. BORTZ & CODDING7'ON, INC. Development Concept 155 SOUTH MADISON DENVER. COLORADO 80209 Rct~ORT 1 j303~ 321-2541 r i i r AVON COMMUN i t ~C RECREATION CEN i rrR - DEVELOPMENT CONCEPT -Prepared for - Town of Avon i 1 - T_~rared by- IIizabeth A. Fischer, Lucy C. Garrity, Thomas A Pippin Browne, Bortz & Coddington, Inc. 155 South Madison, Suite 230 1 Denver, Colorado 80209 J (303) 321-2547 and Ronald E. Rinker Barker Rinker Seacat Partners Architects 254615th Street Denver, Colorado 80211 (303) 455-1366 July 1992 TABLE OF CONTENTS Section Page Executive Summary .....................................................................................iv Market Area Characteristics ........................................................................iv Development Concept vii Site Evaluation ix Con~~~,~aal Design/Cost .............................................................................ix Visitorship Estimates ix Development Considerations x I. Introduction........» 1 .....................................................................................................1 Background Project Objectives ...........................................................................................1 Project Arr.oach 2 Acknowledgments 3 II. Market Area Characteristics........» 4 Market Area Definition 4 Characteristics of P~:a...anent Population 6 Visitor Population I 1 Implications ...................................................................................................14 III. Recreation Oriented Facilities ..................................................................16 R«. ~.ation Overview ...................................................................................17 Existing Providers ........................................................................................18 Local Support 21 Recommendations 22 IV. Entertainment Related Functions 24 Leisure Pool and Spa Facilities 24 Bowling 25 Movie Theater 28 Children's Fun Center 30 'T ~ V. Communi Service Functions 32 ty Conference/Community Meeting Space 32 Child Care 34 J 11 TABLE OF CONTENTS (CONTINUED) Section Page VI. Development Recommendations .............................................................38 Development Concept 38 . Site Evaluation 39 Conceptual Design/Cost 39 Visitorslup Estimates 43 Development Considerations 45 Appendix A. List of Persons Interviewed Appendix B. Comparable Community Recreation Centers I I 1 J iii J EXECU 1 i JE SUMMARY This report presents an evaluation of the feasibility of developing a community recreation center for the Town of Avon. This first phase of the analysis focuses on the rationale for developing such a center and what it might include. A subsequent phase will investigate the anticipated financial implications of developing such a center including revenue and expense projections. Market Area Characteristics Market area definition. The market area for a community recreation facili in ty Avon will extend beyond the Town of Avon. Avon already draws residents from throughout Eagle County for shopping and services. The location of other recreation facilities, transportation patterns and other factors also influence the market area from which a facility will draw clientele. Consideration is given to different potential markets. The primary market area, PMA, represents the area from which the community recreation center will derive the majority its business. This area is defined as Avon, Vail, Eagle-Vail, Minturn, Red Cliff, and subdivisions to the west of town including Edwards Arrowhead, and Lone Pine. The secondary market area, SMA, expands geographically to encompass the towns of Eagle and Gypsum. J Population. The primary market area included an estimated 12,370 permanent residents in 1990, representing significant growth since 1980. Avon residents accounted for just under 15 percent of this total. Most of the growth over the decade occurred in the unincorporated areas of Eagle County. Table ES-1. Population Trends in PMA and SMA, 1990 PMA SMA Total 1990 12,370 5,190 17,560 1 Source: U.S. Dept. of Commerce Bureau of the Census., J Household composition. The PMA includes 4,920 households and 2,670 families. Households include all people occupying a specific housing unit, while families include people in the same household who are related by birth, marriage or adoption. Families are identified as two adults or a single adult with children. The iv PMA includes a large number of households that are families, which confirms the trend towards a stronger family presence in the area. Families make up an even greater share of SMA households. Table ES-2. Household Composition, 1990 PMA SMA Total Total Households 4,920 1,850 6,770 Total Family Households 2,670 1,310 3,980 Percent Family HH 54.2 70.9 58.8 Source: US. Dept. of Commerce Bureau of the Census. Income. An individual's income is also an im ortant indicator of reference for P P 1 leisure activities. The income of area residents is a major factor in both the provision and choice of facility offerings and in determining the citizens' ability to support J ongoing user fees. Table ES-3. Eagle County Household Income, 1989 Percent of Households Less than $9,999 6.1 % $10-000-$24,999 21.6 $25,000-$34,999 18.0 $35,000-$49,999 23.5 $50,000-$74,999 18.0 $75,000 and higher 12.8 I Total 100.0% Source: US. Dept. of Commerce Bureau of the Census. A wide range of incomes exists in the County. Higher income households reside in the eastern portion of the PMA. Because some local communities have households with relatively low incomes, a community recreation center would need to offer locally affordable prices. Visitor population. Avon's location gives it direct access to the visitor populations of two local resorts, Vail and Beaver Creek. In addition, a smaller number of visitors also come to the Arrowhead ski resort. While the winter ski season draws the largest non-local population, both Vail and Beaver Creek have gained popularity as J v year-round resorts. Visitor estimates shown below include stays by second home J owners in the area. Table ES-4. Potential Visitor Market Category Value Winter destination visitor-days -Season 2,020,710 Winter guests J -Season 329,910 Day skiers (average day) 1,650 Summer destination visitor~iays --Season 452,640 Summer guests i -Season 129,320 Source: rsc~.. Implications. The review of demographic and economic characteristics of the resident and visitor populations in the market area suggest several implications for developing a community recreation center. These are summarized: • The local population base has grown considerably over the last several years and is expected to continue to grow in the future. The base of year round support for a community recreation center is still relatively small however. • The composition of households within the market area has evolved to include more young families. This group is a significant user of recreation facilities. • The visitor population in Eagle County is substantial. It will be 1 necessary to design a facility which taps into this market in order to J generate the visitorship needed to support a facility. • Like the permanent population, the visitor market also includes a growing number of families with children. A recent survey by Vail Associates for example, found that one third of visitors to the area are married with children. The importance of family oriented recreation is underscored for this market segment. • Visitors and local residents in the area tend to be young and active. Many recreation activities appeal to 18 to 35 year olds which account for roughly half of the market area population. vi • Incomes within the market area vary significantly. Higher income - households are more likely to be able to afford private health clubs. Some primary market area households earn lower incomes and have potentially less access to private recreation facilities. The affordability - of recreation will be a key consideration for this market segment. - Development Concept - The full report characterizes the demand for recreation, entertainment and - community uses which might be included in a community recreation center. Interviews with local representatives and a review of comparable facilities suggested various functions which might be included in a center. Each of these possible uses is described in t~....s of user profiles, existing facilities, local support and a discussion of anticipated demand. An assessment of the advisability of including such funcrions in an Avon community recreation center is discussed. The types of uses considered for the center fall into the following three broad ' categories: _ Recreation-oriented functions • Swimming pools • Weight and cardiovascular equipment _ Gymnasium for volleyball and basketball and other activities • Exercise room for aerobics and other exercise classes - Racquet sports • Ice rink • Running track • Climbing wall Entertainment related functions • Leisure Pool and spa facilities • Bowling alley • Movie theater • Children's fun center Community service functions • Conference/community meeting space • Child care 1 J i vii 1 J The table below summarizes the recommended components for a community recreation center in Avon based on this analysis. Space requirements for these uses are ~ -also described: Table ES-5. Avon Community Recreation Center Components Facility Size J Aquatic area (leisure pool, 41ane lap pool) 11,000 sf Weight room and cardiovascular equipment 2,000 sf Multipurpose exercise room (aerobics, dance) (40 person capacity) 2,000 sf Therapy pool (20 person capacity) Sauna Climbing wall Gymnasium 8,000 sf Child care center (capaaty for 15 to 20 children) 900 sf Children's fun center ~ 2,000 sf Meeting space (200 capacity; breakout into four smaller rooms; storage space to accommodate dry craft activities) 3,000 sf Small catering kitchen 600 sf Locker facilities 2,500 sf Restroom facilities; reception area; concession area 1,500 sf 1 office space 1,500 sf Mechanical, circulation, storage 7,000 sf Total Square Feet 42,000 sf Some of these uses might be phased in over time such as the gymnasium or J children's fun center. Parking for 200 cars would be required to service this facility. This concept could be expanded over time to include a broader entertainment component such as a bowling center, movie theater, restaurant/bar or other amusements. A site with the potential for expansion would be necessary. If the Town were to pursue such a concept, we advise that it secure a commitment from a private sector concessionaire which would provide these services prior to design and development. The private sector partner will require a return on its services commensurate with the risk involved. We also recommend that these entertainment related uses not be included in this first phase of development. Based on interviews with local representatives, while these functions might be desirable, they are of lower priority than the community recreation uses included in the initial development concept. Further, residents might reject a development concept which they perceive to be too costly. The willingness to publicly support what many consider to be private sector activity is also an issue; economic development implications for the community would require further elaboration. viii Finally, once the first phase is operational and draws visitor support, it might be easier ' to engage the interest of a private operator in a second entertainment-oriented phase. Site Evaluation The Town of Avon owns two sites which hold some potential as a location for a community recreation center. The first site includes 4.25 acres on the parcel where the Town's tennis marts are presently located. The second site at the water treatment plant encompasses arr.oximately three acres and would require building over and around the existing structure. Both of these sites can accommodate the first phase of a community recreation concept outlined above. Parking would need to be provided in adjacent sites. Only the tennis court site is of sufficient size to accommodate a concept of a community recreation center which could be expanded over time. A larger parcel could also be acquired to develop subsequent entertainment uses noted above if the Town favors that approach. The Stolport site or other nearby property might be suitable. Conceptual Design/Cost Preliminary conceptual designs were prepared for both Town sites, and appear in the body of the report. A facility of 42,000 sf might cost $6.2 million to develop including site devel~r...ent, furnishings and contingencies. Visitorship Estimates Visitorship estimates are described below. These estimates of market acceptance of the proposed community recreation center are derived principally from the experience of similar operations, a review of current activities, interviews with recreation providers and the best judgment of the consultant team. Visitor estimates reflect the various submarkets that exist for the center. PMA residents are distinguished from SMA residents and winter visitors are considered separately from summer visitors. A summary is shown below: Table ES-6. Forecasted Annual Visitorship Levels Low Moderate High Resident Population 89,330 136,020 173,070 Visitor Population 45,150 58.360 72,230 Total 137,480 194,380 245,300 ix Development Considerations In planning for a community recreation center in Avon the following issues deserve attention. • Programming is an essential component in the success of any community recreation center. The facilities alone are not enough to generate the maximum utilization of the space. Adult and children's programming will need to exceed present levels. Staffing to accommodate this enhanced programming activity is also needed. • Marketing becomes an integral part of center operations to encourage use by locals and visitors. A sustained level of awareness is needed to attract out of town guests. This is especially important in the case of Avon where the bulk of the bed base is located outside of town. • Transportation and access become critical elements in developing a _ center which will attract regional residents and area visitors. Public transportation, through shuttle buses or other means, will be an important service to provide to make it convenient for area visitors to _ utilize the facility. For regional residents, a location which offers easy access and ample parking is important. _ The second phase of this analysis will determine the financial characteristics of the proposed center. Interviews with local leaders suggest that the community should be willing to finance development - of a center through tax support. Other revenue streams might be earmarked for financial support of the center. Some level of operating support might be required in the initial years of operation. • Opportunities for regional support in financing a community recreation center were discussed as part of the interview process. While this may be a reasonable approach, interviews suggest that Eagle County governments may not be interested in this approach ar the present time. x I. INTRODUCTION This report presents an evaluation of the feasibility of developing a community recreation center for the Town of Avon. This first phase of the analysis focuses on the rationale for developing such a center and what it might include. A subsequent phase will investigate the anticipated financial implications of developing such a center including revenue and expense projections. Background A number of studies over the last several years have identified a desire for a community recreation center in Eagle County. Public input processes used in the development of the Eagle County Recreation Master Plan in 1987, and more recently, the Town of Avon's Parks and Recreation Master Plan of April 1992, consistently describe public support for a facility. Discussions with area recreation personnel and local officials further confirm that general support exists for a public recreation center to serve local and visitor populations. In all of these discussions, the concept of a community recreation center has been approached generically without a thorough discussion of what might be included in such a facility. Further, while many would agree that support for a center exists, many question whether the community is large enough to support such an undertaking and what the financial implications might be for local residents. The purpose of this study is to build on previous efforts that identified overall support for a community recreation center to further develop the concept and outline financial implications for the community. Project Objectives The first phase of this analysis addresses several questions about the desirability of a community recreation center for the Town of Avon. Specific issues addressed include: • Determination of the market area for a center and the number and characteristics of residents living within the market area. The implications of resident characteristics on the demand for certain types of community and recreation activities are addressed. • The anticipated demand that could be expected from the significant visitor population in Eagle County. Again, characteristics of this visitor population, including seasonal trends, composition of traveling party and other factors that influence a visitor's likelihood of using a community recreation center in Avon, are considered. 2 • The types of activities and services to include in a community recreation center which would appeal to local and visitor populations. A broad range of services are considered including recreation, entertainment and community service and support functions. A development concept for the proposed center is set forth. • An evaluation of the land requirements for the proposed concept and an assessment of alternative locations for the center. • Estimates of the cost of developing a community recreation center are outlined. The potential for phasing development of the project is also discussed. Project Approach Several sources of information and analysis were used in meeting project objectives. These are described below: • A review of existing planning documents and recreational program statistics for the Town of Avon. The recently completed Parks and Recreation Master Plan offers background on the different service providers in Eagle County and other information which is considered in this report. • A review and analysis of demographic and economic data nn the County to assess resident and visitor characteristics. • Interviews and site visits with managers of public and private recreation facilities in the county including Vail, Eagle-Vail, Avon, Edwards, Eagle and others. • Interviews with local Town officials and local business leaders to obtain a community perspective on the proposed center. • Interviews with industry representatives throughout the country in the bowling and theater operations. • Interviews with day care providers in the County and with representatives of a local task force addressing this issue. • Interviews with area lodging operators, Vail Associate representatives and others with knowledge of the local visitor market. 3 • A review of the market and programming characteristics of other community recreation center in resort environments and rural communities including Breckenridge, and Leadville, Colorado, Jackson, Wyoming and Whistler, British Columbia. The experience of these centers provides insight on the market demand for an Avon facility. Detailed information on these centers appears in Appendix B. • Site visits and data collection on the potential locations for the center. • Evaluation of the applicability of potential programs and services to be included in the center and estimated demand for such activities. A list of persons interviewed appears in Appendix A. Over 30 individuals were contacted as part of this process. Acknowledgments We express our appreciation to Bill James and Meryl Jacobs for their ready assistance in this effort. We would also like to thank the willingness of a great many local individuals to participate in the interviewing process and the openness with which they shared information and opinions. 4 II. MARKET AREA CHARACTERISTICS This section provides an overview of the demographic characteristics of the Avon market area. A community recreation center in Avon will attract potential customers or users from two general groups, local residents and visitors (including seasonal residents). Given the seasonal fluctuations in population throughout the Upper Eagle Valley, the local population characteristics determine the facility's stable base of clientele. This group potentially demands one set of facility services, while visitors are expected to have both different preferences for services and different visitation patt~,~~s. The local residents, or p«.~~anent population will be examined first, followed by consideration of the visitor population. Market Area Definition The market area for a community recreation facility in Avon will extend beyond the Town of Avon. Avon already draws residents from throughout Eagle County for shopping and services. The location of other recreation facilities, transportation patterns and other factors also influences the market area from which a facility will draw clientele. Consideration is given to different potential markets. Which market definition is appropriate will depend on what services the Avon facility offers. For forecasting purposes a primary and secondary market area are defined. The primary market area, PMA, represents the area from which the community recreation center will derive the majority its business. This area is defined as Avon, Vail, Eagle-Vail, Minturn, Red Cliff, and subdivisions to the west of town including Edwards (including Homestead and Berry Creek), Arrowhead, and Lone Pine. The secondary market area, SMA, expands geographically to encompass the Towns of Eagle and Gypsum. Beaver Creek is not included in the permanent population but it is included in the visitor estimates. 5 Presently the Town of Avon's recreation programs attract people from throughout the valley as shown below. FIGURE II-1. ORIGIN OF PARTICIPANTS 1N AVON SUMMER AND WINTER RECREATION PROGRAMS 100.O4f IIIIII 10.0% VIII 90.0% 223% 7.0% III 80.0% 70.0% ~ Mintum e ©Edwarde . . •d 60.0% 0 Vail •'•35.0%~ • •'14'796••'•••'•.•'•••' ,y ®Avon 50.0% 0 40.0% • d ~ . • C. 30.0% 7b% 20.0% 7.0% 10.0% 0.0% (n 442) e~ (nW ~elr Sooroc Avon F_~ Regielrationa Based on 442 registrations for Avon's 1991 summer programs including soccer, swimming lessons, tennis and other activities, roughly 35% of the participants come from Vail. Winter programs are much smaller in number with 143 registrations in 1990. Fewer people from Vail register for Avon-sponsored winter activities. i b Figure II-2 depicts the boundaries of the primary and secondary market areas for the Town of Avon's proposed community recreation center. FIGURE II-2. AVON COMMUNTIY RECREATION CENTER !i PRIMARY AND SECONDARY MARKET AREAS i EAGLE COUNTY i I ~ I / , E89N 701 Edwartls ~ Gypsum ~ Avon Veil ~ l 11 Atinlurn ~ • PrimaryMarkalArea ~ $9COIItlBfy Niefkst NN s ~ . i Characteristics of Permanent Population While there is speculation that the 1990 census understates the permanent 3 population, particularly in the PMA, for forecasting purposes these estimates are conservatively arr,.,priate. Population. The Primary Market Area included an estimated 12,370 pu...anent residents in 1990, representing significant growth since 1980. Avon residents accounted for just under 15 percent of this total. Most of the growth over the decade has occurred in the uninrnrporated areas of Eagle County. Table II-1. Population Trends in PMA and SMA,1990 PMA SMA Total 1990 12,370 5,190 17,560 Source: U.S. Dept. of Commerce Bureau of the Census., 7 The secondary market area includes 5,190 residents. Overall, Eagle County grew almost 65 percent during over the decade. Age distribution. The age distribution of residents in the Upper Eagle Valley varies by community. For the PMA, those under the ale of 15 are nearly 20 percent of the total resident population. The SMA has a larger proportion of children. Seniors make up a small share of the market throughout the valley at 5.2 percent compared to a state average of 10 percent. Compared to the resident base in 1980, the entire Valley's age distribution has broadened to include more children. FIGURE II-3. AGE DISTRIBUTION IN THE PRIMARY AND SECONDARY MARKET AREAS 100A4. 90.0% 0 Primary Market Area B0.0% Q Secondary Market Area 70.0% 60.0% h0.5% c 4 50.0% 47 7° v F. 40.0% 30.0% 20.0% 20.4% 12.0% 12.4% 12.0% 10.0% 7.9q, 9.6% }`r 4.7% 5.1% 5.2% Under 5 ~ 5 to 15 ~ 16 to 20 ~ 21 to 44 ~ 4i to 64 ' 6~ and over Abe Cohort Given that a substantial portion of the valley residents are young adults (21 to 44), a recreation center needs to offer adult-oriented activities. Further, children represent an important market segment. Household composition. The PMA includes 4,920 households and 2,670 families. Households include all people occupying a specific housing unit, while families include people in the same household who are related by birth, marriage or adoption. Families are identified as two adults or a single adult with children. The 8 PMA includes a large number of households that are families which confirms the trend towards a stronger family presence in the area. Families make up an even greater share of SMA households. Table II-2. Household Cornposition,1990 PMA SMA Total Total Households 4,920 1,$50 6,770 Total Family Households 2,670 1,310 3,980 Percent Family HH 54.2 70.9 58.8 Source: U.S. Dept. of Commerce Bureau of the Census. Race and gender. Racial characteristics vary dramatically across communities in the Upper Eagle Valley. The portion of the population that identifies itself as Hispanic averages 16 percent in the PMA and 11 percent in the SMA. Table II-3. Racial Composition of PMA and SMA, 1990 Percent of Population Race PMA SMA White 88% 95% Hispanic * 16 11 *Self-designated Hispanic group members may also be in other racial categories and as such double-counted. Source: U.S. Dept. of Commerce Bureau of the Census. Men are more numerous than women in the PMA and SMA: Table II-4. Gender Composition of PMA and SMA, 1990 Percent of Population Gender PMA SMA Male 53.3% 52.3% Female 46.7 47.6 Source: U.S. Dept. of Commerce Bureau of the Census. Education. Eagle County has a well educated population, with almost 90 percent of residents having attained a minimum of a high school degree and significant portions 9 having graduated from college or pursued advanced education. The education level attained by the population in the SMA is higher than in the PMA. Table II-5. Education of Eagle County Residents, 1990 High School or higher 89.1 % BA or higher 33.0 Source: U.S. Dept. of Commerce Bureau of the Census. The spectrum of educational levels in the area supports the need for variety in community facility offerings. In addition, there is a high correlation between levels of education and the type of leisure activities pursued. Income. An individual's income is also an important indicator of preference for leisure activities. The income of area residents is a major factor in both the provision and choice of facility offerings and in determining the citizens' ability to support ongoing user fees. Table II-6. Eagle County Household Income,19S9 Percent of Households Less than $9,999 6.1% $10-000-$24,999 21.6 $25,000-$34,999 18.0 $35,000-$49,999 23.5 $50,000-$74,999 18.0 $75,000 and higher 12.8 Total 100.0% Source: U.S. Dept. of Commerce Bureau of the Census. A wide range of incomes exist in the County. Higher income households reside in the eastern portion of the SMA. Because some local communities have households with relatively low incomes, a community recreation center would need to offer locally affordable prices. 10 Employment. Nearly 85 percent of all jobs in Eagle County are in five industry categories: construction, retail and wholesale trade, finance/insurance/real estate, and personal services. Almost 60 percent of the employment is in retail and services which supports the resort industry. These jobs tend to pay lower wages. FIGURE II-4. EMPLOYMENT DISTRIAUTION IN EAGLE COUNTY, 1990 Agriculture (2.3%) Mining and Manufacturing (2.2%) Government (8.0%) Services (36.3%) FIRE' (11.7%) Construction (12.3%) Wholesale and retail trade (24.1 ' Finance, Insurance and Real Fstate "Transportation, Communintions and Public Utilities Source Bureau of Eoona~mic Analysis Housing. Avon's population has grown three-fold over the last 10 years and strong growth in local population is expected to continue for the immediate future. Given the price of property in Vail and the corresponding migration of singles and families down valley, housing development of Avon and nearby communities will play an increasingly significant role in the growth in population in the area. Since 1980, an increasing portion of PMA housing units are owner occupied. Seasonal units number 6,430. Table II-7. Seasonal Housing in PMA and SMA PMA SMA Total Occupied Housing Units 4,920 1,850 Percent Owner Occupied 51% 63°I~ Percent Renter Occupied 49% 37~~ Seasonal or Vacant Units 6,430 260 Source: U.S. Dept. of Commerce Bureau of the Census, 1990. 11 In the PMA, 57 percent of the total housing units are second homes, supporting part time owner occupancy. Avon is anticipating that a majority of future growth will derive from full-time residents rather than second home-owners. Visitor Population Avon's location gives it direct access to the visitor populations of two local resorts, Vail and Beaver Creek. In addition, a smaller number of visitors also come to the Arrowhead ski resort. While the winter ski season draws the largest non-local population, both Vail and Beaver Creek have gained popularity as year-round resorts. This section describes an approach for estimating the visitor population in the area. Estimates include stays by second home owners in the area. Skier visits. The Vail ski area had over 1.5 million skier visits in the 1990-91 ski season. Beaver Creek also supports a strong and growing visitor population and in the same season, attracted over 400,000 skier visits. Arrowhead is much smaller and less well known, bringing in only 22,000 skier visits in 199(1-91. Skier distributions. Skier visits fall into three categories: out-of-state destination skiers and Colorado destination skiers (combined into "destination skiers"), day skiers and local skiers. Based on surveys conducted by resort operators and Colorado Ski Country USA (CSCUSA), and discussions with area representatives, for the three ski areas under consideration, skier distributions by type are assigned as follows: • Destination skiers 75 percent • Day skiers (nonlocal) -12 percent • Local skiers --13 percent While the percent of destination skiers may vary by resort, the above are reasonable attributions. Nonskier guests factor. Not all winter visitors to the resorts are skiers and many visitors do not ski every day of their vacation. According to the Town of Avon, surveys conducted by Vail Associates indicate that on an average day during the ski season, approximately 33 percent of visitors are not skiing. The nonskier guest factor applies this ratio to generate data on total guests with skiers and nonskiers. These nonskiers represent an important market for a community recreation center as they seek a variety of alternative activities. Summer/winter ratio. Based on discussions with hotel operators, retailers and knowledgeable local residents, as well as occupancy data provided by Vail Resort Association, on average 0.35 visitors stay overnight in the area in the summer for every one overnight visit in the winter. In other words, on an average day in the summer season, overnight visitation is approximately 35 percent of overnight visitation during an average day in ski season. 12 Summer visitor distribution. Interviews with summer visitors indicate that 36 percent of all visitors to the Vail-Avon area during the summer are day only visitors with overnight accommodations outside of the Upper Eagle Valley. Stated another way, approximately one-third of guests in the summer time will not be spending the night locally in association with their visit. This leaves the balance of 64 percent as an estimate of destination visitors to the area in the summer. Length of stay. Length of stay data are from local winter and summer surveying efforts. Based on these data, the average length of stay for winter destination guests is estimated to be 6.1 nights. The average length of stay for overnight guests during the summer is 3.5 nights. Length of season. The ski season is expected to run from Thanksgiving to mid- April or approximately 145 days. The peak summer period is assumed to run from mid-June to mid-September or approximately 90 days. Virtually all utilization of the Avon facility by visitors to the area will occur during these limited. winter or summer visitation periods. Table II-8. Visitor Assumptions Category Value 1990-91 annual skier visits: Vail Mountain 1,536,554 Beaver Creek 432,421 Arrowhead 22.018 Tota11990-91 skier visits 1,99,993 Distribution of skier visits Destination skiers 75 percent Day skiers (nonlocal) --12 percent Local skiers -13 percent Nonskier guests (dest.) factor 1.33 Summer/winter visitor ratio (1.35 Distribution of summer visits Desdnadon visitors 64 percent Day visitors (nonlocal) 36 percent Average length of stay in winter (nights) 6.1 Average length of stay in summer (nights) 3.5 Day/night summer visitor ratio 0.36 Season length (days): Winter 145 Summer 90 Source: BBC. 13 Based on the assumptions outlined above, estimates of the potential visitor market are det~...sned by examining winter and summer visitation patterns separately. Projections for winter visitors are based on the skier visits to local ski areas and projections for summer visitors are based on visitor data from area lodge and tourism operators. These, combined with the local market estimates, provide a basis for det«~.?ining annual visitation at the proposed facility. Total visitor projection data is summarized in Table II-2. Winter destination visitors-days. Winter destination visitor-days are the number of overnight visitor-days (skiers and nonskiers) occurring over the course of the ski season. Quantification is achieved through a relationship between skier visits, percentage destination skiers and nonskier guest ratios. Total visitor-days divided by the length of season provides the number of overnight visitors in the area on an average day during ski season. During the 1990-91 ski season, approximately 13,940 temporary visitors lodged in the Upper Eagle Valley on an average day. Winter guests. Guests refers to the number of individuals staying overnight in the Vail area during the winter season. The average length of stay defines the relationship between visitor days and guests. At present, these three ski areas support approximately 2.0 million destination visitor-days over the course of a ski season. The average overnight winter visitor to the Upper Eagle Valley spends 6.125 nights; thus, 329,910 overnight guests (2,020,710 _ 6.125) are drawn to the area during ski season. The distinction between total visitor-days and guests is made in order to apply accurate market capture data from a variety of independent sources. Day skiers. Day skiers are nonresident skiers spending a day in a resort in association with skiing but not residing overnight. Most day skiers are from the Denver area or Summit County. It is assumed that this group of winter visitors would not utilize the Avon facility except to a limited degree. These figures do not include Eagle County residents. Summer destination visitor-days. Summer destination visitor-days are the summer equivalent of winter destination visitor-days. The summer season lasts 90 days and average overnight visitation is roughly one-third the level of the average overnight visitation during the ski season. 14 Summer guests. This term is the summer equivalent of winter guests. It represents the number of individuals visiting the Upper Eagle Valley and thus equates to destination visitor days divided by average length of stay (3.5 days in summer time). Table II-9. Potential Visitor Market Category Value Winter destination visitor-days --Season 2,020,710 Winter guests Season 329,910 Day skiers (average day) 1,650 Summer destination visitor-days --Season 452,640 Summer guests Season 129,320 Source: BBC. The visitor estimates shown above indicate the magnitude of the visitor population. Section VI of this report uses these estimates to forecast visitorship levels at the proposed facility. Implications The review of demographic and economic characteristics of the resident and visitor populations in the market area suggest several implications in developing a community recreation center. These are summarized: • The local population base has grown considerably over the last several years and is expected to continue to grow in the future. The base of year round support for a community recreation center is still relatively small however. • The composition of households within the market area has evolved to include more young families. This group is a significant user of recreation facilities. • The visitor population in Eagle County is substantial. It will be necessary to design a facility which taps into this market in order to generate the visitorship needed to support a facility. 15 • Like the permanent population, the visitor market also includes a growing number of families with children. A recent survey by Vail Associates for example, found that one third of visitors to the area are married with children. The importance of family oriented recreation is underscored for this market segment. • Visitors and local residents in the area tend to be young and active. As described in the next section, many recreation activities appeal to l8 to 35 year olds which account for roughly half of the market area population. • Incomes within the market area vary significantly. Higher income households are more likely to be able to afford private health clubs. Some primary market area households earn lower incomes and have potentially less access to private recreation facilities. The affordability of recreation will be a key consideration for this market segment. 16 III. RECREATION ORIENTED FACILITIES The next three sections characterize the demand for recreation, entertainment and community uses which might be included in a community recreation center. Interviews with local representatives and a review of comparable facilities suggested various functions which might be included in a center. Each of these possible uses is described in terms of user profiles, existing facilities, local support and a discussion of anticipated demand. An assessment of the advisability of including such functions in an Avon community recreation center is discussed. The types of uses considered for the center fall into the following three broad categories: • Recreation-oriented functions • Entertainment related functions • Community service functions Recreation is narrowly defined in this context to mean physical, participatory activities and sports. These uses are described below: Recreation plays an important part in the lives of many F.agle County residents. Private athletic clubs and public recreation providers have added to the base of activities available to residents and visitors. A publicly sponsored recreation center could further enhance access to recreation programs and facilities. The recreation component of a community center will primarily meet the needs of area residents but is also expected to attract area visitors, particularly those who are accustomed to using health and recreation facilities. Such a facility enhances the base of activities for community residents and can contribute to a sense of community. The following recreation facilities are considered: • Swimming pools • Weight and cardiovascular equipment • Gymnasium for volleyball and basketball and other activities • Exercise room for aerobics and other exercise classes • Racquet sports • Ice rink • Running track • Climbing wall 17 Recreation Overview It is important that the various facilities in a community recreation center match the needs and demographic profile of the community. A national survey conducted by the National Sporting Goods Association in 1989, surveyed participation in 26 sports and recreation activities and provides information on the characteristics of users. The most popular recreation activities in the country include swimming, exercise walking, exercising with equipment, basketball, aerobic exercising, and volleyball. Running or jogging, tennis and racquetball appeal to a smaller market. Further infer.., ration on the characteristics of users and utilization standards appear below: • Swimming. On a national level, almost one third of the population swims at least six times a year. Men and women of all age groups, especially the 25-34 age group, participate in swimming. The income distribution of participant households is relatively broad, with half the participants representing households with reported annual incomes under $35,000. Given this wide range of participation, it is likely that a swimming pool would appeal to a broad cross segment of the market area population. • Exercise with weight and cardiovascular equipment. The growing awareness of the health benefits from cardiovascular exercise has created a recreation activity which did not exist twenty years ago. Weight training, while popular among both sexes, is still dominated by men. Nationally, over 52 percent of the respondents who participated in this activity were men and almost half were between the ages of 18 and 34. In addition, better than a third represented households reporting annual incomes in excess of $50,000. Since most aerobic and weight training take place at private health clubs, this often precludes lower income populations from participating which accounts for the relatively high income levels reported. • Gymnasium. Gymnasiums accommodate a variety of activities, but the most popular include basketball and volleyball. Basketball and volleyball rank eighth and tenth respectively in the national survey on most popular recreation activities. Basketball participants are predominantly male, while equal numbers of men and women participate in volleyball. Both sports saw better than two-thirds of the participants between the ages of 12 and 34. While basketball draws more 12 to 17 year-olds, volleyball attracts more people in the 25 to 34 year old group. Participation in both sports reflects broad representation by households in both high and low income groups. Again, this profile of users closely resembles Avon's market area population. This is further evidenced in the popularity of basketball and volleyball programs sponsored locally. 18 • Exercise room. While fitness space is broadly defined, aerobic classes are a primary activity. Participants in aerobics classes nationwide are almost five to one female to male. Roughly 18 percent of females (over the age of 7) engage in aerobic exercise. Most participants are in the 25 to 34 year old age group however many 18 to 24 year olds and 35 to 44 year olds also participate. More participants are from higher income households but there is representation in the lower income categories as well. Like weight and cardiovascular equipment, access to facilities may bias this data to the higher income households. • Racquet sports. Participation in racquet sports has declined over time. In 1984, for example, nearly 11 percent of the adult population played tennis compared to 10 percent in 1989. Tennis and other racquet sport players tend to be younger, 18 to 34 years old, with relatively high incomes (60 percent over $35,000). • Climbing wall. Technical climbing has gained popularity as an outdoor activity, particularly in Colorado. The advent of indoor climbing walls which allow participants to practice their skills year round has advanced the sport's appeal. While national data on the profile of users does not yet exist, the few climbing walls which operate in the region are heavily utilized. • Indoor running track. Like a climbing wall, running tracks hold appeal in areas with cold weather when year round outdoor participation is not possible. Running remains a popular activity with 13 percent of the adult population regularly running or jogging. Nationally, runners are slightly more likely to be male, typically 25 to 34 years of age, with household incomes in excess of $50,000. • Ice rink. The popularity of the Dobson Ice Arena in Vail prompted some locals to speculate whether support for a second indoor ice rink exists. National industry standards indicate that 100,000 people are necessary to support an indoor ice rink and that people will drive one half to one full hour to use a facility. It would prove difficult to justify a second indoor facility in the valley at this time based on these standards. Existing Providers Competition for a community recreation center in Avon comes from both private and public sources. Health club operators and area lodges offer varying combinations of recreation activities and while some of these offer a fairly extensive array of facilities, they are not available to the public at large. Costs of membership are prohibitive for many PMA residents. Public recreation providers utilize local school facilities and community rooms to run certain programs including basketball, volleyball and aerobics. 19 A brief overview of the facilities and activities of private athletic clubs and public recreation providers is presented below: Private health clubs. Many of the facilities noted above are available largely through private athletic facilities. The Homestead Club is the only private recreation facility within the Primary Market Area. Several facilities operate in Vail: • Homestead Club. This club includes a small lap pool, tennis courts, racquetball courts, cardiovascular and free weight equipment, an exercise room, pro shop, and child care area. Homeowners within the Homestead development are required to belong to the club which costs $40 per month. Roughly half of the homeowners are active users of the club. Non-residents can also join the facility at a cost of $70/month. Presently the club includes 300 homeowner members and 200 non-resident members. The maximum capacity of the club is 500 members. As the Homestead development builds out, slots for non- residents will become more limited. • Vail Racquet Club (VRC). As its name suggest, this facility specializes in tennis with 14 courts (3 covered) and an on-site tennis pro. It also has indoor and outdoor 25 meter pools for competition quality swimming. Other facilities include racquetball courts, spas, a massage therapy room, weight room, cardiovascular equipment, a restaurant, pro shop and bar. Property owners in the Racquet Club Project are required to join the facility. VRC includes 700 members. This has remained constant for the last few years. Roughly 43 percent are property owners. Members pay an initiation fee of $500 up front and $500 per year over four years. Monthly dues are $60. • Vail Athletic Club (VAC). Facilities include a 20 meter indoor pool, racquetball and squash courts, aerobic and weight room, a climbing wall, sauna and steam room and restaurant and bar attached to the adjoining hotel. Outdoor facilities include a 25 meter pool and 7 tennis courts. VAC has approximately 500 members, 75 percent of whom are year round Vail residents. Locals pay a membership fee of $75 to $110 per month. • Cascade Club. Located at the Westin Resort in Vail, this club features the only private gymnasium in the area. Other facilities include a pool, cardiovascular equipment, squash and racquetball courts and health spa. The Cascade Club has 1,200 members; 600 are year round Upper Eagle Valley residents and 600 are non-residents. There is a one time $900 initiation fee. Afterwards, resident members pay monthly dues of between $60 and $115 while non-resident members pay $RO per month. Resident members also pay user fees for indoor racquet courts. 20 • Sharon's Gym. This private facility includes weight training equipment and free weights and tanning bed. Its appeal is limited to those who are primarily interested in weight training. Membership costs $240 per year or less for 3 or 6 month memberships. An estimated 10 to 12 percent of PMA and SMA residents belong to private health facilities. They pay an estimated $700 or more a year to belong to these facilities. This level of expenditure places many of these facilities out of the reach of many moderate to middle income households in the valley. Public recreation providers have evolved over time to provide recreation opportunities for residents who cannot afford private athletic facilities. There are four major public entities involved in providing recreation in Eagle County. These include: • Town of Avon. The Town of Avon runs a series of summer and winter recreation programs. The Town uses Meadows Mountain Elementary School and Edwards Elementary School year-round and other school district facilities as needed. It also uses Town Council chambers for indoor activities. The most popular indoor recreation activities offered include basketball, volleyball and aerobics. Outdoor facilities include Nottingham Park. • Vail Recreation District. The Vail Recreation District offers an extensive array of programming throughout the year. The district operates several indoor facilities including a teen center, Dobson Ice Arena and the Red Sandstone gymnasium attached to the local school. Outdoor facilities include a tennis court complex and golf course. The district does not have any swimming facilities. • Eagle-Vail Metropolitan District. The district owns and operates an outdoor swimming pool, athletic fields, outdoor tennis and basketball courts, playground, golf course and the recently constructed pavilion meeting space. The district serves 1,900 Eagle-Vail residents although programs are also open to non-residents. Eagle-Vail operates one of the only publicly sponsored youth swim programs in the area in which 100 area children participate. While this is the first year that the district has offered recreation programming, it plans on expanding its offering in both indoor and outdoor activities especially for youth. • West Eagle County Recreation District. This district predominantly serves residents of Gypsum and Eagle. Facilities include athletic fields and outdoor swimming pool. The district sponsors leagues through the use of school district gymnasiums. In addition to the facilities noted above, several area lodging operators and homeowner associations feature limited recreation facilities. Swimming pools, golf courses and tennis courts are available. 21 In sum, residents desiring access to indoor pools, therapy pools, cardiovascular and weight training equipment and indoor tennis courts must belong to private clubs. The only climbing walls and racquetball courts within the primary and secondary market areas are also in private health clubs. Public recreation providers offer access to a few outdoor pools and tennis courts. They also provide access through programming to gymnasium space and aerobic classes. People who wish to play basketball or volleyball indoors use the gymnasiums in area schools. Public use of school facilities is limited by the physical education programming needs of the individual schools. Aerobics and other classes operate out of make-shift facilities, such as the council chambers in Avon, which are not designed for that purpose and also encounter scheduling conflicts. The Dobson Ice Arena in Vail is the only indoor ice facility in the area and is heavily used by residents and visitors throughout the Upper Eagle Valley. There are no indoor public running tracks. Local Support Interviews with local residents and recreation providers generated the following comments on specific recreation functions to consider in a community recreation center. These are summarized by activity: • Swimming. Although preference for details varied and many were concerned about the costs involved, water recreation is one of the components of a community recreation center that received the unanimous support of those interviewed. At the Vail Racquet Club the swimming program is the most popular, and two Vail club managers highly recommended inclusion of an indoor lap swimming pool in an Avon center. While some voiced a need for a competition quality lap pool, most felt that this was not necessary and spoke in support of a smaller version lap pool. Indoor pools were seen as great benefit for children and families. • Weight and cardiovascular equipment and facilities. Most people interviewed felt that physical training equipment and an exercise room should be included in the Avon center. An exercise room would offer space to develop new programs such as adult and children's dance classes, in addition to serving existing needs. A consistent suggestion was for space to accommodate 40-50 people in a single class. Many felt that in the winter, exercise classes would appeal to non-skier visitors. While some people noted that weight and cardiovascular equipment was already available in private facilities, the cost of participation puts it out of reach of the local residents. • Gymnasium. Most of the people interviewed mentioned that the PMA needed a full size adult gym for summer and winter recreation 22 programming. Many recommended inclusion of a gymnasium in an Avon recreation center, particularly if the space could also be used for children's movement classes or other activities. Many area proprietors thought that visitors would also be attracted to indoor basketball and volleyball. Representatives of Beaver Creek lodges mentioned that many of their guests inquired after these activities, particularly basketball. Some people indicated that school facilities met program needs at the present time and questioned whether a gymnasium could be justified. • Racquet sports. Most of the feedback received indicated that there were plenty of outdoor tennis courts but several people felt there is a need for indoor courts. Tennis is popular at the local clubs and it is reasonably difficult to get a court in the winter without reserving it ahead of time. While several people supported building tennis courts, they also indicated it was not a priority. Racquetball and squash are reported to be less popular by area club managers. The Vail Racquet Club has one court for each sport and the manager reports that these are the least used facilities at that club. Several people claimed that racquetball is a dying sport. Many private health clubs such as Homestead Club have converted their racquetball courts to Wally-ball. • Other activities. Although the Dobson Ice Arena is heavily used, there is little indication that additional ice facilities are needed. Further, the availability of ice time at Dobson might increase if the ice arena is no longer used for conventions. Many people expressed interest in having Avon offer a climbing wall. This is the most popular activity in the Breckenridge Recreation Center for both residents and tourists. Recommendations Based on a review of the user profiles and input from local recreation providers and community leaders, the market support for a recreation center in Avon is strong. Most of the recreation uses would appeal to local residents although some activities could expect visitor participation as well. More support exists for certain facilities than for others. The market is too small or existing facilities are in place to meet community demand for activities such as an ice rink. A summary of recreation uses to include in the development concept are highlighted below: Lap pool. The absence of a year round swimming pool available to the general public suggests opportunity for providing this service. Given that almost one-third of the general population swims and that the age and income demographics are not dissimilar from the PMA area, it could be reasonable to expect that many people would use an Avon facility. Community feedback suggests that the Avon market area could 23 support a 25 yard pool with 4 to 6 lanes for laps. The pool would be used for lessons, lap swimming and activities such as water aerobics. Weight and cardiovascular equipment. Opportunities for cardiovascular activities are an important component of a recreation center. Area weight and cardiovascular equipment receives steady use, however, it is only available to those who belong to private clubs. Including this type of activity in a community recreation center would make it available to a larger segment of the population. These uses also hold appeal for area visitors who are staying in lodging facilities that do not provide these services. Exercise/dance space. Although national demographics for aerobic classes differs slightly from the PMA statistics, access and appeal of new programs should not be discounted. The difficulty lies in quantifying these influences. Nationwide, over 10 percent of sports participants engaged in aerobic exercising. While participation in the proposed Avon facility would be dependent on programming, classes could expect to attract patrons from the PMA and SMA residents who do not belong to private facilities. A space specifically designed for dance and aerobic activity offers a superior advantage over existing public facilities. Gymnasium. The broad range of uses for a gymnasium support its inclusion in a recreation center. Given the participation levels in existing league activities the space could be well programmed. Further, as the area grows, greater demands will be placed on existing school facilities. Other recreation providers, including Eagle-Vail will also vie for programming time. Inclusion of a gymnasium in a community recreation center anticipates this future community need. This would predominantly be a space for local resident use, although some demand from area visitors could be expected. An indoor running track could be included in the gymnasium space, however demand for this activity is not significant. Climbing wall. This activity can easily be accommodated within a gymnasium. The growing popularity of climbing walls and the local interest in this activity among residents and visitors argues for its inclusion in the development concept. Racquet sports. Tennis, racquetball and squash courts presently available are sufficient for the local market. While tennis has strong appeal among many residents in the Avon area, few people interviewed felt that there was demand for additional facilities. Investing in indoor courts of any kind would be a significant cost to the community and there is little reason to believe that exclusion of these sport facilities in the Avon center would deter visits from the local or visitor populations. While the financial feasibility of public recreation facilities will be addressed in a subsequent phase of this analysis, it should be noted that some form of financial operating support might be required for the uses described above. Many communities consider these functions to be a public service which would not be available to many residents through private sector providers. 24 IV. ENTERTAINMENT RELATED FUNCTIONS In addition to servicing the recreation needs of the community's local and visitor populations, the concept of a community center could be extended to include entertainment or amusement oriented functions. This section examines several entertainment oriented uses and evaluates the feasibility of including such functions in a community recreation center in Avon. These potential activities include: • Leisure Pool and spa facilities • Bowling alley • Movie theater • Children's fun center An overview of each service follows. Leisure Pool and Spa Facilities Overview, A leisure pool is a relatively recent development which has gained widespread market acceptance particularly in Colorado where some of the first facilities developed. Unlike a lap pool, a leisure pool draws people for its entertainment aspects. It provides a relaxed festive gathering place and an opportunity to enjoy water in an unstructured leisurely context. Water slides and other family oriented fun activities have great entertainment appeal to both locals and area visitors. Other water features including fountains, bubblers, sprays and waterfalls add to the setting. The principle market for a leisure pool is the visitor population. Such facilities in other locations including Breckenridge and Steamboat Springs and to a lesser extent, in Whistler Mountain, British Columbia, have successfully captured a significant share of the tourist markets in those areas. The drop-in nature of the activity, its appeal to all age groups, and the indoor setting which encourages use in inclement weather are all factors tourists appreciate. The leisure pool at the Breckenridge Recreation Center is the second most popular activity. It has been successful in attracting non-residents to use the center; over half of the visitors to this center in March were tourists. The popularity of leisure pools among the visitor population does not suggest that a leisure pool would not also be enjoyed by local residents. Such an attraction, since it does not exist elsewhere in the County, could be expected to draw residents from Vail and western Eagle County. The inclusion of a leisure pool in a community recreation center expands the appeal of the center beyond those who engage in more structured recreation and sports activities described in the previous section. Community center operators have found that the significant utilization of this one attraction alone, helps defray operating expenses of other facilities and substantially adds to the economic feasibility of a center. 75 Spa facilities including therapy pools, steam rooms and saunas are often integrated into a leisure pool concept. Spas are heavily used in the winter after skiing and by non-skiing visitors. Demand is especially high among overnight guests who are staying in lodging which does not provide these amenities. Soaking pools which offer multiple temperatures are especially popular. Warm water pools for long t«,~~ soaking complement hot water pools which should only be used for short periods of time. Experiences in other resorts indicate that leisure pools and spas are a major attraction. The Breckenridge Recreation Center is the most recent and most successful example of the appeal of leisure pools in a recreation complex. Average daily attendance during peak ski season numbered over 760 visitors. Average attendance remained high in May, with 360 visitors a day. The water slide and recreation facilities at Steamboat Springs are also somewhat comparable. This facility attracts 500 tourists a day during peak ski season. Existing providers. A leisure pool is presently not available in Eagle County. The Town of Vail considered developing such a facility several years ago, however, voters failed to endorse financing the aquatic complexs. Spa facilities are available in all the private area health clubs and several hotels. Access to these facilities is limited to members or guests. Many of the lodging facilities in Avon do not include therapy pools or similar amenities. Local support. There is considerable support for a leisure pool and spa facilities among those interviewed. Lodging and tourism officials indicated the desire for additional activities in the area to appeal to visitors. While most people interviewed thought a water slide was a key component, many agreed that an extensive series of slides and Water World type activities was not necessary. Several were quick to note that the proposed Vail Aquatic center was too elaborate to win widespread community support. Recommendation. A leisure pool is a key component of an Avon community recreation center. Visitors and local residents will be drawn to the entertainment and amusement center aspect, with most participation expected from visiting families but strong support expected from single adults as well. Spas are also expected to have community support and strong visitor appeal. Bowling Bowling is one of the components of a community recreation center under consideration. Presently not available in Eagle County, the intent is that this activity might draw residents and visitors from throughout the county generating community and economic benefits. A review of market and financial data on bowling operations weighs the likely feasibility of providing this service. Overview. Bowling is a well developed industry and as such certain tested operating standards are frequently used in considering the feasibility of development. A commonly accepted industry standard is that 1,000 adults over the age of 21 can 26 support one lane. The minimum efficient scale in the bowling industry is perceived to be 121anes. A center of this size costs $1.2 million to develop. AMF and Brunswick, the nation's two largest makers of bowling equipment and accessories, build/lease or finance most new bowling centers in the country. These firms will not finance any bowling center with less than 321anes. The demographics of the bowling market nationally are individuals over 50 years of age, typically with lower economic and educational backgrounds. Most of these individuals participate in bowling leagues. Youth also enjoy bowling as a casual activity. Bowling is a very seasonal sport with nine "non-summer" months of high demand and three summer months which are very slow. The economics of bowling centers depends heavily on league play. Most bowling centers generally run one "shift" of league play each night, while the more successful centers have two shifts. A shift corresponds to twelve lanes with two teams of five on each lane. The average bowling center, therefore, attracts 168 teams (7 nights * 24 teams) with 8401eague bowlers (168 teams * 5 bowlers per team). Much of the income associated with bowling derives from concession sales, especially alcohol. The average bowler rolls three games and spends $18.50 per visit. Of this amount, $7.50 is for lane charges, $1 is for shoe rental, and $10 is for food and beverages. Most bowling centers are open 15 hours each day typically from 9 AM until midnight. Peak periods of activity are in the evenings. During these 15 hours, bowling center operators strive for usage of 27.61ines per lane per day. Since each line (game) takes almost 33 minutes to complete, 27.6 lines per day per lane is considered to be maximum capacity. In resort areas, utilization varies with the season. Existing providers. The two nearest bowling centers to Avon are located in Frisco and Leadville. A bowling center used to operate in Avon in the late 70's but closed due to financial and management reasons. The Summit Bowling Center in Frisco offers the closest comparable to Avon as it draws from a small permanent population and an active winter visitor market. The manager of Summit Bowling Center in Frisco reported that his business is extremely seasonal and only marginally profitable. In the winter, approximately 50 percent of the Summit Bowling Center's games are rolled by 340 league bowlers on 68 teams from Breckenridge, Dillon, Frisco, Silverthorne, and Vail. The leagues take up ten lanes in the winter, and tourists fill the other eight. The demographic profile of the average league bowler is "middle aged." Tourists are most likely to bowl during winter storms when cold weather and poor visibility impede skiing. Summer visitors rarely bowl during their stays in Summit County. Local residents are most likely to "drop-in" bowl during the Friday night "Rock 'n' Bowl" which emphasizes musical entertainment as well as bowling. 27 While the facility is full in the winter, it virtually closes down for two months in the middle of the summer. The manager resorts to taking out short term bank loans every summer to stay in business. Local support. A number of the persons interviewed throughout the course of this study favored the idea of a bowling center if it were economically feasible. They commented that bowling is a good "alternative" activity to skiing for tourists because it is considerably less expensive and not dependent on the weather. Moreover, some interviewees told of local bowling enthusiasts regularly traveling to Frisco, Leadville or Glenwood Springs to bowl. Several individuals expressed concern that such an activity might best be left to the private sector to develop. Others preferred that if a bowling center were included in a community recreation center, that it be structured as a concession or franchise agreement with an outside private operator. No one advocated that the Town subsidize such an operation. Anticipated demand. Despite some enthusiasm on the part of individuals interviewed, the demographics of the region present challenges to supporting an economically viable bowling center. As Section II of this report describes, the market area permanent population for a bowling center is about 17,56(1 (12,700 adults). Roughly 11 percent of the market area population is over the age of 50, the prime demographic of bowlers. Some demand will originate from visitors to the area, however, it should be noted that the local visitor demographic profile does not match the industry characteristics of older, lower income, and less educated participants. Industry standards of 1 lane for 1,000 adults, suggest the demand for 131anes to serve the market area permanent population. To support a viable league program of 840 members (according to national standards), this implies that 7 percent of adult residents would have to participate in league play, or 42 percent of those over 50. Given anticipated local and visitor demand, the market area might support a center of 12 to 141anes. Fewer lanes make it difficult to offer consistent availability to league participants who are the principle support of a bowling center. On the other hand, league play can often preclude opportunities for drop-in bowling which would appeal to visitors and casual local bowlers. Recommendation. A bowling center might be considered for inclusion in a community recreation center. It would provide residents and visitors with another activity, especially conducive to long winter seasons. The higher land prices and variable seasonal clientele associated with a resort market, might make it difficult for a bowling center to fully cover its operating costs. A 121ane center of 7 2,000 sf might cost roughly $1,000,000 to construct, exclusive of land costs. Restaurant and bar space, important sources of revenue in this business, could also be included. 28 To engage the interest of a private concessionaire, some form of financial assistance would likely be required, such as reduced facility costs. This need for an additional source of funding was substantiated in a recent proposal put forth By East West Partners for an entertainment complex. The market for a bowling center might be stronger in the future as the resident and visitor populations increase although the poor demographic match for bowling is unlikely to change. A laxger facility might then be justified which might enhance its economic feasibility. Consideration might be given to phasing in this activity in the future if an interested private operator can be found. We suggest contacts with potential leasees to ascertain market interest. Such a venture might enhance the economic base of the community and produce indirect benefits. (It can be expected that, if a bowling center were to open in Avon, it would capture market share from existing operators in nearby counties). Movie Theater Movie theaters are typically owned and operated by the private sector as a profit generating business. One of the considerations in examining this use is to determine whether a movie complex in a publicly owned recreation center could financially support other non-revenue generating facilities and programs. While unlikely that the Town would operate a cinema, it could lease space to a concessionaire to operate the facility and share in the proceeds. On the other hand, the Town might elect to include a movie theater in a community recreation complex even if it is not financially self supporting. A theater could help attract people to the community and produce some indirect economic benefits. Overview. Attendance in the movie industry exceeded 1.1 billion attendees throughout the country in 1989. The average American attends 4.6 movies per year. On a per capita basis, attendance has decreased since the late 1970's as videos and other forms of entertainment have created increasing competition for viewers. The average movie theater grosses $562,000 annually. Major theater chains, such as Cinemark, United Artists or Mann Theaters, have certain criteria a market must meet before they consider investing. These major movie operations apply standards of 1 screen per 100,000 population and no fewer than 6 screens to a complex. These larger operators control distribution channels for their facilities on a national level. Smaller operators, typically local entrepreneurs, are able to operate successful ventures in smaller communities. A minimum of two to three screens is needed to capture adequate market share. One theater is usually sized larger than the other to accommodate demand for popular features. Cinemas are typically built to handle peak capacity, which historically occurs during the summer months and Christmas season. 29 Small theaters rely on booking agents to access first run movies. The ability of a small theater to earn the interest of a booking agent is correlated with the number of screens already present in a market and overall dollar volumes of existing operators. Like bowling, a significant amount of the revenue generated in cinemas is from concessions which can account for 25 to 30 percent of gross receipts. Profit margins on movie rentals vary by the popularity of the film with first run feature films commanding a high premium (55 percent of gross income is paid to the distributor). Cinemas are relatively expensive to construct because of the large land requirements associated with this use. Each theater requires roughly $100,000 in projection and sound equipment. Approximately 3,500 sf per screen is required for a medium size theater. Existing providers Two cinema operations with a total of four screens operate in Vail. Seating capacity is 766. Table IV-1. Overview of Cinema Operations Theater Capacity Ticket Price (Adult) Cascade Village Theater Screen 1:276 seats $6.50 Screen 2: 75 seats Crossroads Cinema Screen 1:340 seats $6.50 Screen 2: 75 seats Both cinemas show first run movies year round. (Many movie contracts require a theater to have a screening at least once per night). They attract attendance from a market area extending from East Vail to Edwards. Both facilities suffer from poor access and visibility as well as lack of free parking. Neither cinema operation would survive without a combination of local and visitor support. Overall business volume is evenly divided among local and visitors however the bulk of business in peak tourist seasons is visitors, estimated at 70 to 80 percent. Interviews with managers of these facilities suggest that one of the biggest difficulties in operating a cinema complex in a resort community is the high cost of land, since cinemas require significant parcels and generate relatively low revenue per square foot. Local support. Several local community leaders voiced support for the development of a movie theater in Avon. They noted the difficulty of traveling to Vail in the winter months to attend shows because of impaired transportation. They also perceive that a cinema would offer an activity for local teenagers. However, several persons interviewed expressed concern about the Town engaging in what is typically a private sector business. While a concession arrangement might be acceptable, they questioned whether the Town could recover the costs of developing a cinema complex. 30 Anticipated demand. The success of a cinema complex depends on the popularity of the movies being shown. For example, the Avon-Vail market is so integrated that a booking agent would not allow the same movie to be shown in two different theaters. Additional screens in a small market do not generally generate additional demand but rather provide more selection to local viewers from which to choose. A cinema in Avon might be more convenient for down valley residents, but most people will continue to make their choice based on what is being shown rather than convenience. Tourists in Beaver Creek and Avon might find a local theater to be more convenient than traveling to Vail, particularly if it offered inexpensive and convenient parking. Recommendation The prospect for supporting a cinema complex in Avon has merit, yet is not without risk. Anew facility would likely compete effectively with existing providers. An Avon location would have some ability to realize a higher market penetration among the resident population (especially in the non-winter months) than the Vail operators because of its proximity to local residents. On the other hand, an Avon location would be at a disadvantage for the visitor market because the majority of the bed base is in Vail. A visible location combined with other recreation and entertainment activities could partially compensate for this disadvantage. It is important to emphasize however that location is a secondary consideration to the feature being shown in attracting movie audiences. Cinema complexes require considerable land for facilities and parking. A 300 - 400 seat two screen cinema might require 5,000 to 6,000 sf and cost $350,000 to $450,000 to construct (exclusive of land costs). Opportunities for realizing economies of operations from shared parking with a recreation center or other services are limited. Based on this overview of the market, the Town of Avon could consider building and leasing a cinema complex to a private operator. If such a facility is desired, some degree of subsidy would likely be required to lower the breakeven level of operations. Over time as the Avon area continues to develop, it is likely that a private operator will enter the market to provide this service at the point it becomes economically feasible. Children's Fun Center Overview. The concept of a children's fun center is to bring outdoor playground activities inside. Still a relatively new concept in community recreation center, such facilities exist in privately operated fun centers and amusement centers typically in urban areas. Children's Museums around the country including the Denver Children's Museum have been successful in developing satellite operations in shopping centers, airports and other public areas which attract children. Disney is also skilled in developing attractions and play areas for small children. A children's play land would be designed to appeal to children under the age of eight. This age group is sometimes too young to take advantage of the other activities 31 which a community recreation center might offer without significant structure and supervision. An indoor play area allows children to participate in an unstructured setting with minimal supervision. A children's fun center would include fun activities which appeal to younger children. A space filled with plastic balls for children to jump in, climbing ropes, slides and other climbing structures would be included. A contained indoor space allows for certain activities which are not conducive to outdoor playgrounds. Such indoor play areas can be especially popular in climates with short outdoor seasons. Similar facilities have been developed as part of recreation centers in Minnesota for example. Existing providers. A fun center concept does not exist in Eagle or surrounding counties at the present time. Some public and private recreation providers offer programming aimed at young children including the popular summer camp programs sponsored by Vail Recreation District and Vail Associates. These programs attract 16~ children between the ages of 2 to 12 for a variety of activities including games, crafts and outings. Vail Associates, recognizing that an increasing portion of their market is now young families, have stressed children's programming through the Golden Peak Family Center. Winter programming focuses on skiing and other activities. Local support. Many of the local interviewees noted the changing demographics of Avon and the Upper Eagle Valley including an increasing number of families and children. Programs which appeal to children of all ages are desirable. Recommendations. A children's play area could increase the appeal of a community recreation center for families with younger children. This is not a large revenue generating activity and would not cover the costs of development. It could help build overall visitation to the center. The visitor market is especially expected to utilize this area as they are anxious to find activities for their children in the evenings and on non-ski days. Sufficient space would need to be set aside to create an exciting environment. Approximately 2,000 sf could accommodate several play areas, some of which might be oriented to slightly older children. Inclusion of such an activity involves a certain degree of risk in that the concept has not been tried before in a resort community. It might be advisable to consult experts in children's attraction including the Denver Children's Museum, to further develop the actual space and activities. 32 V. COMMUNITY USES Avon's rapid growth in population has increased the residents' sense of a town identity. For some in the area, community services are a crucial component of any recreation and entertainment facility. This section examines community services designed to serve residents. Potential services include the following: • Conference/community meeting space • Child care Conference/Community Meeting Space Overview. The demand for meeting space derives from two distinct markets: first as an appeal to visitors to come to Avon for conferences, seminars, large parties and the like, and second as an appeal to local residents for group meetings and events. While the first brings new money into the community, which possibly could be used to offset the costs of the other non-revenue-producing facility offerings, it is also riskier because use will be determined by the Avon facility's status in a highly competitive conference market. The second facility use brings in less new income for the community but can generate intangible benefits that ultimately translate into an increased sense of community stability. It is worth considering meeting space that can meet the needs of both the local and the visitor populations. In crafting this kind of strategy however, special care must be given to prevent displacement of one group by the other, for example, using meeting space for both conventions and community functions can cause locals to feel displaced when the space is unavailable. Physical demands are also different for each of these groups. While one alternative is to have meeting space that can double as basketball, volleyball courts, this is complicated by acoustic and floor composition needs, and results in inferior space for conferences Kitchen facilities are an important component of meeting space with full service catering kitchen required for conference market. Amore modest warming kitchen would be suitable to the needs of community groups. Conference facilities designed to appeal to visitors will have different funding implications than meeting space designed for primarily local use. Conference facilities are seen as a benefit to lodging operators in particular, and as such, private funding for this portion of the facility could be encouraged to re-capture some of the direct benefits these entities realize. For example, Estes Park recently developed a successful conference facility attached to the Holiday Inn. The hotel provided the land and town taxpayers are funding the building debt. ~ _ 33 The market for conference space in mountain resorts is largely confined to the shoulder seasons of fall and spring. While certain groups hold functions in the winter months, prices are less competitive during this season. In the shoulder seasons, existing providers negotiate aggressively to attract business and thus are able to offer services at significantly discounted prices. The operations of the lodging facilities in the winter months allows substantial discounting to develop off season trade. Avon would need to compete for aprice-conscious market willing to forgo the image of Vail or Beaver Creek. State associations and non-profit groups are one potential market. These organizations, since they rely on exhibitor support to fund conferences, require a facility with some exhibit space. They also prefer an integrated hotel facility which offers rooms and conference space in one setting. Existing providers. At present, there are a multitude of options for meeting space in the Upper Eagle Valley. The Hyatt Regency-Beaver Creek and the Westin Hotel in Vail can accommodate a large variety of groups needs. In the Town of Vail there are spaces available for meetings, parties and receptions at many of the lodges as well as at the Vail Racquet Club. In Beaver Creek the Hyatt can accommodate banquets of up to 760 people. In addition to the lodge and health clubs that make space available, there are other spaces for large groups. The Dobson Ice Arena is the largest such facility. It can accommodate groups of up to 1,500 participants. Approximately 15 groups a year use the Dobson arena for conferences. The Town of Vail is presently undertaking a study to determine the feasibility of developing a conference center and performing arts space. While results are not available, the proposed complex would accommodate large groups with the ability to host smaller groups through break out rooms. The Eagle-Vail Pavilion is one of the few public meeting spaces in the Primary Market Area. It can accommodate groups of up to 250. Since opening in May, demand for this space has been significant with the schedule booked every night and all weekend days through September. Common functions at the Pavilion include family reunions, graduation parties and wedding receptions. Non-profit groups can use the facility without charge. The facility does not include any type of catering kitchen. First priority is given to residents of Eagle-Vail. Non-residents can request meeting times no sooner than two weeks before the scheduled event. Several preliminary proposals exist to provide conference space in Avon. Beaver Creek West is considering the development of a 200 capacity facility for use by condominium guests. The manager notes that he receives several requests from groups staying at the facility for a meeting space for apres-ski parties and receptions. At this time it is not anticipated that this facility would be available to the general public. Other discussions have centered on the possible development of a lodging/conference facility proposed for Lot C near the center of town. 34 Local support. Of the persons interviewed for this study, a majority favored including some meeting space in the Avon facility. Other than the Avon council chambers and the Eagle-Vail Pavilion, there is no meeting space available in the PMA. A facility to accommodate meetings, workshops, dances, wedding and other receptions would fill a perceived community need. Some people interviewed feel that Avon is an ideal place to build meeting space, particularly if the facility is near Nottingham Park, because of the indoor-outdoor meeting potential. With regard to conference facilities, several people mentioned the importance of proximity to lodging. Not only do people like to walk from where they are staving to meetings, but as one person articulated, once people get in their cars, they are likely to go to Vail. Most people see conference space as benefiting both the Christie Lodge and Comfort Inn. Recommendation. The research to date suggests that it would be wise to include meeting space to accommodate up to 200 people in the Avon center. • The Avon market area could support meeting space, particularly a faality dedicated in large part to satisfy local demands. A larger room which could break out into smaller meeting spaces would be desirable. • Alternative activities could be programmed for this meeting space including arts and crafts programming, cooking classes and other education opportunities. • To attract any use of meeting space by visitors, walking access to lodging is important. • Community meeting space does not typically generate significant revenues. The local not for profit groups which are frequent users of this space are usually unable to afford costly space. Some income is obtainable through rentals for receptions and banquets. • The risk associated with developing a conference facility to accommodate larger groups of 300 to 500 is substantial as a robust year round market for this space does not exist. Like other resort communities, some financial support would be required to operate this space. It would also be preferable to construct a larger conference space in direct association with a lodging facility, rather than attached to a recreation complex. Child Care Child care has received considerable attention in Eagle County in the last Few years as the family base of the area continues to grow. A recent assessment of child care needs in Eagle County indicated several areas in which child care services are deficient. In considering development of a community recreation center, the issue of child care 35 surfaces. The Town might be able to offer space to a child care operator to provide this service. Is this a service which is arr~opriate to include in a community center? And, if so, what level of service is sustainable? Overview. Child care services are provided in Eagle County by licensed and unlicensed operators. Programs are typically designed for infant, toddler/pre-school and elementary school age children. Licensed operators are required to comply with state regulations governing staff, facility characteristics, programs and other factors. Regulations vary by the age of child served. Care is offered either in licensed facilities or licensed home-based settings. Unlicensed operators also provide child care services. In general, these providers are not subject to state regulation if they care for two or fewer children. Community recreation centers, athletic clubs and other organizations can offer drop-in child care services which are not subject to state regulations if parents remain on the premises with their children. In 1987, Eagle County Commissioners appointed a task force to examine child care issues in the county. A study released by this committee in August 1990, suggested the following areas of unmet need: • Lack of affordable child care services. It costs roughly 20 percent more to obtain child care services in Eagle County than in the rest of the state. • A shortage of infant care, toddler care and before and after school programs. • A shortage of flexible care to accommodate off hours. • A shortage of sick care. • Lack of recruitment and training programs for child care providers in the county. Existing providers. In Apri11990, 131icensed day care centers provided services in Eagle County. Licensed day care homes numbered 18 and another 40 homes provided unlicensed care. Total capacity is estimated at 889 children. The majority of day care providers are located in the eastern part of the county including Learning Tree, ABC, Prater Lane, Discovery School and Rumplestiltskin. Prater Lane is the only licensed operator for infant care. This facility is subsidized by Vail Associates for VA employees. Rates range from $17 (for employees) to $33 per day. Other centers charge $18 to $26 per day. These rates often make it difficult for employees earning relatively low wages to afford care. 36 Interviews with day care operators suggest that many existing facilities are not fully occupied, as families cannot always afford the rates. On the other hand, the majority of existing operators are non-profit and have difficulty covering expenses. Regulations, staffing requirements and other factors make child care a difficult service to provide cost effectively. For example the task force has recommended that infant care, the most costly level of care to provide, might be better accommodated in licensed homes where costs are lower. Since the report on child care needs was issued, several more providers have or will soon start offering child care services for toddlers and pre-school children. Anew facility is opening in conjunction with the development of Eagle Bend housing complex in Avon. The Bible Church in Eagle-Vail is also opening a child care service. Two others are opening in Gypsum and Eagle. Discussions with task force members suggest that this additional capacity will substantially lessen unmet demand for full time child care services. Further, the affordability issue is also receiving attention. With expected grant funds from the State, several day care operators will be participating in a Head Start program which offers child care and education at reduced rates for low income families with pre-school children. A number of providers also offer before and after school programs for the older child. The Town of Avon's programs have been very successful; at present these activities are not licensed by the State. Vail Recreation District also runs an extensive licensed before and after school program. In the summer a day camp for area children attracts 100 participants. A similar program in Beaver Creek has a capacity of 70 children, half of whom are local and half are children of area visitors. Several of the area health clubs offer child supervision and play areas which parents use while visiting the club. Some of these facilities also offer significant children's programming. The Breckenridge Recreation Center includes adrop-in day care center for children between the ages of 2 months to 6 years old. Parents must be on the premises to use the service which costs $1-$2 per hour. This service encourages utilization of the facility by local and visitor segments. The center operates this service, rather than leasing space to another operator, to avoid liability issues. While not necessary, the center is licensed so parents feel comfortable with the service. Local support. While many of those interviewed recognized the difficulty in accessing child care services in the County, many questioned whether the Town of Avon had a role to play in directly or indirectly providing child care services. While a facility could be leased to a licensed operator, those most knowledgeable about child care services felt that additional capacity for toddler and pre-school children was not warranted at this time. 37 Some issues of affordability continue. The Town could lease space at a level to provide lower cost service, however, it could make it increasingly difficult for existing providers to offer services. Further, the principle costs of providing child care are labor rather than space related. Many people advocated that some level of service be offered while parents work out or use a facility. Representatives from Homestead, Cascade and the Vail Athletic Club all mentioned the necessity of caring for children while parents use a facility. There is also a great deal of support for drop-in service offerings and before and after school programs. Activities during school holidays and summer vacations are also desirable. One person noted a lack of programming for middle school aged children as most programs cater to elementary school students. Recommendation. The inclusion of drop-in child care services is an essential component of a community recreation center to make it as easy as possible for locals and visitors to use the center. We suggest this service only be offered when parents are on premises. It could be constructed to conform to state licensure requirements enabling the Town to have the option of whether or not to seek licensure. With the entry of new providers in the market, there is adequate availability of full time child care in the market area for toddler and pre-school children. A shortage of infant care persists, however, county-wide efforts to strengthen training of home based providers may fill this void over time. Further the complexity and cost of operating an infant child care service in an institution is prohibitive, and without significant subsidy, would not address the need for affordable care. The Town of Avon, through its recreation department, has a role to play in providing before and after school care for children and programs or camps during school holidays. This fills a widely perceived need and can be offered at affordable rates. Recent discussions about adopting a year round school schedule in Eagle County would increase the need for this type of programming. Programming could be developed which would use the community recreation center space. These programs may require state licensure. Alternatively, possibilities might exist for operating within the framework of already licensed programs such as the Vail Recreation District or Vail Associates summer camp at 13eaver Creek. 38 VI. DEVELOPMENT RECOMMENDATIONS This section summarizes the recommended development concept and presents estimates of likely visitation to the community recreation center. The section concludes with a series of development considerations. Development Concept The table below summarizes the recommended uses for a community recreation center in Avon. Space requirements for these uses are also described: Table VI-1. Avon Community Recreation Center Components Facility Size Aquatic area (leisure pool, 41ane lap pool) 11,000 sf Weight room and cardiovascular equipment 2,000 sf Multipurpose exercise room (aerobics, dance) (40 person capacity) 2,000 sf Therapy pool (20 person capacity) Sauna Climbing wall Gymnasium 8,000 sf Child care center (capacity for 15 to 20 children) 900 sf Children's fun center 2,000 sf Meeting space (200 capacity; breakout into four smaller rooms; storage space to accommodate dry craft activities) 3,000 sf Small catering kitchen h00 sf Locker facilities 2,500 sf Restroom facilities; reception area; concession area 1,500 sf Office space 1,500 sf Mechanical, circulation, storage 7,000 sf Total Square Feet 42,000 sf Some of these uses might be phased in over time such as the gymnasium or children's fun center. Parking for 200 cars would be required to service this facility This concept could be expanded over time to include a broader entertainment component such as a bowling center, movie theater, restaurant/bar or other amusements. A site with the potential for expansion. would be necessary. If the Town were to pursue such a concept, we advise that it secure a commitment from a private sector concessionaire which would provide these services prior to deign and development. The private sector partner will require a return on its services commensurate with the risk involved. (In the case of Fast West Partners, investors were 39 requiring a return of 20 percent to compensate for associated risk in an entertainment complex.) We also recommend that these entertainment-oriented uses not be included in this first phase of development. Based on interviews with local representatives, while entertainment functions might be desirable, they are of lower priority than the community recreation uses included in the initial development concept. Further, residents might reject a development concept which they perceive to be too costly. The willingness to publicly support what many consider to be private sector activity is also an issue; economic development implications for the community would require further elaboration. Finally, once the first phase is operational and draws visitor support, it might be easier to engage the interest of a private operator in a second entertainment- oriented phase. Site Evaluation The Town of Avon owns two sites which hold some potential as a location for a community recreation center. The first site includes 4.25 acres on the parcel where the Town's tennis courts are presently located. The second site at the water treatment plant encompasses approximately three acres and would require building over and around the existing structure. Both of these sites can accommodate the first phase of a community recreation concept outlined above. Parking would need to be provided in adjacent sites. Only the tennis court site is of sufficient size to accommodate a concept of a community recreation center which could be expanded over time. A larger parcel could also be acquired to develop subsequent entertainment uses noted above if the Town favors that approach. The Stolport site or other property nearby might be suitable. Table VI-2 weighs the relative merits of these three alternatives. The tennis court location offers the best site for a community recreation center from the perspective of access, visibility and compatibility with surrounding uses. Conceptual Design/Cost Preliminary conceptual designs were prepared for both town sites. Table VI-3 outlines anticipated development costs of the proposed community recreation center. A facility of 42,000 sf might cost $6.2 million to construct in either site including site development, furnishings, and contingency. Figure VI-1 depicts the conceptual design at the tennis court property. Parking would need to occur on adjacent parcels and require relocating Benchmark Road. The tennis court site could accommodate future expansion to include a movie theater and bowling alley if the detention pond were relocated. vti Itttatr Iri ~ l? irt¦llt r y V `¦ii ~¦¦i r¦t~d t? r ~ tttttttil ttttt+rat tttil tr¦.~ TABLE VI-Z. POTENTIAL IDENTIFIED SITES FOR COMMUNITY RECREATION CENTER Criteria Tennis Court Site Water Treatment Plant Site City Market/Stolport Area Visibility Excellent visibility from major streets and Poor visibility, especially for visitor Reasonable visibility from interstate Interstate popu~atfon Accessibility Easily accessible to local and visitor markets Cinvltous approach; one way approach and Easy to access with directlor,al signage exit; does not connect to other town streets Cumpatibility with Proximity to Nottingham Park Is favorable Proximity to Nottingham Park is favorable; Couid co-exist well with commercial uses surrounding land uses ptox[mtty to residential uNts may be negative (noise, traffic, hours) "traffic impacts Adds traffic to major streets Adds traffic to residential streets Minimal; redirects traffic off heavily travel~Yf streets land cost City owns land City owns land A commercially -zoned tract, need to purchase L,nd Size of parcel Somewhat less than desirable size; cannot Less than desirable size; cannot accommodate More than enough land for building and parking accommodate on-site parking needs on-site parking needs Po?ential for Some room for expansion on site No room for expansion on site; Couid acquire Arnple capacity for expansion expansion adjacent school dlsdict parcel Site development Good site conditlons, would require HJgher costs associated with designing Unknown; would need to extend utilitics costs reltxating tennis court; existing udlitles arotutd water treatment park; existing utilities Parking Parking is already constrained in this area Parking would need to take place on sc hooi Could be available on site dnrhtg peak periods; Quaid handle parking distrld perrel off site with e+oad relocation. Solar potential Southern orientation yields solar benefits Requires north orientation; (units solar Could capture solar benefits bae~ i LOBBY BELO GYM BELOW i ~ V W i ~ ' i ~ AQUATICS ~ ~ _ T BELOW ' ~ i--' I ~ ~ t i i ARDI i i K CHILD FFICE I WT. --MfET1~IG FUN WATER , ~ ~ ~ PLANT M-P EXERCIS UPPER LEVEL J i- I I I 1 I I' ~ Illy liii I~~~ ~J!, Iil~~~ll ~ ~I T 1 PARKING 119 SPACES ro J ~ ~ ~ 'III ENTER ~ ~ ' - - I ~ I ~ MECH. - ~ I ~ _ Y ~ GYM CARE TOR OCKER ~ ~ ~ ;I ~ , , . ! AQUATICS ~ a WATER TREATMENT PLANT ~ G I ~ n ~ ~ m Z / V °z~ c A Z / ~ Z ~ ~ ~ GROUND LEVEL rft WATER TREATMENT SITE L BRSZEP JULY 1992 `l u ~Yriff11. FI~1-1 ~J' IW.~1. 1~~. Yn~i. 6~1. y. 1_J. I~YiYI. \ - 1 I ~ \ ST R. -----r t MECH. l 1 GYM - ~ - I POND AGUATICS~ J I / LOC ER ( , _J , AVON COMMUNITY EIGHTS M_p t OFFICE MOB OWLING i ~ RECREATION CENTER CARD10 XERCIS I T ATEp ~ I I I I I I o, 90, VAS I l CHILD FUN - i i K - - _ _ f /CHIC --~EETI~IG ' ~ /CARE 1 ~ _ / 1 I i ~ ~ TENNIS COURT SITE ENTER - BRSBP JULY 1992 O` O i ~r - - ~ i~ ~I Il~~i~~,, Ilia ~ ~ PARKING 214 SPACES i I ~ _ / S m ~ ~I - I- ~ i j i i 1 _ I I i I _I_ ~ I~ i 11~j-1-_ ~ j ~ - ._i, EXISTING ROAD I~^L1.1~I~IIII;j ( /TII~ Ii~_l ~ ~ ~'''_j- - , l ~ ~ - - ~ I - - _ _ _ _ , ; RELOCATED ROAD I ~ F RE STATIO ~ ~ i_ 43 The water treatment plant site could not accommodate future expansion unless the contiguous school district property were acquired. Parking is also inadequate at this site without use of school district grounds. The conceptual design is illustrated in Figure VI-2. Building this facility on top and to the north of the existing water treatment plant compromises the design and desired orientations for entry and aquatic areas. Visitorship Estimates Visitorship estimates are described below for the development concept outlined in Table VI-1. These estimates of market acceptance of the proposed community recreation center are derived principally from the experience of similar operations, a review of current activities, interviews with recreation providers and the best judgment of the consultant team. Estimates will be utilized in the subsequent phase of this Study to forecast anticipated revenue for the center. Visitor estimates reflect the various submarkets that exist for the center. PMA residents are distinguished from SMA residents and winter visitors are considered separately from summer visitors. Distinctions between day and destination visitors are also important. Three visitor scenarios are presented representing low, moderate and high market penetration. Several assumptions are applied in deriving these capture rates: • PMA residents are more likely to use the facility than SMA residents because of its closer proximity. They will use the facility only for services they cannot obtain in these settings. • The frequency of utilization is derived from the experience of other recreation centers. On average, a person uses a recreation center once or twice a week. This average includes people who use the facility on a daily basis as well as those who might visit the center once a month or less. • Utilization is likely to be lower in the summer months for all market segments. A wide variety of outdoor recreational activities compete for an individual's time in the summer. Indoor activities are especiall~~ popular in the winter when cold weather precludes some outdoor activities. Utilization can be expected to be highest on poor weather days. The average utilization rate applied to the local population reflects a combination of winter and summer utilization. TABLE VI-3. PRELIMINARY COST BUDGET Shell Cost/ Shell Special Facility Sq. Ft. Sq. Ft. Cost Cost Subtotals Aquatic Area 11,000 sf 130 51,430,000 5400.000 51,830,000 Weight Room/ Cardiovascular 2,000 sf 70 140,000 140,000 Multi-Purpose Exercise 2,000 sf 85 170,000 10,000 180,000 Gymnasium 8,000 sf 85 680,000 10,000 690,000 Child Care Center 900 sf 70 63,000 63,000 Children's Fun Center 2,000 sf 75 150,000 100,000 250,000 Meeting Space 3,000 sf 75 225,000 30,000 255A00 Kitchen 600 sf 85 51,000 2,000 53,000 Locker Facilities 2,500 95 237500 20,000 257500 Reception, Restroom, Conces. 1,500 sf 85 127500 127500 Office Space 1,500 sf 70 105,000 105,000 Mechanical, Circulation and Storage 7,000 sf 60 420.000 420.000 1 Total Square Feet 42,000 sf 90 3,799,000 572,000 54,371,000 Building Subtotal 54,371.000 Site Development 4(10,000** Furniture and Equipment 250,000 Fees: 8.5% 427?000 Contingency: 15% 820.000 56,268,000 *Includes factor for mountain construction. **Further inf.,....ation needed to give more accurate budget. 1~Iote: Costs based on 1992 comparable projects. 7 7 I I I 45 • Destination visitors (including seasonal residents) are more likely to take advantage of the facility than pass through or day visitors. Their longer lengths of stay will encourage them to seek out a variety of activities. Visitorship estimates are inflated by a factor of 10 percent to account for utilization by day tourists and visitors outside the secondary market. The distance from Vail for day and destination skiers will make it more difficult to attract this market. • The experience of the Breckenridge Recreation Center, Steamboat Springs and other facilities has been utilized in estimating market capture rates for residents and visitors. Adjustments have been made to reflect the different level of services available in the primary and secondary market areas. The table below summarizes capture rate estimates far the various market segments under three different utilization scenarios. Table VI-4. Estimated Capture Rates by Market Segment Capture Rate (Percent of Visitors/Residents) Low Moderate High RESIDENTS Primary Market Area 8% 12% 15% Secondary Market Area 3 5 7 Winter Destination Visitors 10 12 15 Summer Destination Visitors 8 10 12 These capture rates are applied to estimates of visitor and local populatian provided in Section I to derive estimates of likely visitorship at the proposed center. Table VI-5 on the following page depicts the analysis. Local residents are expected to generate roughly two-thirds of the overall visits to the proposed facility under the various scenarios. Total visits to the community recreation center might approach 137,490 to 245,300 visits per year. A summary is shown below: Table VI-6. Forecasted Annual Visitorship Levels Low Moderate High Resident Population 89,330 136,020 173,070 Visitor Population 48.150 58,360 72,230 Total 137,480 194,380 245,300 TABLE VI-5. ' ES 1 liviATES OF VISITORSHIP TO AVON COMMUNITY RECREATION CENTER* Resident Utilization FstimatE Low Moderate Primary Market Area Residents 12,370 12,370 12,370 Utilization rate 8% 12% 15% Average visits /year 78 78 78 Total visits 77,189 115,783 144,729 Secondary Market Area Residents 5,190 5,190 5,190 1 Utilization rate 3% 5% 7% Average visits /year 78 78 78 Total visits 12,145 20,241 28,337 Total resident visits 89,333 136,024 173,066 Average visits/day 248 378 481 ~'oLriat Utilization EatLmates Winter Destination visitors 329,910 329,910 329,910 Utilization rate 10% 12% 15% Total visits 32,991 39,589 49,487 Day visitor factor 10% 10% 10% Total tourist visits 36,657 43,988 54,985 Summer Destination visitors 129,320 129,320 129,320 Utilization rate 8% 10% 12% Total visits 10,346 12,932 15,518 Day visitor factor 10% 10% 10% 1 Total tourist visits 11,495 14,369 17,243 Total tourist visits 48,152 58,357 72,228 l Average visits/dav 134 162 201 Total resident and tourist visits Annual 137,485 194,381 245,294 Average /day 382 540 681 1 'Does not include use of meeting space I Development Considerations In planning for a community recreation center in Avon the following issues deserve attention. • Programming is an essential component in the success of any community recreation center. The facilities alone are not enough to generate the maximum utilization of the space. Adult and children's programming will need to exceed present levels. Staffing to accommodate this enhanced programming activity is also needed. • Marketing becomes an integral part of center operations to encourage use by locals and visitors. While the Breckenridge facility has been very successful in its first year of operation without significant marketing, a sustained level of awareness is needed to attract out of town guests. This is especially important in the case of Avon, where the bulk of the bed base is located outside of town. • Transportation and access become critical elements in developing a center which will attract regional residents and area visitors. Public transportation through shuttle buses or other means, will be an important service to provide to make it convenient for area visitors to utilize the facility. For regional residents, a location which offers easy access and ample parking is important. • The second phase of this analysis will determine the financial characteristics of the proposed center. Interviews with local leaders suggest that the community should be willing to finance development of a center through tax support. Other revenue streams might be earmarked for financial support of the center. Some level of operating support might be required in the initial years of operation. • Opportunities for regional support in financing a community recreation center were discussed as part of the interview process. While this may be a reasonable approach, interviews suggest that Eagle County governments may not be interested in this approach at the present time. APPENDIX A. LIST DF PERSONS IN 1 tri~VIEWED Beckstrom Pam Vail Racquet Club Bennett Mike Beaver Creek West Boley Lori Town of Breckenridge Butz Spencer Vail Associates Davis Jerry Avon Mayor Dewire Steve Beaver Creek Hyatt Gershbock Charlie Citv Council, Avon Harrison Chuck Town of Brecicenndge Harvey Mike Vail Westin/Cascade Village Jenne Homestead Court Club Hazard John Avon Town Council Helburg Jean Fort Collins Rec Center Hines Tom Avon Town Coundi Jacobs Merle Rt..~~ation Di,«.or. Avon Jensen Jan Town of Whistler Johnson Frank Vail Reson Associadon Jones Albert Sumaut County i3owiin~ Center T~ Town of Leadville Kitzes David United Artists Lu~...,m Steve Cascade Village Theatre Gary Crossroads Cinema Excellence Town of Brer~~- -..:dge Mason Norris Carol Mason-~Voms Associates Metza Tom ~ West Eagle County Rt,.. radon District Moronev Bob Vail Athletic Club Moroney Mo The Learrning Tree Nottingham CC Avon Town Council Nottingham Nancy Vail Associates Orrei Don Avon-Beaver Creek Reson Association Discovery School Patton T'im Cinema Services, Inc Pick~:..g Tom Town of Estes Park Avon Town Council I Pritz Kritstin Town of Vail Reynolds Buzz Avon Council Member Robertson Lunn Eagle County Recreation Authority 1 Robinson Rob Vail R~u~ation District Saunders Alan Jackson R~~~ation Center Barrio Michael Cinematic Shapiro Ken Avon Center Shively Clark Eagle Vail Rr~.~:ation District Telling Jim East-West Partners Towns Colleen Prater lane Davscnool .J, Tuthill Howard Avon Citv Market 1 1 APPENDIX B. COMPARABLE COMMUNITY RECREATION CENTERS This appendix provides a brief description of recreation centers in communities similar to Avon. Breckenridge, Colorado Facility chara~tz.:stics. The Breckenridge Recreation Center opened in late 1991. It is the first facility of this type to be built in a mountain resort community in the region. The facslity includes: • lap and leisure pools • racquetball courts • indoor running track • indoor tennis courts • gymnasium • free weights and cardiovascular equipment • dance/fitness room • - physical therapy center • Pro shop ] child care • community room The climbing wall, both pools, and indoor tennis courts have received the most use in the first four months. Tennis reservations must be made 3 days in advance. On the other hand, racquetball has been the least popular activity. Utilization. The Breckenridge recreation center serves a market area consisting of Summit County which includes 12,900 permanent residents. The population of Breckenridge is roughly 1,300 full time residents. The Breckenridge Recreation Center saw an average of 762 visitors a day during the month of March its peak tourist season. In the winter months, the center was "totally full" f..~..? 3 PM to 8 PM. Over 52 percent 1 of visitors to the center are non-resident tourists. Locals are expected to r~t..~sent a greater share of the total visitors in the summer months: Table B-1. Origin of Visitors to Breckenridge Recreation Center i Slci Season Summer .i, Breckenridge Residents 31.0% 31.0% Out-of-State Visitors 26.0 20.5 Colorado, Out-of-County Visitors 26,0 20.5 Summit County near Breckenridge 8.5 14.0 Other Su......it County Residents 8.5 14.0 1. 1. 1 B-z J Visitation levels have remained high in the non-tourist month or Mav with average daily attendance of 360. The center is poised to capitalize on a growing trend in "ski vacations" in which visitors look for other activities in addition to skiing. The Towns 3 free trolleys which transport visitors from the bed base to the recreation center ensure tourist au~..dance. Finan ' issues. Breckenrid a has two-tiered ricin for town residents and ~8 g P g others. The average attendance fee is $3.00. "Almost everyone thinks it's affordable." Some county residents who live contiguous to town boundaries feel they should get town prices as well. Breckenridge charges separate user fees for tennis and racquetball courts, classes, and child care. Punch passes have been especially popular as they provide the most flexibility for residents. The Breckenridge Recreation Center cost $6.1 million to build including $800,000 for outdoor facilities. The city owned the land. The annual operating budget is forecast at nearly $900,000 with projected revenues of $600,000. Council supported a goal of 75 percent cost recovery in the first year, with gradual improvement to break even by the third year. The center was financed with $1 million in accumulated Town cash reserves and a $5.5 million, 15 year GO bond issue. The bond issue was approved 61 percent to 39 percent by vo:~~. Breckenridge has no revenue stream specifically dedicated to pay off the bonds. Competition. Before the recreation center was built, Breckenridge had two athletic clubs. The French Street Athletic Club (FSAC) was contiguous to the Atrium Condos in town. The Breckenridge Spa was outside Town boundaries. The owners of FSAC inirially complained about the Town recreation center; however, they were already on the verge of bankruptcy. FSAC is now bankrupt, and new owners are converting it f~.~.~~ an athletic club to a "higher end lodge." The Breckenridge Spa had no gym, a very small pool, one racquetball court, a weight room, and an aerobics r,.,.~... The owner is now converting the Spa into a "boutique hotel" which specializes in mud packs and massages. Leadville, Colorado Facility description. The Leadville Recreation Center was built in 1975, for approximately $2 million. It serves a market area population of roughly 6,000. The facility is physically connected to the Leadville Intermediate School, and administered by the school district. The recreation center includes the following amenities: • Olympic pool • 30 person hot tub • indoor running track • 2 full basketball courts • 2 full volleyball courts B-3 1 racquetball court • Universal and Olympic weight equipment Utilization The center sells three types of passes: year passes, trimester passes, and daily punch passes. Visitors to the Leadville Recreation Center are 75 percent local residents and 25 percent tourists. Residents and tourists are charged different amounts _I for using the center. Financial issues. The center does not break even financially. Admission charges, however, cover all operating expenses ex~~.~, l utilities and insurance. Until this year, the school district was responsible for administering the center and subsidized j defiats. Now the school district is hoping the City of Leadville or the county can take over the subsidy because the school district is financially strapped. Jackson, Wyoming Construction is ready to begin on a community recreation center in Jackson, Wyoming. This is a joint initiative between the county and the town board. The recreation board was already in place (prior to this project initiative). This center was designed and intended for use by locals so access to lodging was not an issue. Local population is 5,000 in the town of Jackson, with an additional 5-6,000 in the county. Faciiity description The recreation center will contain: ' ~ • 2 com late double s P 8Ym • Olympic size pool, with 6 lanes • big tube water slide, "Cougar Slide" • leisure pool • waterfall • small water slide • offices • two meeting rooms, of 800 square feet each, plans include expansion option • running track. The plan for a community center was initially addressed in a feasibility study done by the Parks and Recreation Department. The early feasibility study was a response to a public survey and the creation of a "wish list". This initial facility was estimated to cost $6.2 million and was then scaled back (they dropped racquetball courts and ice skating). J Financial Issues. The center is completely financed through a capital facilities tax equal to a 1 percent sales tax. This was put to the voters about 3 years ago as part of _ a joint initiative with a hospital, a school and the recreation center. The recreation J center gets money after the tax pays off the other two projects. Construction is budgeted at $4.2 million and is expected to go over this amount. Voters approved a bond issue that allocated a total of $4.5 million to this specific project. a B~ Operations. The center is anticipated to operate at an ongoing deficit, projected _ to be $50,000 annually. Part of the reason the town and county are willing to tolerate this is because they want tourists to have minimal use of the facility. Tourists will only • have part-time access to the facility. 1 Revenues will come from three sources: the facility will have family and single memberships and there will be a user fee charged for various programs. j Whistler Springs, British Columbia Whistler Springs is a mountain resort community 80 miles outside of Vancouver with a population of 4,500 and a bed base of 30,000. Facility characteristics. The Town of Whistler is developing a community oriented recreation facility to address local needs. Visitors are also expected to utilize the facility however this is not the primary objective. The public facility when complete l will include: • ice arena J four lane lap pool J leisure pool include whirlpool, and children's splash pool • - sauna and steam rooms • two squash courts • fitness room with cardiovascular equipment 1 day care area The facili is Iocated three miles outside the main villa e. A key com onent to tY g P its success is access to public transportation. Financing issues. The first phase which includes the ice rink was built for $5.1 J million. The second phase is priced at $3.7 million. The facility is funded through general tax revenues. Charges for the facility will be set to ensure that most people can access the center. Competition. Little competition for the recreation center exists in the community. Lodges offer limited spa facilities. The Town of Whistler and school district jointly developed a gymnasium as part of an elementary school which the community uses for league activity. Several years ago, a private operator built an outdoor water slide and spa to appeal to visitors. During its peak, the facility attracted 250 visitors a day with an admission fee of $10. In 1987, the private facility entered bankruptcy and continues to J remain abandoned. Part of the reason for the business failure was the in ability of the facility to attract a steady resident clientele. Locals soon tired of the water slides and the cost for local use was prohibitive. The outdoor setting was also not conducive to year J round use. r AVON COMMUNt 1~~C RECREA LION CEN t~R Financial FeasibiliiyAnalysis REPORT t AVON COMMUNITY RECREATjON CENTER Financial Feasibility Analysis -Prepared for - Town ~f Avon -Prepared by - Elizabeth A. Fischer and Lucy G Garri ty Browne, Bortz & Coddington, Inc. 155 South Madison, Suite 230 Denver, Colorado 80209 (303) 321-2547 and Paul H. Swoboda Recreation Consultant 7126 Petursdale Court Boulder, Colorado 80301 (303) 530-0102 No~~ember 1992 TABLE OF CON I rNTS Section Page I. INTRODU~. i iON ~ Background and Objectives ....................................................................1 Approach l II. DEVELOPMENT CONCEPT 3 Capital Investment 3 Program Concept 4 III. REVENUE ESTIMATES 6 Visitor Estimates f, Fee Structure R IV. EXPENSE ESTIMATES ~ 5 Staffing Estimates ...................................................................................15 Other Expenses .......................................................................................1' Expense Projections ...............................................................................1 R V. FINANCIAL FEASIBILITY 21 Capital Financing 21 Community Recreation Center --With Gymn~~ium 21 Community Recreation Center With~t~t G~~mn~sii~m 23 Conclusions 25 I. INTRODUCTION This report offers an analysis of the financial feasibility of building and olerating a community recreation center in the Town of Avon. This represents the second phase of analysis for this recreation center project and builds t~p~n center component costs and visitorship projections that were developed in the T'hace One anal~~~is completed earlier. This previous study is an integral part of the present report. Background and Objectives In work completed earlier, support for a community recreation center was widely encouraged by area citizens and supported by local officials. T}~e center was designed to meet local recreational objectives that were shared by a lame number of citizens, for example swimming, athletic classes and weight facilities. Tlie project was also deemed important to the development of town character and identity. In addition to the recreation facilities, other amenities were included in the plans, such as child care and meeting room space. The purpose of this study is to identify the costs a5~ociated with the center as a whole, estimate the operating revenues that might be anticipated, and project what, if any, ongoing public support might be required. In other wards, can a center of the tjpe developed conceptually in the Phase One analysis be self-supporting or wi}1 on-going subsidies be required? Approach This second phase of the analysis addresses several questions abut the financial feasibility of a community recreation center in the Town of Avon; specific tasks of the analysis included: • Determination of the costs associated with the center based on t}~e size of the facility and the type of amenities offered. Many of tl~c~ costs associated with operation of a community recreation ceT~ter are relatively fixed while others vary by the estimates of potential visitorship. Information for this task was obtained through comparative data on other communities, especially Breckenridge, and on the direct experience of Paul Swaboda, former Recreation f~irector for the City of Boulder. • Estimation of likely revenues based on the pmj~~ctions of visitorship presented in the Phase One analysis. (The moderate visitorship scenario was used in this analysis.) Visitor revenues were estimated separately, depending on whether the visitor lived in the area or had permanent residence outside the immediate market area. It is ~~~pected _ 2 that residents would be offered a slightly discounted fee f~~r use cif the facility. Revenue estimates draw on comparative data from tether communities and local pricing considerations. • Projections of costs and revenues over a five year period, from 1994 through year 5. It is anticipated that construction of the center ~vould be completed during 1993, and would be fully oFerational b_v 1994. Visitor levels in the Phase I report have been inflatecj to reflect projected population growth in the region over this same Period. • Det~....ination of how costs would vary if the recommended program were phased over time. A development concept which excludes the gymnasium was prepared to demonstrate the impact of Postponing full development. The following sections describe the methodology and assumptions used in the analysis and present findings and conclusions. 3 II. DEVELOPMENT CONCEPT The development concept recommended in the Phase One report included the following recreation and community facilities: • Aquatics area including leisure and lap pools • Weight and cardiovascular room and equipment • Therapy pool and sauna • Multi-purpose exercise room • Child care center for 15 to 20 children • Child fun center • Meeting space with accommodative capacity for 200 pe~hle and catering facilities • Gymnasium Capital Investment Total development costs were estimated in the Phase One analysis to be $6,268,000. This figure includes an allowance for site preparation, buildint; rnnstruction and investments in furniture and equipment in addition t~ a 15 percFnt continency. There is no estimate made for the cost of land purchase. These costs are inclusive, with three additional considerations: • The lap swimming pool was increased to include six lanes from the original estimate of four lanes. This increased the cost of the P~~l by $182,000. • After investigating the costs for rnncession vending machines it was det~.....ined to be more economical to purchase rather than leace. This adds $12,000 to capital costs and includes three machines. • Capital costs will differ depending on whether or not a gymnasium is included in the center. Eliminating a gymnasium frc„n the construction design reduces the total center costs by appre~i~r<~tely $690,000. - 4 ? Total costs with a gymnasium approximate $fi,4b2,000. Withrnit the gymnasium, total development costs might be $5,772,000. The financial projections that follow do not reflect the variations that might occur given different choices of facility location. Consistent with recommen~~ations in the Phase One analysis, it is assumed that the facility would be built on the tennis crn~rt site, which offers good visibility to the passer-by as well as easv access and convenience for local residents. The tennis court site might attract moderate to high visitor levels, while the Tract P site might only attract low to moderate visitor levels. While there might be considerable variation in the revenue estimates depending on the location choice, these are not reflected in this analysis and the moderate visit estimates are used throughout. Expenses on the other hand, would not be expected to vary dramatically as long as the facility under consideration included the elements described earlier. Program Concept The community recreation center programming will be kev to the facility's success. The following programs are assumed to be part of the recreation center under consideration: • Aquatics Center Instructional swim (tots, youth, adults, seniors) Lap swimming (youth/competitive, adults, family) Recreational swim (youth, adults, seniors, family) Pool rental Steam, sauna, Jacuzzi • Gymnasium Fitness and instructional classes (adults, seniors) Open basketball and volleyball and leagues (adults, teens) Gym rental (for example, teen dances) • Weight and cardiovascular fitness room Instructional classes Open workout Rental • Exercise and dance room Aerobic exercise classes Dance and other classes Rental • Meeting rooms Arts and crafts classes Dance classes (tap, modern, folk, square, ballroom) Puppetry and theatre classes 5 Martial arts classes i Small fitness classes (for example, yoga) Birthday parties, wedding receptions, conference use Organizational meetings (for basketball, volleyball, leagues, special events, etc.) Community group meetings (for example, Scouts) Child care r,,,,,.~/Child fun center Babysitting for recreation participants' children Babysitting instructional classes Fun Center activities for those eight years of age and under Two scenarios were considered simultaneously, one where the Avon recreation center includes amulti-purpose gymnasium and one where it does not. A gymnasium would accommodate a climbing wall as well as basketball and vollevhall, and other activities. Revenues and expenses are estimated under both scenarios. Tlie program concept under these scenarios is described below: If the center includes a gymnasium, there are additional programs and classes that could be included. It is anticipated that a gymnasium would enable the center to offer fitness classes for all ages, as well as other instructional classes (gymnastics for example). In addition, basketball and volleyball could also be offered as classes, leagues or pick up games. Finally, a gymnasium could lie rented for private use or used for school functions. In general, it is anticipated that the community recreation center ti~ould be open for activities from 6:00 am unti110:00 pm. It is anticipated that aquatics ~n~ould be open the entire period, as would the weight facilities. Other activities might operate on a reduced hours schedule, catering to the times of maximum use and allowing the center to most efficiently utilize staff. The exercise and dance room ~ti~ould bean example of an area that would not have to be operational for the full hours. III. REVENUE ESTIMATES This section outlines assumptions used in deriving revenue estimates and describes revenue forecasts. All revenues are expressed in 1992 dollars. Revenues estimates are based largely on projections of visitorship developed in the Phase One analysis, as well as the Breckenridge experience in terms of resident versus non-resident purchases of certain types of admission packages. Certain revenues are based on visitorship levels above a certain level. A gymnasium is estimated to offer increased revenues due to the higher visibility of the physical space as well as the additional programming that would be possible in the larger space. Visitor Estimates In the Phase One analysis, visitorship estimates are developed based on expected attendance characteristics of two population groups: The resident group consists of residents in the Primary Market Area of Avon, Vail, Eagle-Vail, Mintiirn, Red Cliff and sub-divisions, and the Secondary Market Area which encompasses Eagle and Gvpsum. The people who visit the area for tourist or recreation activities, including Seasonal residents represent the second group -non-residents. Resident visitorship estimates. According to the 1990 census, 17,5h0 people lived in the PMA and SMA combined. This population is expected to grow at approximately the same rate as Eagle County, about 1.7 percent annually. To develop resident visitorship projections, it is estimated that 12 percent of the PMA population and 5 percent of the SMA population will utilize the community recreation center from one to two times per week or 78 times per year. This generates total potential resident visitorship as shown in Table III-I. It is not anticipated that the center will capture all of this market potential in the first year. In Table III-1, the net annual resident numbers represent the total resident visitorship expected for the first 5 years of center operation. Table III-1 Projected Resident Visits (numbers are annual visits) 1994 1995 1996 1997 19AR Total potential resident visits 146,600 148,900 151,100 153,300 155,500 Estimated resident attendance 60°)0 80% 100% 100% 100'~~ Net annual resident visits 88,000 119,100 151,100 153,300 1,5,000 These figures represent the total annual resident visits the center could be expected to attract, once the recreation facilities and programs have an established identity. The center's ability to capture the full visitor potential will increase as the center becomes established. Annual capture of total resident visitorship is estimated for the first five years based on the following assumptions: • Before and during construction promotion and marketing is expected to be active, spreading the word quickly to local area residents and piquing interest in visiting the facility; • Fees and program participation charges are expected to be in line with current charges for recreation programs as well as attractive when compared with other recreation alternatives; • Initial total annual visitorship estimates are based on moderate expectations, which suggest 5 to 12 percent of the total PMA and SMA populations will regularly use the center. Non-resident visitorship estimates. In the Phase One analvsis i t is estimated that over 480,000 non-residents visit the Upper Eagle Vallev in an average year. The estimate of the total size of this population is based largely upon on annual skier visits and estimates of summer visitation and as such fluctuates from year to year. The figures used in this analysis are assumed to represent an average year and do not include an annual growth estimate. Of this population, it is anticipated that just over 10 percent would visit the Avon recreation center. This translates into approximately 58,000 visits per year. It is not expected that this market would learn of the recreation center facilities and classes as quickly as would the p«~.~anent population. Projected annual non-resident visits and capture rates are given in Table III-2 for the first five years of center operation. Table III-2 Projected Non-Resident Visits (numbers are annual visits) 1994 1995 1996 1997 1998 Total potential non-resident visits 58,000 58,000 58,000 SR,000 58,000 Estimated non- resident attendance 50% 60% 70% 80~; 100% Net annual visits 29,100 35,000 40,800 46,700 58,400 8 Annual capture of total non-resident visitorship is estimated for the first five years based on the following assumptions: • Promotion and marketing would be targeted to the lodging market as well as ski areas, bars, restaurants and other places that tourists might be expected to frequent. • The center itself would attract non-residents, due to its vi~ibiliry and visual character. • Resident use and enthusiasm would be communicated to non- residents. Visitor levels without the gymnasium are expected to be lower. The lack of a gymnasium limits opportunities for programming special events and drop-in activities. The analysis assumes that a facility without a gymnasium will attract 25 percent fewer resident visits. Non-resident visitor levels are expected to decline 1(1 percent. Fee Structure The fee schedule for a recreation center in Avon is based on charges in use at the Breckenridge Recreation Center and other public recreation centers. The fee structure that follows reflects consideration of several different types of admissions, as Nell as prices targeted to particular groups. The analysis assumes that there will be a general admission charge for a daily pass and several bulk purchase discount packages. These include punch passes, which would be priced for 10 admissions with a 20 percent discount and no expiration date, and annual passes based roughly on the price of 78 daily admissions. It is anticipated that these two types of packages will address the needs of most recreation center visitors. In addition, separate fees are expected to be charged for registered class participation. This fee structure is based on what the town of Avon's recreation program currently charges. It is anticipated that there would be separate charges for children, youth, adults and seniors. A recommended fee schedule for the different types of admission passes appears in Table III-3. These are combined with the portion of the total population in these age groups to determine a weighted average cost of admission for revenue generation purposes. Finally, it is anticipated that residents of the PMA and SMA would receive a discount from non-resident charges. Table III-3 Avon Recreation Center Admission Charges Age Group Residents Non-residents General Admission Seniors (55 and over) $1.50 $2.50 Adults 3.00 4.00 Youth (13 -18) 2.00 3.00 Children (12 and under) 1.50 2.50 Punch Passes Seniors (55 and over) $12.00 Adults 24.00 32.00 Youth (13 -18) 16.00 24.00 Children (12 and under) 12.00 2.00 Annual Passes Individual $200.00 $3~f1.00 Family 350.00 45(1.00 ' 10 ' The general admission, punch pass and annual pass rates that follow in Table 1TI- 4 represent the average costs detu~~~ined using the method described previously. Table III-4 Average Admission Fees to Avon Community Recreation Center Admission Residents Non-residents General Admission $2.67 $3.56 (1 visit) Punch Passes $21.36 $28.48 (10 visits) Annual Passes $250.00 $35(1.00 (unlimited visits) Classes & Leagues $5.00 $7.00 (per class) Admission Purchase Assumptions It is expected that the portion of visitors using general admission tickets versus the portion using punch and annual passes would change over the first five years of operations. The expectation is that in the first year, 60 percent of residents and almost 90 percent of non-residents would use general admission tickets. For the resident population, it is expected that more people will buy punch pastes and annual passes over time, until by the fifth year of operation approximately 25 percent of all resident admissions will be punch pass holders and 35 percent will be annual pass holders. The non-resident admissions are expected to remain predominantly general admission purchases, with under 20 percent of the total buying punch or annual gasses by the fifth year. Due to the inclusion of both the PMA and the SMA residents in the "resident" category, it is unlikely that a higher percent of "non-residents" would purchase multiple admission packages. Approximately 10 percent of total visitG to the center are expected from people participating in classes, leagues and other scheduled activities. There would not be a separate fee for some classes such as aerobics in which any one can drop in and participate as part of the general admission fee. Table III-5 shows the distribution of visitors by type of admission for 1994-19AR. 11 Table III-5 Utilization of Admission Packages Avon Community Recreation Center Utilization Assumptions Residents Year 1-1994 Year 2-1995 Year 3-1996 Year 4-1~5 Year 5-1Q96 Gen'1 Admission 50.00% 40.00% 35.00 20.(1(1% 30.(1(1%; Punch Cards 25.00% 25.00% 25.00 2.(1(1% 25.(X1% Annual Passes 20.00% 25.00% 3(1.00% 3.00%. 35.00% Classes, leagues 5.00% 10.(X1% 10.00% 1 n.(>n% 10.00% 100.00% 100.00% 100.00% 1(x100% 100.(1(1% Non-Residents Year 1-1994 Year 2-1995 Year3-19% Year _4_199:+ Year 5-1996 Gen'I Admission 88.00% 85.(X1% 81.00°k H1.(Xl%; 81.0(1% Punch Cards 10.00% 12.00% 15.(10% 1 x.00°' 15.00'? Annual Passes 2.00% 2.(10% 2.00% 2.0(17,: 2.(1070 Classes, leagues 0.00%'0 1.00% 2.00% 2 (10% 2.(x1% 100.00% 100.(1(1010 100.00% 10(1(X1% 100.00%r MtngRmRent/yr 16 16 21 2R 28 Other Sources of Revenue In addition to the above, the following assumptions were made about the recreation center's other revenue generating activities. • Child care would cost $1.50 per hour for both residents and non- residents. It is assumed that approximately 2 percent ~f the adults using the facility would also use the child care services. It is not anticipated that the child care center would be open the same number of hours as the facility since child care services receive the most use at specific times of the day. • The center would include 3 concession vending machines. These are the least costly alternatives and use the least space for providing refreshments. Machines would generate approximately $0.12 per visit. The prices charged reflect a 100 percent mark-up over rnsts to stock the machines so the center would net roughly 50 percent of the receipts. • Pro shop sales would be made from a glass case by the front desk and would include items such as swim goggles, tee-shirts, ti~eight belts, swim caps and other small items. On average, it was anticipated that the pro shop would generate ~O.Of3 per visit, which reflects a 50 percent mark-up over item costs. The center would net 33 percent ~f receipts. 12 • Meeting space was estimated to be rented approximately 16 times pPr year in the first two years, increasing to almost 30 times per year by the fifth year. The rentals considered include formal parties, receptions and seminars. It was assumed that community meeting space needs could be accommodated in the center on a regular basis at no charge. Rental rates for meeting room space are estimated at $3(1(1 per rental, which reflects an average receipt since charges may vary rv hour, day of use and number of guests. Revenue Projections Table III-6 outlines revenue projections through year 5, for the proposed center with a gymnasium. Total revenue in the center's first year of operation is forecast to exceed $378,000. By year 5, with increased visitor levels, revenue might approach $727,500. Revenue estimates without the gymnasium appear in Table Iii-7. Revenues tend to be 15 to 20 percent lower reaching an estimated $F,02,68(1 by year 5. f f err L...r I~rrJ 1 ~ , i 1 1 I / 1 ~ ~ ~ ' ' Table III-6 Revenue Projections Avon Community Recreation Center With Gymnasium 1994 -1998 SCENAR1O1 -WITH GYMNASIUM REVENUES YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1224 1222 122 1222 122$ A i i cNDANCE INCOME Residents General Admissn $l 17,452 $127,222 $141,236 $122,818 $124,552 Punch Cards 46,981 63,617 80,706 81,879 83,035 Annual Passes 56,397 95,450 145,322 172,006 174,434 Classes, Leaeveg 21,995 59,561 75,568 76,665 77,748 SUB TOTAL $242,824 $345,843 $442,831 $453,368 $459,769 Non-Residents General Admissn $91,410 $105,953 $117,795 $134,623 $168,278 Punch Cards 8,310 11,966 17,451 19,944 24,930 Annual Passes 2,619 3,142 3,666 4,190 5,237 Classes, LeaQUes 0 2,451 5,719 6,536 8,170 SUB TOTAL $102,339 5123,513 $144,631 $165,292 $206,616 A i i nNDANCE REVENUE $345,163 6469,356 $587,462 $6]8,661 $666,385 ADDITIONAL INCOME Child Care $3,163 $4,162 . $5,184 $5,400 $5,774 Meeting Rm Rentals 4,800 4,800 6,300 8,400 8,400 Concessions l 5,000 18,496 23,038 24,002 25,662 Pro Shoff 10,000 12,331 15,359 16,001 17,108 SUB TOTAL $32,963 $39,789 $49,881 $53,804 $56,945 TOTAL REVENUE $378,126 $509,145 $637,343 $672,464 $723,330 w r I ~ r 1 t ~ ' ~ i.r.y , , t I / I ? 1 I ~ ~ I I I I r . Table III-7 Revenue Projections Avon Community Recreation Center Without Gymnasium 1994 - ]998 SCENARIO 2 - W . r< rIOUT GYMNASIUM REVENUES YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1.428 1422 142 1242 122$ A CNDANCE INCOME Residents General Admissn $88,089 $95,416 $105,927 $92,114 $93,414 Punch Cards 35,236 47,708 60,530 61,409 62,276 Annual Passes 42,298 7],587 108,992 129,004 130,826 Classes. Leaeues 16,496 44,671 56,676 57,499 58,311 SUB TOTAL $182,118 $259,382 $332,124 $340,026 $344,827 Non-Residents General Admissn $82,269 $95,358 $106,015 $121,160 $151,450 Punch Cards 7,479 10,770 15,706 17,950 22,437 Annual Passes 2,357 2,828 3,299 3,771 4,713 Classes. I.eag~ 0 2,206 5,147 5,882 7,353 SUB TOTAL $92,105 6111,161 $130,168 $148,763 $185,954 A t ~ CNDANCE REVENUE $274,223 6370,544 6462,291 $488,789 $530,781 ADDITIONAL REVENUE Child Care $2,491 63,263 $4,053 $4,239 $4,567 Meeting Rm Rentals 4,800 4,800 6,300 8,400 8,400 Concessions 15,000 15,000 18,014 18,842 20,297 Pm Shoff 10,000 10,000 12,009 12,561 13,531 SUB TOTAL 632,291 633,063 640,376 644,042 ~ $46,796 TOTAL REVENUE $306,514 6403,607 $502,668 $532,832 $577,577 15` IV. EXPENSE ESTIMATES This section outlines assumptions used in deriving expense estimates and describes expense forecasts. All expenses are expressed in 1 X92 dollars. Cost estimates are based on other centers throughout western Colorado and along the Front Range. Centers were compared that offered similar activities and facilities and were of comparable size. Expenses for a community recreation center with a gymnasium reflect higher staffing costs as well as higher costs of supplies and utilities. Additional staffing; would be necessary to manage and maintain the larger space. Purchases of supplies would also increase to include basketballs, volleyball equipment and the like, as well as leaning supplies. Utilities would be higher due to the higher cost of heating the space. Staffing Estimates It was estimated that a recreation center would be staffed by a combination of full and part-time employees. In addition, some overlap with existing recreation employees is anticipated, with existing recreation programs potentially being coordinated out of a new facility. Due to the center size and amenities, it is also anticipated that there would be cross-over of responsibilities among se~~eral employees, with people who work for the center potentially serving a number of different functions. It is also expected that there would be various hours of coverage, depending on the utilization demands for particular facilities. For example, the child care center would be expected to operate on reduced hours from the total center, since demand for this activity would be reduced when parental participation in recreation activities is less active. Full time staff would include a center director or recreation superintendent, two assistant directors or recreation coordinators, a cashier or receptionist who could also operate the pro shop sales, an administrative assistant, and two custodial workers. Pazt-time staff would include the following full time equivalents (r t t;s): • pool manager • two weight and cardiovascular equipment trainers • two program instructors • custodial assistant ` 16 ` If the center did not include a gymnasium, it is anticipated that one less r t tr would be necessary and additional doubling up of responsibilities amc,ng existing staff would be practical. Initially, it is anticipated that a .recreation center with a gymnasium would employ 7 full time and 9 part-time employees. For a center without a gymnasium, it is estimated that one less full time and one less part-time employee would be necessary. Salaries and benefits are estimated for both full and part-time employees nn an average cost basis reflected in Table IV-1. Benefits include payroll taxes; full time employee benefits also include health insurance. The numbers below are averages and are expected to include a fairly wide variation in individual payment schedules. Table IV-1 Average Annual Staffing Expenses Per r t r. Avon Recreation Center Position Salary Benefits Total Full Timer 1 ~ $21,623 $4,364 $25,987 Part Time r t ~ 12,022 1,389 13,411 In response to additional programming and maintenance needs of the center, staff needs are expected to increase as visitorship increases over time. After the first full year of operation, it is expected that one-half rig will need to be added each year regardless of whether or not a gymnasium is included in the development concept. In the estimates that follow, one-half r 1 tr is added per year beginning in year 2 and alternating between full and part-time hires. The part-time staff is reduced by one-half r 1 t; each year that a full time employee is hired. Table IV-2 Staffing Requirements Avon Recreation Center 1994 1995 1996 1.997 1998 With Gymnasium Full Timer 1 t:s 7.0 7.0 8.0 8.0 9.0 Part-time r i r.s 9.0 9.5 9.0 9.5 9.0 Without Gymnasium Full Time r tt;s 6.0 6.0 7.0 7.0 R.p Part-timer 1 t;s 8.0 8.5 8.0 8.5 R.0 17~ Personnel represents the largest operating expense that the Avon recreation center would incur. If plans include a gymnasium, the cost of personnel is expected to increase from $300,000 in the first year of operations to over $350,00(1 in the fifth year. This is slightly less if a gymnasium is not included; personnel costs are approximately $260,000 in the first year and rise to almost $313,000 by year 5. Other Expenses In addition to staffing, a community recreation center would incur costs of supplies and other purchased services. These would generally include the following: • Office supplies and equipment rental (copier, fax) • Recreation supplies (swimming boards, basketballs, etc.) • Chemical and custodial supplies • Staff clothing (uniforms) and child care supplies • Postage, dues and subscriptions • Professional services (plumbing, electrical services) • Utilities (electric, gas, telephone) • Liability insurance In addition to the expenses mentioned above, there would be costs to stock concession machines and the pro shop. These supplies would be expected to be purchased on an as-needed basis and marked up for sale by 1(1~ and 50 percent respectively. The concession machines under consideration offer snacks and refrigerated beverages only. Due to the short shelf life of dairy and other products, this simple refreshment variety is recommended. Expenses for stocking both the concessions and the pro shop are estimated to increase slightly as visitorship increases. Marketing and advertising are considered as an additional expense to the present magazine and news printings of Avon recreation programs. Particularly in the first year of operations, marketing will be extremely important. Due to the need for initial publications and opening ceremonies, the marketing expenses are estimated to be higher in the first year of operations, then constant at $20,()0 for the d~iration of center operations. In addition to the above, snow removal and outdoor maintenance are not included because it is assumed that the city will continue to take care of these items. It is also assumed that this facility will be treated like other city buildings and fall under Avon's self insurance program. 18 In the following scenarios, a replacement reserve is levied at 15 percent of operating expenses. This is expected to be a cash reserve for ongoing maintenance and equipment replacement that would be necessary due to use of the facility. Expense Projections Table IV-3 outlines expense projections through year 5, for the proposed center with a gymnasium. Total expenses in the center's first year of operation are forecast to approach $506,000. By year 5, expenses might reach almost $563,000. Expenses do not vary significantly over the five year time period due to the fact that many costs are fixed given the size and function of the facility and do not vary significantly based on attendance levels. Expense estimates without the gymnasium appear in Table IV-4. Expenses tend to be 15 to 20 percent lower without a gymnasium, increasing to $486,0(1(1 over the five year time horizon. The expense schedules that follow include operating expenses only. All development costs are expected to be covered under municipal financing arrangements by the Town of Avon. Assessment of debt service coverage is addressed in the next section. I~rJ Iw `..w Isir `r 1~ Irr lam. rr. Ys't r~ r ~.r. rte.. ...r~ Table IV-3 )Expense Projections Avon Community Recreation Center With Gymnasium 1994 -1998 SCENARi01- Wfi'H GYMNASIUM EXPENSES YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1.224 1444 14~ 3422 142fl PERSONNEL Full time salaries $151,364 $151,364 $172,987 $172,987 $194,610 Part time salaries 108,200 114,211 108,200 114,211 108,200 13Qne~Ig 42,773 43,967 97,097 47,792 51,422 SUB TOTAL $302,336 $309,092 $328,284 $339,990 $354,232 SUPPLIES Office 3,000 3,000 3,000 3,000 3,000 Reczeation 14,000 14,000 14,000 14,000 14,000 Chemical 9,000 9,000 9,000 9,000 9,000 Clothing 2,000 2,000 2,000 2,000 2,000 Pro Shop 10,000 11573 13,61? 14,051 14,798 Concession 15,000 16,748 19,019 19,501 20,331 Custodial 10,000 10,000 10,000 10,000 10,000 Child Care 1,000 1,000 1,000 1,000 1,000 SUB TOTAL 6b4,000 667,321 671,636 $72,552 $74,129 PURCHASED SERVICES Postage 1,000 1,000 1,000 1,000 1,000 Print/Mkting 25,000 20,000 20,00 20,000 ~ 20,000 Dues, Subscrtpt'ns 300 300 300 300 300 Equipment Rental 3,0()0 3,000 3,000 3,000 3,000 Pr+aEessnl Svcs 3,000 3,000 3,000 3,000 3,000 UTILITIES Elec, Gas 90,000 90,000 90,000 90,000 90,000 Telephone 2,000 2,000 2,000 2,000 2,000 INSURANCE Liability 15,000 15,000 15,000 15,000 15,000 SUB TOTAL 6139,300 6134,300 6134,300 6134,300 $134.300 TOTAL $505,636 $510,663 $534,221 $54],842 $562,662 w Table IV-4 Expense Projections Avon Community Recreation Center Without Gymnasium 1994 -1998 SCENARIO 2 - WITHOUT GYMNASIUM EXPENSES YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 144.4 ~ 1244 122 1222 1224 PERSONNEL Full time salaries $130,409 $130,909 $]52,727 $152,72? $174,545 Part time salaries 92,800 98,600 92,800 98,600 92,8()0 ~ene~i j~ 36,848 37,515 41,212 41,879 45,576 SUB TOTAL 5260,558 6267,029 $286,739 $293,206 $312,921 SUPPLIES Office 3,000 3,000 3,000 3,000 3,(100 Recreation 10,000 10,000 10,000 10,000 10,000 Chemical 9,000 9,000 9,000 9,000 9,0(X1 Clothing 1,500 1,500 1,500 1,500 1,500 Pro Shop 8,0(X] 8,000 9,356 9,729 10,384 Concession 12,000 12,000 13,507 13,921 14,649 Custodial 8,000 8,000 8,000 8,000 8,000 Child Card 1,000 _ 1,000 1,000 1,000 1,000 SUB TOTAL 652,500 652,500 $55,363 65b,150 557,532 PURCHASED SERVICES Postage 1,0(10 1,000 1,000 1,000 1,000 Print/Mkting 23,000 18,000 18,000 18,000 18,000 Dues, Subscclpt'ns 300 300 300 300 300 Equipment Rental 3,000 3,000 3,000 3,000 3,0(1(1 Professnl Svcs 3,000 3,000 3,000 3,000 3,000 UTILITIES Elec, Gas 75,0()0 75,000 75,000 75,000 75,000 Telephone 2,000 2,000 2,000 2,000 2,000 INSURANCE ).lability 13,000 13,000 _ 13,000 13,000 13,000 SUB TOTAL $120,300 6115,300 6115,300 6115,300 6115,300 TOTAL $433,358 X434,824 $957,403 $464,656 $185,759 fJ O 21' V. FINANCIAL FEASIBILITY In this section, we address the overall financial implications incurred by the Town of Avon if it decided to invest in a community recreation center as described previously. Local municipal finance sources were consulted to develop debt service assumptions. Capital Financing As discussed earlier, the cost of constructing the facility is expected to range from $5.8 to $6.5 million, depending on whether or not a gymnasium is included. Due to limited financial reserves and the constrained ability to generate other capital sources, it is anticipated that general obligation bonds would be issued to fund the initial construction. Debt service is included in the financial pro formas that follow. The analysis assumes a 7.0 percent fixed interest rate for 20 years for the total amount of construction. Given the current municipal finance market, these terms appear reasonable at this time, but there is no guarantee that at the time of construction these t~.~~~s would still be available. No forecast is made as to future rate fluctuations. If funded through general obligation bonds secured by property tax revenues, a mill levy increase would be necessary. Financing the community recreation center that includes a gymnasium would require an increase of approximately 16 mills on the current assessed valuation. If the mill levy is assumed to remain constant, an addition of over $47,700,000 in property assessed valuation would be required t~ support the center. A community recreation center without a gymnasium would require additional assessed value of over $42,600,000 or raising the mill levy from its current level ry over 14 mills. Community Recreation Center--With Gymnasium During the first two years of operation a community recreation center with a gymnasium is expected to operate at a declining loss as shown in Table V-1. While the expectations for visitorship are such that the center can ultimately rover expenses with operating revenue, as discussed earlier, it is anticipated that it will take 2-3 years for the full capture of the local market to be realized. By the third ,year however, the center could be expected to generate a slight net operating income. When debt service is included, the center incurs an annual deficit that is over $800,000 in the first year. This is expected to fall to just under ~5:~(1,(100 by }'ear 5 of operation. ` ~ Table V-1 Financial Feasibility Avon Community Recreation Center With Gymnasium 1994 -1998 SCENARdO1-WITH GYMNASIUM YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 1434 1434 1444 1432 1444 REVENUES Attedanae Income Rwdenfs Generd Admissn 5117,452 5127,222 5141,236 5122,818 5724552 Punch Cards 46,98] 63bi1 80,706 81,879 83A35 Annual Paris 56,397 95,150 ]45,322 172,006 174,434 21,995 59561 75,568 76,66b 77,748 SUB TOTAL 5242,824 5345,843 5442,831 5453.368 5459,7t'19 NoatRsideob Cenaai Admisdn 91,410 105953 117,795 134b23 168278 Punch Cards 8,310 11966 17,451 19944 24,930 Annual Paris 2,619 3,142 3,666 4,190 5237 0 2,451 5,7'19 6536 8,170 SU8 TOTAL 5102,339 !123,513 3144,631 5168,292 5206,616 ATTENDANCE REVENUE 5345,163 5469,356 4587,462 5618,661 5666.385 Additional R . ~ e Child Care 3,163 4,]62 5,184 5,400 5.774 Meeting Rm Rentals 4,800 4,800 6,300 8,400 8,400 Conoxssians 15,000 18,4% 23,Q38 24,002 25,662 Pm Shoo 10,000 12,331 15,359 16,001 17,108 SUE TOTAL 532,%3 539,789 549,881 553,804 55(4945 TOTAL REVENUE 5378,126 5509,145 5637.343 5672A64 5723,330 EXPENSES Personnel Full time safaris 515],364 5151,364 5172987 5172.%7 5194,610 Part time safaris 108,200 114,211 108,200 114,211 108,200 42,773 43,467 47,097 47,792 51,422 SUE TOTAL s302,336 5309,042 S3?8,284 5334.990 5354.232 SapPlis Office 3,000 3,000 3,000 3,000 3,000 Recreation 14,000 14,000 14,000 14,000 14,000 Cheauol 9,000 9,000 9,000 9,000 9,000 Clothing 2.000 2.000 2000 2,000 2.000 Pm Shop 10,000 11,573 13,617 14,051 14,798 Concession 15,000 16,748 19,019 19,501 20,331 Custodial 10,000 ]0,000 10,000 10A00 ]0,000 Child Care 1,000 t,ooo 1,000 1,000 1,000 SUB TOTAL 564,000 567,3n 571,636 572,552 574,129 Pareftased Pasage 1,000 1,000 t,ooo 1,000 1,000 Print/Mkting 25,000 20,000 20,000 20.000 20,000 Dus, Subsaipt'ns 300 300 300 300 300 Equipment Rental 3,000 3,000 3,000 3,000 3,000 Profasnl Sv6 3,000 3,000 3,000 3,000 3,000 Utilities 90,000 90,000 90,000 90,000 90,000 Telephone 2,000 2.000 2,000 2,000 2,000 j 15,000 15,000 15,000 15,000 15,000 SUB TOTAL S139,300 5134,300 5134,300 5]34,300 5134,300 Reel R ~ 75,815 76,600 80,133 81276 84,399 TOTAL EXPENSES 5581,482 5587,263 5614,354 5623,118 5647,061 !VEI'OPERATNG INCOME (SZOD,356) (578,118) 522.989 549,346 576.269 Debt Servior (Annual) 609,%7 609,%7 609,%7 609,%7 609,%7 I NET INCOME (5813,323) (5688,085) (5586,978) (5560,6n) (5533,6991 COST RECOVERY RATIOS • Induding debt service 0.32 0.43 OS2 OS5 0.58 • Not including debt semce 0.65 0.87 1.04 1.08 1.12 Cost recovery ratios (the ratio of revenues to expenses) show that operating revenues cover approximately 65 percent of operating expenses in the first year and this rises to more than full coverage in year three. When debt service is included, this cost recovery is lower. The cost recovery ratios with and without debt service payments for the center that includes a gymnasium are given in Table V-2 below: ' Table V-2 Avon Community Recreation Center With Gymnasium Cost Recovery Ratios Cost Recovery Ratios 1994 1995 1996 1997 1998 Including debt service 0.32 0.43 0.52 0.55 0.58 Not including debt service 0.65 0.87 1.04 1.08 1.12 Community Recreation Center --Without Gymnasium During the first three years of operation, a recreation center ~~ithout a gymnasium is expected to operate at a declining loss as shown in Table V-3 on the following page. It is anticipated that it will take at least 5 years for the center to generate substantive revenues in excess of operating expenses. By the fourth year the center could break even and by the fifth year a small net operating income is generated. When debt service is included, the center incurs an annual deficit that is almost $740,000 in the first year. This is expected to fall to just under $523,000 by year 5 of operation. Cost recovery ratios show that operating revenues cover approximately 62 percent of operating expenses in the first year and this rises to full coverage in vear four. If the community recreation center does not include a gymnasium, cost recovery is lower and increases at a slower rate than in the scenario where a gym is included. The cost recovery ratios with and without debt service for the center that does not include a gymnasium are given in Table V-4 below: Table V-4 Avon Community Recreation Center Without Gymnasium Cost Recovery Ratios Cost Recovery Ratios 1994 1995 1996 1997 1998 Including debt service 0.29 0.39 0.47 0.49 0.52 Not including debt service 0.62 0.81 0.96 1.00 1.03 Table V-3 Y Financial Feasibility Avon Community Recreation Center Without Gymnasium 1994 -1998 SCENARIO 2- tNi'i'HOUT GYMNASIUM 1994 1995 19% 1997 1998 YEA$1 YEA82 YEeR3 YEAB.! YEAS;! REVENUES Attacdanoe i . , . Reaidenb (:,etrcral Admissn 588,089 595,416 5105,927 592.114 993.414 Ptatdt Carda 35,236 47,708 60,530 61A09 62.276 Annual Passs 42298 71,587 106,992 129,004 130,826 16A% 44b71 56.676 57,499 58,311 SU8 TOTAL 5182,118 S259,382 5332,124 1340,026 5344.827 Non-R . ; l.. b J Ga+Qal Admisa? 82269 95,358 106,015 121,160 151,450 Puneh Cards 7,479 ]0,770 15,706 17,950 22,437 Annual Pass 2,357 2,828 3.299 3.771 4.713 0 2,206 5,147 5,882 7,353 SUd TOTAL 592,105 5111,161 5130,168 5148,763 5185,954 ATTENDANCE REVENUE 5274,223 5370,544 5462,291 5488,789 5530,781 j Additional Revenge Child Care 2.491 3,263 4,053 4,239 4,567 Meeting Rm Rentals 4,800 4,800 6.300 8A00 8,400 Concessions 15.000 15,000 18.014 18,842 20,297 Pro Shoe 10,000 10A00 _ 12,009 12,561 13,531 SUBTOTAL 532,291 533,063 540,376 544,042 546.796 TOTAL REVENUE 5306,514 5403,607 5502,668 5532.832 5577,577 EXPENSES P_,..,,...1 Full time salarin 5130,909 5130,909 SiQ727 5152,727 5174.515 Part time salaries 92,800 98,600 92,800 98,600 92,800 36,848 37,515 41.212 41,879 _ 45,576 SUd TOTAL 5260,558 5267,024 5286,739 5293,206 5312,921 Sapplis Office 3,000 3,000 3,000 3,000 3,000 Reamtion 10,000 10,000 10,000 10,000 10,000 Cheadml 9,000 9,000 9,000 9,000 9,000 Clothing 1,500 1,500 1,500 1,500 1.500 Pzo Shop 8,000 8,000 9,366 9,729 10,384 Concession 12A00 12,000 13,507 13,921 14,649 Custodial 8,000 8,000 8.000 8,000 8.000 Child Care 1,000 1,000 1,000 1,000 1.000 SUB TOTAL 552,500 552,500 555,363 556,150 557,532 Pax6ased 3 _ . ' . _ Postage 1,000 1,000 1,000 1,000 1,000 Print/Mkting 23,000 18,000 18,000 18,000 18,000 Dus, Subsaipt'ns 300 300 300 300 300 Equipment Rental 3,OOD 3,000 3,000 3,000 3,0~ Profssnl Svcs 3.000 3,000 3,000 3,000 3,000 Utilities 75.000 75,000 75.000 75,000 75,000 I Telephone 2,000 2,000 2,000 2,000 2.000 13,000 13,000 13,000 13,000 i 3.000 SUB TOTAL 5120,300 5115,300 5115,300 5115,300 S115,300 Reel . _ Reserve 65.004 65,224 68,610 69,698 72,863 1 TOTAL EXPENSES 5498,361 S500,048 5526,013 5534,354 5558,617 NET OPERATING INCOME (5191,847) (596.441) (523,345) (51522) 518.960 Debt Service (Annual) 544,836 544,836 544,836 544,836 544,836 1 NET INCOME (5736,6831 (5641,2771 (5568,181) (5546,3581 (5525,8761 COST RECOVERY RATIOS • Inducting debt semce 0.29 0.39 0.47 0.49 OS2 • Not inducting debt sernce 0.62 0.81 0.% 1.00 1.03 2.~ 4 4 Conclusions The analysis presented previously suggests the following conclusions: • A community recreation center in Avon could break-even on operations. With modest increases in visitorship over the five year period, a community recreation center could likely support itself operationally. • A community recreation center in Avon cannot repay its capital costs. Income from operations is not expected to support debt service payments on the facility under the concept envisioned. • Including a gymnasium is better over the long term. While adding a gymnasium to the facility adds additional costs, this is more than offset by the additional revenues generated. • If the center is built using the Avon municipal financing, taxpayers who are paying for the facility might receive a discount off the standard admission rates. If the resident category of visitorship is redefined to include only those persons living within the Town of Avon, revenues improve. The difference is not substantial enough to change the impact of debt payments on overall financial viability. • Reduced debt service will improve cost recovery. If the Town of Ayon can reduce the amount of debt required to construct the facility, this could substantially change the present financial assessment. • The Town of Avon might also consider a less costly facility with the same functions to lower the initial capital costs. Any way that the Town can reduce the initial cost of developing the facility will make the community recreation center a more attractive financial venture. If, for example, an existing facility could be altered, rather than developing a new site, this might lower the capital costs and thus the municipal financing required. • The Town of Avon could wait until the local tax base grows to a level that could more easily support building a community recreation center. If the present growth trend in the area continues, the Town of Avon could attract a larger population and property valuation to support additional revenues for a community recreation center. ~ Y ii/ AVON COMMUN.t 1~ Y ~i~ RECREATION CENTER BROWNE. BORTZ & CODDING7'ON, 1NC. Development Concept lay SOUTH MADISON DENVER. COLORADO 80209 n ...~'1nT' f 1303) 321-2547 l~Gi- ~.Jl~ 1 i ~ J AVON COMMUN t t iC IZE~.ttEA1"ION CEN t ~R - DEVELOPMENT CONCEPT -Prepared for - Town of Avon 1 - r,. area by - Elizabeth A. Fischer, Lucy C. Garrity, Thomas A Pippin Browne, Bortz & Coddington, Inc. 155 South Madison, Suite 230 Denver, Colorado 80209 (303) 321-2547 and . Ronald E. Rinker Barker Rinker Seacat Partners Architects ?54615th Street Denver, Colorado 80211 (303) 455-1366 July 1992 t TABLE OF CON i trNTS Section Page Executive Summary NNN« MNI.NNNNNNNNNN ..................NNN..NN.1V Market Area Charactenstics iv Development Concept .................................................................................vii Sifie Evaluation ix Conceptual Design/Cost .............................................................................ix Visitorship Estimates ix Development Considerations x I. IntmductionNNN NNN N N NNNN NN....NNNN..NN 1 Background ....................................................1 Project Objectives ...........................................................................................1 Project Approach 2 Acknowledgments 3 II. Market Area Characteristics..N..NNNNNNNNNNNNN..N..NNN..N..NNN....N 4 Market Area Definition 4 Characteristics of Pt~~~~anent Population 6 Visitor Population ........................................................................................11 Implications ...................................................................................................14 J III. Recreation Oriented Facilities ....N..NNNNN..NNN ..............N............N......NN 16 Recreation Overview ...................................................................................17 Existing Providers I8 Local Support 21 Recommendations 22 IV. Entertainment Related Functions NNNNNNNNNNMNNN..N....NNNNNNN 24 Leisure Pool and Spa Facilities ...................................................................24 Bowling 25 Movie Theater ...............................................................................................28 Children's Fun Center 30 ~ V. Community Service Functions •..NNNNNNNNNN..N.~..N....NN..N............NNNN 32 Conference /Community Meeting Space 32 Child Care 34 J ~ I1 TABLE OF CON i ANTS (CONTINUED) . Section Page VI. Development Recommendations.»»» »»»»»»»»»»»»»»»38 Development Concept 38 Site Evaluation 39 Conceptual Design/Cost 39 Visitorship Estimates 43 - Development Considerations 45 Appendix A. List of Persons Interviewed Appendix B. Comparable Community Recreation Centers J 1 l J l iii . EXECU 11 VE SUMMARY This report presents an evaluation of the feasibility of developing a community recreation center for the Town of Avon. This first phase of the analysis focuses on the rationale for developing such a center and what it might include. A subsequent phase will investigate the anticipated financial implications of developing such a center including revenue and expense projections. Market Area Characteristics Market are definiti n a o .The market area for a community recreation facility in Avon will extend beyond the Town of Avon. Avon already draws residents from throughout Eagle County for shopping and services. The location of other recreation facilities, transportation patterns and other factors also influence the market area from which a facility will draw clientele. Consideration is given to different potential markets. The primary market area, PMA, represents the area from which the community recreation center will derive the majority its business. This area is defined as Avon, Vail, Eagle-Vail, Minturn, Red Cliff, and subdivisions to the west of town including Edwards Arrowhead, and Lone Pine. The secondary market area, SMA, expands geographically to encompass the towns of Eagle and Gypsum. Population. The primary market area included an estimated 12,370 permanent residents in 1990, representing significant growth since 1980. Avon residents accounted 1 for just under 15 percent of this total. Most of the growth over the decade occurred in J the unincorporated areas of Eagle. County. Table ES-1. Population Trends in PMA and SMA, 1990 PMA SMA Total 1990 12,370 5,190 17,560 Source: US. Dept. of Commerce Bureau of the Census., Household com osition. The PMA includes 4,920 households and 2,670 P families. Households include all people occupying a specific housing unit, while families include people in the same household who are related by birth, marriage or adoption. Families are identified as two adults or a single adult with children. The J 1 J 1 iv l ~ M ] PMA includes a large number of households that are families, which confirms the trend towards a stronger family presence in the area. Families make up an even greater share of SMA households. Table ES-2. Household Composition, 1990 PMA SMA Total Total Households 4,920 1,850 6,770 Total Family Households 2,670 1,310 3,980 Percent Family HH 54.2 70.9 58.8 J Soun:e: US. Dept. of commen:e Bureau of the Census. Income. An individual's income is also an important indicator of preference for 1 leisure activities. The income of area residents is a major factor in both the provision and choice of facility offerings and in determining the citizens' ability to support J ongoing user fees. Table ES-3. Eagle County Household Income, 1989 Percent of Households J Less than $9,999 6.1 $10-000-$24,999 21.6 $25,000-$34,999 18.0 $35,000-$49,999 23.5 $50,000-$74,999 18.0 $75,000 and higher 12,8 1 Tom 100.0% Source: US. Dept. of Commerce Bureau of the Census. A wide range of incomes exists in the County. Higher income households reside in the eastern portion of the PMA. Because some local communities have households with relatively low incomes, a community recreation center would need to offer locally affordable prices. Visitor population. Avon's location gives it direct access to the visitor populations of two local resorts, Vail and Beaver Creek. In addition, a smaller number of visitors also come to the Arrowhead ski resort. While the winter ski season draws the 1 largest non-local population, both Vail and Beaver Creek have gained popularity as 1 v S year-round resorts. Visitor estimates shown below include stavs by second home J owners in the area. Table ES-4. Potential Visitor Market Cateeorv Value Winter destination visitor-davs --Season 2,020,710 Winter guests _ Season 329,910 Day skiers (average day) 1,650 Sumner destination visitor-days ~ --Season 452,640 1 Summer guests i -Season ] 29,320 ~ Source: titil.. Implications. The review of demographic and economic characteristics of the resident and visitor populations in the market area suggest several implications for developing a community recreation center. These are summarized: 1 o ulation base has own considerabl over the last several • The loca P p gr y years and is expected to continue to grow in the future. The base of year round support for a community recreation center is still relatively small however. • The composition of households within the market area has evolved to include more young families. This group is a significant user of recreation facilities. • The visitor population in Eagle County is substantial. It will be necessary to design a facility which taps into this market in order to generate the visitorship needed to support a facility. • Like the p~~ ..anent population, the visitor market also includes a growing number of families with children. A recent survey by Vail Associates for example, found that one third of visitors to the area are ~ married with children. The importance of family oriented recreation is underscored for this market segment. • Visitors and local residents in the area tend to be voung and active. Many recreation activities appeal to 18 to 35 year olds which account for roughly half of the market area population. vi • Incomes within the market area vary significantly. Higher income _ households are more likely to be able to afford private health clubs. _ Some primary market area households earn lower incomes and have potentially less access to private recreation facilities. The affordability - of recreation will be a key consideration for this market segment. Development Concept _ The full report characterizes the demand for recreation, entertainment and community uses which might be included in a community recreation center. Interviews - with local r~t,....~entatives and a review of comparable facilities suggested various functions which might be included in a center. Each of these possible uses is described in t~...~s of user r..,files, existing facilities, local support and a discussion of anticipated demand. An assessment of the advisability of including such functions in an Avon - community recreation center is discussed. The types of uses considered for the center fall into the following three broad ' categories: Recreation-oriented functions • Swimming pools • Weight and cardiovascular equipment _ Gymnasium for volleyball and basketball and other activities • Exercise room for aerobics and other exercise classes - Racquet sports _ Ice rink • Running track • Climbing wall Ent~.l..inment related functions ~ • Leisure Pool and spa facilities - Bowling alley • Movie theater • Children's fun center Community service functions • Conference/community meeting space • Child care I vii The table below summarizes the recommended components for a community recreation center in Avon based on this analysis. Space requirements for these uses are also described: Table ES-5. Avon Community Recreation Center Components Facility Size Aquatic area (leisure pool, 4 lane lap pool) 11,000 sf Weight room and cardiovascular equipment 2,000 sf Multipurpose exercise room (aerobics, dance) (40 person capacity) 2,000 sf 1 Therapy pool (20 person capacity) Sauna Climbing wall Gymnasium 8,000 sf Child care center (capacity for IS to 20 children) 900 sf Children's fun center 2,000 sf J Meeting space (200 capacity; breakout into four smaller rooms; storage space to accommodate dry craft activities) 3,000 sf Small catering kitchen 600 sf Locker fadlities 2,500 sf Restroom facilities; reception area; concession area 1,500 sf 1 Office space 1,500 sf Mechanical, dreulation, storage 7,000 sf Total Square Feet 42,000 sf Some of these uses might be phased in over time such as the gymnasium or children's fun center. Parking for 200 cars would be required to service this facility. This concept could be expanded over time to include a broader entertainment J component such as a bowling center, movie theater, restaurant/bar or other amusements. A site with the potential for expansion would be necessary. If the Town were to pursue such a concept, we advise that it secure a commitment from a private sector concessionaire which would provide these services prior to design and development. The private sector partner will require a return on its services commensurate with the risk involved. We also recommend that these entertainment related uses not be included in this 1 first phase of development. Based on interviews with local representatives, while these functions might be desirable, they are of lower priority than the community recreation uses included in the initial development concept. Further, residents might reject a development concept which they perceive to be too costly. The willingness to publicly support what many consider to be private sector activity is also an issue; economic development implications for the community would require further elaboration. viii Finally, once the first phase is operational and draws visitor support, it might be easier ' to engage the interest of a private operator in a second entertainment-oriented phase. Site Evaluation The Town of Avon owns two sites which hold some potential as a location for a community recreation center. The first site includes 4.25 acres on the parcel where the Town's tennis courts are presently located. The second site at the water treatment plant encompasses approximately three acres and would require building over and around the existing structure. Both of these sites can accommodate the first phase of a community recreation concept outlined above. Parking would need to be provided in adjacent sites. Only the tennis rnurt site is of sufficient size to accommodate a concept of a community recreation center which could be expanded over time. A larger parcel could also be acquired to develop subsequent entertainment uses noted above if the Town favors that approach. The Stolport site or other nearby property might be suitable. Conceptual Design/Cost Preliminary conceptual designs were prepared for both Town sites, and appear in the body of the report. A facility of 42,000 sf might cost $6.2 million to develop including site development, furnishings and contingencses. Visitorship Estimates Visitorship estimates are described below. These estimates of market acce tance P of the proposed community recreation center are derived principally from the experience of similar operations, a review of current activities, interviews with rec3eation providers and the best judgment of the consultant team. Visitor estimates reflect the various submarkets that exist for the center. PMA residents are distinguished from SMA residents and winter visitors are considered separately from summer visitors. A summary is shown below: 3 Table ES-6. Forecasted Annual Visitorship Levels Low Moderate High Resident Population 89,330 136,020 173,070 Visitor Population 48.150 58.360 72.230 Total 137,480 194,380 245,300 ix Development Considerations In planning for a community recreation center in Avon the following issues deserve attention. • Programming is an essential component in the success of any community recreation center. The facilities alone are not enough to generate the maximum utilization of the space. Adult and children's programming will need to exceed present levels. Staffing to accommodate this enhanced programming activity is also needed. • Marketing becomes an integral part of center operations to encourage use by locals and visitors. A sustained level of awareness is needed to attract out of town guests. This is especially important in the case of Avon where the bulk of the bed base is located outside of town. • Transportation and access become critical elements in developing a _ center which will attract regional residents and area visitors. Public transportation, through shuttle buses or other means, will be an imp.~.lant service to provide to make it convenient for area visitors to _ utilize the facility. For regional residents, a location which offers easy a. - - •s and ample parking is imps. rant. _ The second phase of this analysis will determine the financial characteristics of the proposed center. Interviews with local leaders ' suggest that the community should be willing to finance development of a center through tax support. Other revenue streams might be earmarked for finanaal support of the center. Some level of operating ' support might be required in the initial years of operation. • Opportunities for regional support in financing a community recreation center were discussed as part of the interview process. While this may be a reasonable approach, interviews suggest that Eagle Countv governments may not be interested in this approach at the present time. J x r ~ I. IN i ttODUL t SON This report presents an evaluation of the feasibility of developing a community recreation center for the Town of Avon. This first phase of the analysis focuses on the rationale for developing such a center and what it might include. A subsequent phase will investigate the anticipated financial implications of developing such a center including revenue and expense projections. Background A number of studies over the last several years have identified a desire for a community recreation center in Eagle County. Public input processes used in the - development of the Eagle County Recreation Master Plan in 1987, and more recently, the Town of Avon's Parks and Recreation Master Plan of April 1992, consistently describe public support for a facility. Discussions with area recreation personnel and local officials further confirm that general support exists for a public recreation center to serve local and visitor populations. In all of these discussions, the concept of a community recreation center has been approached generically without a thorough discussion of what might be included in such a facility. Further, while many would agree that support for a center exists, many question whether the community is large enough to support such an undertaking and what the financial implications might be for local residents. The purpose of this study is to build on previous efforts that identified overall support for a community recreation center to further develop the concept and outline financial implications for the community. Project Objectives The first phase of this analysis addresses several questions about the desirability of a community recreation center for the Town of Avon. Specific issues addressed include: • Determination of the market area for a center and the number and characteristics of residents living within the market area. The implications of resident characteristics nn the demand for certain types of community and recreation activities are addressed. • The anticipated demand that could be expected from the significant visitor population in Eagle County. Again, characteristics of this visitor population, including seasonal trends, composition of traveling party and other factors that influence a visitor's likelihood of using a community recreation center in Avon, are considered. 2 • The types of activities and services to include in a community recreation center which would appeal to local and visitor populations. A broad range of services are considered including recreation, entertainment and community service and support functions. A development concept for the proposed center is set forth. • An evaluation. of the land requirements for the proposed concept and an assessment of alternative locations for the center. • Estimates of the cost of developing a community recreation center are outlined. The potential for phasing development of the project is also discussed. Project Approach Several sources of information and analysis were used in meeting; project objectives. These are described below: • A review of existing planning documents and recreational program statistics for the Town of Avon. The recently completed Parks and Recreation Master Plan offers background on the different service providers in Eagle County and other information which is considered in this report. • A review and analysis of demographic and economic data on the County to assess resident and visitor characteristics. • Interviews and site visits with managers of public and private recreation facilities in the county including Vail, Eagle-Vail, Avon, Edwards, Eagle and others. • Interviews with local Town officials and local business leaders to obtain a community perspective on .the proposed center. • Interviews with industry representatives throughout the country in the bowling and theater operations. • Interviews with day care providers in the County and with representatives of a local task force addressing this issue. • Interviews with area lodging operators, Vail Associate representatives and others with knowledge of the local visitor market. 3 • A review of the market and programming characteristics of other community recreation center in resort environments and rural communities including Breckenridge, and Leadville, Colorado, Jackson, Wyoming and Whistler, British Columbia. The experience of these centers provides insight on the market demand for an Avon facility. Detailed information on these centers appears in Appendix B. • Site visits and data collection on the potential locations for the center. • Evaluation of the applicability of potential programs and services to be included in the center and estimated demand for such activities. A list of persons interviewed appears in Appendix A. Over 30 individuals were contacted as part of this process. Acknowledgments We express our appreciation to Bill James and Meryl Jacobs for their ready assistance in this effort. We would also like to thank the willingness of a great many local individuals to participate in the interviewing process and the openness with which they shared information and opinions. 4 II. MARKET AREA CHARACTERISTICS This section provides an overview of the demographic characteristics of the Avon market area. A community recreation center in Avon will attract Potential customers or users from two general groups, local residents and visitors (including seasonal residents). Given the seasonal fluctuations in population throughout the Upper Eagle Valley, the local population characteristics determine the facility's stable base of clientele. This group potentially demands one set of facility services, while visitors are expected to have both different preferences for services and different visitation patterns. The local residents, or permanent population will be examined first, followed by consideration of the visitor population. Market Area Definition The market. area for a community recreation facility in Avon will extend beyond the Town of Avon. Avon already draws residents from throughout Eagle County for shopping and services. The location of other recreation facilities, transportation patterns and other factors also influences the market area from which a facility will draw clientele. Consideration is given to different potential markets. Which market definition is appropriate will depend on what services the Avon facility offers. For forecasting purposes a primary and secondary market area are defined. The primary market area, PMA, represents the area from which the community recreation center will derive the majority its business. This area is defined as Avon, Vail, Eagle-Vail, Minturn, Red Cliff, and subdivisions to the west of town including Edwards (including Homestead and Berry Creek), Arrowhead, and Lone Pine. The secondary market area, SMA, expands geographically to encompass the Towns of Eagle and Gypsum. Beaver Creek is not included in the permanent population but it is included in the visitor estimates. 5 Presently the Town of Avon's recreation programs attract people from throughout the valley as shown below. FIGURE II-1. ORIGIN OF PARTIQPANTS iN AYON SUMMFR AND WINTER RECREATION PROGRAMS 100A% I,OA%I I I I i l l X0.0% 7.0% 223%~ 70.0% Q Minmrn c ~ Edwards a 60.0% ~ w 50.0% . 0 40.0% . 0. 30.0% 7b% 20.0% 7.0% r. 10.0% 0.0% (n:=44Z) er (nW143) Sava Avon A_.._....,, B_;. Based on 442 registrations for Avon's 1991 summer programs including soccer, swimming lessons, tennis and other activities, roughly 35% of the participants come from Vail. Winter programs are much smaller in number with 143 registrations in 1990. Fewer people from Vail register for Avon-sponsored winter activities. ~ ~ Y 6 ' Figure II-2 depicts the boundaries of the primary and secondary market areas for ~ the Town of Avon's proposed ..~...munity recreation center. j FIGURE II-2. AVON COMMUNTIY RECREATION CENTER PRIMARY AND SECONDARY MARKET AREAS i EApLE COUNfY i i i I ~ i 1 ~ Eepfa x'11 E. , ~ Gyp~an Avor1 y~ • ~ I~nWrn ; i • • • Primary ~AarltN Ana 1 ~ S Marlttl AtM J • Characteristics of Permanent Population While there is speculation that the 1990 census understates the permanent population, particularly in the PMA, for forecasting purposes these estimates are rnnservatively arr.~,priate. Population. The Primary Market Area included an estimated 12,370 permanent residents in 1990, representing significant growth since 1980. Avon residents accounted for just under 15 percent of this total. Most of the growth over the decade has occurred in the unin...,. Yorated areas of Eagle County. Table II-1. Population Trends in PMA and SMA,1990 PMA SMA Total 1990 12,370 5,190 17,560 Source: U.S. Dept. or Commerce Bureau of the Census., 7 The secondary market area includes 5,190 residents. Overall, Eagle County grew almost 65 percent during over the decade. Age distribution. The age distribution of residents in the Upper Eagle Valley varies by community. For the PMA, those under the age of 15 are nearly 20 percent of the total resident population. The SMA has a larger proportion of children. Seniors make up a small share of the market throughout the valley at 5.2 percent compared to a state average of 10 percent. Compared to the resident base in 1980, the entire Valley's age distribution has broadened to include more children. FIGURE II-3. AGE DISTRIBUTION IN THE PRIMARY AND SECONDARY MARKET AREAS 100.0' f I 0 Primary Market Ar~w I Q Seaottdary Market Area 70.0% r 60.0% fi0.5% c 50.0% ` 47 c. 40.0% 30.0% 20.0% 20.4% 12A% 174% 12.0% 10.0% 7.9% 9.6% 4.7% 5.]% I 5.2% I 1 • 25'4 o.~% ~ ~E~:.::I ~ Under 5 5 to 15 16 to 20 21 to 44 4i to 64 and over AFe Cohort Given that a substantial portion of the valley residents are young adults (21 to 44), a recreation center needs to offer adult-oriented activities. Further, children represent an important market segment. Household composition. The PMA includes 4,920 households and 2,670 families. Households include all people occupying a specific housing unit, while families include people in the same household who are related by birth, marriage or adoption. Families are identified as two adults or a single adult with children. The 8 PMA includes a large number of households that are families which confirms the trend towards a stronger family presence in the area. Families makeup an even greater share of SMA households. Table II-Z. Household Composition, 1990 PMA SMA Total Total Households 4,920 1,850 6,770 Total Family Households 2,670 1,310 3,980 Percent Family HH 54.2 70.9 58.8 Source: U.S. Dept. of Commerce Bureau of the Census. Race and gender. Racial characteristics vary dramatically across communities in the Upper Eagle Valley. The portion of the population that identifies itself as Hispanic averages 16 percent in the PMA and 11 percent in the SMA. Table II-3. Racial Composition of PMA and SMA, 1990 Percent of Population Race PMA SMA White gg% 95% Hispanic * 16 11 *Self-designated Hispanic group members may also be in other racial categories and as such double-counted. Source: U.S. Dept. of Commerce Bureau of the Census. Men are more numerous than women in the PMA and SMA: Table II-4. Gender Composition of PMA and SMA, 1990 Percent of Population Gender PMA SMA Male 53.3% 52.3% Female 46.7 47.6 Source: U.S. Dept. of Commerce Bureau of the Census. Education Eagle County has a well educated population, with almost 90 percent of residents having attained a minimum of a high school degree and significant portions 9 having graduated from college or pursued advanced education. The education level attained by the population in the SMA is higher than in the PMA. Table II-5. Education of Eagle County Residents, 1990 High School or higher 89.1 °Io BA or higher 33.0 Source: U.S. Dept. of Commerce Bureau of the Census. The spectrum of educational levels in the area supports the need for variety in community facility offerings. Tn addition, there is a high correlation between levels of education and the type of leisure activities pursued. Income. An individual's income is also an important indicator of preference for leisure activities. The income of area residents is a major factor in both the provision and choice of facility offerings and in determining the citizens' ability to support ongoing user fees. Table II-6. Eagle County Household Tncome,1989 Percent of Households Less than $9,999 6.1% $10-000-$24,999 21.6 $25,000-$34,999 18.0 $35,000-$49,999 23.5 $50,000-$74,999 18.0 $75,000 and higher 12.8 Total 1 X0.0% Source: U.S. Dept. of Commerce Bureau of the Census. A wide range of incomes exist in the County. Higher income households reside in the eastern portion of the SMA. Because some ]Deal communities have households with relatively low incomes, a community recreation center would need to offer locally affordable prices. 10 Employment. Nearly 85 percent of all jobs in Eagle County are in five industry categories: construction, retail and wholesale trade, finance/insurance/real estate, and personal services. Almost 60 percent of the employment is in retail and services which supports the resort industry. These jobs tend to pay lower wages. FIGURE II-4. EMPLOYMENT DISTRIBUTION IN EAGLE COUNTY,1g90 ABri~~r'e Mining and Manufacturing (2.296) Government (8.096) FIRE ` (11.7%) ~ Construction (12.3%) Wholesale and retail trade (24.1%) ' Finanoe,lnscama and Recl Fstate "Transportation, Camantatiatioru and PuNic t:tilrti~ Soucoe &veav d Earnwmie Analysis, Housing. Avon's population has grown three-fold over the last 10 years and strong growth in local population is expected to continue for the immediate future. Given the price of property in Vail and the corresponding migration of singles and families down valley, housing development of Avon and nearby communities will play an increasingly significant role in the growth in population in the area. Since 1980, an increasing portion of PMA housing units are owner occupied. Seasonal units number 6,430. Table II-7. Seasonal Housing in PMA and SMA PMA SMA Total Occupied Housing Units 4,920 1,850 Percent Owner Occupied 51 % 63 Percent Renter Occupied 49% 37% Seasonal or Vacant Units 6,430 260 Source: U.S. Dept. of Commerce Bureau of the Census, 1990. 11 In the PMA, 57 percent of the total housing units are second homes, supporting part time owner occupancy. Avon is anticipating that a majority of future growth will derive from full-time residents rather than second home-owners. Visitor Population Avon's location gives it direct access to the visitor populations of two local resorts, Vail and Beaver Creek. In addition, a smaller number of visitors also come to the Arrowhead ski resort. While the winter ski season draws the largest non-local population, both Vail and Beaver Creek have gained popularity as year-round resorts. This section describes an approach for estimating the visitor population in the area. Estimates include stays by second home owners in the area. Skier visits. The Vail ski area had over 1.5 million skier visits in the 1990-91 ski season. Beaver Creek also supports a strong and growing visitor population and in the same season, attracted over 400,000 skier visits. Arrowhead is much smaller and less well known, bringing in only 22,000 skier visits in 1990-91. Skier distributions. Skier visits fall into three categories: out-of-state destination skiers and Colorado destination skiers (combined into "destination skiers"), day skiers and local skiers. Based on surveys conducted by resort operators and Colorado Ski Country USA (CSCUSA), and discussions with area representatives, for the three ski areas under consideration, skier distributions by type are assigned as follows: • Destination skiers 75 percent • Day skiers (nonlocal) -12 percent • Local skiers --13 percent While the percent of destination skiers may vary by resort, the above are reasonable attributions. Nonskier guests factor. Not all winter visitors to the resorts are skiers and many visitors do not ski every day of their vacation. According to the Town of Avon, surveys conducted by Vail Associates indicate that on an average day during the ski season, approximately 33 percent of visitors are not skiing. The nonskier guest factor applies this ratio to generate data on total guests with skiers and nonskiers. These nonskiers represent an important market for a community recreation center as they seek a variety of alternative activities. Summer/winter ratio. Based on discussions with hotel operators, retailers and knowledgeable local residents, as well as occupancy data provided by Vail Resort Association, on average 0.35 visitors stay overnight in the area in the summer for every one overnight visit in the winter. In other words, on an average day in the summer season, overnight visitation is approximately 35 percent of overnight visitation during an average day in ski season. 12 Summer visitor distribution. Interviews with summer visitors indicate that 36 percent of all visitors to the Vail-Avon area during the summer are day only visitors with overnight accommodations outside of the Upper Eagle Valley. Stated another way, approximately one-third of guests in the summer time will not be spending the night locally in association with their visit. This leaves the balance of 64 percent as an estimate of destination visitors to the area in the summer. Length of stay. Length of stay data are from local winter and summer surveying efforts. Based on these data, the average length of stay for winter destination guests is estimated to be 6.1 nights. The average length of stay for overnight .guests during the summer is 3.5 nights. Length of season. The ski season is expected to run from Thanksgiving to mid- April or approximately 145 days. The peak summer period is assumed to run from mid-June to mid-September or approximately 90 days. Virtually all utilization of the Avon facility by visitors to the area will occur during these limited winter ~r summer visitation periods. Table II-8. Visitor Assumptions Category Value 199091 annual skier visits: Vail Mountain 1.5554 Beaver Creek 432,421 Arrowhead 22.018 Tota11990-91 skier visits 1,99(),993 Distribution of skier visits Destination skiers - 75 percent Day skiers (nonlocal) -12 percent Local skiers -13 percent Nonskier guests (dest.) factor 1.33 Summer/winter visitor ratio f).3.5 Distribution of summer visits Destination visitors - 64 percent Day visitors (nonlocal) - 36 rte. ~;...t Average length of stay in winter (nights) 6.1 Average length of stay in summer (nights) 3.5 Daylnight summer visitor ratio Season length (days): Winter 145 Summer Source: BBC. 13 Based on the assumptions outlined above, estimates of the potential visitor market are determined by examining winter and summer visitation patterns separately. Projections for winter visitors are based on the skier visits to local ski areas and projections for summer visitors are based on visitor data from area lodge and tourism operators. These, combined with the local market estimates, provide a basis for determining annual visitation at the proposed facility. Total visitor projection data is summarized in Table II-2. Winter destination visitors-days. Winter destination visitor-days are the number of overnight visitor-days (skiers and nonskiers) occurring over the course of the ski season. Quantification is achieved through a relationship between skier visits, percentage destination skiers and nonskier guest ratios. Total visitor-days divided by the length of season provides the number of overnight visitors in the area on an average day during ski season. During the 1990-91 ski season, approximately 13,940 temporary visitors lodged in the Upper Eagle Valley on an average day. Winter guests. Guests refers to the number of individuals staying overnight in the Vail area during the winter season. The average length of stay defines the relationship between visitor days and guests. At present, these three ski areas support approximately 2.0 million destination visitor-days over the course of a ski season. The average overnight winter visitor to the Upper Eagle Valley spends 6.125 nights; thus, 329,910 overnight guests (2,020,710 i 6.125) are drawn to the area during ski season. The distinction between total visitor-days and guests is made in order to apply accurate market capture data from a variety of independent sources. Day skiers. Day skiers are nonresident skiers spending a day in a resort in association with skiing but not residing overnight. Most day skiers are from the Denver area or Summit County. It is assumed that this group of winter visitors would not utilize the Avon facility except to a limited degree. These figures do not include Eagle County residents. Summer destination visitor-days. Summer destination visitor-days are the summer equivalent of winter destination visitor-days. The summer season lasts 90 days and average overnight visitation is roughly one-third the level of the average overnight visitation during the ski season. 14 Summer guests. This term is the summer equivalent of winter guests. It represents the number of individuals visiting the Upper Eagle Valley and thus equates to destination visitor days divided by average length of stay (3.5 days in summer time). Table II-9. Potential Visitor Market Category Value Winter destination visitor~.iays --Season 2,020,710 Winter guests --Season 329,910 Day skiers (average day) 1,650 Summer destination visitor-days --Season 452,640 Summer guests Season 129,320 Source: BBC. The visitor estimates shown above indicate the magnitude of the visitor population. Section VI of this report uses these estimates to forecast visitorship levels at the proposed facility. Implications The review of demographic and economic characteristics of the resident and visitor populations in the market area suggest several implications in developing a community recreation center. These are summarized: • The local population base has grown considerably over the last several years and is expected to continue to grow in the future. The base of year round support for a community recreation center is still relatively small however. • The composition of households within the market area has evolved to include more young families. This group is a significant user of recreation facilities. • The visitor population in Eagle County is substantial. It will be necessary to design a facility which taps into this market in order to generate the visitorship needed to support a facility. 15 • Like the permanent population, the visitor market also includes a growing number of families with children. A recent survey by Vail Associates for example, found that one third of visitors to the area are married with children. The importance of family oriented recreation is underscored for this market segment. • Visitors and local residents in the area tend to be young and active. As described in the next section, many recreation activities appeal to 18 to 35 year olds which account for roughly half of the market area population. • Incomes within the market area vary significantly. Higher income households are more likely to be able to afford private health clubs. Some primary market area households earn lower incomes and have potentially less access to private recreation facilities. The affordability of recreation will be a key consideration for this market segment. 16 III. RECREATION ORIENTED FACILITIES The next three sections characterize the demand for recreation, entertainment and community uses which might be included in a community recreation center. Interviews with local representatives and a review of comparable facilities suggested various functions which might be included in a center. Each of these possible uses is described in tt~~~~s of user profiles, existing facilities, local support and a discussion of anticipated demand. An assessment of the advisability of including such functions in an Avon community recreation center is discussed. The types of uses considered for the center fall into the following three broad categories: • Recreation-oriented functions • Entertainment related functions • Community service functions Recreation is narrowly defined in this context to mean physical, participatory activities and sports. These uses are described below: Recreation plays an important part in the lives of many F.agle County residents. Private athletic clubs and public recreation providers have added to the hale of activities available to residents and visitors. A publicly sponsored recreation center could further enhance access to recreation programs and facilities. The recreation component of a community center will primarily meet the needs of area residents but is also expected to attract area visitors, particularly those who are accustomed to using health and recreation facilities. Such a facility enhances the base of activities for community residents and can contribute to a sense of community. The following recreation facilities are considered: • Swimming pools • Weight and cardiovascular equipment • Gymnasium for volleyball and basketball and other activities • Exercise room for aerobics and other exercise classes • Racquet sports • Ice rink • Running track • Climbing wall 17 Recreation Overview It is important that the various facilities in a community recreation center match the needs and demographic profile of the community. A national survey conducted by the National Sporting Goods Association in 1989, surveyed participation in 26 sports and recreation activities and provides information on the characteristics of users. The most popular recreation activities in the country include swimming, exercise walking, exercising with equipment, basketball, aerobic exercising, and volleyball. Running or jogging, tennis and racquetball appeal to a smaller market. Further inf.,...~ation on the characteristics of users and utilization standards appear below: • Swunming. On a national level, almost one third of the population swims at least six times a year. Men and women of all age groups, especially the 25-34 age group, participate in swimming. The income distribution of participant households is relatively broad, with half the participants representing households with reported annual incomes under $35,000. Given this wide range of participation, it is likely that a swimming pool would appeal to a broad cross segment of the market azea population. • Exercise with weight and cardiovascular equipment. The growing awareness of the health benefits from cardiovascular exercise has created a recreation activity which did not exist twenty years ago. Weight training, while popular among both sexes, is still dominated by men. Nationally, over 52 percent of the respondents who participated in this activity were men and almost half were between the ages of 18 and 34. In addition, better than a third represented households reporting annual incomes in excess of $50,000. Since most aerobic and weight training take place at private health clubs, this often precludes lower income populations from participating which accounts for the relatively high income levels reported. • Gymnasium. Gymnasiums accommodate a variety of activities, but the most popular include basketball and volleyball. Basketball and volleyball rank eighth and tenth respectively in the national survey on most popular recreation activities. Basketball participants are predominantly male, while equal numbers of men and women participate in volleyball. Both sports saw better than two-thirds of the participants between the ages of 12 and 34. While basketball draws more 12 to 17 year-olds, volleyball attracts more people in the 25 to 34 year old group. Participation in both sports reflects broad representation by households in both high and low income groups. Again, this profile of users closely resembles Avon's market area population. This is further evidenced in the popularity of basketball and volleyball programs sponsored locally. 18 • Exercise room. While fitness space is broadly defined, aerobic classes are a primary activity. Participants in aerobics classes nationwide are almost five to one female to male. Roughly 18 percent of females (over the age of 7) engage in aerobic exercise. Most participants are in the 25 to 34 year old age group however many 18 to 24 year olds and 35 to 44 year olds also participate. More participants are from higher income households but there is representation in the lower income categories as well. Like weight and cardiovascular equipment, access to facilities may bias this data to the higher income households. • Racquet sports. Participation in racquet sports has declined over time. In 1984, for example, nearly I1 percent of the adult population played tennis compared to 10 percent in 1989. Tennis and other racquet sport players tend to be younger, 18 to 34 years old, with relatively high incomes (60 percent over $35,000). • Climbing wall. Technical climbing has gained popularity as an outdoor activity, particularly in Colorado. The advent of indoor climbing walls which allow participants to practice their skills year round has advanced the sport's appeal. While national data on the profile of users does not yet exist, the few climbing walls which operate in the region are heavily utilized. • Indoor running track. Like a climbing wall, running tracks hold appeal in areas with cold weather when year round outdoor participation is not possible. Running remains a popular activity with 13 percent of the adult population regularly running or jogging. Nationally, runners are slightly more likely to be male, typically 25 to 34 years of age, with household incomes in excess of $50,000. • Ice rink. The popularity of the Dobson Ice Arena in Vail prompted some locals to speculate whether support for a second indoor ice rink exists. National industry standards indicate that 100,000 people are necessary to support an indoor ice rink and that people will drive one half to one full hour to use a facility. It would prove difficult to justify a second indoor facility in the valley at this time based on these standards. Existing Providers Competition for a community recreation center in Avon comes from both private and public sources. Health club operators and area lodges offer varying combinations of recreation activities and while some of these offer a fairly extensive array of facilities, they are not available to the public at large. Costs of membership are prohibitive for many PMA residents. Public recreation providers utilize local school facilities and community rooms to run certain programs including basketball, volleyball and aerobics. 19 A brief overview of the facilities and activities of private athletic clubs and public recreation providers is presented below: Private health clubs. Many of the facilities noted above are available largely through private athletic facilities. The Homestead Club is the only private recreation facility within the Primary Market Area. Several facilities operate in Vail: • Homestead Club. This club includes a small lap pool, tennis courts, racquetball courts, cardiovascular and free weight equipment, an exercise room, pro shop, and child care area. Homeowners within the Homestead development are required to belong to the club which costs $40 per month. Roughly half of the homeowners are active users of the club. Non-residents can also join the facility at a cost of $70/month. Presently the club includes 300 homeowner members and 200 non-resident members. The maximum capacity of the club is 500 members. As the Homestead development builds out, slots for non- residents will become more limited. • Vail Racquet Club (VRC). As its name suggest, this facility specializes in tennis with 14 courts (3 covered) and an on-site tennis pro. It also has indoor and outdoor 25 meter pools for competition quality swimming. Other facilities include racquetball courts, spas, a massage therapy room, weight room, cardiovascular equipment, a restaurant, pro shop and bar. Property owners in the Racquet Club Project are required to join the facility. VRC includes 700 members. This has remained constant for the last few years. Roughly 43 percent are property owners. Members pay an initiation fee of $500 up front and $500 per year over four years. Monthly dues are $60. • Vail Athletic Club (VAC). Facilities include a 20 meter indoor pool, racquetball and squash courts, aerobic and weight room, a climbing wall, sauna and steam room and restaurant and bar attached to the adjoining hotel. Outdoor facilities include a 25 meter pool and 7 tennis courts. VAC has approximately 500 members, 75 percent of whom are year round Vail residents. Locals pay a membership fee of $75 to $110 per month. • Cascade Club. Located at the Westin Resort in Vail, this club features the only private gymnasium in the area. Other facilities include a pool, cardiovascular equipment, squash and racquetball courts and health spa. The Cascade Club has 1,200 members; 600 are year round Upper Eagle Valley residents and 604 are non-residents. There is a one time $900 initiation fee. Afterwards, resident members pay monthly dues of between $60 and $115 while non-resident members pay $f~0 per month. Resident members also pay user fees for indoor racquet courts. 20 • Sharon's Gym. This private facility includes weight training equipment and free weights and tanning bed. Its appeal is limited to those who are primarily interested in weight training. Membership costs $240 per year or less for 3 or 6 month memberships. An estimated 10 to 12 percent of PMA and SMA residents belong to private health facilities. They pay an estimated $700 or more a year to belong to these facilities. This level of expenditure places many of these facilities out of the reach of many moderate to middle income households in the valley. Public recreation providers have evolved over time to provide recreation opportunities for residents who cannot afford private athletic facilities. There are four major public entities involved in providing recreation in Eagle County. These include: • Town of Avon. The Town of Avon runs a series of summer and winter recreation programs. The Town uses Meadows Mountain Elementary School and Edwards Elementary School year-round and other school district facilities as needed.. It also uses Town Council chambers for indoor activities. The most popular indoor recreation activities offered include basketball, volleyball and aerobics. Outdoor facilities include Nottingham Park. • Vail Recreation District. The Vail Recreation District offers an extensive array of programming throughout the year. The district operates several indoor facilities including a teen center, Dobson Ice Arena and the Red Sandstone gymnasium attached to the local school. Outdoor facilities include a tennis court complex and golf course. The district does not have any swimming facilities. • Eagle-Vail Metropolitan District. The district owns and operates an outdoor swimming pool, athletic fields, outdoor tennis and basketball courts, playground, golf course and the recently constructed pavilion meeting space. The district serves 1,900 Eagle-Vail residents although programs are also open to non-residents. Eagle-Vail operates one of the only publicly sponsored youth swim programs in the area in which 100 area children participate. While this is the first year that the district has offered recreation programming, it plans on expanding its offering in both indoor and outdoor activities especially for youth. • West Eagle County Recreation District. This district predominantly serves residents of Gypsum and Eagle. Facilities include athletic fields and outdoor swimming pool. The district sponsors leagues through the use of school district gymnasiums. In addition to the facilities noted above, several area lodging operators and homeowner associations feature limited recreation facilities. Swimming pools, golf courses and tennis courts are available. 21 In sum, residents desiring access to indoor pools, therapy pools, cardiovascular and weight training equipment and indoor tennis courts must belong to private clubs. The only climbing walls and racquetball courts within the primary and secondary market areas are also in private health clubs. Public recreation providers offer access to a few outdoor pools and tennis courts. They also provide access through programming to gymnasium space and aerobic classes. People who wish to play basketball or volleyball indoors use the gymnasiums in area schools. Public use of school facilities is limited by the physical education programming needs of the individual schools. Aerobics and other lasses operate out of make-shift facilities, such as the council chambers in Avon, which are not designed for that purpose and also encounter scheduling rnnflicts. The Dobson Ice Arena in Vail is the only indoor ice facility in the area and is heavily used by residents and visitors throughout the Upper Eagle Valley. There are no indoor public running tracks. Local Support Interviews with local residents and recreation providers generated the following comments on specific recreation functions to consider in a community recreation center. These are summarized by activity: • Swimming. Although preference for details varied and many were concerned about the costs involved, water recreation is one of the components of a community recreation center that received the unanimous support of those interviewed. At the Vail Racquet Club the swimming program is the most popular, anal two Vail club managers highly recommended inclusion of an indoor lap swimming pool in an Avon center. While some voiced a need for a competition quality lap pool, most felt that this was not necessary and spoke in support of a smaller version lap pool. Indoor pools were seen as great benefit for children and families. • Weight and cardiovascular equipment and facilities. Most people interviewed felt that physical training equipment and an exercise room should be included in the Avon center. An exercise room would offer space to develop new programs such as adult and children's dance classes, in addition to serving existing needs. A consistent suggestion was for space to acrnmmodate 40-50 people in a single class. Many felt that in the winter, exercise classes would appeal to non-skier visitors. While some people noted that weight and cardiovascular equipment was already available in private facilities, the cost of participation puts it out of reach of the local residents. • Gymnasium. Most of the people interviewed mentioned that the PMA needed a full size adult gym for summer and winter recreation 22 programming. Many recommended inclusion of a gymnasium in an Avon recreation center, particularly if the space could also be used for children's movement lasses or other activities. Many area pr„t.~~etors thought that visitors would also be attracted to indoor basketball and volleyball. Representatives of Beaver Creek lodges mentioned that many of their guests inquired after these activities, particularly basketball. Some people indicated that school facilities met program needs at the present time and questioned whether a gymnasium could be justified. • Racquet sports. Most of the feedback received indicated that there were plenty of outdoor tennis courts but several people felt there is a need for indoor courts. Tennis is popular at the local clubs and it is reasonably difficult to get a court in the winter without reserving it ahead of time. While several people supported building tennis courts, they also indicated it was not a priority. Racquetball and squash are reported to be less popular by area club managers. The Vail Racquet Club has one court .for each sport and the manager reports that these are the least used facilities at that club. Several people claimed that racquetball is a dying sport. Many private health clubs such as Homestead Club have converted their racquetball courts to Wally-ball. • Other activities. Although the Dobson Ice Arena is heavily used, there is little indication that additional ice facilities are needed. Further, the availability of ice time at Dobson might increase if the ice arena is no longer used for conventions. Many people expressed interest in having Avon offer a climbing wall. This is the most popular activity in the Breckenridge Recreation Center for both residents and tourists. Recommendations Based on a review of the user profiles and input from local recreation providers and community leaders, the market support for a recreation center in Avon is strong. Most of the recreation uses would appeal to local residents although some activities could expect visitor participation as well. More support exists for certain facilities than for others. The market is too small or existing facilities are in place to meet community demand for activities such as an ice rink. A summary of recreation uses to include in the development concept are highlighted below: Lap pool. The absence of a year round swimming pool available to the general public suggests opportunity for providing this service. Given that almost one-third of the general population swims and that the age and income demographics are not dissimilar from the PMA area, it could be reasonable to expect that many people would use an Avon facility. Community feedback suggests that the Avon market area could 23 support a 25 yard pool with 4 to 6 lanes for laps. The pool would be used for lessons, lap swimming and activities such as water aerobics. Weight and cardiovascular equipment. Opportunities for cardiovascular activities are an important component of a recreation center. Area weight and cardiovascular equipment receives steady use, however, it is only available to those who belong to private clubs. Including this type of activity in a community recreation center would make it available to a larger segment of the population. These uses also hold appeal for area visitors who are staying in lodging facilities that do not provide these services. Exercise/dance space. Although national demographics for aerobic classes differs slightly from the PMA statistics, access and appeal of new programs should not be discounted. The difficulty lies in quantifying these influences. Nationwide, over 10 percent of sports participants engaged in aerobic exercising. While participation in the proposed Avon facility would be dependent on programming, classes could expect to attract patrons from the PMA and SMA residents who do not belong to private facilities. A space specifically designed for dance and aerobic activity offers a superior advantage over existing public facilities. Gymnasium. The broad range of uses for a gymnasium support its inclusion in a recreation center. Given the participation levels in existing league activities the space could be well programmed. Further, as the area grows, greater demands will be placed on existing school facilities. Other recreation providers, including Eagle-Vail will also vie for programming time. Inclusion of a gymnasium in a community recreation center anticipates this future community need. This would predominantly be a space fir local resident use, although some demand from area visitors could be expected. An indoor running track could be included in the gymnasium space, however demand for this activity is not significant. Climbing wall. This activity can easily be accommodated within a gymnasium. The growing popularity of climbing walls and the local interest in this activity among residents and visitors argues for its inclusion in the development concept. Racquet sports. Tennis, racquetball and squash courts presently available are sufficient for the local market. While tennis has strong appeal among many residents in the Avon area, few people interviewed felt that there was demand for additional facilities. Investing in indoor courts of any kind would be a significant cost to the community and there is little reason to believe that exclusion of these sport facilities in the Avon center would deter visits from the local or visitor populations. While the financial feasibility of public recreation facilities will be addressed in a subsequent phase of this analysis, it should be noted that some form of financial operating support might be required for the uses described abcive. Many communities consider these functions to be a public service which would not be available to many residents through private sector providers. 24 IV. ENTERTAINMENT RELATED FUNL 1 IONS In addition to servicing the recreation needs of the community's local and visitor populations, the concept of a community center could be extended to include entertainment or amusement oriented functions. This section examines several entertainment oriented uses and evaluates the feasibility of including such functions in a community recreation center in Avon. These potential activities include: • Leisure Pool and spa facilities • Bowling alley • Movie theater • Children's fun center An overview of each service follows. Leisure Pool and Spa Facilities Overview. A leisure pool is a relatively recent development which has gained widespread market acceptance particularly in Colorado where some of the first facilities developed. Unlike a lap pool, a leisure pool draws people for its entertainment aspects. It provides a relaxed festive gathering place and an opportunity to enjoy water in an unstructured leisurely context. Water slides and other family oriented fun activities have great entertainment appeal to both locals and area visitors. Other water features including fountains, bubblers, sprays and waterfalls add to the setting. The principle market for a leisure pool is the visitor population. Such facilities in other locations including Breckenridge and Steamboat Springs and to a lesser extent, in Whistler Mountain, British Columbia, have successfully captured a significant share of the tourist markets in those areas. The drop-in nature of the activity, its appeal to all age groups, and the indoor setting which encourages use in inclement weather are all factors tourists appreciate. The leisure pool at the Breckenridge Recreation Center is the second most popular activity. It has been successful in attracting non-residents to use the center; over half of the visitors to this center in March were tourists. The popularity of leisure pools among the visitor population does not suggest that a leisure pool would not also be enjoyed by local residents. Such an attraction, since it does not exist elsewhere in the County, could be expected to draw residents from Vail and western Eagle County. The inclusion of a leisure pool in a community recreation center expands the appeal of the center beyond those who engage in more structured recreation and sports activities described in the previous section. Community center operators have found that the significant utilization of this one attraction alone, helps defray operating expenses of other facilities and substantially adds to the economic feasibility of a center. Spa facilities including therapy pools, steam rooms and saunas are often integrated into a leisure pool concept. Spas are heavily used in the winter after skiing and by non-skiing visitors. Demand is especially high among overnight guests who are staying in lodging which does not provide these amenities. Soaking pools which offer multiple temperatures are especially popular. Warm water pools for long t~..~~ soaking complement hot water pools which should only be used for short periods of time. Experiences in other resorts indicate that leisure pools and spas are a major attraction. The Breckenridge Recreation Center is the most recent and most successful example of the appeal of leisure pools in a recreation complex. Average daily attendance during peak ski season numbered over 760 visitors. Average attendance remained high in May, with 360 visitors a day. The water slide and recreation facilities at Steamboat Springs are also somewhat comparable. This facility attracts 500 tourists a day during peak ski season. Existing providers. A leisure pool is presently not available in Eagle County. The Town of Vail considered developing such a facility several years aQo, however, voters failed to endorse financing the aquatic complexs. Spa facilities are available in all the private area health clubs and several hotels. Access to these facilities is limited to members or guests. Many of the lodging facilities in Avon do not include therapy pcx~ls or similar amenities. Local support. There is considerable support for a leisure pool and spa facilities among those interviewed. Lodging and tourism officials indicated the desire for additional activities in the area to appeal to visitors. While most people interviewed thought a water slide was a key component, many agreed that an extensive series of slides and Water World type activities was not necessary. Several were quick to note that the proposed Vail Aquatic center was too elaborate to win widespread community support. Recommendation. A leisure pool is a key component of an Avon community recreation center. Visitors and local residents will be drawn t~ the entertainment and amusement center aspect, with most participation expected from visiting families but strong support expected from single adults as well. Spas are also expected to have community support and strong visitor appeal. Bowling Bowling is one of the components of a community recreation center under consideration. Presently not available in Eagle County, the intent is that this activity might draw residents and visitors from throughout the county generating community and economic benefits. A review of market and financial data on howling operations weighs the likely feasibility of providing this service. Overview. Bowling is a well developed industry and as such certain tested operating standards are frequently used in considering the feasibility of development. A commonly accepted industry standard is that 1,000 adults over the age of 21 can 26 support one lane. The minimum efficient scale in the bowling industry is perceived to be 121anes. A center of this size costs $1.2 million to develop. AMF and Brunswick, the nation's two largest makers of bowling equipment and accessories, build/lease or finance most new bowling centers in the country. These firms will not finance any bowling center with less than 321anes. The demographics of the bowling market nationally are individuals over 50 years of age, typically with lower economic and educational backgrounds. Most of these individuals participate in bowling leagues. Youth also enjoy bowling as a casual activity. Bowling is a very seasonal sport with nine "non-summer" months of high demand and three summer months which are very slow. The economics of bowling centers depends heavily on league play. Most bowling centers generally run one "shift" of league play each night, while the more successful centers have two shifts. A shift corresponds to twelve lanes with two teams of five on each lane. The average bowling center, therefore, attracts 168 teams (7 nights * 24 teams) with 8401eague bowlers (168 teams * 5 bowlers per team). Much of the income associated with bowling derives from concession sales, especially alcohol. The average bowler rolls three games and spends $18.50 per visit. Of this amount, $7.50 is for lane charges, $1 is for shoe rental, and $10 is for food and beverages. Most bowling centers are open 15 hours each day typically from 9 AM until midnight. Peak periods of activity are in the evenings. During these 15 hours, bowling center operators strive for usage of 27.61ines per lane per day. Since each line (game) takes almost 33 minutes to complete, 27.6 lines per day per lane is considered to be maximum capacity. ]n resort areas, utilization varies with the season. Existing providers. The two nearest bowling centers to Avon are located in Frisco and Leadville. A bowling center used to operate in Avon in the late 70's but dosed due to financial and management reasons. The Summit Bowling Center in Frisco offers the closest comparable to Avon as it draws from a small p~.....anent population and an active winter visitor market. The manager of Summit Bowling Center in Frisco reported that his business is extremely seasonal and only marginally profitable. In the winter, approximately 50 percent of the Summit Bowling Center's games are rolled by 340 league bowlers on 68 teams from Breckenridge, Dillon, Frisco, Silverthorne, and Vail. The leagues take up ten lanes in the winter, and tourists fill the other eight. The demographic profile of the average league bowler is "middle aged." Tourists are most likely to bowl during winter storms when cold weather and poor visibility impede skiing. Summer visitors rarely bowl during their stays in Summit County. Local residents are most likely to "drop-in" bowl during the Friday night "Rock 'n' Bowl" which emphasizes musical entertainment as well as bowling. 27 While the facility is full in the winter, it virtually closes down for two months in the middle of the summer. The manager resorts to taking out short t~,.,~ bank loans every summer to stay in business. Local support. A number of the persons interviewed throughout the course of this study favored the idea of a bowling center if it were economically feasible. They commented that bowling is a good "alternative" activity to skiing for tourists because it is considerably less expensive and not dependent on the weather. Moreover, some interviewees told of local bowling enthusiasts regularly traveling to Frisco, Leadville or Glenwood Springs to bowl. Several individuals expressed concern that such an activity might best be left to the private sector to develop. Others preferred that if a bowling center were included in a community recreation center, that it be structured as a concession or franchise agreement with an outside private operator. No one advocated that the Town subsidize such an operation. Anticipated demand. Despite some enthusiasm on the part of individuals interviewed, the demographics of the region present challenges to supporting an economically viable bowling center. As Section II of this report describes, the market area permanent population for a bowling center is about 17,560 (12,700 adults). Roughly 11 percent of the market area population is over the age of 50, the prime demographic of bowlers. Some demand will originate from visitors to the area, however, it should be noted that the local visitor demographic profile does not match the industry characteristics of older, lower income, and less educated participants. Industry standards of 1 lane for 1,000 adults, suggest the demand for 13 lanes to serve the market area p~,~~~anent population. To support a viable league program of 840 members (according to national standards), this implies that 7 percent of adult residents would have to participate in league play, or 42 percent of those over 50. Given anticipated local and visitor demand, the market area might support a center of 12 to 141anes. Fewer lanes make it difficult to offer consistent availability to league participants who are the principle support of a bowling center. On the other hand, league play can often preclude opportunities for drop-in bowling which would appeal to visitors and casual local bowlers. Recommendation. A bowling center might be considered for inclusion in a community recreation center. It would provide residents and visitors with another activity, especially conducive to long winter seasons. The higher land prices and variable seasonal clientele associated with a resort market, might make it difficult for a bowling center to fully cover its operating costs. A 121ane center of 12,000 sf might cost roughly $1,000,000 to construct, exclusive of land costs. Restaurant and bar space, important sources of revenue in this business, could also be included. 28 To engage the interest of a private concessionaire, some form of financial assistance would likely be required, such as reduced facility costs. This need for an additional source of funding was substantiated in a recent proposal put forth By East West Partners for an entertainment complex. The market for a bowling center might be stronger in the future as the resident and visitor populations increase although the poor demographic match for bowling is unlikely to change. A larger facility might then be justified which might enhance its economic feasibility. Consideration might be given to phasing in this activity in the future if an interested private operator can be found. We suggest contacts with potential leasees to ascertain market interest. Such a venture might enhance the economic base of the community and produce indirect benefits. (It can be expected that, if a bowling center were to open in Avon, it would capture market share from existing operators in nearby counties). Movie Theater Movie theaters are typically owned and operated by the private sector as a profit generating business. One of the considerations in examining this use is to determine whether a movie complex in a publicly owned recreation center could financially support other non-revenue generating facilities and programs. While unlikely that the Town would operate a cinema, it could lease space to a concessionaire to operate the facility and share in the proceeds. On the other hand, the Town might elect to include a movie theater in a community recreation complex even if it is not financially self supporting. A theater could help attract people to the community and produce some indirect economic benefits. Overview. Attendance in the movie industry exceeded 1.1 billion attendees throughout the country in 1989. The average American attends 4.6 movies per year. On a per capita basis, attendance has decreased since the late 1970's as videos and other forms of entertainment have created increasing competition for viewers. The average movie theater grosses $562,000 annually. Major theater chains, such as Cinemark, United Artists or Mann Theaters, have certain criteria a market must meet before they consider investing. These major movie operations apply standards of 1 screen per 100,000 population and no fewer than 6 screens to a complex. These larger operators control distribution channels for their facilities on a national level. Smaller operators, typically local entrepreneurs, are able to operate successful ventures in smaller communities. A minimum of two to three screens is needed to capture adequate market share. One theater is usually sized larger than the other to accommodate demand for popular features. Cinemas are typically built to handle peak capacity, which historically occurs during the summer months and Christmas season. 29 Small theaters rely on booking agents to access first run movies. The ability of a small theater to earn the interest of a booking agent is correlated with the number of screens already present in a market and overall dollar volumes of existing operators. Like bowling, a significant amount of the revenue generated in cinemas is from concessions which can account for 25 to 30 percent of gross receipts. Profit margins on movie rentals vary by the popularity of the film with first run feature films commanding a high premium (55 percent of gross income is paid to the distributor). Cinemas are relatively expensive to construct because of the large land requirements associated with this use. Each theater requires roughly $100,000 in projection and sound equipment. Approximately 3,500 sf per screen is required for a medium size theater. Existing providers Two cinema operations with a total of four screens operate in Vail. Seating capacity is 766. Table IV-1. Overview of Cinema Operations Theater Capacity Ticket Price (Adult) Cascade Village Theater Screen 1:276 seats $6.50 Screen 2: 75 seats Crossroads Cinema Screen 1:340 seats $6.50 Screen 2: 75 seats Both cinemas show first run movies year round. (Many movie contracts require a theater to have a screening at least once per night). They attract attendance from a market area extending from East Vail to Edwards. Both facilities suffer from poor access and visibility as well as lack of free parking. Neither cinema operation would survive without a combination of local and visitor support. Overall business volume is evenly divided among local and visitors however the bulk of business in peak tourist seasons is visitors, estimated at 70 to 80 percent. Interviews with managers of these facilities suggest that one of the biggest difficulties in operating a cinema complex in a resort community is the high cost of land, since cinemas require significant parcels and generate relatively low revenue per square foot. Local support. Several local community leaders voiced support for the development of a movie theater in Avon. They noted the difficulty of traveling to Vail in the winter months to attend shows because of impaired transportation. They also perceive that a cinema would offer an activity for local teenagers. However, several persons interviewed expressed concern about the Town engaging in what is typically a private sector business. While a concession arrangement might be acceptable, they questioned whether the Town could recover the costs of developing a cinema complex. 30 Anticipated demand. The success of a cinema complex depends on the popularity of the movies being shown. For example, the Avon-Vail market is so integrated that a booking agent would not allow the same movie to be shown in two different theaters. Additional screens in a small market do not generally generate additional demand but rather provide more selection to local viewers from which to choose. A cinema in Avon might be more convenient for down valley residents, but most people will continue to make their choice based on what is being shown rather than convenience. Tourists in Beaver Creek and Avon might find a local theater to be more convenient than traveling to Vail, particularly if it offered inexpensive and convenient parking. Recommendation The prospect for supporting a cinema complex in Avon has merit, yet is not without risk. Anew facility would likely compete effectively with existing providers. An Avon location would have some ability to realize a higher market penetration among the resident population (especially in the non-winter months) than the Vail operators because of its proximity to local residents. On the other hand, an Avon location would be at a disadvantage for the visitor market because the majority of the bed base is in Vail. A visible location combined with other recreation and entertainment activities could partially compensate for this disadvantage. It is important to emphasize however that location is a secondary consideration to the feature being shown in attracting movie audiences. Cinema complexes require considerable land for facilities and parking. A 300 - 400 seat two screen cinema might require 5,000 to 6,000 sf and cost $350,000 to $450,000 to construct (exclusive of land costs). Opportunities for realizing economies of operations from shared parking with a recreation center or other services are limited. Based on this overview of the market, the Town of Avon could consider building and leasing a cinema complex to a private operator. If such a facility is desired, some degree of subsidy would likely be required to lower the breakeven level of operations. Over time as the Avon area continues to develop, it is likely that a private operator will enter the market to provide this service at the point it becomes economically feasible. Children's Fun Center Overview. The concept of a children's fun center is to bring outdoor playground activities inside. Still a relatively new concept in community recreation center, such facilities exist in privately operated fun centers and amusement centers typically in urban areas. Children's Museums around the country including the Denver Children's Museum have been successful in developing satellite operations in shopping centers, airports and other public areas which attract children. Disney is also skilled in developing attractions and play areas for small children. A children's play land would be designed to appeal to children under the age of eight. This age group is sometimes too young to take advantage of the other activities 31 which a community recreation center might offer without significant structure and supervision. An indoor play area allows children to participate in an unstructured setting with minimal supervision. A children's fun center would include fun activities which appeal to younger children. A space filled with plastic balls for children to jump in, climbing ropes, slides and other climbing structures would be included. A contained indoor space allows for certain activities which are not conducive to outdoor playgrounds. Such indoor play areas can be especially popular in climates with short outdoor seasons. Similar facilities have been developed as part of recreation centers in Minnesota for example. Existing providers. A fun center concept does not exist in Eagle or surrounding counties at the present time. Some public and private recreation providers offer programming aimed at young children including the popular summer camp programs sponsored by Vail Recreation District and Vail Associates. These programs attract 160 children between the ages of 2 to 12 for a variety of activities including games, crafts and outings. Vail Associates, recognizing that an increasing portion of their market is now young families, have stressed children's programming through the Golden Peak Family Center. Winter programming focuses on skiing and other activities. Local support. Many of the local interviewees noted the changing demographics of Avon and the Upper Eagle Valley including an increasing number of families and children. Programs which appeal to children of all ages are desirable. Recommendations. A children's play area could increase the appeal of a community recreation center for families with younger children. This is not a large revenue generating activity and would not cover the costs of development. It could help build overall visitation to the center. The visitor market is especially expected to utilize this area as they are anxious to find activities for their children in the evenings and on non-ski days. Sufficient space would need to be set aside to create an exciting environment. Approximately 2,000 sf could accommodate several play areas, some of which might be oriented to slightly older children. Inclusion of such an activity involves a certain degree of risk in that the concept has not been tried before in a resort community. It might be advisable to consult experts in children's attraction including the Denver Children's Museum, to further develop the actual space and activities. 32 V. COMMUNITY USES Avon's rapid growth in population has increased the residents' sense of a town identity. For some in the area, community services are a crucial component of any recreation and entertainment facility. This section examines community services designed to serve residents. Potential services include the following: • Conference/community meeting space • Child care Conference/Community Meeting Space Overview. The demand for meeting space derives from two distinct markets: first as an appeal to visitors to come to Avon for conferences, seminars, large parties and the like, and second as an appeal to local residents for group meetings and events. While the first brings new money into the community, which possibly could be used to offset the costs of the other non-revenue-producing facility offerings, it is also riskier because use will be determined by the Avon facility's status in a highly competitive conference market.. The second facility use brings in less new income for the community but can generate intangible benefits that ultimately translate into an increased sense of community stability. It is worth considering meeting space that can meet the needs of both the local and the visitor populations. In crafting this kind of strategy however, special care must be given to prevent displacement of one group by the other, for example, using meeting space for both conventions and community functions can cause locals to feel displaced when the space is unavailable. Physical demands are also different for each of these groups. While one alternative is to have meeting space that can double as basketball, volleyball courts, this is complicated by acoustic and floor composition needs, and results in inferior space for conferences Kitchen facilities are an important component of meeting space with full service catering kitchen required for conference market. Amore modest warming kitchen would be suitable to the needs of community groups. Conference facilities designed to appeal to visitors will have different funding implications than meeting space designed for primarily local use. Conference facilities aze seen as a benefit to lodging operators in particular, and as such, private funding for this portion of the facility could be encouraged to re-capture some of the direct benefits these entities realize. For example, Estes Park recently developed a successful conference facility attached to the Holiday Inn. The hotel provided the land and town taxpayers are funding the building debt. 33 The market for conference space in mountain resorts is largely confined to the shoulder seasons of fall and spring. While certain groups hold functions in the winter months, prices are less competitive during this season. In the shoulder seasons, existing providers negotiate aggressively to attract business and thus are able to offer services at significantly discounted prices. The operations of the lodging facilities in the winter months allows substantial discounting to develop off season trade. Avon would need to compete for aprice-conscious market willing to forgo the image of Vail or Beaver Creek. State associations and non-profit groups are one potential market. These organizations, since they rely on exhibitor support to fund conferences, require a facility with some exhibit space. They also prefer an integrated hotel facility which offers rooms and conference space in one setting. Existing providers. At present, there are a multitude of options for meeting space in the Upper Eagle Valley. The Hyatt Regency-Beaver Creek and the Westin Hotel in Vail can accommodate a large variety of groups needs. In the Town of Vail there are spaces available for meetings, parties and receptions at many of the lodges as well as at the Vail Racquet Club. In Beaver Creek the Hyatt can accommodate banquets of up to 760 people. In addition to the lodge and health clubs that make space available, there are other spaces for large groups. The Dobson Ice Arena is the largest such facility. It can accommodate groups of up to 1,500 participants. Approximately 15 groups a year use the Dobson arena for conferences. The Town of Vail is presently undertaking a study to determine the feasibility of developing a conference center and performing arts space. While results are not available, the proposed complex would accommodate large groups with the ability to host smaller groups through break out rooms. The Eagle-Vail Pavilion is one of the few public meeting spaces in the Primary Market Area. It can accommodate groups of up to 250. Since opening in May, demand for this space has been significant with the schedule booked every night and all weekend days through September. Common functions at the Pavilion include family reunions, graduation parties and wedding receptions. Non-profit groups can use the facility without charge. The facility does not include any type of catering kitchen. First priority is given to residents of Eagle-Vail. Non-residents can request meeting times no sooner than two weeks before the scheduled event. Several preliminary proposals exist to provide conference space in Avon. Beaver Creek West is considering the development of a 200 capacity facility for use by condominium guests. The manager notes that he receives several requests from groups staying at the facility for a meeting space for apres-ski parties and receptions. At this time it is not anticipated that this facility would be available to the general public. Other discussions have centered on the possible development of alodging/conference facility proposed for Lot C near the center of town. 34 Local support. Of the persons interviewed for this study, a majority favored including some meeting space in the Avon facility. Other than the Avon council chambers and the Eagle-Vail Pavilion, there is no meeting space available in the PMA. A facility to accommodate meetings, workshops, dances, wedding and other receptions would fill a perceived community need. Some people interviewed feel that Avon is an ideal place to build meeting space, particularly if the facility is near Nottingham Park, because of the indoor-outdoor meeting potential. With regard to conference facilities, several people mentioned the importance of proximity to lodging. Not only do people like to walk from where they are staving to meetings, but as one person articulated, once people get in their cars, they are likely to go to Vail. Most people see conference space as benefiting both .the Christie Lodge and Comfort Inn. Recommendation. The research to date suggests that it would be wise to include meeting space to accommodate up to 200 people in the Avon center. • The Avon market area could support meeting space, particularly a facility dedicated in large part to satisfy local demands. A larger room which could break out into smaller meeting spaces would be desirable. • Alternative activities could be programmed for this meeting space including arts and crafts programming, cooking classes and other education opportunities. • To attract any use of meeting space by visitors, walking access to lodging is important. • Community meeting space does not typically generate significant revenues. The local not for profit groups which are frequent users of this space are usually unable to afford costly space. Some income is obtainable through rentals for receptions and banquets. • The risk associated with developing a conference facility to accommodate larger groups of 300 to 500 is substantial as a robust year round market for this space does not exist. Like other resort communities, some financial support would be required to operate this space. It would also be preferable to construct a larger conference space in direct association with a lodging facility, rather than attached to a recreation complex. Child Care Child care has received considerable attention in Eagle County in the last few years as the family base of the area continues to grow. A recent assessment of child care needs in Eagle County indicated several areas in which child care services are deficient. In considering development of a community recreation center, the issue of child care 35 surfaces. The Town might be able to offer space to a child care operator to provide this service. Is this a service which is arr.opriate to include in a community center? And, if so, what level of service is sustainable? Overview. Child Gaze services are provided in Eagle County by licensed and unlicensed operators. Programs are typically designed for infant, toddler/pre-school and elementary school age children. Licensed operators are required to comply with state regulations governing staff, facility characteristics, programs and other factors. Regulations vary by the age of child served. Care is offered either in licensed facilities or licensed home-based settings. Unlicensed operators also provide child care services. In general, these providers are not subject to state regulation if they care for two or fewer children. Community recreation centers, athletic clubs and other organizations can offer drop-in child care services which are not subject to state regulations if parents remain on the premises with their children. ]:n 1987, Eagle County Commissioners appointed a task force to examine child care issues in the county. A study released by this committee in August 1990, suggested the following areas of unmet need: • Lack of affordable child care services. It costs roughly 20 percent more to obtain child Gaze services in Eagle County than in the rest of the state. • A shortage of infant care, toddler care and before and after school programs. • A shortage of flexible care to accommodate off hours. • A shortage of sick care. • Lack of recruitment and training programs for child care providers in the county. Existing providers. In April 1990, 131icensed day care centers provided services in Eagle County. Licensed day care homes numbered 18 and another 40 homes provided unlicensed care. Total capacity is estimated at 889 children. The majority of day care providers are located in the eastern part of the county including Learning Tree, ABC, Prater Lane, Discovery School and Rumplestiltskin. Prater Lane is the only licensed operator for infant care. This facility is subsidized by Vail Associates for VA employees. Rates range from $17 (for employees) to $33 per day. Other centers charge $18 to $26 per day. These rates often make it difficult for employees earning relatively low wages to afford care. 36 Interviews with day care operators suggest that many existing facilities are not fully occupied, as families cannot always afford the rates. On the other hand, the majority of existing operators are non-profit and have difficulty covering expenses. Regulations, staffing requirements and other factors make child care a difficult service to provide cost effectively. For example the task force has recommended that infant care, the most costly level of care to provide, might be better accommodated in licensed homes where costs are lower. Since the report on child care needs was issued, several more providers have or will soon start offering child care services for toddlers and pre-school children. Anew facility is opening in conjunction with the development of Eagle Bend housing complex in Avon. The Bible Church in Eagle-Vail is also opening a child care service. Two others are opening in Gypsum and Eagle. Discussions with task force members suggest that this additional capacity will substantially lessen unmet demand for full time child care services. Further, the affordability issue is also receiving attention. With expected grant funds from the State, several day care operators will be participating in a Head Start program which offers child care and education at reduced rates for low income families with pre-school children. A number of providers also offer before and after school programs for the older child. The Town of Avon's programs have been very successful; at present these activities are not licensed by the State. Vail Recreation District also runs an extensive licensed before and after school program. In the summer a day camp for area children attracts 100 participants. A similar program in Beaver Creek has a capacity of 70 children, half of whom are local and half are children of area visitors. Several of the area health clubs offer child supervision and play areas which parents use while visiting the club. Some of these facilities also offer significant children's programming. The Breckenridge Recreation Center includes adrop-in day care center for children between the ages of 2 months to 6 years old. Parents must be on the premises to use the service which costs $1-$2 per hour. This service encourages utilization of the facility by local and visitor segments. The center operates this service, rather than leasing space to another operator, to avoid liability issues. While not necessary, the center is licensed so parents feel comfortable with the service. Local support. While many of those interviewed recognized the difficulty in accessing child care services in the County, many questioned whether the Town of Avon had a role to play in directly or indirectly providing child care services. While a facility could be leased to a licensed operator, those most knowledgeable about child care services felt that additional capacity for toddler and pre-school children was not warranted at this time. 37 Some issues of affordability continue. The Town could lease space at a level to provide lower cost service, however, it could make it increasingly difficult for existing providers to offer services. Further, the principle costs of providing child care are labor rather than space related. Many people advocated that some level of service be offered while parents work out or use a facility. Representatives from Homestead, Cascade and the Vail Athletic Club all mentioned the necessity of caring for children while parents use a facility. There is also a great deal of support for drop-in service offerings and before and after school programs. Activities during school holidays and summer vacations are also desirable. One person noted a lack of programming for middle school aged children as most programs cater to elementary school students. Recommendation. The inclusion of drop-in child care services is an essential component of a community recreation center to make it as easy as possible for locals and visitors to use the center. We suggest this service only be offered when parents are on premises. It could be constructed to conform to state licensure requirements enabling the Town to have the option of whether or nit to seek licensure. With the entry of new providers in the market, there is adequate availability of full time child care in the market area for toddler and pre-school children. A shortage of infant care persists, however, county-wide efforts to strengthen training of home based providers may fill this void over time. Further the complexity and cost of operating an infant child care service in an institution is prohibitive, and without significant subsidy, would not address the need for affordable care. The Town of Avon, through its recreation department, has a role to play in - providing before and after school care for children and programs or camps during school holidays. This fills~a widely perceived need and can be offered at affordable rates. Recent discussions about adopting a year round school schedule in Eagle County would increase the need for this type of programming. Programming could be developed which would use the community recreation center space. These programs may require state licensure. Alternatively, possibilities might exist for operating within the framework of already licensed programs such as the Vail Recreation District or Vail Associates summer camp at Beaver Creek. 38 VI. DEVELOPMENT RECOMMENDATIONS This section summarizes the recommended development concept and presents estimates of likely visitation to the community recreation center. The section concludes with a series of development considerations. Development Concept The table below summarizes the re~,.u.mended uses for a community recreation center in Avon. Space requirements for these uses are also described: Table VI-1. Avon Community Recreation Center Components Facility Size Aquatic area (leisure pool, 41ane lap pool) 11,000 sf Weight room and cardiovascular equipment 2,000 sf Multipurpose exercise room (aerobics, dance) (40 person capacity) 2,000 sf Therapy pool (20 person capacity) Sauna Climbing wall Gymnasium 8,000 sf Child care center (capacity for 15 to 20 children) 900 sf Children's fun center 2,000 sf Meeting space (200 capacity; breakout into four smaller rooms; storage space to accommodate dry craft activities) 3,000 sf Small catering kitchen f~00 sf Locker facilities 2,500 sf Restroom facilities; reception area; concession area 1,500 sf Office space 1,500 sf Mechanical, circulation, storage 7,0!10 sf Total Square Feet 42,000 sf Some of these uses might be phased in over time such as the gymnasium or children's fun center. Parking for 200 cars would be required to service this facility. This concept could be expanded over time to include a broader entertainment component such as a bowling center, movie theater, restaurant/bar or other amusements. A site with the potential for expansion would be necessary. If the Town were to pursue such a concept, we advise that it secure a commitment from a private sector concessionaire which would provide these services prior to deign and development. The private sector partner will require a return on its services commensurate with the risk involved. (In the case of Fast West Partners, investors were 39 requiring a return of 20 percent to compensate for associated risk in an entertainment complex.) We also recommend that these entertainment-oriented uses not be included in this first phase of development. Based on interviews with local representatives, while entertainment functions might be desirable, they are of lower priority than the community recreation uses included in the initial development concept. Further, residents might reject a development concept which they perceive to be too costly. The willingness to publicly support what many consider to be private sector activity is also an issue; economic development implications for the community would require further elaboration. Finally, once the first phase is operational and draws visitor support, it might be easier to engage the interest of a private operator in a second entertainment- oriented phase. Site Evaluation The Town of Avon owns two sites which hold some potential as a location for a community recreation center. The first site includes 4.25 acres on the parcel where the Town's tennis courts are presently located. The second site at the water treatment plant encompasses approximately three acres and would require building over and around the existing structure. Both of these sites can accommodate the first phase of a community recreation concept outlined above. Parking would need to be provided in adjacent sites. Only the tennis court site is of sufficient size to accommodate a concept of a community recreation center which could be expanded over time. A larger parcel could also be acquired to develop subsequent entertainment uses noted above if the Town favors that approach. The Stolport site or other property nearby might be suitable. Table VI-2 weighs the relative merits of these three alternatives. The tennis court location offers the best site for a community recreation center from the perspective of access, visibility and compatibility with surrounding uses. Conceptual Design/Cost Preliminary conceptual designs were prepared for both town sites. Table VI-3 outlines anticipated development costs of the proposed community recreation center. A facility of 42,000 sf might cost $6.2 million to construct in either site including site development, furnishings, and contingency. Figure VI-1 depicts the conceptual design at the tennis court property. Parking would need to occur on adjacent parcels and require relocating Benchmark Road. The tennis court site could accommodate future expansion to include a movie theater and bowling alley if the detention pond were relocated. 1¦tti In.ti ltJ Itl¦ir 1.i r~i I¦ttar V V 1a~i V tttttul h.trd aalr a~at ~ aa~l _ _ .TABLE VI-2_ POTENTIAL IDENTIFIED SITES FOR COMMUNITY RECREATION CENTER _ Criteria Tennis Court Site Water Treatment Plant Sitc City Market/Stolport Area Visibility Excellent visibility from major streets and Poor visibility, especially for visitor Reasonable visibility from interstate Interstate popujadon AecessibiUty Easily accessible to local and visitor markets Circuitous approach; one way approach and Easy to access with directional signage exjt; does not cormect to other town streets Compatibility with Proximity to Nottingham Park is favorable Proximity to Nottingham Park is favorable; Could co-exist well with commercial uses surrounding land uses proximity to residentiak units maybe negative (noise, traffic, hours) "Traffic impacts Adds traffic to major streets Adds traffic to residential streets Minimal; redirects traffic o(f heavily travei~d strrels land cost Cily owns land City owns land A commercially-zoned Tract, need to purchase land Size of parcel Somewhat less than desirable size; cannot Less than desirable size; cannot accommodate More than enough land for building and parking accommodate on-site parking needs on-site parking needs I'oter?tial for Some room for expansion on site No room for expansion on site; could acyuirr Ample capacity for expansion expansion adjacent school dlstrkt parcel Site development Good site condidons, would require tilgher costs associated with designing Unknown; would need to extend utilities eosb relocating termks courts; exbtktt6 udlities around water treatment park; existing utilities Parking Packing is already constrained in this area Parking would need to take place on school Could be available on site during peak a ~ Js; onuld handle paridng dLmid parcel off site with nrad relocatlon. Solar potential Southern orientation yields solar benefits 12equires north odentatlon; limits solar Could capture solar benefits berteflta - 1 LOBBY BELOW GYM BELOW x v W ~ ~ I , ~ ~ i AQUATICS _ , . , T BELOW • ARDI i ~ K CHILD FFICE ~ WT. -MfET1~IG FUN WATER ~ ~ PLANT M-P EXERCIS J uPPeR LsvEL I !III! IIII ~IIII II'~ (!IIII~I !I~I~ `r N PARKING 119 SPACES ~ _ _ 1 ~ ENTER i - I I • ~ MECH. ~ ~ = j GYM ARE - TOR OCKER ~ ; ~ N-H AQUATICS 1 ~ I Ri' WATER TREATMENT PLANT ~ ~ 37 z \ ~ ~ , i~ a ~ \ I - ~ ~ o / J c nz ~ , ~ Z ~ ~ GROUND LEVEL m WATER TREATMENT SITE L BR8iP JULY 1992 . `t V. FI(1!!!!!"~ll-1 mod' 1~r1. Ir..l. vii. i.~. vJ, 1r.J. r+rri. ~..vl. ~ - - ~ . _ I ~ ST R. .~--~_.._~._--r MECH. I - - 1 i I OYAd ~ r' ~ POND AOUATICS~ J OC ER f J ~ - ~ _ owLING ~ AVON COMMUNITY OFFICE u1o~ ~ ~ i ~ RECREATION CENTER EIGHTS AA-P T ATERli l CARD10 XERCIS ~ I I I~ lI N o' ~o' VAS ~ - I ( CHILD FUN - 1 i K - - /CHIC --~EETI~IG ' - - I (i I (I TENNIS COURT SITE ENTER BRS3P JULY 1992 O` c .6 - :--i mss, PARKING 214 SPACES ~ 1 ~ ~ / m l - i~ EXISTING ROAD ~J / i I i ~~1_l ~1_ ~l_ILL.i1-_l i ~ ~ i ~I i i ~ ~ RELOCATED ROAD ' ~ -y_-__-_ - / ~ / ~ ~ ~ , ~ ~ ~ ~ ~ F RE STATlO / \ ~ / _ - _ _ 43 The water treatment plant site could not accommodate future expansion unless the contiguous school district property were acquired. Parking is also inadequate at this site without use of school district grounds. The conceptual design is illustrated in Figure VI-2. Building this facility on top and to the north of the existing water 'I treatment plant compromises the design and desired orientations for entry and aquatic areas. Visitorship Estimates Visitorship estimates are described below for the devel~r..~ent concept outlined in Table VI-1. These estimates of market acceptance of the proposed community recreation center are derived principally from the experience of similar operations, a review of current activities, interviews with recreation providers and the best judgment of the consultant team. Estimates will be utilized in the subsequent phase of this Study to forecast anticipated revenue for the center. Visitor estimates reflect the various submarkets that exist for the center. P'v(A residents are distinguished from SMA residents and winter visitors are considered separately from summer visitors. Distinctions between day and destinatie~n visit~rc are also important. Three visitor scenarios are presented representing low, moderate and high market penetration. Several assumptions are applied in deriving these capture rates: • PMA residents are more likely to use the facility than SMA residents because of its closer proximity. They will use the facility manly for services they cannot obtain in these settings. • The frequency of utilization is derived from the experience of other recreation centers. On average, a person uses a recreation center once or twice a week. This average includes people who use the facility on a daily basis as well as those who might visit the center once a month or less. • Utilization is likely to be lower in the summer months for all market segments. A wide variety of outdoor recreational activities compete for an individual's time in the summer. Indoor activities are especially popular in the winter when cold weather precludes some rn~td~~r activities. Utilization can be expected to be highest on poor weather days. The average utilization rate applied to the local population reflects a combination of winter and summer titilizati~n. TABLE VI-3. PRELIMINARY COST BUDGET Shell Cost/ Shell Special Facility Sq. Ft. Sq. Ft. Cost Cost Subtotals Aquatic Area 11,000 sf 130 51,430,000 5400.000 51,830,000 Weight Room/ Caraiovascular 2,000 sf 70 140,000 140,000 Multi-Purpose Exercise 2,000 sf 85 17t?,000 10,000 180,000 Gymnasium 8,000 sf 85 680,000 10,000 690.000 Child Care Center 900 sf 70 63,000 63,000 Children`s Fun Center 2,000 sf 75 150,000 100,000 250.000 ] Meeting Space 3,000 sf 75 225A00 30,000 255,000 Kitchen 600 sf 85 51,000 2,000 53,000 Locker Facilities 2,500 95 237500 20,000 257.500 Reception, Restroom, Conces. 1 S00 sf 85 127500 127500 Office Space 1,500 sf 70 105,000 105,000 Mechanical, Circulation and Storage 7.000 sf 60 420.000 420.000 Total Square Feet 42.000 sf 90 3,799,000 572,000 $4,371,000 Building Subtotal 54~n ~ Site Devel ~ ~,..,,~rtt 400,000" Furniture and Equipment 250,000 Fees: 8.5% 427,000 Contingency: 15% * 82QA00 $6,268x000 'Includes factor for mountain construction. "Further in1i......ation needed to give more accurate budget. iVote: Costs based on 1992 comparable projects. 7 I I . i r 45 • Destination visitors (including seasonal residents) are more likely to take advantage of the facility than pass through or day visitors. Their longer lengths of stay will encourage them to seek out a variety of activities. Visitorship estimates are inflated by a factor of 10 percent to account for utilization by day tourists and visitors outside the secondary market. The distance from Vail for day and destination skiers will make it more difficult to attract this market. • The experience of the Breckenridge Recreation Center, Steamboat Springs and other facilities has been utilized in estimating market capture rates for residents and visitors. Adjustments have been made to reflect the different level of services available in the primary and secondary market areas. The table below summarizes capture rate estimates for the various market segments under three different utilization scenarios. Table VI-4. Estimated Capture Rates by Market Segment Capture Rate (Percent of Visitors/Residents) Low Moderate High RESIDENTS Primary Market Area 8%~ ]2% 15% Secondary Market Area 3 5 7 Winter Destination Visitors 10 12 15 ' Summer Destination Visitors 8 10 12 These capture rates are applied to estimates of visitor and local population provided in Section I to derive estimates of likely visitorship at the proposed center. Table VI-5 on the following page depicts the analysis. Local residents are expected to generate roughly two-thirds of the overall visits to the proposed facility under the various scenarios. Total visits to the community recreation center might approach 137,490 to 245,300 visits per year. A summary is shown below: Table VI-6. Forecasted Annual Visitorship Levels Low Moderate High Resident Population 89,330 136,020 173,070 Visitor Population 48,150 58,360 72,230 Total 137,480 194,380 245,300 TABLE VI-5. ES i 11vIATES OF VISITORSHIP TO AVON COMMUNITY RECREATION CEN i r,n* _ .s ~eQident Uti1_i?ation ~ti_matE j,,Q~? Moderate jigh Primary Market Area Residents 12,370 12,370 12,370 Utilization rate 89'0 12% 15% Average visits/year 78 78 78 Total visits 77,189 115,783 144,729 Secondary Market Area Residents 5,190 5,190 5,190 1 Utilization rate 3% 5% 7% Average visits/year 78 78 78 Total visits 12,145 20,241 28,337 Total resident visits 89,333 136,024 173,066 Average visits/dav 248 378 481 ToLrict L1tL~tion Egti_mateR Winter Destination visitors 329,910 329,910 3?9,910 Utilization rate 10% 12% 15% Total visits 32.991 39,589 49,487 Day visitor fa..~.,. 10% 10% 10% Total tourist visits 36,657 43,988 54,985 1 Summer Destination visitors 129,320 129,320 129,320 Utilization rate 8% 10% I2% Total visits 10,346 12,932 15,518 Day visitor factor 10% 10% I O% 1 Total tourist visits 11,495 14,369 17,243 _ Total tourist visits 48,152 58,357 7~ Average visits/dav 134 162 201 Total resident and tourist visits Annual 137,485 194,381 245,294 Average/day 382 540 681 1 'Does not include use of meeting space 1 47 Development Considerations In planning for a community recreation center in Avon the following issues deserve attention. • Programming is an essential component in the success of any community recreation center. The facilities alone are not enough to generate the maximum utilization of the space. Adult and children's programming will need to exceed present levels. Staffing to accommodate this enhanced programming activity is also needed. • Marketing becomes an integral part of center operations to encourage use by locals and visitors. While the Breckenridge facility has been very successful in its first year of operation without significant marketing, a sustained. level of awareness is needed to attract out of town guests. This is especially important in the case of Avon, where the bulk of the bed base is located outside of town. • Transportation and access become critical elements in developing a center which will attract regional residents and area visitors. Public transportation through shuttle buses or other means, will he an important service to provide to make it convenient for area visitors to utilize the facility. For regional residents, a location which offers easy access and ample parking is important. • The second phase of this analysis will determine the financial characteristics of the proposed center. Interviews with local leaders suggest that the community should be willing to finance development of a center through tax support. Other revenue streams might be earmarked for financial support of the center. Some level of operating support might be required in the initial years of operation. • Opportunities for regional support in financing a community recreation center were discussed as part of the interview process. While this may be a reasonable approach, interviews suggest that Eagle County governments may not be interested in this approach at the present time. APPENDIX A. LIST OF PERSONS IN t tscVIEti1r trtJ 1 Beckstrom Pam Vail Racquet Club Bennett Mike Beaver Creek West Boley Lori Town of Brecicenndge Butz Spencer Vail Associates Davis Jay Avon Mavor Dewire Steve Beaver Creek Hvatt Gemi?bock Charlie City Council Avon Harrison Chuck Town of Breckenridge y t ~ Mike Vail Westin/Cascade Village Hain Jeanne Homestead Court Club Hazard John Avon Town Council Helbutrg Jean Fort Collins Rec Center Tom Avon Town Counai Jacobs Vlerle Rt...,,,ation Di«~~or, Avon Jensen Jan Town or Whistler Johnson Frank Vail Resort Association Jones Albert Sumnut Counrv 8owiing Center Kagan Tun Town of Leadville 1Citzes David United Artists Lin.~~..m Steve Cascade Village Theatre M~g~ Crossroads Cinema Excellence Gary Town of Breckenridge Mason Moms Carol Mason-eVorris Associates M~~ Tom West Eagle County Rt~.~.ation District Momney Bob Vail Athletic Club Momney Mo The Learrning Tree Nottingham CC Avon Town Council Nottingham Nancy Vail Associates Orrei Don Avon-Beaver Creeic Resort Association Discovery School l Patton Tian Cinema Services, Inc .J Pidc~:..g Tom Town of E.~I.~ Park Avon Town Council 1 P~ Town of Vail Regnolds Buzz Avon Council Member Robertson Lynn Eagle County Recreadon Authority 1 Robinson Rob Vail Rc,"~tion Distract Alan Jackson R~...~ation Center Senio Michael Cinemark Shapiro Ken Avon Center Shively Clark Eagle Vail Recreation Districr Tag Jun East-west Partners Towns Colleen Prater i.ane Davscnool Tuthill Howard Avon City Market I 1 ~ t APPENDIX B. COMPARABLE COMMUNITY RECREATION CE11r 1 btcS This appendix provides a brief description of recreation centers in communities similar to Avon. Breckenridge, Colorado Facility characteristics. The Breckenridge Recreation Center opened in late 1991. It is the first facility of this type to be built in a mountain resort community in the region. The facility includes: • lap and leisure pools • racquetball courts • indoor running track • indoor tennis courts • gymnasium • free weights and cardiovascular equipment • dance/fitness room • - physical therapy center • Pro shop • child care • ~.,...munity room The climbing wall, both pools, and indoor tennis courts have received the most use in the first four months. Tennis reservations must be made 3 days in advance. On the other hand, racquetball has been the least popular activity. Utilization. The Breckenridge reQeation center serves a market area consisting of Summit County which includes 12,900 permanent residents. The population of I Breckenridge is roughly 1,300 full time residents. The Breckenridge Recreation Center saw an average of 762 visitors a day during the month of March its peak tourist season. In the winter months, the center was "totally full" G.,... 3 PM to 8 PM. Over 52 p~..~~~,.t 1 of visitors to the center are non-resident tourists. Locals are expected to r~Y. .sent a l greater share of the total visitors in the summer months: y Table B-1. Origin of Visitors to Breckenrid a Recreation Center B Sid Season Summer Breckenridge Residents 31.0% 31.0°6 Out-of--State Visitors 26.0 20.5 Colorado, Out-of-County Visitors 26.0 20.5 Su.....,it County near Breckenridge 8.5 14.0 Other Su..~...it County Residents 8.5 14.0 J. B-2 Visitation levels have remained high in the non-tourist month or Mav with average daily attendance of 360. The center is poised to capitalize on a growing trend in "ski vacations' in which visitors look for other activities in addition to skiing. The Towns 3 free trolleys which transport visitors from the bed base to the recreation center ensure tourist al;~..dance. Finan ' issues Breckenrid a has two-tiered ricin for town resid nts and ~8 g P g e others. The average atl~...dance fee is $3.00. "Almost everyone thinks it's affordable." Some county residents who live contiguous to town boundaries feel they should get town prices as well. Breckenridge charges separate user fees for tennis and racquetball courts, classes, and child care. Punch passes have been especially popular as they provide the most flexibility for residents. The Breckenridge Recreation Center cost $6.1 million to build including $800,000 for outdoor facilities. The city owned the land. The annual operating budget is forecast at nearly $900,000 with projected revenues of $600,000. Council supported a goal of 75 percent cost recovery in the first year, with gradual improvement to break even by the third year. The center was financed with $I million in accumulated Town cash reserves and a $5.5 million, 15 year GO bond issue. The bond issue was approved 61 percent to 39 percent by voters. Breckenridge has no revenue stream specifically dedicated to pay off the bonds. Competition. Before the recreation center was built, Breckenridge had two ] athletic clubs. The F'.~..ch S~.~;.t Athletic Club (FSAC) was contiguous to the Atrium Condos in town. The Breckenridge Spa was outside Town boundaries. The owners of FSAC initially complained about the Town recreation center; however, they were already on the verge of bankruptcy. FSAC is now bankrupt, and new owners are converting it f,.,..~ an athletic club to a "higher end lodge." The Breckenridge Spa had no gym, a very small pool, one racquetball court, a weight room, and an aerobics The owner is now converting the Spa into a "boutique hotel" which specializes in mud packs and massages. Leadville, Colorado Facility description. The Leadville Recreation Center was built in 1975, for approximately $2 million. It serves a market area population of roughly 6,000. The facility is physically conn~...t..d to the Leadville Int~....ediate School, and adtninis~b~~~d by the school district. The recreation center includes the following amenities: • Olympic pool • 30 person hot tub • indoor running track • 2 full basketball courts • 2 full volleyball marts 5=3' ' " 1 racquetball court • Universal and Olympic weight equipment Utilization. The center sells three types of passes: year passes, trimester passes, and daily punch passes. Visitors to the Leadville Recreation Center are 75 percent local residents and 25 percent tourists. Residents and tourists are charged different amounts for using the center. _ Financial issues. The center does not break even financially. Admission charges, however, cover all operating expenses ex~.r ~ utilities and insurance. Until this year, the school district was responsible for administering the center and subsidized deficits. Now the school district is hoping the City of Leadville or the county can take over the subsidy because the school district is financially strapped. Jackson, Wyoming Construction is ready to begin on a community recreation center in Jackson, Wyoming. This is a joint initiative between the county and the town board. The r~ur;.ation board was already in place (prior to this project initiative). This center was designed and intended for use by locals so access to lodging was not an issue. Local population is 5,000 in the town of Jackson, with an additional 5-6,000 in the county. Facility description. The recreation center will contain: • 2 com late double s P 8Ym • Olympic size pool, with 6 lanes • big tube water slide, "Cougar Slide" • leisure pool • waterfall _ • small water slide • offices • two meeting rooms, of 800 square feet each, plans include expansion option • running track. The plan for a community center was initially addressed in a feasibility study done by the Parks and Recreation Depa,....ent. The early feasibility study was a response to a public survey and the creation of a "wish list". This initial facility was J estimated to cost $6.2 million and was then scaled back (they dropped racquetball rnurts and ice skating). Financial Issues. The center is completely financed through a capital facilities tax equal to a 1 percent sales tax. This was put to the voters about 3 years ago as part of a joint initiative with a hospital, a school and the recreation center. The recreation J canter gets money after the tax pays off the other two projects. Construction is budgeted at X4.2 million and is t..t,ected to go over this amount. Voters aYr. ~ red a bond issue that allocated a total of $4.5 million to this specific project. a :1~ B~ Operations The center is anticipated to operate at an ongoing deficit, projected to be $50,000 annually. Part of the reason the town and county are willing to tolerate this is because they want tourists to have minimal use of the facility. Tourists will only • have part-time access to the facility. 1 Revenues will come from three sources: the facility will have family and single memberships and there will be a user fee charged for various r.~grams. 1 Whistler Springs, British Columbia Whistler Springs is a mountain resort community 80 miles outside of Vancouver with a population of 4500 and a bed base of 30,000. Facility characteristics. The Town of Whistler is developing a community oriented recTearion facility to address local needs. Visitors are also expected to utilize the facility however this is not the primary objective. The public facility when complete l will include: ,j ice arena • four lane lap pool • leisure pool include whirlpool, and children's splash pool • ~ sauna and steam rooms J two squash courts J fitness room with cardiovascular equipment • day care area The facili is located three miles outside the main villa e. A kev com vent to tY g Po its success is access to public transp.,~ potion. a which includ the ice rink was built for $5.1 Fuiancing issues. The first ph se es million. The second phase is priced at $3.7 million. The facility is funded through general tax revenues. Charges for the facility will be set to ensure that most people can acoess the center. Competition. Little competition for the recreation center exists in the community. Lodges offer limited spa facilities. T'he Town of Whistler and school district jointly developed a gymnasium as part of an elementary school which the ~.,..?munity uses for league activity. Several years ago, a private operator built an outdoor water slide and spa to appeal to visitors. During its peak, the facility attracted 250 visitors a day with an admission fee of $10. In 1987, the private facility entered bankruptcy and continues to J remain abandoned. Part of the reason for the business failure was the in ability of the facility to attract a steady resident clientele. Locals soon tired of the water slides and the cost for local use was prohibitive. The outdoor setting was also not conduave to year round use. TO: Vail Town Council FROM: Community Development Department DATE: April 27, 1993 SUBJECT: Current Smoking Policies in Vail Restaurants I. BACKGROUND In April of 1990, the Vail Town Council passed an ordinance which restricted smoking in public places. The restaurant community appealed to the Town Council to be allowed to devise their own policies. The Community Development staff worked with the restaurant owners to develop a voluntary program whereby smoking was discouraged, but individual restaurants were able to develop their own program based on design and space. The program appears to have been successful based on the absence of cafts concerning this issue. Earlier this year the EPA published a report on the topic of second hand smoke. The study indicates that the effects of secondhand smoke on non-smokers may be more detrimental than smoking is to the smoker. Council has been asked to reconsider the issue to determine whether it would be well advised to strengthen the existing ordinance and make Vail a smoke free community in all public places. Community Development staff has conducted site visits and telephone inquiries of the area restaurants over the past several weeks to determine what is being done regarding smoking. Please find all area restaurant policies categorized below. 1. ESTABLISHMENTS: NO SMOKING ALLOWED FULL SERVICE (12) LIMITED SEATING/CARRY-OUT (29) Bart & Yeti's (eff. 6/1 /93) Carrot Top Gambetta's Cascade Village Theatre Golden Peak - VA Cheese Shop of Vail Gondola Cafe Chicago Pizza L'Ostello Cleaver's Deli Siamese Orchid D'Coffee Beanery Sweet Basil Daily Grind Coffee Shop Terra Bistro Dairy Queen Trail's End - VA Dobson Ice Arena Westin Hotel -all restaurants non-smoking Domino's Pizza Wild Flower -Lodge at Vail East Vail Market Golden Peak Children's Center Gourmet to Go Grand Prix Room -Tivoli Lodge Haagen-Dazs Laura's Fudge Shop Les Delices de France Mc Donald's I LIMITED SEATING/CARRY-OUT Pizza Bakery Pizza Express Poppyseeds Bakery Cafe Rocky Mtn. Chocolate Factory Safeway Subway -Lionshead Sweet Life at Vail -Village &Lionshead Swiss Hot Dog Company Vail Food & Deli Vailglo Lodge Village Market 2. ESTABLISHMENTS: SMOKING IN BAR AREAS ONLY FULL SERVICE (16) Chanticler Chart House Cyrano's Hubcap Brewery KB Ranch Co. Lancelot Left Bank Restaurant Montauk Racquet Club Restaurant -Thrills Szechwan Lion Chinese Restaurant Tyrolean Inn Up the Creek Bar & Grill Uptown Grill Vendetta's Wanderers Westin Hotel lobby lounge 3. ESTABLISHMENTS: MAINTAIN OR ATTEMPT TO MAINTAIN SEPARATE SEATING AREAS FULL SERVICE (14) LIMITED SEATING/CARRY-OUT (2) Ambrosia Blano's Pizza Company Blu's Wendy's C.J. Capers Cafe Arlberg -Lodge at Vail Imperial Fez Jackaiope Cafe & Cantina La Tour Lord Gore Michael's American Bistro Nozawa Red Lion Season's at the Green k ~ Villager Restaurant Window's -Radisson 4. ESTABLISHMENTS: PERMIT SMOKING THROUGHOUT FULL SERVICE (23) LIMITED SEATING/CARRY-OUT (7) Alfie Packer's Christiania -Sarah's Lounge Bu11y Ranch/Bavaria Haus Gasthof Gramshammer - Sheika's Clancy's Nick's D.J. McCadam's Palmo's Spirits & Cappuccino Evergreen Lodge Subway -West Vail Fulton Ironworks Sundance Saloon Gallery -Radisson ~ The Club Carton's Saloon Gasthof Gramshammer - Pepi's Condo's Holiday Inn Hong Kong Cafe Lionshead Station Los Amigos Luigi's -Radisson May Palace Ore House Pazzo's Pizzeria RusseN's Shogun Japanese Restaurant Sonnenalp -Austria Haus Swiss Chalet Tearoom Alpenrose It should be noted that restaurants which permit smoking throughout the establishment are sensitive to the non-smokers and will do whatever is possible to accommodate their requests. The only exceptions would be the bars/taverns which tend to be smoking throughout with very little seating. 5. ESTABLISHMENTS WHICH ARE NOT AFFECTED (9) Antler's Catering Kitchen Ford Park Amphitheatre Lion's Square Lodge Popcorn Wagon Lionshead Vail Conoco Vail Ski Rentals Vail 66 Station Village Popcorn Wagon Vistabahn Ski Rentals SLO Smoke: ~1~he anatomy of a powerful local anti-tobacco law Barbara J. Wells, R.N., MED, CAS and Richard L. Roberts,.REHS Emeritus, MPH ' Because the health hazards of second- AbStraCt hand smoke is now well-documented, the In August, 1990 the community of San Luis Obispo, a small city close to the Pacific 8eneral population is more widely knowl- coast in central California, enacted a powerful ordinance that prohibits smoking in any edgeable of the health impacts. This is enclosed public area-including all restaurants and bars. The story of this major health especially true in California, where health promotion effort shows how a public health team worked in concert with local community education efforts were funded by increas- groups to help this ordinance succeed. ing cigarette tax revenues in 1988. When passed by referendum vote, Proposition 99 ' empowered the collection of an additional 25 cents a pack to provide major funding any recent success stories of lion. The ordinance restricts smoking in all for tobacco educational activities at the anti-tobacco legislation aze enclosed areas used by the public, includ- state and local level. The programs are occurring in California, where ing all restaurants and bars. This no- administered by the State Department of funding from Proposition 99, a referendum smoking legislation has been an example Health Services through funding to local increasing the tobacco taxes which was for other local governments and has been health departments and grants for innova- passed by the electorate in 1988, fueled thrust in the forefront of health promotion rive programs. local activities and increased awareness models dealing with tobacco. Although smokers' and nonsmokers' and political advocacy in controlling to- A chronology of the events leading up rights groups have been in existence for bacco. to the ordinance passage, local political and several yeazs, the recent research and edu- It is well known that since smoking business responses, and ongoing issues of cational information relating the dangers of became a populaz pastime, the tobacco in- enforcement and acceptance are elements smoke to health have caused "battle lines" dustry has had a free rein in controlling examined in this paper. The San Luis to be drawn. According to a Chicago most federal legislation relating to smok- Obispo City model provides a case study newspaperarticlepublishedintheSanLuis ing. Their money and skills have rolled up that should be considered by health pro- Obispo Telegram/tribune dated April 11, an impressive list of legislative and politi- fessionals and other governmental/com- 1990,90%ofnonsmokers considersecond- cal victories in the past (1). munity officials as they .rethink their re- hand smoke harmful, but just five percent However, the tobacco industry has had sponsibility to protect the public from the would ask people to put out their cigarettes. several recent setbacks in dealing with the dangers of passive smoke. This example Half of these smokers expressed their right dynamics of grassroots activities in local showsthathealthprofessionalscanbemajor to light up indoors without asking, "Does ' communities and their governments. Cit- players in local community anti-tobacco anyone mind?" ' ies cannot prevent citizens from smoking, control legislation. Their credibility and Two out of three Americans who have but they can enact powerful ordinances that pexpertise suggest an active role in assisting never smoked regularly worry that exposure will prevent adverse health impacts to those concerned citizens and groups. to second-hand cigarette smoke could cause exposed to smoke. serious health problems, according to an In California, local public health laws Second-hand smoke and social issues Associated Press poll published in March are being enacted by many courageous Reports issued by the U.S. Surgeon 1992. This poll found that 54% favor a elected officials to protect their constitu- General clearly outline the health risks in- complete ban on smoking in all public ents, particularly the young. More than 200 volved with the use of tobacco (3). During p]aces, andpoints out the currentknowledge California cities now have tobacco control the early 1990s the U.S. Environmental and interest this issue has for the American laws ranging from limits on smoking in all Protection Agency (EPA) has deliberated public. In California, the non-smoking city-owned facilities to restricting smoking overpassive smoke dangers (4). The official majority are beginning to speak up, indi- inall enclosed public places. More Califor- release of the EPA's much-awaited report vidually and in groups, to control smoking nia cities and counties are now considering on the hazards of second-hand and passive hazards in their environment. strengthening their present ordinances (2). smoke in February 1993 increased the im- Anexample of strong successful local pact of media attention and public awaze- SLO County demographics Legislation is in the small city of San Luis ness about potential dangers and increased San Luis Obispo is located on Obispo (SLO). In August 1990, this envi- the call to action. Academic researchers California'scentralcoast,midwaybetween _ ronmentally-conscious community, on the and other Federal agencies also have re- Los AngelesandSanFrancisco. The county central coast of California, enacted the leased research information impacting lo- boasts a population of about 213,700 (1990 strictest anti-smoking ordinance in the na- cal debates about second-hand smoke (5). census) and is expected to grow rapidly, April 1993 • Journal of Environmental Health • 9 surpassing 300,000 by the year 2000. Ra- as a special place to live and visit over the Speazheaded by health and commu- ° . cially, the county is predominantly white years has not been so simple. It's taken nity leaders, informal meetings were held ~ ' (82%), followed by Hispanic (15%) with time, energy and patience." to discuss tobacco issues in the county. smaller ethnic groups of Blacks, Filipino Perhaps this is the legacy that inspired This group was formally organized into the _ and Asian. the community to press forward to become Tobacco Control Coalition for San Luis Retail trade, government, agriculture, a community having the toughest no- Obispo County, an advisory group to the tourism and commercial fishing aze major smoking ordinance in the world. Having health department's program. These industries in the county. The four lazgest two basic requirements certainly helped: 1) community volunteers aze strong local anti- employers in the county aze county gov- a strong local community interest in envi- tobacco advocates and represent a broad ernment, California Polytechnic State ronmental issues, and 2) sympathetic sup- base of support. The group draws on ex- University, California Men's Colony, and port from elected officials. periences from their associations with the Pacific Gas & Electric (with nuclear power Health data for San Luis Obispo city in medical and dental societies, alcohol and plant at Diablo Canyon). While local em- the azeas of smoking and heart disease were child health programs, business and gov- ployment in the major industries increased reported in a 10-yeaz study by Stanford ernment, prison and law enforcement offs- duringthe last fouryears, there were county- University (7). The study was completed in cials, local colleges, the American Lung wide employment declines in construction, 1988 and gathered information from 2,600 Association, American Cancer Society, mining and agriculture. San Luis Obispo residents, aged 12 to 74 yeazs. Current American Heart Association, YMCA and County'sunemploymentrateisconsistently smokers in the resident population of San other youth organizations, senior citizen lower than state and national averages. Luis Obispo city were reported to be 15%, groups, and those providing outreach health The county's health department is a versus the statewide average of 27% for the services to minorities, plus local marketing small comprehensive agency that attempts same period. Male smokers composed and media liaisons. to meet a variety of public health service 18%, while females composed 12% of the demands. Programs and services that di- population. These rates were reportedly Political and public climate ~ rectly apply to clean air aze disease pre- lower than any of the other four California Coalition members were present when vention, environmental surveillance and cities studied in this project. Here, then, is theordinancerevisionswerefus[introduced regulation, air pollution and control, and a setting for strong concern for health and in May of 1990. The first draft prepared by r health promotion and wellness. Deaths environmental issues and a small minority the city legal staff was not, in the opinion of attributed to lung cancer each yeaz in San of active smokers. the council, satisfactory. They requested Luis Obispo County number approximately the city attorney strengthen the provisions 150 (6). Ordinance background of the law. As the council was stepping into In late 1989, revisions to the city's no- anew area of controversy, legal staff were SLO city description smoking ordinance began when a city cautious of challenges, but redrafted the The City of San Luis Obispo is the councilmemberconcernedabouttheeffects ordinance as requested. county seat, the location of California of public smoking was inspired to proceed With the council requesting a stronger Polytechnic StateUniversity,andthe lazgest with a proposal for the city. He consulted ordinance, the Tobacco Control Coalition and most centrally located of the incorpo- with a local physician, along-time anti- went into action to support the restrictions rated cities. With a population of more than tobacco advocate and member of the Cali- on smoking in all public places. Health 45,000 residents, San Luis Obispo claims fornia Medical Society. The supporting department staff provided medical and en- 20% ofthe total county population. While ~ medical evidence was enough to encourage vironmental reseazch, model legislation, the median age in San Luis Obispo is neaz revisions to the ordinance to be placed on and available pertinent facts to city staff, the state and national averages, there are the agenda for discussion in May of 1990. council members and the public. more people over the age of 65 and under 19 Concurrently, implementation of the On May 9, 1990, during the SLO city than either the state or national average. first stages of state legislation which es- council discussions, the LosAngeles Times This is probably due to the retirement at- tablished anti-smoking health education broke a story revealing that a draft study of traction of the azea and the 15,000 student programs was taking place. County health the U.S. Environmental Protection Agency population attending colleges. departments were beginning to anticipate listed environmental tobacco smoke (ETS) In their Guide to San Luis Obispo, the receipt of the funds from cigarette tax rev- with radon and benzene as a Class A caz- chamber ofcommerce says, "The people of enues for local programs. Part of the state cinogen. At that time it was also reported San Luis Obispo were fortunate enough to health department's plan for distributing that the tobacco industry initiated a major inherit a spectacular, beautiful, bountiful, these funds to local agencies was the for- campaign of harassment against the report and natural environment and have been mation of local community coalitions to in an attempt to weaken or kill this infor- sensitive enough to preserve, protect and plan appropriate programs. To support this mation (8). However, on June 25,1990, the enhance it." The publication also boasts effort and implement programs in San Luis EPA did release for public comment two that "...the people who settled here saw a Obispo County, the County Health Officer draft reports on environmental tobacco unique opportunity...their choice to settle created the Tobacco Control Program as a smoke that added fuel to the controversy. here was easy...(but)...keeping the envi- unitofthedepartment'sDiseasePrevention One document recommended that govern- ronmentbeautiful and maintaining the city Services. mentandprivatesectoremployerseliminate 10 • Jouma/ of Environmental Health • Volume 55, Number 6 ~ involuntary exposure to ETS while the other areas be smoke free and that 30 percent be announcement to the council, the president concluded that ETS causes 3,800 adult lung designated as smoking areas, in order to of the restaurant association said he was cancer deaths a yeaz and increased preva- protect local businesses who were afraid personally in favor of non-smoking res- lence ofchildhood respiratory illness in the that tourists would go elsewhere. The taurants and within the week he was mak- United States (9). _ councilfeltthiswouldcreateanenforcement ing his own restaurant smoke-free. Not to During these same months, close on problemanddeclinedtochangeitsdirection.. be outdone, a second owner of a large the heels of the EPA story, the University of In eazly June, the tobacco industry restaurant spoke of his plan to voluntarily California, San Francisco, released a new entered the local scene. R.J. Reynolds sent go smoke-free. study strongly linking involuntary smoking 200 to 300 letters to local people urging The second event that occurred to im- with heart disease. This study, conducted them to contact city council members in pact the hearings was the collection of by UCSF Professors Stanton Glantz and protest of the ordinance. The letter, called powerful messages that the council and Williams W. Parmley, found that 30,000 to "Choice, an Action Alert," used the head- community heazd during the final hearing. 40,000 persons die from passive smoking- line "Urgent -your rights in danger." A "speak out," well-coordinated by the caused heart disease each yeaz. Dr. Glantz According to industry reports, these letters coalition and community, took place. estimatedthatpassivesmokingkills50,000 were sent to people on the tobacco Speakers included: Americans a yeaz, from both cancer and company's huge database of smokers • a respiratory therapist, who spoke for heart disease. Dr. Glantz continues to gather (usually names of those who redeem ciga- a patient, "who has lung cancer and will die and release reseazch findings, adding to rette coupons). Council members' names soon," and for another, "who cannot walk public awareness and information about and phone numbers were listed in the letter, out of herhousebecause ofsmoking-related second-hand smoke. with a teaz-off sheet to reply to the company disease;" about action taken. This move by R.J. • a surgeon, who spoke of how many The ordinance debate Reynolds may have backfired when a front patients he operates on weekly for debili- In June and July, 1990, the SLO city page article appeared in the San Luis Obispo tating tobacco-related diseases; and council held public hearings and received Telegram-Tribune on June 11, headlined • a college student, who related how she has testimony on the ordinance to ban smoking "Tobacco Firm Tries to Halt SLO Ban: ' to wait tables in asmoke-filled restaurant, in all enclosed public areas of San Luis The attempt by the industry to garner local and who suffers afterwards from severe Obispo city. This total ban concept seemed support caused what appeazed to bean asthma attacks aggravated by the smoke. to take some citizens by surprise and expression of outrage from local residents When public testimony concluded, launched a fury of last minute debate within against outside influence. individual council members spoke about the council chambers as well as with the The strongest local opposition to the their own experiences and feelings. Two community. As the hearings continued ordinance came from the owners of res- members related stories about family over several weeks, formal and informal taurants and bars. Baz owners in particular members lost to lung cancer. One council groups began to organize in support and were opposed. The president of the local member gave personal testimony as acur- opposition of the ordinance. restaurant association, representing some rent smoker but proclaimed support for the The public hearings involved many 12 to IS members, spoke against the ordi- ordinance. hours of public testimony from citizens, Hance, azguing that rights were being taken On July 3, 1990, SLO City Ordinance and from professional, medical andbusiness away and that the city could become anon- #1172 was adopted as law, prohibiting speakers. Speakers expounded about their smokingisland. Heaskedforacompromise, smoking in any indoor place open to the businesses and individual rights. Others ~ suggesting there be a voluntary ban. public. This was the first municipal ordi- spoke of relatives who died of lung cancer. Several speakers, representing civil Hance that excludes smoking in all bars as Print and broadcast news coverage was libertarians who opposed any proposed well as restaurants. constant and continuous. Letters to the government regulations, spoke at length editor with strong support or opposition during each hearing, citing the U.S. Con- Enforcement appeared daily. The press, in editorials and stitution and Bill of Rights. The council Enforcement issues, when discussed reports, seemed neutral: however, the in- received this testimony with courtesy, but at council level, seemed to indicate the creased furor gave the media ample story continued the stance that this was not a ordinance would beself-enforcing. The opportunities. constitutional issue. During the two hear- media and street gossip had fun with the TheChamberofCommercemaintained ings 36 citizens spoke, with 12 speaking idea of "Smoke Cops." After the required a neutral stand; however, the local Business against and 24 in support of the ordinance. 30-day waiting period, the ordinance went Improvement Association, an arm of the In the midst of public hearings, two into effect August 3, with little fanfaze Chamber of Commerce, expressed concern surprise events took place. Members of the except for local public opinion articles in thatthebanwouldhaveanadverseeconomic restaurant association announced that they the newspaper and on television, which impact and suggested that acounty-wide would not oppose the proposal as long as it generally echoed an earlier local newspa- ban should be phased in, as this would "not continued to include bars. They seemed to per article heralding "Non-smokers in SLO be so punitive: ' believe that if the law applied to bazs along can breathe a little easier today: ' The Chamber of Commerce executive with restaurants, no one business would be The city provided businesses with signs director suggested that 70 percent of public favored by the smokers. In making this reminding the public of the news ordinance. April 1993 • Journal of Environmental Health • 11 E In addition, a small pamphlet was produced incident again stirred up a "smoker's rights" concerns that publicizing anon-smoking and distributed, upon request from city hall, group, which gathered to launch another atmosphere might drive away tourist busi- to explain the law and answer questions. petition drive. Active signature gathering ness. Initial complaints most often expressed for a referendum was evident in May, June Some businesses did disappear from views such as "I would never shop or eat and July 1991, but by that fall all signs of the scene. A few suggested that this could again in San Luis Obispo: ' One caller said signature gathering had disappeazed. be attributed to the smoking ordinance, but her husband drove her to Santa Maria, 30 with recessionary times there was no clear- miles south in Santa Barbara county, to Social impact cut reason for business failure. San Luis shop because he was "mad at the city." As businesses began to address the Obispohasmorethan100restaurantswithin Two elderly people were irate that they social changes to accommodate smokers the city limits, and during recent years there could no longer smoke at a Denny's res- and non-smokers, small outdoor spots be- have been many start-ups and failures. A taurant where they frequently met with a came new smoking areas with groups of popular sports bar/night club was closed 18 group of seniors for breakfast. smokers near doorways. Complaints were months following passage of the ordinance, In a Los Angeles Times article in July, registered bynon-smokers who had to walk and the media cited smoking restrictions as the SLO Chamber of Commerce related through these smoke-filled entries or along one possible cause. Another dining estab- thatthere was little economic change noted, sidewalks where the smokers huddled. In lishment that reportedly violated the ordi- andthat the ordinance had not hurt business response, some night spots that required nance on several occasions closed its doors as first thought. As one council member cover charges or reservations began pro- during January 1992, claiming lack of noted, "implementation has gone very viding smokers with sepazateentrance/exit business due to the non-smoking ordinance. smoothly:' azeas. Smoking is occasionally still reported By December 1990, the local news- Slowly, more smokers started to call in a few local taverns and a bowling alley. paper was running articles with headlines forhelp with interest in cessation and support The bowling alley management reported to such as "SLO smoking rule brings few groups. Many said they were becoming the press in the winter of 1991 (a""year and gripes." According to the city, 45 letters less tolerated by the social circumstances a half after the ordinance went into effect) werereceivedduringthesefirstfewmonths, and had decided to quit smoking. Within that immediately after adoption of the or- with opinion running 20 to 1 in favor of the 12 months following implementation of dinance, its business was heavily impacted. ordinance. Many positive responses were thislaw,cleazlymoresmokerswerethinking However, it is noted that a new bowling received from tourists who visited from out about quitting due to social and peer pres- establishment opened up in a community to of state. Numerous requestsforinfotmation sures. the north, and the major highway between about the law and its implementation were A reseazch project by two students of this community and San Luis Obispo was received by city and county officials. People the political science department at California closed for repairs during evenings for three who heard about the SLO ordinance on Polytechnic State University was conducted months in the fall of 1990. These two television networks CNN and CBS wanted in December 1990, five months after events likely had a significant impact on to know more. Inquiries from the Dallas implementation of the SLO smoking ban. San Luis Obispo bowling leagues; and, in Morning News, San Francisco Bay-azea The research provided a snapshot of public fact, several league members stated they papers, the Los Angeles Times and British opinion. Two hundred randomly selected were staying in their own community to public television were received. Reporters city residents over 18 years of age were bowl rather than drive to SLO. came from out of town and asked questions polled by telephone for their opinion. The of officials and citizens, who were quoted survey showed that 73.5% of those polled Recent developments and re-quoted. favored the ordinance; 23.5 % were against; It can be said that the San Luis Obispo Penalties for individuals cited for and3%wereundecided. Of those surveyed, City no-smoking ordinance is recognized smoking (or those who allow it) range from 20% were smokers and 80% were not. As as much from outside the local azea as from $100 for the first offense to $500 for the expected, 82% of the non-smokers were in within. In fact, the majority ofcalls inquiring third offense during aone-year period. Five favor of the ordinance, while a surprising about the impact and implementation come ` enforcement complaints were received by 37.5% of smokers also were in favor. Fifty- from outside of the county and state. the city within the first few months after the three percent thought the ordinance was a In November 1990, a national award smoking ban went into effect. Because of good idea, and 50% supported issuance of was given to the SLO Tobacco Control the small number of complaints received, citations for smoking violations (10). Coalition by the American Cancer Society the city's staff assigned to manage this While the city government devoted at its annual "Great American Smoke-Out" ordinance was given other tasks. much time and effort to this ordinance celebration in Atlanta, Georgia. In De- However, in Mazch and April 1991, during the intense period before and after cember 1991, a California Healthy Cities " three citations were issued to two employees its passage, following implementation the grant was awarded to the city for a business of a local tavern. The citations were heard parties involved seemed to wish to move on analysis to examine the impact of the or- w' in court, resulting in two fines, and a third tootherissues. TheChamberofCommerce dinance on the business community. And charge was dismissed on procedural tech- and the business community also appeared in March 1992, San Luis Obispo was in- nicalities because of legal language. This to want to ignore the ordinance, expressing eluded as one of four cities cited in a report 4'~, 12 • Journal of Environmental Health • Volume 55, Number 6 ~ ~ ioll~IlAii' ~~~~~II~IAIIAIAIP ~ hug iTl' AI1UIlAO inn-+ei ~ el~o ~p in ~~~III ~ ~ ~ m ~ q^' ' it n reviewing the effect of smoking ordinances designated as enforcement agencies for sales impact. " on restaurants. According to the report, smoking restriction ordinances. The report was conducted by the Tay- there was no effect on total sales in cities The successful accomplishment of for Consulting Group for the City of San having 100% smoke-free restaurants (11). these goals for community health profes- Luis Obispo. In the city of San Luis Obispo, restaurant sions, i.e., health educators, environmental and hotel sales tax receipts for the fast two health specialists and other public health Barbara J. Wells, R.N., MED, CAS, quarters of 1991 increased by 7.6%. leaders, strongly depends on the political Director, Health Promotion, San Luis State tobacco tax funding for local climateandthecommunitylinkagesalready Obispo County Health Agency, 1223 programs, although reduced and under established. Coalition development, using Higuera St., Suite 203, San Luis Obispo, continuous siege. continues to have a community models in tobacco control, has CA 93401. positiveimpactonlocalanti-tobaccoefforts. proven to be a valuable approach in The passage of ordinances by other city and achieving success. References county governments is increasing, and the The opportunities developed through anti-tobacco climate in the state appears to community coalitions for mutual support 1. Glantz, S.A., Ph.D. and B. Samuels, (1991), be having a snowball effect. A review of aze enormous. For example, the Area `~'hePoliticsofLocalTobaccoControl,"!.Amer. other California city/county laws shows, Council on Aging became active in San Med. Assoc. 266(15):2110, Chicago, IL. however, that few others contain a restric- Luis Obispo County by adding their senior 2. California Healthy Cities Project (1992), lion including bars. Other California cities citizen constituent weight to environmen- Tobacco Control in California Cities, Western Consortium for Public Health, Health Promo- with strong legislation are Rancho Mirage tal health issues. Local medical, dental and lion Section, Sacramento, CA. and Walnut Creek (12). pharmaceutical associations can lend im- 3. Office of the Surgeon General (1989), portant support. Reducing the Health Consequences of Smoking, Conclusion The coalition approach works best U.S. Dept. of Health & Human Services, In government, anti-tobacco programs when: Rockville, MD. generally aze organized by -health caze • cohesiveness is accomplished prior to the 4. U.S. Environmental Protection Agency Draft Report (1990), Occupational Safety and professionals with the goal of ensuring action needed; Health Reporter, Washington, D.C. comprehensive physical, mental and social • health and social benefits aze a common 5. University of California-San Diego well-being, and not merely the absence of goal; and ~ (1991), Tobacco Use in California, California disease or infirmity. Specifically, health • all involved aze willing to work together Dept. of Health Services, Sacramento, CA. promotion includes strategies relating to without question of credit or "territory:' 6. Cancer Surveillance Section (1991), Can- individual life-style choices that have a These steps make for true progress cer in California Study: 1988 Incidence and positive influence on the quality of life, and through community cooperation. By Mortality, California Dept. of Health Services, on morbidity and mortality. Tobacco control working together, health education and Sacramento, CA. 7. Stanford Center for Research and Preven- activities in California have a high priority environmental health professionals can use Lion (1988), Branford Five City Project-SFCP, in the 1990s. these methods to take the lead in improving Stanford University School of Medicine, Palo Environmental health programs are the health and environment of all citizens. Alto, CA. created to protect against environmental 8. AmericansforNon-SmokersRights(1991), factors which adversely impact on human Update Update 10(2), American for Non-Smokers health. Since tobacco smoke is an envi- ~ In January 1993 the city of San Luis ILghts, Berkeley, CA. 9. Bureau of National Affairs (1990), Occu- ronmental problem, it follows that those Obispo received the results of a commis- pational Healrh and Safety Reporter, U.S. En- engaged in environmental health science sinned study entitled "The San Luis Obispo vironmental Protection Agency, Washington, and protection programs should lend their Smoking Ordinance -the Economic Im- D.C. knowledge of issues and community dy- pacts on Restaurants and Bazs: ' The 10. Coleman, R and D. Stubbs (1991), Project namics to strengthen the attempt to control summary states: "The smoking ban ap- #91-0889, Cal Poly University Political Science tobacco at the local level. The interdisci- pears to have no significant effect on the Dept., San Luis Obispo, CA. plinary backgrounds and training of envi- profitability of the restaurants and bars. 11. Glantz, A., Ph.D. and L. Smith (1992), The Effect of Ordinances Requiring Smoke Free ronmental health scientists and protection Furthermore, sales in neighboring cities Restaurants on Restaurant Sales in California, professionals can make them particulazly didnotincreasewhenthebanwasinstituted. InstituteforHealthPolicyStudies,Universityof valuable in helping address and solve Although there is no measurable impact on California-San Francisco, CA. complex health protection problems (13). total sales, significant umbers of smokers 12. Americans forNon-SmokersRights(1990), Working relationships between envi- and non-smokers have changed their be- Update 19(1), Americans for Non-Smokers ronmental health personnel and restaurant havior as a result of the ban. Most notably, Rights, Berkeley, CA. owners can be used to garner input and smokers are more often going to out-of- 13. Gordon, L.J. (1991), Year 2000 Education Plan forEnvironmentalhealth Science andPro- support for legislation that will impact the town restaurants and bars, while non- recdon: Problems, Challenges, and Recom- businesscommunityduringimplementation smokers are more likely to go to San Luis mendations, Bureau of Health Professions, of smoking restrictions. In addition, some Obispo establishments. These two shifts HRSA, U.S. Public Health Service, Washing- environmental health programs have been offset one another such that there is no net ton, D.C, April 1993 • Jouma/ of Environmental Health • 13 PLANNING AND ENVIRONMENTAL COMMISSION April 26, 1993 AGENDA Protect Orientation/Lunch 11:30 A.M. Discussion of Environmental Health brochure Site Visits 12:30 P.M. Lauterbach/1139 Red Sandstone Dr. Lauterbach/1335 Westhaven Dr. Erickson Garton's Saloon Police Addition Public Hearinq 2:00 PM 1. Update on minor change to variance for Berkowitz residence located at 315 Mill Creek Circle/Lot 2, Block 1, Vail Village First Filing. Applicants: Howard and Judy Berkowitz Planner: Shelly Mello/Kristan Pritz 2. Discussion of a proposal to enclose balconies at the Lifthouse Condominiums. Applicant: Doug Walker, representing Lifthouse Condominiums Planner: Andy Knudtsen 3. A request for a conditional use permit to expand the hours of operation and add lights to the Lionshead Miniature Golf Course located at Tract D, Lionshead First Filing, between the Lionshead Center Building and the base of the Bornfree Express Chairlift. Applicant: Charlie Alexander Planner: Jim Curnutte 4. A request for a proposed SDD and minor subdivision to allow for the development of single family homes located on Tracts A and B, The Valley, Phase 11/1480 Buffer Creek Rd. Applicant: Steve Gensler/Parkwood Realty Planner: Andy Knudtsen 5. A request for setback and wall height variances to relocate a garage in an existing residence, located at Lot 10, Block 1, Vail Village 6th Filing/716 Forest Road. 1 Applicant: Neal Erickson Planner: Tim Devlin 6. A request for a conditional use permit and a parking variance to allow for an outdoor dining deck at the Carton's Saloon located at 143 East Meadow Drive/Lot 1, Block 5D, Vail Village First Filing. Applicant: Dave Garton Planner: Tim Devlin 7. A request for a work session for a minor subdivision to vacate the lot line between Lots A-1 and A-2, a request for variances from the subdivision road standards, wall height standards and to allow parking in the front setback at Lots Al and A2, Block A, Lions Ridge Subdivision Filing No. 1/1139 and 1109 Sandstone Drive. Applicant: Michael Lauterbach/The Reinforced Earth Co. Planner: Shelly Mello/Mike Mollica 8. An appeal of a staff interpretation to not allow a cantilevered portion of a building into an area exceeding 40% slope. Applicant: Michael Lauterbach/The Reinforced Earth Co. Planner: Shelly Mello/Mike Mollica 9. A request for a work session for an amendment to a previous PEC recommendation for approval of a major amendment to Cascade Village, SDD #4, Area A, Millrace III, 1335 Westhaven Drive, Cascade Village, more specifically described as follows: A part of the SW Ya, NE 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 tine 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 central 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: Michael Lauterbach Planner: Jim Curnutte 10. Appoint new PEC Chairperson. 11. Approve minutes from April 12, 1993 PEC Meeting. 2 DESIGN REVIEW BOARD AGENDA April 21, 1993 3:00 P.M. PROJECT ORIENTATION 11:30 A.M. - 12:30 P.M. SITE VISITS 12:30 P.M. - 3:00 P.M. 1. Regal - 1079 Sandstone Drive. 2. Simba Run - 1100 N Frontage Road. 3. Benchmark Cleaners - 2111 N Frontage Road. 4. Spruce Creek III - 1850 S Frontage Road West. 5. Town of Vail Bike Path -South Frontage Road extending west from Donovan Park. 6. Mueller - 1753 Shasta Place. 7. Lionsquare Condos - 660 W Lionshead Circle. 8. Dobson Ice Arena - 321 ~ Lionshead Circle. 9. Flacke - 122 East Meadow Drive. 10. American Ski Exchange - 225 Wall Street. 11. Mill Creek Court - 302 Gore Creek Drive. 12. Manor Vail - 595 Vail Valley Drive. 13. Gonzales - 1628 Vail Valley Drive. 14. Kandell - 4259 Nugget Lane East. 15. Assenmacher - 4455 Glen Falls Lane. 16. Spaeh - 4173 Spruce Way. 17. Bolden II - 4223 Spruce Way. 18. Town of Vail bike path parking lot and landscaping -Southeast quadrant of the I-70 East Vail interchange. Drivers: Jim and Tim AGENDA 3:00 P. M. 1. Kandell -Deck and hot tub. TD Lot 2, Bighorn Estates, Resub. of 10 & 4/4259 Nugget Lane East. Applicant: Dr. Robert Kandell MOTION: Borne SECOND: Williams VOTE: 1-4 A. Application denied. MOTION: Arnett SECOND: Williams VOTE: 4-1 (Borne opposed) B. Approved with conditions. 1 2. Mill Creek Court -Landscape Courtyard TD Lot 1, Block 5A, Vail Village 5th/302 Gore Creek Drive. Applicant: Mill Creek Court Homeowners Association MOTION: SECOND: VOTE: 5-0 Consent approved with condition that paving material be consistent with Town of Vail streetscape plan. 3. American Ski Exchange -Minor exterior changes. MM Block 5-C, Vail Village 1 st/225 Wall Street. Applicant: Bob Lazier MOTION: Arnett SECOND: Borne VOTE: 5-0 Consent approved. 4. Kaiser/Mabrey -Repaint of western unit. ~ MM Lot 3, Block 5, Bighorn 5th addition/4916 Juniper Lane. Applicant: Ursula Kaiser/Denise Mabrey MOTION: Arnett SECOND: Borne VOTE: 5-0 Approved. 5. Town of Vail Bike Path -New bike path. AK Located south of the south Frontage Road extending west from Donovan Park. Applicant: Town of Vail MOTION: SECOND: VOTE: Tabled. 6. Town of Vail bike path parking lot and landscaping. MM Located at the southeast quadrant of the I-70 East Vail interchange. Applicant: Town of Vail MOTION: Williams SECOND: Arnett VOTE: 5-0 Approved as amended. 7. Mueller -Addition. JC Lot 11, Vail Village West 2nd/1753 Shasta Place. Applicant: Rick and Rita Mueller MOTION: Arnett SECOND: Borne VOTE: 5-0 Approved with conditions. 2 . . 8. Regal -Two single families. JC Lot A3, Block A, Lionsridge Filing 1 /1079 Sandstone Drive. Applicant: Walter Regal MOTION: SECOND: VOTE: Conceptual review. 9. Grisanti - 250 Gross Residential Floor Area addition and JC avalanche mitigation wall. Lot 16, Vail Valley 3rd/2039 Sunburst. Applicant: Mike Grisanti MOTION: SECOND: VOTE: 5-0 Consent approval. 10. Simba Run -Repaint building. ~ JC 1100 N Frontage Road. Applicant: Don Hancock MOTION: SECOND: VOTE: Tabled. 11. Gore Creek Plaza Building -Deck railings. SM/JC Block 56, Vail Village 1 st/193 Gore Creek Drive. Applicant: Gore Creek Condo Association. MOTION: SECOND: VOTE: 5-0 Consent approved. 12. Bolden II -New duplex. AK Lot 14, Block 9, Bighorn 3rd/4223 Spruce Way. Applicant: Mr. Bolden MOTION: Borne SECOND: Williams VOTE: 5-0 Tabled to May 5, 1993. 13. Lionsquare Condos -Exterior modifications. AK Lot 1, Vail Lionshead 1 st/660 W Lionshead Circle. Applicant: Lionsquare Condo Association MOT10N: SECOND: VOTE: 5-0 Consent approved. 3 14. Dunning -New window. AK Lot 7, Glen Lyon/1461 Greenhill Court. Applicant: Mr. Dunning MOTION: SECOND: VOTE: Staff approved. 15. Manor Vail -Trash Enclosure. AK A part of Vail Village 7th filing/595 Vail Valley Drive. Applicant: Manor Vail Condo Association MOTION: SECOND: VOTE: 5-0 Consent approved. 16. Spaeh -New duplex. TD Lot 11, Block 9, Bighorn 3rd/4173 Spruce Way. Applicant: Saundra Spaeh MOTION: Arnett SECOND: Borne VOTE: 5-0 Approved. 17. Cortina Joint Ventures -New primary/secondary. TD Lot 7, Block A, Vail Ridge/2683 Cortina Lane. Applicant: Cortina Ventures/Bob Borne MOTION: Arnett SECOND: Brainerd VOTE: 4-0-1 (Borne abstained) Approved. 18. Assenmacher -New single family with caretaker unit. TD Lot 5, Forest Glen Subdivision/4455 Glen Falls Lane. Applicant: Mr. and Mrs. Assenmacher MOTION: SECOND: VOTE: 5-0 Consent approved. 19. Benchmark -New sign. TD Unplatted parcel east of Safeway/2111 N Frontage Road. Applicant: Mr. Greg Miller MOTION: SECOND: VOTE: 5-0 Consent approved. 20. Flacke - 250 Gross residential floor area addition. TD Block 5E, Vail Village 1st Filing/122 East Meadow Drive. Applicant: Mr. and Mrs. Flacke MOTION: Arnett SECOND: Brainerd VOTE: 5-0 Approved. 4 r ~ 21. Spruce Creek III -Color review for six houses. AK 1850 S. Frontage Road West. Applicant: Mike Lauterbach MOTION: Arnett SECOND: Borne VOTE: 5-0 Approved with conditions. 22. Gonzales - 250 Gross Residential Floor Area addition. AK Lot 1, Warren Pulis/1628 Vail Valley Drive Applicant: Pilar Gonzales MOTION: Arnett SECOND: Borne VOTE: 5-0 Tabled to May 5, 1993. 23. Vaii Village Popcorn Wagon -Outdoor public seating/ ~ TD furniture design. Resub. of Lot C, Block 5C, Vail Village 1st Filing/244 Wall Street. Applicant: Jan Wening MOTION: SECOND: VOTE: 5-0 Consent approved. 24. Dobson Ice Arena -Locker room expansion. TD Lot 5, Block 1, Vail Lionshead 2nd Filing/321 E Lionshead Cr. Applicant: Vail Recreation District and Town of Vail MOTION: SECOND: VOTE: 4-0-1 (Borne abstained) Consent approved. 25. Steve Lincks -New single family residence. AK Lot 22, Block 9, Vail Intermountain/2990 Bassingdale Blvd. Applicant: Steve Lincks MOTION: Arnett SECOND: Borne VOTE: 5-0 Approved with conditions. Staff Approvals MacLean -New deck and window. Vail Point, Unit #4. Applicant: Michael Sanner Villa Valhalla -Exterior repaint (color change) 360 Gore Creek Drive. Applicant: Villa Valhalla Homeowners Association Borrell - 250 square feet gross residential floor area addition. 5 Unit 42, Building L, Vail Golf Course Townhomes. Applicant: Robert Sorrell Scott -Addition Lot 29, Vail Meadows 1 st/5075 Ute Lane. Applicant: Bob Scott Sitzmark -Hot tub and deck modifications. 183 Gore Creek Drive. Applicant: Bob and Helen Fritch 6 `o % P'. ~ ~ ,'~nr~~ fC:. g ~2onald ~2iley '~"-F~~ r,,,~, ~'~`J ;1 April 19, 1993 Design and Review Board Town of Vail 75 S. Frontage Road Vail, CO 81657 Dear Board Members: Sometimes it works. Our proposal to open the north side of Russell's restaurant was reviewed by the board on April 7th. Our proposal for a deck, to accommodate the outside hanging windows, was rejected. Normally the turned down applicant becomes discouraged, upset and very frustrated with the whole process. You have to understand that the applicant appears before you fearing that you might not let him do what he has already decided to do. In our case, however, the no vote was followed by some very positive input. Sally Brainerd went out of her way the next day, offering some specific ideas for the project. We have redesigned the project, putting the railing detail to the inside of the windows, therefore eliminating the need for any - outside apparatus whatsoever. The resulting design is cleaner and achieves our objectives much more effectively than our original proposal. The community and Russell's were better served by your "No" vote. You have agreed to serve in a somewhat thankless capacity. As a result, I feel it's only fair to share in detail our very positive experience before you. Thanks for the help, r Ronald H. Rile Russell's RHR/clh 228 ~Vidge ~t~reet, ~ai1, G~oloVado S I (57 3 03 -4~6-3 ~ 0~/4 ~ 50 • wEEi«r N.I.M ~ . B.~ A r B.A. N .A. N.A. . TNh~~Je'~ outcry ag~~inst public projects is growing [59TII 00 lP,lr1 ~ ,r, Ob 3Jti1N021~ SL r lId~ ~0 IJm01 ' E~ 0 E6/60/ZT 68EE + /;~Td 1I01t1-;irzsa:trxa:tx~ztsc~xx* { . story by GII I. Rudawsky he cry is heard up and down r' - the ~ valleya's.:NII~IBY,:~,., R; NIAIBY," the shout ~ties~~ up, as the battle is joined with fists clenched and arms raised ~ ' high. Dut this "Not In 1Lfy Aack Yard" credo may soon be replaced with another cry; "BANANA, BANANA." With area residen[s rallying co oppose the building of everything from employee housing to train tracks and bike paths, NIA{BYism is moving toward BANANAism (Build ~ < ~ Absolutely Nothing Anywhere Ncar Anybody), at least as far as public projects arc concerned. ~ =d ~ I i The NIMBY impluse has a strong R. history in the valley. In the mid -'SOs, ~ - _ e . there was some talk about putting in ! a passenger rail service between Denver and Aspen. The effort ' derailed soon after the residents of a i ~c ~ " 1'~Ij~y~~o ~a p ncil,hboring utbdivtsurn, located near ~ u p~ ~,n " where the train would have gone, said they would tie it up in lawsuits for - years to come. BANANAism have reared their divisive corner of Original Street and Hyman Ave. Despite tltc merits of the project anti heads primarily against proposed afford- have all run into problems with neighbors public support, not long after the residcntro' able housing projects. who don't want employees living in their threap of litigation, the owner of the pro- From Woody Creek all the way to the back yards. posed rail service abandoned the project. heart of Aspen, communities are work- But being charged with carrying out the 'I'Ite train issue remains alive but stalled. ing themselves into a frenzy about ini- Aspen Arca Community Plan, and faced More recently, N[blBYism and tial plans to puc affordable housing pro- with a mass exodus of employees down- jects in their neighbor- valley, city and county officials have little ' + ' : ~d,' i°1 hoods. choice but to face the NIMBYites and r Projects proposed on BANANAites head-on. l ~ + y~y "'P- Ease Hopkins Ave., And whae will surely follow is a battle +,t '~Ej~"r~~~u ~ ~i~',I Pitkin Iron property in extraordinaire. r~~l Woody Creek, East "Employees shouldn't be allowed to .,~F~ ~ Cooper Ave., and the live in Aspen if they can't afford it," said Kraut property on the ¦ continued on page 6-A - N/MBYs note lo~ e~mil~onairc dale, a neighbor of aUiecently pro- a ~ 1 ~ ~ °R' Wink Jaffee Jr. "'Bucks' is what posed housing project 'The neigh- ' ~ ~ : decides who lives here. I love hors feel they are going to get ~ T - ~ employees, but if I spend $4 mil- stuffed if they don't repreunt their r~~ lion for a home, I don't want the rights." ~ ; housing authority Arun- t _ F-awc- shoving them • • dale and his down my throat." iF ~ family are Jaffee has built among 11 dozens of employ- families who ~ ~ ee units on his have hired a -'e ranch for rent at lawyer to rep- relatively high R resent their prices, and when r i g h t s asked why, he throughout ?t replied, "Why do the planning you think, asshole? ' and approval To make money." process of the Aspen City East Hopkins - , Council member Ave. afford Frank Peters, like able housing Jaffee, did not project. Many dance around the of these issue. But, unlike Jaffee, he has a neighbors argue that their neigh- ~ • different song-term vision of bortrood will be hurt if the housing ~ affordable housing. project is built. "Wherever you go, people will Twenty-six neighbors mobilized choke on affordable housing," and attended an Aspen-Pitkin _ Peters said. "But people need to County housing board work-ses- The Aspen-Pitkin County housing board listens patiently to comments and realize that this is more than an lion this week to let the board criticisms by neighbors of the proposed East Hopkins Ave. affordable housing investment in twusing for 1993 - members know that they are not project. Frank Martin photo. it's an investment in housing for happy about the r,...N,,.+ed project. the next 50 years" B buildin this ro act, ou Other Aspen NIMBY wartiors y g P J Y housing authority build mote units ing NBvIBYs and proud of it. have hidden their true feelin s would be adding to the congestion on the site, thus lowering the cost Hams added that high density Pitkin County purchased a 37- about having workers live in their o(the neighborhood and contribut- of the subsidy. projects like Centennial and Hunter acre site in Woody Creek with the neighborhoods by railing against rng to the unattractiveness of the They want the money to be Creek are the best use of taxpayer intention of building employee increased density and the high cost area, Bard AI Grossblatt, a neigh- used for slow-cost, high-density funds. housing on it As soon as the coun- of the subsidized projects. Some bor of a proposed affordable hous- housing pmject that is located out The architects for this project ry purchased dte land, the Woody neighbors were so fearful they rng pmject in Aspen. o(town. responded to the neighbors' coin- Creek Caucus-a group that scru- went ahead and hired a lawyer to Neighbors argue that the pro- 'The purjwse for the city is to plaints by pointing out that the area tinizes eveq~ project, free-market try to derail plans by the city to put posed project - thnx single-faint- have the most units for the least of the proposed project is already or affordable, that will be built in employee housing in their back ly homes and three carriage houus amount of money;' said Wayne dense, and Borne of the units in the the area -made its feelings yards, -would cost the taxpayers too Hams. a neighbor. "Maybe this is area are not that attritive. known. "For continuity in the discus- much. But at the same time, the not the best site for the housing A few miles out of town in Mike Underwood, a ttrember of sions, tlu neighbors feel that they neighbors were unwilling to let the authority to build affordable hous- Woody Creek. area residents are ¦ eontlnued on following pegs The Cover Story ¦ cont/nued Inom previous page _ the Caucus, could not bereached -"1'm disappointed at the notion building quality housing will for comment but did send a letter to that we are ramming these projects increau the cost and .-'e....,,se the the editor along with a big button down people's throate;' Cunis said. production. • that said "NIMBY Pride." "I'm not insensitive to the contains The housing office now wants Undernood's letter said that of the neighborhood, but at the to deal with quality instead of Woody Creek is a source of same time there should be a desire quantity, Baker said. Long dead are employees, not a destination for to keep working people in this the monolithic employee housing them. Aspen and Snowmass are the rnmmunity.'• projects, which many people have destinations, and employee hous- Curtis said there is a stereotype referred to as Aspen's ghettos. ing should he built there, not in of employees and what they would Housing board chairman Dave Woody Creek, Undenvocxl argued. be like as neighbors. Purple scem Myler Tried to get this quality-ver- Jim Collins, nnolhcr number of to think that employees will stay up sus-quantity idea across to the the Woody Creek Caucus, takes oil night mrd play loud music and neighbors of the East Ilopkins prtr o(Tenu at people viewing the eau- cram four or more people into a Jett. cus ae amicmployte. He said that room, Curtis said. "Our goal is to get the most the only reason that they are During neiglrt ~.I.. ~.1 meetings bang for the buck; said Myler. against the project is because of on the proposed East Itopkins Unfortunately, we have a different density. affordable housing project, this definition of what the bang ic.' "We are not an elitist group," stereotype was clear. Woody Creek Caucus members Collins said. "Calling us NIMBYs "1 want a sound barrier between and tterghbors of the East Hopkins absolutely misses the point. If my progeny and the pmject," said project cry fiwl to this rnncept. everybaly took care of lrv Getz, n neighbor to the East East Hopkins neighbors said their back yards, it Hopkins project. "You get these that a subsidy of 5266,000 will be would be a better world. hot-rudders that like to idle (heir rcqurrtd fa each unit, which is too 1 refuse to take it ae an cars in the middle of the night." much to ask taxpayers to pay. For insult. We are just trying Housing director Tom Baker its ~ housing authority says to potted our neighbor- has bcen hit with first•hmtd expert- the subsidy will actually be only tote of this veiled NIMBYism 5130,000. Collins said that he is with his work on the proposed East Greg Sherwin, one of the more . afraid That it the caucus vocal neighbors, said that the land Hopkins project. Baker: along with should be sold and the money be gives its approval for the project manager Dave Tolen, held pntjcct, it will jail serve three neighborhood meetings and used to purchase existing units in as the first domino in a the housing board itdd a work us- the Aspen urea ktr employees. long line of further sion, all devoted to the East Hop- Sherwin said that five Hunter affordable housing pro- kins project. Crack units could be purchased jeers that wilt be built in Baker said that the housing with the money From the land. The Wooly Creek. ofl-itt was charged with building a units could then be sold to employ- Other caucus mein- certain kind of housing in the city. ees at a discounted Tale. bars speculated that the The housing office has some county was planning on This housing plan is outlirted in ttte problems with the t,,,,N.,.,al, llous- putting a 500-unit Aspen Area Community Plan. ing authority project manager affordable housing pro- philosophy of the housing Tolen said that Shetwin's proposal jeer on the land. But, action Ptah in the .-.......miry plan is looks at employees ae "commcxli- wilh all the brouhaha dtaf housing is an investment in peo• ties" instead of as individuals. pie, and to the extent that the rnm- "Em to ees are more than an caused by the caucus, _ P Y the county acquiesced ntunity wants to preserve ire icJentity, economic equation;' 'l'otto said. it will have to provide olttxtrtunilies and is only looking at "Employees arc not a commodity, putting six units on a small pan of fcx workers to becottx a penttanent they are a piece of the culture of "Calling US NIMBYS the land and selling most of it in P~ of the sacral fabric. Aspen." three lots for high-priced home- The community's specific hous- 8bSOlutel misses the Myler mirrored this point and sites ing policies include: encouraging said that asingle-family home is point. if everybody took 'The philosophy is that we have development within the existing much more desirable than a Hunter urban area, developing small-scale a lot of employee housing in the creek unit. care Of their aCk resident housing which fill the arts already, and we don't want to "If I'm trying to lure a family see large mass housing like other character of the community, from moving downvalley, I'm not yards, It would be a affordable projects;' said Karin emphasizing year-round owner- going to get them in a two-bed- better WOCId. I refuse tO Slater, a member of the Wood ship, ensuring housing is rnmpati- room, one-bath Hunter Creek uni4" Y ble with the scale and character of M lersaid. take It 8S an lnSUlt. We C Slatuuacknowlcd ed that (here the community, and emphasizing y l; are just trying to is a need for affordable housing in quality design and construction. the area, but maintained, "We are The plan acknowledges that protect our doing our pan:' neighborhood.'" Iim Canis, Aspen-Pitkin Coun- ty housing board rnembeti said that -Jim Collins, a proud these protests about rnst and densi- member of the Woody ty are just rnvering up what is sim- Creek CauCU>3 ply s bad case of NIMBYism. Y. ~4u~u,di,~ ` We're taking tei ~~i ion • , ~ into tomorrow G` ' f. SM%) TCI Cablevision of the Rockies, Inc. RECEIVED APP 1 9 1993 TC R t c J o uir~,/ March 31, 1993 - Mr. Ron Phillips Town Manager TOWN OF VAIL 75 West Frontage Road Vail, Colorado 81657 Dear Mr. Phillips: Now that 1992 is behind us, it seems appropriate to reflect back on the past year. I'd like to take this opportunity to provide you with a brief "cable television review" of our operation in the Town of Vail, highlighting our continued emphasis on customer service, our ongoing involvement in community service, our additional service options, as well as our plans for the future. I. CUSTOMER SERVICE: 1992, as with 1991, saw an intense industry focus on customer service issues. On September 20, 1992, we became NCTA Certified. Our parent company, Tele-Communications, Inc. (TCI), continued support for its nationwide program called "The Customer First" which is even more stringent and comprehensive than the NCTA Standards. Some of the major benefits of this project to our office in Vail include: • An 800 number: An 800 number for the division and corporate offices. Customers not satisfied with problem resolution at a local and/or state level may be referred to these numbers: TCI Central: (800) 424-8242 TCI Corporate: (800) 800-2824 • Credit Privileges: TCI offers Master Card and Visa as an alternative form of payment. • Customer Satisfaction Survey: We have hired a national research firm to conduct an ongoing survey to assess our performance and customer satisfaction so that we can be more responsive to our customers' needs. P.O Box 679 249 Warren Avenue, Suite 250 Sii~~erthorne, Colorado 80498 (303) 468-2222 FAX ;303! 4682672 An Equal Opportunity Employer . Mr. Ron Phillips March 31, 1993 Vail, Colorado Page 2 II. COMMUNITY SERVICE: Our desire to actively support and contribute to the community in which we live and conduct our business found us participating in several worthwhile r~.;;ects in 1992, including among others: • High school graduate college scholarships • Bravo Concerts • Muscular Dystrophy Association: We raised close to $'7,000 for MDA in the Rockies azea through a cooperative effort with new subscribers. • Toys for Tots: Working with the Salvation Army organization, we collected and distributed 200 toys to needy area children far the 5th year in a row. Additionally, our employees are active members of the Rotary Club and the Chamber of Commerce. III. ADDITIONAL SERVICES: During 1992, we made several changes to improve and/or increase the service options available to our customers. • TCI Education Project: A joint effort with cable programmers to bring new, high-quality educational programming and support materials to schools though the medium of cable television. 100% of our schools in Vail have been wired and are capable of receiving Cable in the Classroom. • Olympic Triplecast. IV. FUTURE PLANS: We have planned the following projects for 1993: • Reconfiguration of Existing Service Levels: As suggested in the 1992 Cable Act, we will create areasonable-priced, entry-level basic cable service by April 1, 1993. The Company will adopt the industry standard broadcast basic model, with anentry-level tier consisting primarily of broadcast stations, local access and PEG channels. Broadcast basic customers will be able to purchase premium, PPV or other a la carte services without "buying through" expanded basic. • Pay Per View/Pay Per Event: As always, we continue to comply with all the material terms and provisions of the franchise agreement with the Town of Vail. Mr. Ron Phillips March 31, 1993 Vail, Colorado Page 3 For these reasons and more, we are proud of the successful year we completed in 1992 and look forward to an even more successful year ahead. Please feel free to contact me at any time, or better yet, stop by for a personal tour of our facility. Sincerely, ~-=v-~j~' Stanley cKinzie General Manager SFM: kbe cc: Nancy Murphy Brian Shirk . ~ G: . RECE~V~'t~ ~ ? 9 1993 ~ STAi t OF COLORADO ~ COLORADO DEPARTMENT OF HEALTH ~.~°f Dedicated to p.,,.....ung and improving the health and environment of the people of Colorado 4300 Cherry Creek Dr. 5. laboratory Building "*4 Oerrver, Colorado 80222-1530 4210 E. 11th Avenue - Phone (303) 692-2000 Denver, Colorado 80220-3716 (303) 691-4700 Roy Romer Goverrwr COLORADO DEPARTMENT OF HEALTH A. Mo, MPH Hazardous Materials and Waste Management Division t>u t> MEMORANDUM TO: Interested Parties ..1.. FROM: Dick Parachini, Eagle Mine~rojed Manager DATE: April 14, 1993 SUBJECT: State Air Monitoring Results -January to March 1993 Enclosed is a summary of the air monitoring data collected in front of the Minturn Middle School by the State of Colorado during the Eagle Mine remedial activities. These units have been in operation since the beginning of the school session this fall at the Minturn Middle School. This data is used in the ongoing health assessments conducted for the site. Paramount has discontinued its air monitoring during the winter season at the site as allowed under the Remedial Action Plan. The State has continued operating the station in front of the Minturn Middle School in response to concerns from local interests about not having any air monitoring during the 1992-93 winter season. The monitoring frequency was shifted from the t- in -3 day schedule to the 1-in-6 day schedule beginning December 2, 1992. The State air monitoring station will be operated until the beginning of construction activities in 1993. The metals analysis for January 13 and 19 are not in this report, but will be included in the next report. If you have questions about the air monitoring requirements or results, please call me at 692-3396. Date TSP Pb Cd As ug/m' ug/m3 ug/m3 ug/m' 01-25-93 10 <0.02 <0.002 0.002 01-31-93 9 <0.02 <0.002 0.002 02-06-93 13 <0.02 <0.002 0.001 02-12-93 7 <0.02 <0.002 0.003 02-18-93 11 <0.02 <0.002 0.002 02-24-93 10 <0.02 <0.002 0.004 03-02-93 7 <0.02 <0.002 0.002 DP/dp dd, Please put in Council packets. Thanks, Desiree '~_A'~, ~ i ~ti TOWN OF U~IL CONTACT: Todd Oppenheimer, (303) 479-2161 FOR IMMEDIATE RELEASE Susan Hervert, (303) 479-2444 April 21, 1993 CONSTRUCTION OF PARK 3 ON OLD SKI MUSEUM SITE BEGINS The Town of Vail Public Works Department is kicking off the 1993 building season with construction of a pocket park on the site which previously held the Colorado Ski Museum. The ' site is located at the corner of Vail Road and West Meadow Drive. The project officially began j on Monday, April 19, with completion scheduled for June 30, 1993. Sabell's Landscape & Maintenance Company was awarded the contract earlier this year. With the relocation of the ski museum to the Village Transportation Center, the vacated site will be renovated and numerous pedestrian enhancements added. These improvements include brick sidewalks bordering the park, flagstone paving within the park, street improvements, landscape plantings, site furnishings, and a drinking fountain. The Art in Public Places Board is considering the park as a site for public artwork. Due to the street improvements and sidewalk addition, there will be minor traffic delays and congestion, once construction is underway. The Town of Vail requests that caution be used when driving or walking near the construction site. "The Town of Vail is excited about the improvements and the opportunity to enhance the pedestrian experience in Vail," Acting Town Manager Larry Grafel said. "We are looking forward to completing the park in time for the bulk of Vail's summer visitors to enjoy." --30-- 75 SOUTH FRON"PAGE ROAD VAIL, COLORADO 81657 TELEPHONE 303-479-2100 X C : (,~y ~ B~ ~ 'U' ~ m Colorado A cation ssoC ~ m ~ < of ki n m S Tow s o a A RESOLUTION OPPOSING ~ HOUSE BILL 1263 CONCERNING PRIVATIZATION ~ cv WHEREAS, the issue of privatization is a matter of local concern and should be decided by locally elected governmen officials who understand the unique aspects of their municipality's situation; and WHEREAS; our local governments are struggling to implement t:`~e provisions cf n~^endment .1 and tris type of adds tional requiremEnt from the State of Colorado is detrimental to the flexibility r~ecessa~~ to that implementation; and WHEREAS, House Bill 1263's notice, hearing, hearing criteria :and complaint process will impose unnecessary additional costs and bureaucratic processes on local governments; and WHEREAS, the elected officials in our c~.~,.«unities are responsive to the desires and needs of the citizens and businesses in our communities and do not need a mandated communication process; and WHEREAS, our communities currently use privatization as an i.~~portant tool to control the costs of local government and strongly support the use of privatization when deemed appropriate by local officials. NOti:, THEREFORE, BE IT RESOLVED, that the Colorado Association of Ski Towns opposes House Bill 1263, believing that each member community should be able to establish its own decision making process concerning the privatization of any and all services within its jurisdiction. AFPF,OVEU A=:~D ADOPTED this 2nd day of April, 1993, by ~~he Colorado ?association of Ski Towns. COLORADO ASSOCIATION OF SRI TOWNS By :~~t~~ 1~ 1U~~,~, Harold N Teverbaue~, President Daryl R. Shrum, Secretary MEMBER MUNICIPALITIES Aspen • Avon • Blue River • Breckenridge Crested Butte • Dillon .Durango • Fraser • Frisco • Glen wood Springs • Grand Junction Grand Lake • Gunnison • Mt. Crested Butte • Nederland • Si/verthorne • Snowmass Village • Steamboat Springs • Telluride • Vail. Winter Park LEGISLATIVE INTERROGATORIES With Respect to Senate Bill 93-98 1. Can Senate Bi1193-98 constitutionally provide that the state and local measures which can be voted upon at the election in November in odd-numbered years shall relate solely to the taxation, spending, or debt matters treated in section 20 of article X of the state constitution, construing said section together with the remainder of the state constitution? (will not be heard by Sunreme Court 20 Does section 20 (3) (a) of article X prohibit local governments from submitting issues which do not relate to taxation, spending, and debt at other elections in accordance with current law at elections other than the three enumerated elections? !will not be heard by Sunreme Court! With Respect to Senate Bill 93-74 1. Can special purpose authorities, as defined in section 24-77-102 (IS), Colorado Revised Statutes, be excluded from state fiscal year spending, as used in section 20 (7) (a) of article X of the state constitution? !will not be heard by Sunreme Court, 2. Are any lottery proceeds dedicated pursuant to the provisions of article XXVII of the state constitution, which was also approved at the 1992 general election, subject to the limitation on the state fiscal year spending set forth in section 20 (7) (a) of article X of the state constitution? lWiLL BE HEARD BY SiJPREME COURT 3. Is it constitutional to define the term "grant," as provided in section 24-77-102 (7), Colorado Revised Statutes, to include only direct cash subsidies or other direct contributions of moneys for purposes of section 20 (2) (d) of article X of the state constitution, and section 24-77-102 (3), Colorado Revised Statutes, while excluding any indirect benefits, such as revenues not expended by an enterprise due to sales tax exemptions? !will not be heard by Sunreme Court 4. With regard to section 20 (9) of article X, which allows a local district to reduce or end its subsidy to "any program delegated to it by the general assembly for administration": a Is a program which is one of the inherent powers, duties, or functions of a county officer whose office is created by the state constitution, such as the county treasurer or the county sheriff, a "program delegated..... by the general assembly"? b. Is a program required by the state constitution to be determined by a local district, such as maintenance of the state court system or equalization of property taxes, a "program delegated..... by the general assembly"? c. Is a program which the general assembly requires a local district to fund but which is operated by an agency or office not under the jurisdiction of the local district, such as the office of district attorney, a program delegated to the funding local district? d. Is a program for which a local district makes the major policy determinations a "program delegated..... for administration"? !4. a-d will not be heard by Sunreme Court 5. Can the General Assembly enact limitations on revenues collected by the limited gaming control commission, created in section 9 (2) of article XVIII of the state constitution, in order to comply with the limitation on state fiscal year spending set forth in section 20 (7) (a) of article X of the state constitution? !WILL BE HEARD BY SUPREME COURT • . y, , RECEIVED ~ 9 REFERENCE GUIDE TO AMENDMENT 1 APRIL 15,1993 ITPDA~~~~: 1' 1' ~~C~OHAL FINANG`P~ PREPARED BY DAIN BOSWORTH PUBLIC FINANCE DEPARTMENT R. „ ~ . . Dain Bosworth Incorporated Reference Guide to Amendment 1 Provisions of Entities Amendment Sec. Imuacted Decision Forums Status/Notes ~ Attorney ~ Supreme I Legislative District Election No Decision I General ~ Court I Action Court Question Required 26. Actual value shall be stated on all 8 (c) CNTY i I I 1 property tax bills and valuation notices, and for residential property, shall be determined solely by the market approach to appraisal. 27. Except for school districts or as X. I ~ t X X'- I I Does reduction in state mandates reduce spending required by federal law, local limits? Supreme Court on 3125/93 declined to hear governments may reduce or end CITY, Legislature's interrogatory on what constitutes a its subsidy (funding} to any state 9 CNTY, D "state mandate" contained in Senate Bi1193-74. mandated program delegated to Weld County has notified the state that they would it by the general assembly for be reducing their subsidy to cover social services administration. administrative costs. The Attorney General's Office has issued an opinion rejecting Weld County's action. SB 93-78 establishes procedure for reduction of ~ subsidy that complies with Amendment I. City=CTI'Y County=CNTY State=ST School Districts=SD Districts=D Authorities=A Higher Education=HE Footnotes: (1). Potentially in conflict with Gallagher Amendment. (2). Potentially eliminate all statutory spending and revenue limitations. (3). Question remains whether mill levies for debt service and operations are separate or combined. (4). Needs interpretation. Maybe legal test case. (5). For higher education, there is a question of whether tuition is considered revenue. (6). Emergencies are defined to exclude economic conditions, revenue shortfalls, and salary/fringe benefit increases. (7). Growth definitions: For state government: Percentage population increase (annual census estimate). For municipalities, counties and special districts: Percentage increase in actual valuation due to new construction, annexations, inclusions but minus destructions/deletions. For school districts: Percentage increase in student enrollment. (8). Question of whether spending from reserves is affected by election. Page 4 1 Dain Bosworth Incorporated _ _ Reference Guide to Amendment 1 Provisions of Entities Amendment _ _ Sec. Impacted Decision Forums Status/Notes - i ' Attorney ~ Supreme Legislative j District i Election I No Decision General ~ Court Action I^Court uestion Required 17. Election and voter approval for 4 (a) CITY, I I I X X. . change in tax policy directly CNTY, SD causing net tax revenue gain. (3). D 18. Election and voter approval for CITY, I ! X I i X . i :Supreme Court declined to hear Governor's inter- multiple-fiscal year direct or indirect 4(b) CNTY, ST ~ rogatory on 12/10/92. district debt or other finaancial SD,D,A obligation whatsoever. HE 19. For 1993, 1% or more, for 1994, CITY, ~ I I I I Fiscal year 1993 - 1995 spending or accumulated 2% or more, and for all later years CNTY, ST,I reserves set aside for other purposes will be reduced 3 % or more of "fiscal year seen- 5 SD, D, A by the allocation to an emergency reserve fund. ding" must be set aside as an emer- I HE gency reserve. (6). 20. Absent voter approval, limits CITY, I I I I" X: "fiscal year spending" to the prior CNTY, ST, year's cash outlay, plus increases 7 (a,b) SD, D, A to reserves, increased by the rate HE of inflation plus the percent of "growth". (7). 21. Spending in excess of limitation CITY, I I I I I I X ~ imposed (3). (8). 7 (a) CNTY, SD D 22. Absent voter approval, limits CITY, I I i I>' ' property tax revenue to last year's CNTY, ST, actual revenue, increased by the 7 (c) SD, D rate of inflation plus the percent of "growth". I 23. Tax revenue in excess of limitation I CITY, ! I l I I> X: 'i imposed (3). (8). 7 (d) CNTY, SD~ D 24. No new state real property tax or CITY, I I I I I I:'`. C local income tax shall be imposed. 8 (a) CNTY, ST 25. Any state income tax change shall ST I I ( I f X.: 'I require all taxable net income to 8 (a) be taxed at one rate. City=CITY County=CNTY State=ST School Districts=SD Districts=D Authorities=A Higher Education=HE Page 3 t ~ w i ' Ame~dxnent 1 HelpYrig ~o~ Tracy The-Issues _ ApYil ~5, 199.3 ~Ipdate - : In early December 1992 Dain Bosworth provided On Apri15 Moody's Investor Services downgraded Financial Policy Briefing Pavers you with a Reference Guide to Amendment 1 as a to A from A1, North Jeffco Park and Recreation tool to help you track Amendment 1 issues. It has District GO bonds citing "financial constraints Accompanying this Update, is the first in a series of been almost six months since Amendment 1 was ap- imposed by the recent passage of Constitutional Financial Policy Briefs. These will focus exclusively proved by Colorado voters. Governments throughout Amendment 1 and the resulting loss of ability to on financial policy issues that local governments the state continue to grapple with the effects of increase property tax rates for operations and, need to understand, and should begin to address, in Amendment 1. At this time we feel .it is appropriate p(1CRTTiT,Y FOR DF.T3T SF.RVTCF, ON THF, the post-Amendment 1 era. The first Brief to update the Reference Guide. Since our original BONDS" as a key factor in the rating revision. A establishes a framework (Revenue Have & Revenue publication a number of events and decisions have lawsuit pending in Arapahoe County district court Have Nots) that will be useful in analyzing long-term occurred. These events include: against the Littleton School District should help financial policy options. Subsequent Briefs will resolve Moody's debt service concerns raised in extend this basic framework in their analyses. . The Governor and the legislature (with only the North Jeffco downgrade. limited success) have petitioned the Supreme Dain Bosworth Public Finance Department Count to clarify certain sections of what is now In municipal elections on Apri16, the continuation Article X Section 20 of the Colorado Constitution. of a half-cent sales tax earmarked for capital As specific Amendment 1 related fmancial issues (See the back of this Update for the state improvements was turned down in Colorado arise, or to discuss any of the information presented legislature's interrogatories.) Springs, while voters in Commerce City approved in this Amendment 1 Update, please feel free to call a measure that overrides the Amendment 1 Dain Bosworth's Public Finance Department at (303) Two different District Court judges handed down spending limits. Most observers expect a Bruce 595-1200. different rulings (a Jeffco judge stopped a challenge to the latter action. scheduled Wheat Ridge election while an Adams County judge allowed a Northglenn election to Finally, discussions between Weld County and the proceed) on election provisions contained in State on the administrative costs of state mandates Rudy Andras Charles Garcia Amendment 1. continue (see page 4 in the Update). The state Gene Andrist Leon Goetz mandate issue could be a very important fmancial Terry Casey Rus Heise In early February, Moody's Investor Services and policy issue for county governments. Details Ann Erickson-Gifford Bonnie Saunders began to consider Colorado general obligation on the importance of this issue will be outlined in debt as "limited" tax obligations. an upcoming fmancial policy brief. Dain Bosworth Incorporated Reference Guide to Amendment 1 Provisions of ' Entities Amendment Sec. Impacted Decision Forums Status/Notes ' Attorney Supreme LegislativeI District Election No Decision General Court Action ! Court Ouestion Required 1. Amendment is "self-executing" i CITY, ' X X ~ = X: 1 , Supreme Court declined to hear Governor's inter- (no requirement for implementing 1 CNTY, ST, rogatory on 12/10/92. legislation) and supercedes any existing SD, D, A conflicting constitutional, statutory, or HE charter provisions. (1). (2). I i- j Amendment's author has indicated he will monitor all 2. Individual or class action enforcement CITY, X 1 suits may be filed against any govern- CNTY, ST, government compliance with Amendment 1 and has ment and, if successful, attorney's SD, D, A retained legal counsel. fees and costs shall be awarded. If 1 HE government is successful, fees/costs will not be awarded unless court finds suit frivolous. 3. Revenue collected, kept, or spent CITY, I I ~ X I X I Amendment's author has indicated that a lawsuit will illegally "since four fiscal years CNTY, ST, be filed against Commerce City if they attempt to before a suit is filed" shall be re- 1 SD, D, A spend revenue collected beyond Amendment 1 funded with 10% interest (using HE spending limits. (see item 12 below) tax credits or rate reductions). 4. Subject to judicial review, districts CITY, i I : X X X:: ` ~ I may use any reasonable method for 1 CNTY, ST, refunds, including temporary tax 5D, D credits or rate reductions. 5. Suspension of voter approval and CITY, I l' X I . ' X' ) Does "district" have to use up their general fund mill spending limits when annual district CNTY, ST, levy before this provision applies? Littleton School revenue is less than annual payments 1 SD, D District lawsuit scheduled for a July 1993 hearing will on general obligation bonds, pensions address this issue. and final court judgments. (3). 6. What is the definition of a District? CITY, I E` X I I I Supreme Court declined to hear Governor's inter- 2 (b) CNTY, ST, rogatory on 12/10/92. Supreme Court declined SD, D, A I to hear Legislature's interrogatory on "special purpose" authorities on 3/25/93. 7. Enterprises (government-owned CITY, C; X ' 1 I i I Supreme Court declined to hear Governor's mter- business authorized to issue its own 2 (d) CNTY, ST, rogatory on 12/10!92. Supreme Court declined to revenue bonds and receiving less SD, D, A hear Legislature's interrogatory concerning "grant" than 10% of revenue from govern- HE language on 3/25/93. Grant language is contained in mental grants) are exempt from Senate Bill (SB) 93-74. Amendment. City=CITY County=CNTY State=ST School Districts=SD Special Districts=D Authorities=A Higher Education=HE Page 1 ~ w , Dain Bosworth Incorporated Reference Guide to Amendment 1 - _ Provisions of ~ ' Entities Amendment Sec. I Impacted Decision Forums Status/Notes Attorney Supreme Legtslative District Election No Decision General Court Actton Court 4 Question Required ~ 8. "Collections for another government" 2 (e) CITY, { I X ~ X; I ~ Are Highway User's Trust Funds counted as spending are exempt from reserve increases CNTY, ST I both at state and local district level? when defining "fiscal year spending". SD,D,A 9. Interpretation of "all real property" in CITY, I I ~ X 1 Inclusion of tax-exempt property in base dilutes a District 2 (g) CNTY, ST, actual growth. What is the denominator? ~ SD. D 10. How is student enrollment measured? 2 (g) SD 1 I! X' ~ I HB 93-1319 would modify student count procedures. 11. Voters may approve a four year CITY, ~ ' : X : '1 X. L !1 Supreme Court declined to hear Governor's inter- delay in voting on ballot issues. (4). 3 (a) CNTY, ST, rogatory on 12/10/92. Supreme Court declined to i ~ SD, D hear Legislature's interrogatory on 3125/93. An Adams County District Court judge did not stop a Northglenn special election, while a Jefferson County Court judge stopped a scheduled May 4 special election in Wheat Ridge. The ruling will not be appealed. Senate Bi1193-98 addresses election i issues. 12. If revenue from sources not CITY, { I I X I Commerce City voters in a municipal election on excluded from fiscal year spending CNTY, ST, 4/6/93 approved in advance an override of exceeds these limits for that fiscal SD, D, A Amendment 1 spending limit provisions contained in year, the excess shall be refunded 3 (c) HE item 20 of this Update. Expect a challenge to both ' in the next fiscal year unless voters the Commerce City ballot title with respect to the approve a revenue change as an amount of the increase as well as to the fact that offset. (5). prior, not later voter approval (see section 20 (3) (c) of article X) was sought. 13. Election and voter approval for CITY, ! ' ;X I I Colorado Springs voters rejected the continuation any new tax or extension CNTY, ST, of a half-cent sales tax earmarked for capital of an existing tax (3). 4 (a) SD, D, A improvements on 4/6/93. HE _ 14. Election and voter approval for CITY, X any tax rate increase. (3). 4 (a) CNTY, ST, SD. D 15. Election and voter approval for CITY, I I k? . X: ' : L' X . J Littleton School District lawsuit scheduled for a mill levy increase above prior year 4 (a) CNTY, SD July hearing will address this issue. levy. (3). D 16. Election and voter approval for CITY, I I f I `<X ' 'I valuation for assessment ratio increase CNTY, ST, for a property class (increase in 4 (a) SD,D assessment rate for commercial property) (3). City=CITY County=CNTY State=ST School Districts=SD Districts=D Authorities=A Higher Education=HE Page 2 t t+ axed Income Research ~ AMENDMENT 1 & FINANCIAL POLICY: %~p ~~o' WHERE DO GOVERNMENTS GO FROM HERE? ~~c~~NAL FINANL`P~ Financial Policy Brief #1 With this Financial Policy Brief, Dain Bosworth's Public The limits imposed on governments by Amendment 1 Finance Department is offering the first in a series of assume that all sources of revenue indicated in the chart Financial Policy Briefmg Papers. These Papers will give below will grow at the same rate. This rate will be equal to our perspective on how Amendment 1 affects governments the rate of inflation which will largely determine the growth in Colorado. We believe that Amendment 1 will present in government spending. more than budget and legal challenges to governments in Colorado. It will also present them with a myriad of policy This relationship, however, does not hold for many gov- challenges which have their roots in tax and fmancial ernments in Colorado. Colorado is a fiscally decentralized policies embedded in other Colorado statutory and state, and Colorado tax statutes give different governments constitutional provisions. various degrees of taxing autonomy. As a result, not all Hopefully, these Briefs will help governments in Colorado to successfully wade through the ' Change in Ghat~ge in Change in Denver/Boulder financial minefields that await them as they _ implement the voters' November 3, 1992 deci- i Property = Sales Tax = Other - Inflation. Sion. Understanding your government's finan- Tax Revenue; Revenue R~ enue Rate cial strengths and weaknesses, as well as the fmancial strengths and weaknesses of your neighboring governments, is necessary to help governments rely on the same revenue source. Cities have your government manage transition in Colorado. been given significant flexibility with respect to raising revenue through sales taxes. Statewide, 43% of cities' total DEVELOPING A GOVERNMENT VISION: revenue is derived from locally imposed sales tax. Under- REVENUE GROWTH WILL BE A KEY FACTOR standably, cities are very protective of their sales tax base. Counties, on the other hand, have limited flexibility with The year 1993 will mark a watershed year for government respect to sales tax collections deriving only 8% of their in Colorado as Amendment 1 forces governments to change revenue from sales tax, instead relying on property tax for the way they do business. Governments across the state 38% of their revenue. School districts rely on an entirely with a fiscal year ending on 12/31/92 had very little time to different revenue mix which includes roughly equal reve- put together a 1993 budget that complied with Amendment nue proportions between property tax, and state income or 1. That short period of time probably did not include much sales tax revenue (about a 50/50 percentage split statewide time spent reflecting on a vision of where your local but can vary by school district) which is then distributed to government wanted to be in three or five years from today, school districts through state equalization funding. or on how it would attain that vision given the spending and revenue limits imposed on your government by Amendment 1 assumes that all revenue streams grow at the Amendment 1. same rate, and it further assumes that the revenue mix for different governments is also similar. The combination of Far too many governments have focused too much these two faulty assumptions embedded in Amendment 1 attention on Amendment 1's spending limits. has significant policy implications that need to be Governments should be much more concerned about the understood thoroughly. size, strength, and diversity of their revenue base. School districts across the state today are facing this reality. A REVENUE HAVES & REVENUE HAVE NOTS limited revenue stream will dictate the spending patterns of many other governments. Some will not be able to achieve Sales tax revenue typically grows at a rate faster than the their long-term vision because of an inadequate revenue rate of inflation. The data (for the past five years) pre- stream. For those with a poorly structured revenue base, sented in the table on the top of the back page illustrates reaching the spending limit will be impossible. this point. Since 1988 the cumulative percent change in when the inflation driven spending limit would have Change. T~nflatibti % Change. allowed for 16°/u more spending. Sales Tax .Rate Property T,ax, Revenue Revenue: Clearly then, a government that derives a significant 1988 2.2 2.6 N:A• portion of its revenue from property tax would be 1989 5.0 1,8 -~:8 categorized as a likely "Revenue Have Not", since its 199U 9.7 4.~3' - 8<~ revenue stream will likely not be adequate to cover the ]991 1.9 3.9 rising cost of providing government services allowed 1992 b.8 3~? T2T6 Total 25.G 16.4 -iS.7 under the Amendment 1 spending limits. Graphically, the chart below demonstrates the "Revenue Have Not" Nolc: Change in property tax column assumes mi111evy rixat dilemma. To a large extent this is the dilemma that school Source: Colo. Dept of revenue &hgeal.Affairs; U.S, BLS. districts are facing. Almost 50% of their revenue is derived state sales tax revenue outpaced inflation by more than nine from property taxes. Many counties across the state will percentage points. Statewide population growth over that also be facing this problem. Moreover, the "Revenue Have period of time was about 5.5%. If the state relied totally on Nots" dilemma will persist because of the property tax sales tax revenue, over the past five years the state would revenue ratchet-down provisions included in another have easily been able to meet Amendment 1 spending Amendment 1, the 1982 Gallagher Amendment. limits that are based on inflation plus population growth. In fact, applying Amendment 1 historically, in several years WHERE DO YOU GO FROM HERE? refunds would have been required. Understanding your government's revenue stream and While the state relies on a more diversified revenue mix whether your government is a "Revenue Have" or a than sales tax alone, clearly, reliance on sales tax define "Revenue Have Not", however, is not enough. You must state government as a likely "Revenue Have." A "Revenue also understand your neighboring government's financial Have" is defined as any government that is likely to have status as defined by the strength and diversity of their a revenue stream that will allow it to equal or exceed their revenue stream. The dynamics between governments that Amendment 1 spending limit. Since cities derive a are defined by their revenue stream are likely to cause significant share of their revenue from sales taxes, many some governments to gain in financial and political status can also be categorized as likely "Revenue Haves". at the expense of other governments. The change will not be immediate but will evolve over time. However, your However, the statewide data on property tax paints an government needs to begin to plan today for the inevitable entirely different picture. With the fixed mill levy require- changes that will occur. ments of Amendment 1, statewide property tax revenue collections would have fallen 15.7% over the past five WHAT CAN YOUR GOVERNMENT DO? years. The decline in revenue would have come at a time The most important action that your gov- REVENUE HAVE NOT GOVERNMENTS ernment can take today is to define your WILL FACE A REVENUE GAP government, as well as other governments, as likely "Revenue Haves" or "Revenue Have Revenue Have Revenue Have Not Nots." In addition, if your government is a "Revenue Have Not" because your revenue Government Revenue stream will be constrained by provisions of ~ ~ ~ ~ Allowed TABOR Spending Amendment 1, your government's ability to ~ ~ ~ ~ raise revenue from alternative revenue ~ Allowed TABOR ~ sources also needs to be addressed. Finally, Spending ~ ~ your government's ability to use alternative ~ ~ Government Revenue revenue sources will have to be evaluated in °C the context of how "Revenue Haves" are likely to respond to your actions. Rudy Andras Base Year Year 1 Year 2 Base Year Year 1 Year 2 Fixed Income Research April I5, 1993 Next: Amendment 1 anct the GallagherAmendmenz; 1200 17TH STREET, SUITE 2200 DENVER, CO 80202 (303) 595-1200 ~ This does not purport to be a complete statement of all material facts relating to securities mentioned. The information contained, while not guaranteed as ~ to accuracy or completeness, has been obtained from sources which we believe to be reliable. Opinions expressed herein are subject to change without notice. This notice shall not constitute an offer to sell or the solicitation of an offer to buy, nor shall there be any sale of these securities in any state m which za„ said offer, solicitation or sale would be unlawful prior to registration or qualification under the securities law of any such state. v Nql F~NpN Member New York Stock Exchange and SIPC Apri121, 1993 . r won't mess with Amendment 1 Most of our TIPSI:.INERS last week had lost all control. Now the citizens said that we the people voted for the have somewhat regained it. Special Amendment 1 tax limitation law and it interests don't like it, hence the media should be left alone. campaign to convince voters that Please remember when reading this Amendment 1 won't work. We haven't rnlumn that it is not a scientific survey, seen a true statesman like Douglas but rather the opinions of our readers. Bruce in a long, long time." Further; due to limited space in each • "About Amendment 1,1 feel it ' issue, the Times cannot always run should be back on the November ballot every response . m be voted out. If received, as is the ~ ~ ~ ~ not the quality of ; ' case this week ~ ' ~ ~ life .in Colorado will For more on ..~:t ~ suffer greatly." stow TIPSLINERS • < I will support feel about the ~ ~ an appeal of effort to repeal ~ ~ Amendment 1. I Amendment 1, please read on: ;ltirtk voters were uneducated on the E • "Absolutely not. The esters have true impacts of the amendment. It goes spoken " way deeper than .protecting us from • "I would not support a repeal of higher taxes. Basically it's a sibling of Colorado Amendment 1 " Proposition 13 in California. As a • "Amendment 1 has to stay. We native Coloradan I will not stand by have to vote for our taxes." and let what happened to California • "Repealing Amendment 1, yes, happen to Colorado. I believe the true definitely. It didn't do a thing to the waste of taxpayers' money lies at the ,politicians who throw money away. All federal level, and I think we should ' it did was hurt the taxpayers in that deal with that fast. On the local level, . they will have to pay for services in the our governments, I believe, have been future and hurt public employees by very responsive to our needs, both lack of being able to get raises and the economically and socially and that our kinds of things they need." service levels are outstanding and beat • "Of rnurse appeal Amendment 1, any community that I have everlived and repeal Amendment 2. Also throw in. And as far as our schools are the president and governor out of concerned, we cannot properly take office-why not? We didn't understand care of the children in our system now ' who we were voting for--like hell we With an Eagle County baby boom didn't. But why bother to vote, the facing us in the future and budget cuts minorities are putting that. system flowing deeper; I just can't see how the . down the toilet anyway." district can stay in business. We're a • "I'm definitely against a repeal of prosperous, progressive and pro-active Amendment 1 tax limitation law We county, and we should be able to voted for that to try and rnntrol continue growing without restrictions runaway government including our placed by Mr. Bruce. l think he should schools. I would definitely not vote to go back to California." repeal Amendment l." • "Yes, on Amendment 1. No, to • "The answer to your question this Eagle County pork; end of discussion." week is absolutely not. Amendment 1 • "When your kids are walking four allows us to spend a little more time miles to a school room with one from watch-dogging government. The teacher and 52 kids maybe then you'll majority of our representatives are say, 'Gosh, maybe we should have placed there bywell-financed special repealed Amendment 1."' interest groups. The average citizen • fJ 4./` rN l ~ 1993 Colorado Tourism Conference Registration Form • ' d . Natne Name Narftc - Name Rusine.{.S/Firm • Phone ~ Fax ~ Address ~ ~ - ~ ~ ~ ~ ~ ~ • City/State/Zi1i . _ . _ _ ' 1 QUANTITY ~ ~ ~ `~'~I ' Conference pre-registration(s) Q $50 each Total enclosed _ May 6 Evening Theater Tickets-.- . Tickets are arnil,cl~lr fur "Run Voyage " a uutsir.t! set to !t~xe,ry lit;r: i.: the ! cz iC.,~ ~ °°~b~: • Living," a play about ordinary people living amid the plague in 1 b55; "hfonrr (.'.~a 14,;" comedy about dreams coming true; and "Forever Plaid," a very popular musical :cbuur male vocal group of the 1950 Tickets for "Forever Plaid" will be very limited. Please check the appropriateaces below to indicate which perf~~rmance and pric a' l~ vel • ~ ' .you wish. Re sure to include a{?propriate payment with your registrorion. for"13cm~Voyage"at L~ $13 or CJ $15 Totalcticloscd $ _ - for"Monte Carlo" at ? $13 or ? $15 Total enclosed $ for "The Living" at ? $13 or $15 Total enclosed $ ~ ~ _ Note: Orders fcrr any Denver Center Theatre Company presentutinn neat be r~•~crvt•~f (n; A(nit ;~1rh for "Forever Plaid" at ? $24 ~ Total enclosed $ Rlote: Due to limited seating capacity, orders for "~orever Plaid" nuut be receivcrl tw %\J~rd ?;n] • • Colorado Rockies Major League Baseball - ' ~ l do want to attend the Rockies vs. Atlanta Braves hasehsdl game at Mile f ligh Stadium on May 7 (register early; rickets distributed fiat-come, first-served } _ _ • Meal Function Guest Tickets ' You may bring guests to the hreakf tst ur luncheon on fviday, May 7, during; the I clc> 3 Cglorado Tourism Conference. Please designate below the number of guest tickets Yr~ta tivi9l • _ need for these functions. Re sure to enclose paytticnr when you register. Guest tickets for May 7 breakfast at $15 each Tota~ enclosed $ ~ 1., m,. r ~ ~ m • Guest tickets for May !luncheon at each Totai enuoseu .p Payment Payment is included for the following as indicated above nn this form: Conference pre-registration...; $ May 6 evening theater tickets $ • May 7 meal function guest tickets $ ~ • • TOTAL PAYMENT ENCLOSED $ ~ . . . Return this form with puyment to: Associated Conferences & Exposition Management - 2108 S.~Telluride Court, Aurora, CO 801?13 ' For irifurmation, call 303-751.3785 ur FAX 303-751.-797 1993 COLORADO TOURISM CONFERENCE 10:00 a.m. ' Refreshment. Break - ~ , • DENVER MARRIOTT CITY CENTER 10:1 S a.m. , • Concurrent Seminars (repealed) - Thursday May 6 ~ _ "llsc Your 1(c;,d in Tcwrism Prc,morion" presented by Gale Trusscll o(ihc • • ~ Tennessee Valley Authority, Knoxville,.TN - 2:00 p.m. General Session "Your State Tourism Program" - ~ ~ "Americans With Disabilities Act" presented by Pat Going of the Rocky . 'Learn about the first decade of the Colorado Tourism Board, its history, Mountain ADA Technical Assistance Center _ focus, and activities. See displays of ads and publications as the GTB cele- - "Tourism Spokesperson Training" ~ - ' prates its 10th anniversary. ~ - • ~ 11:45 a.m.• Seminars Adjourn , 3:30,p:m. ,Concurrent Seminars • ` ~ - • , . "Use Your Head in Tourism Promotion" presented by Gale Trussell,,,~~,, 12:00 noon. Closing Luncheon ~ - • - Tourism Director for the Tennessee Valley Authority in Knoxville. Learn ,Presentation of Key Tourism Issues - dozens of time-tested tourism promotion techniques which you never Presentation of the 1993 Colorado Tourism Acl}ievement Awards - thoiight of hefore,•but which work perfectly and with a minimum of impact - - ~iin your limited tourism promotion dollars. 1.:45 p.m._ Conference Adjourns • ' _ "Americans With Disabilities Act" presented by Randy Dipner of the 7:05 p.m. Colorado Rockies vs. Atlanta Braves ' • ' Rocky Mountafri Americans With Disahilities•Act (ADA) Technical Major league baseball at Mile High Stadium (see registration information for Assistance Center. You will learn about the ret:;,dations surrounding ADA, i _ - acid will take home many practical meth6ds and techniques fir complying _ free ticket offer) ~ - ~ - . _ 'with this Federal legislation. - • . , • _ "Tourism Spokesperson Training" Learn to become an effective spokesper ReglStrat1011 111fOr111at1011 ~ ~ , • ' son for tourism 'in your community ahd area."Featured will he the new . Pre-registration fee is $50; which includes all meals, refreshment breaks, seminars, materials, ~ tourism video of the Colorado Tourism Board. You will he armed with all the speakers, and special events. Registration on-site on May 6 will be $65. _ facts, figures, and material you will needto help Coloradans understand the ' Cancellations will be accepted through May 3,, with a refund minus a $10 processing fee value of tourism tq their ltxal and state economies. issued. Nu refunds will be issued after May 3. ~ - . 5:00 p.m.: Seminars Adjourn ~ ~ Accommodations The Denver Marriott City Center Hotel has reserved a block of rooms at • the special Tourism Conference rate of $72 per night, single to quad occupancy. Please sup- ' 6:00 p.m. I Oth Anniversary Reception and Party _ ~ port the Tourism Conference by staying at,the Denver Marriott City Center Hotel. Fob reser- vations, please call 303-297.1300 by April 21, and a'sk for the ?ourism Conference rate. Celebrating Colorado Tourism . Requests for accommodations after that date will be filled as space is available. Rooms are Hostecj by Continental•Ai~lines ~ av~,ilahle at the conference talc for both May.6 and May 7. 8:00 p.m.• Theatre at the Denver Performing Arts Complex ' • Parking Valet parking is available for $12 per 24 hours,'$8 per 12 hours, and $6 persiK hours • ~ at the Denver Marriott City Center Hotel. There are numerous parking garages and outdoor • See registration form for choices and yrice rapges ~ ~ hts,available in the area at daily rates ranging from $3 to $6. , Frida Ma ~ Theater Tickets Tickets will he available at group discount rates on first-come, first-served'' y' y _ basis for fins productions at the Denver Performing Arts Complex for the evening of May 6.' 1:30 a.m. Breakfast Served - Production choices include "Bon Voyage," "Monte Carlo," or "The Living" at the &mfils • Theatre, or "Forever Plaid" at the (iaileria Theater. Please check the appropriate spaces on 8.00 a.m. Keynote Address . ~ the registration form to reserve your theater tickets. Payment for these tickets is NOT includ- "The Rise and Fall of Destination Areas" by Ur. Stanley C. Plog, President ed in the 1993 Tourism Conference Registration fee. and Chief Executive Officer of Plog Research lnc. of Reseda, CA Rockies Baseball Tickets 240 Tickets for the Colorado Rockies vs. Atlanta Braves major - • - _ league baseball game at Mile High Stadium are available free of charge to 1993 Colotado • 8:40 a.m. Framing the Competition Tourism Conference registrants. These tickets will he given to the first 240 registrants who Leading tourism representatives from around the nation provide an inside ~ .indicate on .their registratiotl form that they wish to attend .the game. One ticket per confer- look at fhe intense world of tourism marketplace competitioh. _ ence registration only. There is no guarantee that tickets purchased for spouses or guests for • - that game wil{ be in the same area as the Tourism Conference ticket block. 9e10 a.m. ~ Panel Presentation "Colorado Tourism, This Century and the Next" ~ Handicap Assistance if you have a disahilit-y or any quest you may bring has a disability and • . Dr. Plog moderates a fast•movu~g-tliscussion on what to expect for Colorado will require accommodation to fully participate in the 1993 Colorado Tourism Conference„ , . Tourism by leaders of the Colorado tourism industry. please contact ACE Management at 303-751-3785 by May 3, 1993. - . ? _ - w - - - - ' - , • ~ ~ _ ~w~e don't care, whowill? - - , . ~ . . ~ -Tourism is Colorado's secondlargest industry. It pumps altriost • • • $6 billion into the state's economy. It provides jobs for 107,600• - , ~ ~ people with a payroll over•$1.5 billion. It provides some $'354 ` - • . ~ million in tax revenues that help pa}~for education, roads anc~ _ ' ' important government services. ~ ` Over the past ten years, tourism promotion efforts have caused _ these numbers to grow significantly to their present levels.. But . ~ . f . ~ this is no time to sit back and wait for tourists to simply fall from - - ~ the sky. Colorado tourism is threatened by strong competitive - _ -and other forces. _ ~ , . - - _ r - Competitive forces•are strengthening all the time. States with ~ , • smaller budgets are banding together. This year, over $355 million - • - - , will be spent b~q competing states to lure-tourists away. Not`to . .mention alI the individual cities, resorts, theme,parks, cruise • . - . - lines, etc. which are vying•for"the tourist-dollar. - • _ - Yet, the importance of tou'rism,'and the Colorado Tourism Board, ~ : • is understodd by_ very few. Success or failure in the coming years - depends on how well you as a business, and we as an industry, deal with the_competitive forces. And how successful we are at • - ' . _ changing the way Coloradans think about the tourism industry. - • ~ These a're the aims of the 1993 Colorado Tourism Conference, - ' - - ' And that's «-hy it may be the most important con_ ferenee,you -attend this decade. - - Sponsored.By: - ~ ~ - , • Colorado Tourism Board • ~ ~ , - . - - ~ - - - . ~ Con inenta~ • • _ ` 4. • _ • ~ ~ , J _ ~ l - z. ' / -s xc: t ~ ~ ~ i~ . ~~r~,~ ~ U.S.D.A. FOREST SERVICE ROCKY MOUNTAIN REGION -LANDS 1'11?7 West 8th Avenue, ~3ox 2512? . Lakewood, Colorado 80225 ~ ' ~ iM QUR FAX TEL. N0. (303)236-9668 i ~ ' . DATE:l~ T1ME:1izlt,~dd FAX TEL NO. • - ~7 • ~ ~ ~ City: State:l~ • "'w Td: ~1 l/o rT USA ~ FROM: PHONE: sr'~G-9~ ~~.t+ry~y SUBJECT: l b~~~sU.i~l NUMBER OF PAGES: , ~ (includirt8 cover) MESSAGE: . • • i~ v w - ~ , . d ~c ~ a ~ ~ ~ ~ T ~ ~ ~ r ~ ~ v o e ~ ° a> ~ v a LL <tS y h w ~ O ~ ~ c V N ~ w ~ a° F ~ o W 'lime Seat: ~ U~S Sent By: , Please contatxtfiis otiloo immedlatey iyoudo not reoaive pages indicated or if arty irdonnation ie unreadable. IO 'd 89969£Z 'ON ~d 8~S 1S~2(0~ d4Sfl 6£ ~6 ~tl,l, £6-OZ-add ~ _ ~ Da3ti4d 8tataa FOYaat; aoaLjr 1.177 N. 0th !venue Departusat of 8srvia• ltavat:in 1WC 55199 Qricu],turs a•y~ion Lnkek'C~4d, CQ 00325-Oi27 kepiy tot 5430/5570 bats s ~ ~ pBpaY O~ i..Y.FOSS 1~Y1?R a u, a QF Y]M1YL 75 S~+iuax; FRblt'PAGB RQAD VA7S+ CO 82657 Dear Mayor Ostazfoss: This letter rill docwnent our dieouasion of April 15 and outlin® the caaditiacu; for the Conveyance v£ the 8praddle Creek and Golf Course parcels from the nriited statics to the ToNa of Vail. The values agreed upon are based on the _~.r__~ed NashJJohasan appraisal. They are 5187, 500 for the c3olf Course parcxl sad X500, 000 for th,e Spraddle Creek parcel. The original expiration date of the NashJJohnson sppraisal van J~ 30, 1992. The expiration date eras aaetinistrativaly extendEd ut?til December 31, 1992 by' our letter of May 22, 1392. We are nos three and c~a halt months bey~oxid this expiration date. it ip a etsangly held Forest Be~cvias policy that arr~a$sals are valid for a period or otie year. 7'ha Fos~est $erviCe boa agreed to go beyegd the one year ~.imit for the Zolloximg reasa~w: 1. The proposed oonveyaacee are in file public interest; $oth the Toton at Vail and the Forest service tines made oonsidezable investateats of tines sad asae'wy to arrive at thin agreement j 3. The Toxn o£ Vail deaiaio~n soakeret appeared to be dxaprived O! knoMledge of t2~e De..~..;L..r 31 • 1992 expiration qt the gashJJotsason ~.~,~,..aiRal; a. The aDirit o£ cooperatiaa teas bass ~,.~,,..t1y sahancfaQ as a result of this ef£ortt and 5. The p....e.....ed action is 1ega1 as~d rithin the authority of the Regional Yoreeter. The Spraddle Creek parcel viii be Coanveyad under lfatignal ~'orset Toraeite Act authority sad cxyuld be ~..leted is 14 days from the data ve receivs your Mritt•n agreement to proceed. The aonveyan~ document rill bs Quit Claim Deed issued by the Forest Service to the To+ai. A draft Quit Claim Deed is enclosed for your reviap and ppnCtaCr6ace. Isi accord Kith the Tvrasite De6ignatioa order ipeued on June 22, 1990, our eaoavyance viii be aubiec:t to the !allowing: i. ~'ku: existing sae:~,. ~:.t for I-70; 2. A reservation by the Dnited Skates for as •aa.~,~~.:t aver the Spraddle Creek Road: and Csdnp for the Lend and 8arvtny Roopta ~42o4ni(4881 zo ~a essss~z x~~ gas .~oa dasn oti : s ~ ~s-oz~~a~ - ~~ac~c osTSRFOSS t~3roR s 3. Uiaiver of Mpecial use pes~mits for axiating utilit~isa held by Holy Crone Blectrie Association and mountain Staten Telephone and Z'elo.a,_,.~.h Camparzy. It is our understanding that the Tons f.otands to issue eas~.,.~..ts to replace the existing pernite . Naive=s for the permi.tp gust be „_....:.ded at closing of the transaction. The Golf Course parcel t~J.li require that a patent bs iRSUSd by the $uraau of head 'tanag.:.,, L,,.t t8I,1~ . This process tdli take a$proxin:ate].y 10 dayo. A Land Sxchange Agreement is enclosed foz your ...:.atioun. Na r311 require Chat an escrow aCaamt be established in the amount of $is7,500 (Golf Course velure) pzior to or at the time of closing xor the 8praddle Crs~k conveyance. Th• disburs:~,. <<...t of these fta~de to the Forest Sez~rivs should oraur upon the time of delivery of the BI.t[ patent for Che Rolf COUrRe parcel to tYte vr,._..:~ agent. Pioase have sscron in..:.~~etionR to tbo agent of pour c~oic+s drafted for our review. Y ~ glesaed that the the Toms of Pail pnd the Forest Sesv:.ae have bsesn able to reach agreement, i look f.._...~.rd to contiinued eoo~peration t»1 Zuture issues of mutual interest. Siacer®ly, • III,I BSTILL Regioaai Forester Sncloauree cc: ~ r/enctosuree 8OI,Y CROSS RANGI~~t DISTRICT m/®ncloeux'es Cer(n9 for the I.trnd and Bening People ~'S~i1®0.2ib{4IS8,1 so'a essss~z roH ~~s .is~o.~ ~asn oti:s ~u ~s-oz-~a~ V~V il~la D~.u ' THIS DBBD, wads Chia dny of pit FOR YOUR 1993, between the United States of Merica, acting by and ~~~,~~~orsst Service, Dapartaent of Agriculture, bsreinafter called bra and the Toren of Vail, County of $agle, Stets of Colorado, hereinafter called Creates. iiIT~fESSBTH: The Creates bas applief for conveyaaee of Dlatidnal Forest gyatem lands under the To~site Act of Juiy 31, 1458 (7Z Stet. 438, 7 II.S.C. 1012x, 16 U.s.C. 478a) as aaended by the Act of October 21, 1976 {90 Stat. 2760); the provisions of which have been met. NOp a~n~+~"uacB, the Grantor, for aAd in consideration of FIVL~ rwar~.RED THOUSAND and 1!0/100 DOLI.AIts ($500, 000.00) , the receipt whereof is hereby dulg aeknovledged, does hereby revise, release. and quitclaim vm:o the Grantee, its successors and assigns all its right, title, interest, and claim in and to the - real property situaeed in the County of 8agle, State of Colorado. described as g follo~os: • Sixth Principal Meridian ~ ~ T. 5 S., R. 80 W. ~ o~ O p ~ s sec. 5, Lots and 2. Containing 40.12 acres, Bore or less. a SubJe~ct to: Reservations: 1. Reserving to the IInited Stiates all oil and gas in the land above-described, witfi the right to mine and ~e the seas in accordaaee xith the provisions of said Act of Fsbruary 28, 1925 (43 8tat. 1090). Outstanding Rights: 1. Might=of-way for highway purposes Granted to the Colorado Departaeat o! Highways, its successors and assigns, by tight-of-way Colorado 10482 under the Act of October 15, X966 (BO Scat. 991, 937. Section 6(a)(1)(A) as rsooxded in the official records of Eag1s County on iiov+evber 10, 1969 in Sook 216 at Page 376. 2. Basasient for road and highway pn-~oaes granted to fire Town of Vail under the Act of October 13, 1964 (78 Scat. 1089; lb II.S,C. 532-538) as recorded is the official records of 13agie County vn !'larch 11, 1993 au 8,aceptioa Po. 499976 (Book 603 at Page 890). ti0 'd 69969£Z 'ON Xd~ 2155 ~0~ daS(l iti:6 ~il.l £6-OZ-8d~ _ _ z Ilt pITNRSS iii~EOP, the Grantor., by its duly suthotizad representative hag sxscutad this deed pursuant to the delegation of authority prowulgated 3A Title 7 CFR 2.42 and 49 F.B. 34283, August 29. 1984. ULOITBD STATI~.StOF AI~iICA BY . ~i~a~? ELI STILL, Regional Forester Qoeky tiountain Region, B-2 Forst Service IInited States Dapartaoent of Agriculture aca~owi.~rT STATE OF ) SS COTJDTI'Y OF ) 8e£ore aye, the undarsigaed on this day personally appeared ,Forest Serviae, IInited States Depar~.~„„~. of Ag~riaulture, ]mown to pe to be the persoA whose name is subscribed to and who executed the foregoing instzzment, and acknowledged to me that asecution of the a~ame was £or the purpose and consideration therein expressed as the act and deed of the United States of America. Given under my hand and seal va tl~ia day of , 1993. Diotary Public Signature 1dy Commission expires: 19 50 'd 89969£Z 'ON Xdd ~S 1S~Od dQSl1 tti:6 8A1 £6-OZ-xd~ $XCHANG$ Ate' This Bxehange Agreement, dada this day of 19 , between tho Town of Vail, whass address is y5 Sovth Frontage Goad, VaiX, Colorado 81657, hereiaaftnr referred to as the Landowner, acid the United States of America, acting by and througk: the Forest Service, Departaeat of Agriculture, is consideration of the appraisals by the parties hereto of the land or interest is lead herein described and other good and valuable considerations, the receipt of which is hereby aclmowledged, do hereby seveYally agree as follows: Rtrsuant to the General. ~cchange Act of March 20, 1922, as saanded (16 U.S.C. 485. 485, S U.S.C. 511), Sl.sk Act of December 4, 1467 (16 U.S.C. 484a), and Section 206(b) of the Federal Land Policy and !(auagemeat Act of 1976 (43 U.S.C. 1716), the I,ardoaner dons hereby agree to pay do the United States of America ONB ,~..~„~RED EZGHTX-SLrVEN 71i0USAND FIVE .~~~~~128D sad AO/100 DULLASS ($187,500.00) in ezchange for the real property described in Schedule "A" attaehod hereto and wade apart hereof. In exchange there..,..., the United Stat.~~s of America agrees to convey to the Landowner by patent issued by the Departacnt of the Interior, the real property described in Schedule 'A.~ The United States of America agrees to convey by patent the real property described ix~ Schedule 'A," subject to a~ encwsbrances noted therein. The Landa9vr~er shall arrange an Escrow Account for the deposit of the $187,500 prior to or at tihe time o£ closing the spraddle creek eoaveyance. Disbursement of the $187,500 to the United Staten by the Escrar Agent sh+sli occur upom delivery of the patent. issued by the USDI-Bureau of Land Management, for the real property described in Schedule "A." Both paxtiea agroe not to do, or suffer others to do. any act by which the value of the real property which is the svtbject of tho Agreement may be diminished or further eacimbexad. Yn the event any such lose or damage occurs from ar?y cause. iaeluding acts of God, to the real property described in Schedules 'A' or "B." prior to saecution of deed or issaance of patent, either party may refuse without liability to complete the exchange. Fo aambor of CongrBSS, or Besident Goawissioner, shall be adadtted to any share oX part of this agreement or to say benefit that .ay arise tberefroa tmlesa it is cads with a corporation for its general benefit (18 U.S.C. 451, 433). IN iiITNSSS ~~r~a.a.lOF, the Landowner and the regional Forester. wcting for and on behalf of the Forest Service, USDA, have executed this Agreement tLis day of 19 ~~,sn: By: TOWN OF vAYL 90 'd 89969£Z '~I XH~ ~S 1S~IOd daSl1 j~ ~6 ~f1J~ £6-OZ-~dEJ s FORBS? SEtVICE U.B. DLYARII~.~~~ OF I~ICt~L1URE By: ELISI~iBE'~i SS~ILL Megional Foreatar pocky Mountaia Asgion. x-2 Public raportitcig burdsA for this collection of inforaation is eatitiated to average 4 hours psx responss, including the tisa for raviewing instYUCtio~ns, searching sainting data 9o~cea, lathering and aaiataining the data needed. and aoapietiag and revi4¦ing the aollaction of infosaatioa. Sand cos~ents regarding this burden satidate os any other aspect o£ this collection of information, including suggestions for raducing this burdens to Departcsent of Agriculture, Clearance Officer, OIRM, Etoo® 40k-V, washingtrn, D.C. 20250; and to the Office of ~[anagealetlt amd Budget, Papettirork Beductior? Project (OMB NO. 0596-0105, iTashington, D.C. 20503. OMB No. 0596-0105 {06/30/95) l0 'd 89969£Z 'ON ~'3S .ISStfO~ daS(I Z~ :6 H(11, £6-OZ-8d~ A~~'~~ a State of ~ $S; CiotiII~1 Of On this day of 19 .before ne, a DTotary Public in and for said State. personally appeared IbI yiiT14B88 V~EOF I hereunto sst sry hand and official seal. Rotary Public Signature xy Comissioa Qxpirea: ~ lg - AGE~10GiLED6'F..s.~ y State of ) SS: County of ) On this day of . 19 .before ae, r a ~lotary Public in aad fot said State, personally appeared IR 111TNESS tiiHF.REOF I hereunto set ay hand and official seal. Notary Public Sigaaturv !ty Camission expires: ~ 19 g0 'd B9969E~ '~1 X~d 2~S 1S~210.~ ~QSII ~ 6 SiIJ, £6-0Z-add r , ,A y e . ~ ~ ~c.~suv~.s e Lands ~ ititsrest ip lands, that the lfiited States of !?ssrica iriXl convey to the Landovasr: Fsa title to the folla~ring loads in Colorado: Sixth Principal lteridiaa T. S 3.. A. 84 W. sec. 9, Hill/4NS1/4NY1/4SE1/4NW1/k and the ~t]./2NW1/419iT1/4SE1/4pW1/4. Containing 1.875 care's, Dore or less, in Eagle County. Subject to: Hesarvatioas: 1. Hocerving to the IInited States a ri~t•af-wsy thereon for ditcher or canals constructed by the authority of the united States, Act of August 30. 1890 (43 U.S.C. 945). 2. Reserving to the Thtited States s11 oil and gas in ttis land above-described, with the right to nine and reso've the sa:ea in aoaordanee with the pravi.sionr of said eet of February 28. 1925 (k3 Stet. 1090). OutstandiA$ Hi ~1tp: NOIfe Other: 1. The Special Use Permit for a golf courts grQen~ saintenancs building. parking lot. reACirg, and access roadway sha11 be rali~+quished by the Town of Vail at closing. so 'a esssssz ~ x~~ ~s ~o~ ~asn zv:s ~cu ss-oz ~a~ ~ C G ~ L ~ n TOWN OF VAIL 75 South Frontage Road Department of Community Development Yail, Colorado 81657 303-479-2138/ 479-2139 FAX 303-479-2452 April 21, 1993 Mr. Norman Laskin c/o John Gault 193 East Gore Creek Drive Vail, Colorado 81657 Dear Mr. Laskin, I would like to take this opportunity to respond to your letter of April 12, 1993, concerning the Sitzmark dumpster. I would like to note that the unsanitary conditions created were not due exclusively to the inappropriate disposal of food wastes and grease by the restaurants in the affected buildings. The garbage dumpsters in question are used by eight retail businesses, 35 lodge rooms/condos at the Sitzmark, and the private condos located in the Gore Creek Plaza building in addition to the three restaurants located in the two buildings; Left Bank, Sweet Basil and Blu's. My understanding of the problem is that by the time the restaurants would close in the evening and attempt to dispose of their trash the dumpsters were already full and they were not able to dispose of their garbage in the dumpsters so they would place it in the enclosure in front of the dumpsters. It also appears evident that more capacity is needed to adequately accommodate grease disposal. In sh_ ort, there is inadequate capacity to properly dispose of grease and garbage given the number of businesses and individuals currently using the dumpster area. After numerous visits to the dumpster and discussions with the restaurants in response to your calls, a meeting was held in early February with representatives from Sweet Basil, Blu's, Sitzmark, Vail Management and the Town of Vail to discuss possible solutions to the problem. It was noted at the time that the dumpsters were being dumped seven days a week by BFI and additional pick- ups were not possible due to core closure hours. It was also noted that the retail businesses were disposing of large cardboard boxes without flattening them which took up a great deal of needed space in the dumpsters. There was also discussion about the waste grease bin which had residential garbage in it at the time of our meeting. The restaurants using the bin were asked to keep the unit closed and not to overfill the container. I asked that they place any accumulated grease in covered 5-gallon buckets in the dumpster enclosure if the bin was full prior to the scheduled pick-up which occurs once a month. At the February meeting a separate structure to house the grease bin was discussed as well as possible cardboard and glass recycling to reduce the garbage load on the dumpsters which could potentially alleviate part of the problem. The participants of the February meeting agreed to work together to keep the area clean and to begin looking into increasing disposal and possibly recycling capacity. The problem seemed to be resolved until April 9, 1993, when you telephoned me concerning uncovered buckets of grease sitting out in the driveway area. After I spoke with you, I contacted the grease disposal company to ascertain when their next scheduled pick-up would be. I was informed they would be emptying the container the following Tuesday, 4/13, or Wednesday, 4/14. I then came out to the site to investigate the situation. I moved the grease buckets which were in the drive so they were no longer visible and then spoke with the chef's at 8iu's and Sweet Basil's to ask them to cover the buckets and requested that any additional buckets be covered, out of public view. My supervisor, Russ Forrest, received a second call from you on Monday, April 12, 1993, concerning additional buckets which had been placed uncovered in the driveway. I immediately called T.J. Armstrong at Blu's and Ward Mack at Sweet Basil's to explain the situation and I requested their help in correcting the problem. I visited the site later that afternoon and the grease had been covered and placed around the side of the enclosure area as requested. While I was in the area I also spoke with Steve McSpadden of the property management company to find out if any further action had been taking to expand the existing trash area or create a separate area for the grease bin. He related that he had a conversation with Bob Fritch of the Sitzmark about removing the planter at the south end of the enclosure and enlarging the dumpster area. On Wednesday morning, 4/14, at approximately 8:30 am I went to the Sitzmark dumpster area to determine if the grease container and the additional grease buckets had been emptied. I ascertained that the grease container had been emptied, but the additional buckets had not been emptied and were sitting in the driveway outside of the enclosure. I placed all of the grease buckets back inside of the enclosure and returned to my office where I contacted National By- products to find out why the buckets has not been picked up. I received a call later in the day from Ken Kage, the district manager for the area, and he explained that they could not pick up the additional buckets as I had been told. Mr. Kage related that I had been misinformed by the individual I spoke with on Friday and it was not their policy to pick-up additional buckets unless the grease was liquid. I then contacted BFI and requested that they pick any buckets of solid grease on their trash run the following morning. A site visit later in the afternoon, 4/14, showed that all of the grease buckets had been emptied into the now empty grease container, a task I assume had been done by the restaurants. I went to the site with my immediate supervisor, Russ Forrest, and our director, Kristan Pritz on Friday, April 16, 1993, to evaluate possible solutions to the present situation. A number of solutions were discussed and will be presented to the concerned parties at a meeting to be scheduled in the next few weeks. After our meeting in early February I believed that the situation had been satisfactorily resolved as 1 did not receive calls from any of the concerned parties nor did I notice any glaring problems at the dumpster during periodic visits. A portion of my proposal to the parties next month will be to operate within the current space constraints by replacing one of the large dumpsters with a smaller one, getting a larger grease container and encouraging ALL businesses using the disposal area to recycle cardboard and glass. The Town of Vail does have a vested interest in the health of this community and the Town staff will do everything possible to help resolve this situation by working with all the parties involved. We appreciate your concern and will let you know the date and time of the meeting so that you can also take an active role in the resolution of this issue. If you have any questions or problems in the interim please do not hesitate to call either Russ or me at 479-2138. r r Sincerely, r ~ ~J S san Sc nlan Russ Forr st Environmental Health Officer Senior Environmental Policy Planner XC: Vail Town Council Larry Grafel, Acting Town Manager Kristan Pritz, Director of Community Development r DISTRIBUTION LIST - PUBLIC WORKS PRIORITY LIST, BRIAN ANDERSON ERNST GLATZLE TOWN COUNCIL STEVE BARWICK GARY MURRAIN DEBBIE ROELAND MIKE BRAKE MARY LAWRENCE MIKE ROSE DICK DURAN SUSIE HERVERT TODD SCROLL CAROLINE FISHER JIM HOZA DAN STANEK ANNIE FOX DD DETO LEO VASQUEZ JOHN GALLEGOS JOE KOCHERA PAM BRANDMEYER KRISTIN PRITZ CHARLIE OVEREND LARRY ESKWITH PETE BURNETT TODD OPPENHEIMER KEN HUGHEY JODY DOSTER MANUEL MEDINA FILE JANEIL TURNBULL P.W. INFO. BOARD MEMORANDUM T0: LARRY GRAFEL, ACTING-TOWN MANAGER FROM: GREG HALL, ACTING-DIRECTOR OF PUBLIC WORKS/TRANSPORTATION DATE: APRIL 19, 1993 RE: PUBLIC WORKS PRIORITY LIST FOR THE WEEK OF April 19 - 23, 1993 -•--::::::::i::::::: -:,utu: rtrc, fi,,,.• ra?:i:..,? ? x~t:ar•f~i r.:;•:~:}};r rfrf } ,:4`•`••;F.;r}Xi? ~ •~LtY~?:~?.~3:?fi f:.::-::::::: :::r.•::::::::::...::. r:.: .:r,.::.:.:::::a:::.. :,J,:lt% 1~•- • fH'-•?: : : ~i?-::t.` :y ,•.:yf.: -::fi £ fr :v.:-~.,~.~:$:$•i!^ir. •f.••~: ?fl v r} ..f~; v:::::::v: ~ .y y:::::::: }:v:•}:4:tt: •:::::}}::•}:•.:~.i':: }::.4:.... .::::4i:-:~}}:•}i::i.;i.4..:::::::: •::.:::.}':::..:cvi:.:i i::: : :v.::w: ~ .L................:....:.: };i• Y->{. )fY•?f•::?r::/.~fi%xii:}+c /~•1.~.. i::.l~;~: !it2iCS•.tiiii .......:-::::._:n::::::::::::::::::::, r.i:.:::: is ..:r?? :?irf::.c::f•.::•:y ~~yr~4, ~,~i,.~• :................:::•::::w::::::.w...........,.........-.:~:::::::::::.~:......:...... ....,.....:?•::::::-.......:-r•}:•:•i'•.r':R}T•'.!:??:. i..-..: ~rxri,+~;';~~Y"^~i...."`:rr65Yfi'.;<at'iffi ?.w::: ::fir::...-•••.........::i+l.????i?tr:(:: fYr .:irrx..: x.x.:?.t.?:}. STREETS AND ROADS A. 1. Construct various signs: a. 4-Way to Gold Peak, handicap skier service signs. 2. Patch potholes throughout Town - weather permitting. 3. Sweep throughout Town - weather permitting. 4. Remove Christmas tree lighting. 5. Fix fence at west end of paved parking lot of Ford Park ball field. 6. Remove trees from creeks throughout Town. 7. Pick up barrier fences at end of ski season from Gold Peak, Lionshead and Covered Bridge. 8. Investigate with Mike Brake a solution for drainage problem at Lionsridge Loop. 9. Reorganize supply order for Pedestrian Overpass project. 10. Organize construction of East Vail Parking Lot project. 11. Mike Brake to investigate culvert drainage problems at LHTRC. 12. Change combo on PW Administration Office. 13. Open up recreation paths through west end of Town. 14. Finish work on International Bridge. 15. Follow up meeting with BBC Thursday, 4/22 at 1:30 pm in Public Work's lunch room. PARKING STRUCTURE/TRANSPORTATION, A. 1. Repair damaged pavers in various locations at VTC. 2. Construct Bus/VTC locker room. 3. Rekey VTC and LHTRC. 4. Submit 262A grant by 5/10. PUBLIC WORKS PRIORITY LIST ' Page 2 CARPENTERS A. 1. Repair Wall Street railing. 2. Repair Bridge rail on Buffehr Creek Road. 3. Construct bus shelter. 4. Construct picnic tables. 5. Construct picture frames for Public Works posters. 6. Install new bus post at Sandstone Road. 7. Insert handrails in downstairs shop restroom. ELECTRICIANS A. 1. Repair street light outages at LHTRC. 2. Coordinate with Andy receiving bids on an emergency generator for LHTRC. 3. Disconnect heat corrector from high voltage at elevator room. 4. Inspect all generators in Town of Vail buildings. 5. Install 3 walk through lights at Bus Wash. 6. Investigate roof leak at Covered Bridge concrete bus shelter. 7. Louis to meet utilities for locates on Sonnenalp project Friday, 5/23 between 8:30 and 9:00 am. 8. Leo to meet with Lionshead Center for relocation of light poles. 9. Locate Lionshead Mall remodel project. PARKS DEPARTMENT A. 1. Finalize design for Gore Creek Promenade/Pedestrian Bridge with Greg and Mike Brake. 2. Hire consultant for Mill Creek/Ted Kindel Park. 3. Monitor beaver damage in Buffehr Creek. 4. Order preliminary title report for Tract G, Village Center (Mill Creek/Ted Kindel Park). ' GH/dsr ~~"~?~1l lc~ ~~'~LC~~'1I~~~~? PW~.ANER 16739 ~ April 3rd 9 Health Fair at Eagle Valley Middle School. ~ YOU ARE NOW FREE TO Apri119th Family Center Meeting, 5:30 pm Edwards Elementary School Library. LEAVE TN15 PLACE i' Apri126-27th "Dare to be You" training. Please call Holly at 328-8788 for more information. YOV NAVE PAI~'(00R ' , ~ DE6T TO 50CIETY: • ; April 30, May 1-2nd John Platt seminars for teachers and parents. Please call CMC at vy ~ 476-4040 for information. ~ WANNA Ma 7th Ra e Exam Protocol trainin " b the Colorado Coalition A ainst Sexual ~ ~ ~ ~ ~ Assault at the Vail Library Community Room. For emergency medical personnel, law ~ , ~ , ~ ~ ~ ~ / enforcement officers and sexual assault victim advocates. , ~ ' , May 17th Family Center Meeting, 5:30 pm Edwards Elementary School Library. ~ ~ ;a\ , WARDEN :;~'w"''. ~ 0 C=~ • ~ June 3-4th Colorado Domestic Violence Coalition Statewide Meeting rn Boulder. ~ ~ ~ `c .c~ ~ r VAAH~,".TVA„~~~~~\VA..~•,~~.a~..,o•a~~..,.~;:.,,,,. A~, Coming Soon: ` . ' ~ ~ ~ Saturday, June 26th, 1993 4th Annual National Guard 5/lOK race in Eagle. Benefits The Resource Center °~~0,.~~~~ ~ ~ ~~~~~~.~c~~o°r>. For more i~nfa•mation nn any o f these events, please call us at 476-7384. ~ - ~ - USED BY PERMISSION OF T8E COLORADO SPRINGS SUN. THE RESOURCE CENTER "It is not easy to find happiness in ourselves, That a phone call to the Community Nonprofit Network at 476-7384 will give you information OF EAGLE COUNTY on fun and rewarding volunteer opportunities at dozens of our worthy local nonprofit and It 15 not pOSSlble t0 find It elsewhere" organizations BOARD OF DIRECTORS: -Agnes Reppher That the Family Center is a coalition of over three dozen human service agencies who have Sandy Smith been meeting monthly since January 1992 The Family Center serves as a clearinghouse Dee Hoza of information and ideas, and as a springboard for collaborative community projects. David Gohmert National Crime Nell Hunt That the Eagle Valley Resource & Referral Agency has started a resource and referral data Bev Cbristiansan ~'~'m~~~ base to help families find available child care Call them at 845-5999. Ann Sinton Kristan Pritz That The Resource Center offers a free informationlreferral service to help you find Arleen Montag locaUregional/national resources in almost any area of concern Ca11476-7384 for help. Karin Weber That our community has excellent programs and resources for adult literacy, hospice Howard Levin Apr~~2~ LD Mai/1 ~ 1 JJ3 patients and their families, recycling, student assistance, adult/youth Buddies, low income STAFF: N J housinglutility assistance, pregnant women, incest survivors, substance abusers and their Cherie Pallet, Director families, victim assistance services, fall/winter holiday food baskets and toy drives and many more. We live in a very loving and caring community, rich in services, mainly due to a Ellen Cochran, Advocate Coordinator "COTltent111ent CO1neS not from getting What tremendous level of volunteerism. Thanks for doing your share! Jill Gordon, Program Coordinator you Want but from enjoying What you have." Post Office Box 3414, Vail, CO 81658 - AnonyrT10l1S 3031476-7384 I~'~0 SPRING 1993 ~'ECEIVEp qpR f g 1g9~ f The I~esaur~~ ~enrer T~~ of Ea le~our~r~~ T ~S9 l 8 0~ ~ ' ~p~ a6e~uo~~ 'S SC <<~uno~ uMOl <<~~ Dear Resource Center Supporters: Congratulations to any of us who smiled through all the wintery weather. Crocus are now grow- ing in the western end of the valley; Spring and all the attendant thoughts of rejuvenation are finally here! We hope that this is a peaceful season, and a season of enjoyment of our beautiful cs91a o~ `-nvn valley. Many, many thanks to our wonderful volunteers who operate the crisis line, and who ss ~ou ilv~xaa 8S9I8 `O~J `ZI~A `bib£ XOg'0 d help us with our fundraising events, regardless of their overflowing schedules. We sincerely Qlva A,LXIlO~ ~ZD~~ ~0 appreciate your dedication. dOd.LSOd'S'fl ~~xo ilaoxa-uo ~~ZN~J ~~2If10S~2i ~H.L The Buddies Program is doing well, and has been expanded to encompass the entire Eagle Valley. Ellen Cochran is the coordinator of the program, and is currently seeking caring adults to match with Junior Buddies. For more information on how you can make a difference in a young persods life, call Ellen at 476-7384. A community project coordinated by the Eagle County Department of Social Services called the Family Mediation Program is seeking referrals. The trained mediators will team up to help adolescents and their families mediate specific issues. A great benefit of this program will be the role modeling of good communication skills, as well as a wonderful opportunity for the vol- unteermediators to learn a terrific new skill! Take advantage of this valuable family service by calling Kathy Reed at 328-8840. Before I close, I'd like to tell you of one more project The Resource Center is implementing. It is a CourtWatch program designed to educate the people involved in the Court process, as well as help TRC keep track of inconsistencies incases involving domestic abuse and sexual assault. There is also a victim advocacy component, If you would like to participate in this program, ~ E11en and I would love to hear from you as soon as possible. ~ ~ 1• ~ Sincerely yours, ~ ~ • ' ~ Cherie Paller ~~Sti yo~!'t'F SyUrUp~ = 9FN~~FAB~AN.ii~ . ~ YOU WHAT?r c :o per, JERKI! aG STS'/'/Oi~~ G 2, ~,c YOU WHA T~ i ?~'-G / ~'1'iS, ' = t/~ wises ~p NyG ti yp~ IDIOTi i i c ~ G C ~ G~ YOU WNAT'i `~~1~~~c,9 -~1 D v ~p9 y ~ C a %Z7i OG .o ~o- ' 4 •-~o O o r a Arlington, Virginia Fort Worth, Texas New York, New York National 703-276-2880 817-877-3355 212-753-6880 ~ Victim Center 1~~IIn i o1~~3~~I~I~ ~1~~0~31~I~lI~~l~o [ ]ACTIVE VOLUNTEER $ 10.00 [ ]FRIEND 25.00 [ )SPONSOR 100.00 [ ]PATRON 500.00 [ ]SUPPORTER (The Resource Center appreciates supporters who are unable to donate time or money at present) NAME DATE ADDRESS CITY STATE ZIP CODE TELEPHONE (home) (work) SPECIFIC AREAS OF INTEREST? (Thank You!) Are you looking for the ~eTfect gift for the person who has everything? The Resource Center is pleased to announce our new program to honor/memorialize your friends,/associates?loved ones. When you send a tax deductible gift to us, eve will promptly acknowledge your generosity, and send your chosen recipient an attractive acknowledgement card. This is a great opportunity to he'.p The Resource Center provide services to our community, while honoring/remembering those near and dear to you. Please call Cherie at 476-7384 for more information. Thanks to the following whose support is critical to our success: The Resource Center Advocates The Resource Center Board of Directors The Resource Center Volunteers Buddies Advisory Board Senior Buddies Hannes and Saundra Spaeh<> Town of Avon Carol Nitz Gilda and Werner Kaplan Eagle Valley Community Fund Town of Vail Karin and Bob Weber Wal-Mart Vail/Mountain Communications Pat Haakenson Sidney Schultz Lynn Fritzlen Hal Levin 5th Judicial District VWALE Board Casino Night Jim Allen JFI Tournament CCASA Ann Sinton and Andy Kaufman Arleen Montag Saloon/Booco's Kathy Langenwalter Vail Business and Professional Women Sue and Jack Witkin The Pownalls Marka Moser Brownie Harvey Radio Shack Leslie Bishop Beaver Creek Merchants Association Slifer Management X e G~wu.~t. C~ ,%„f RICHARD L. GUSTAFSON ~ f P.O. BOX 7 063 VAIL. COLORADO 87658 1303) 476-3276 April 20, 1993 Honorable Peggy Osterfoss, Mayor Town of Vail 75 S. Frontage Road Vail, CO 81657 Dear Mayor Osterfoss: By all accounts, the first meeting of the Eagle River Assembly was a huge success. I heard a clear consensus for a better way of doing business, and our meeting Friday was just the beginning. Participants repeatedly mentioned better communication as a critical first step. The technical effort that we committed to should accomplish that, as well as transfer our efforts from a legal to a technical orientation. I want to personally thank you for your attendance, participation and willingness to continue with this effort to explore a more efficient and constructive approach to resolving water resources issues in the Eagle River Basin. Draft minutes of our meeting are enclosed. I will contact you in the near future to set a date for our next meeting. Presently, I am looking at the latter half of July for that meeting. Sincerely, Richard L. Gustafson RLG:sks Enclosures i ' EAGLE RIVER ASSEMBLY April 16, 1993 Vail-Westin Hotel DRAFT MEETING MINUTES ATTENDEES: See attached list. INTRODUCTIONS: Each participant introduced him/herself. Dick Gustafson suggested a need for a better, more efficient manner of resolving differences. Dick introduced the possibility of establishing a higher priority -one that does not require abandonment or compromise of individual priorities. GROUND RULES: Ground rules for the meeting were established which included: no relinquishment of legal positions; no attribution discovery; no legal representation; solutions oriented; and judgement free. WATER PRIMER: Eric Kuhn did an overview of the Colorado River system, subsequently zooming in on the Eagle River and Upper Eagle River Basin. Eric also briefly reviewed the proposed projects and their associated conditional water rights located in the Upper Eagle drainage. INDIVIDUAL Each participant reviewed his or her specific water interests INTERESTS AND in the Eagle River basin. Participants also offered suggestions COMMON GOALS: of how we might improve on the current dispute resolution process. Common comments included: Need to protect and develop water rights to meet future growth. Protection of the natural environment and the economic resources it represents. Clinton and Wolford Reservoirs as templates for future accommodations of all interests. Need for new approaches to old problems. Litigation hasn't produced a single drop of water; cooperation and communication, not litigation. Growth must be planned for and accommodated on both sides of the divide. Desire to be sensitive to local interests, needs and perceptions. EAGLE RIVER ASSEMBLY ~ Meeting Minutes April 16, 1993 Page 2 POSSIBLE Agreement among participants that time and resources SOLUTIONS: committed to this effort be acceptable as proof of diligence of conditional rights was proposed. The group concurred solutions required thorough understanding of technical issues, including water rights, hydrology and systems operations. AMAX's need to reclaim Pond No. 4 presents an opportunity ' for a mutually acceptable •,~ater project ~~vith the capabilities of delivering water to the Upper Eagle, Ten Mile and Arkansas River drainages. NEXT STEPS: A technical committee will meet to assess available data. Tom Griswold and Eric Kuhn will coordinate this effort. The Upper Eagle Regional Water Authority will determine existing water rights and assess future water needs within the Eagle River basin. Dick Gustafson will call a second meeting of policy male ,Ys in approximately three months. This meeting should be .:11 day. The technical groups will present their findings at this meeting. CONCLUSIONS: This meeting was an excellent beginning. Future meetings are required. All participants appeared committed and enthusiastic. SENT BY ~ EAGLE COUNTY ; 4-23-93 15 40 30332872071 30347J2157; # 5/ 5 Sr~F~~ April 23, 1943 - 15:13 • . tAGLE COUNri B1~9100VG OFFICE OF iNE P.O_ RQX 850 BOARD OF COMINLSSIOM1~tS ElUGLE. COLORAIxJ 81631 (303) 328.8$05 FAX: (303) 328-7307 EAGLE C+UUNTY, +~C?L~DRADO M.GMC~R1~l~DUM TO: A11 modi$ and interested parties 1+~OM: Jack U. Lewis, County Manager DATE: April 23, 1993 - 15:13 RFs April 26. 1993 A~endal The following item has been can+,^elcd on the Commissioner's agenda: 01:3U - 02:QI1 WORE SF~SSION - ME,a,.: rNGS A'I'T~DED If you have any questions please call Frances Barela., Office Manager at 32.5-8605. 'Thank yvul . JDl1tj ac: Board of County Cornmissioncrs SENT BY ~ EAGLE COUNTY ; 4-23-93 15 39 3033287207- 3034792157; # 41 5 April 23, 1993 - 14:56 . FAGIF CC/UN•IY 6lILPING 551 BWOADWAY OFFfCE GF 1Nf ~ P.O. lZOI< 85d BOAIip OF COWIMISSIONERS fACal,t. COLORADO 81811 (3fl31118•$605 •:.ti=~ "''i FAY: (3p31 318.7207 AGENDA BfJARD C)F COUNTY CC~MMI~SIO!NER PLANNING MEETING DAY APRIL 2 7, 'l 99~ 09:30 - 10:00 Pd-139ti9~-A1 •Arrowhead at Vall, PUD Amendment -Area H s.ol. couAy Raan Keith P. Montag. Director, Community bevelOpment ACTION: CbnsidCr ~In amendment to tha Arrowhlaad 2t Vall pUb Development Area "H," changing the land use designation for this area from 80 cluster townhc?mes to 29 single family lots and associated recreational amenities. 10:Q0 - 10:75 PD-293-93-F-Cordillera tl, 6iing 7 E.de GWnry Rpp,yy Keith P. Montag, director, Community Davelopmerlt ACTION: Consider the Fnal Plat fc~r Cordillera 11, Filing 7. 10:15 - 10.30 SU-241-93 AP-Arlington Place E.Ir. c~Y ~ Keith P. Montag, Director, Community devBlopment ACTION: Consider the Amended Final plat for Arlington Flace. 10:3U - 1b:45 A. 1041 Permit Application for Efficient Utilaation of a Eepls CoudY 11Oarn Municipal and industrial Water Project for Vail Associates Inc. Raymond P. Merry, Environmental Health Manager, Comltyunity Development Ai;TIC?N: Consider the 144] Permit application to be complete. B. 7041 Permit Application for a Mojor Extension of an Existing Domestic Water Tre$tmtrnir System for Vail Valley Consolidated Water District Raymond P. Merry, Environmental Health Manager, Community pevetapment ACTION: Consider the 1041 Permit application to be complete. 70:45 - 11:00 PLAT & RESOLUTION SIGNING E•w• counlY koam Mary tte$sler, Cifi'ice Manager, 1~gmmun'rty Development 12:40 LUMGH -ELECTED QFFICIALS THE NEXT MEEi1N4 OF THE EAULE CoUN7Y COMMISSIONERS 1MLL BE HELD ON MAY 9, 1BS8 THIS AGENDA 19 PAOViOED FoR (NFdRMATIONAL DUtYPOS[0 dNLY • ALL TIMES ARE MPRDXIMATE. THE DOARO Y4I41LE IN SE~ION MAT CONSIDER UTHFR ITEMS THAT RnE DROUGHT BEFORE IT. SENT BY ~ EAGLE COUNTY ; 4-23-93 15 37 ; 3033287207-~ 3034792157; # 1 / 5 Apri123, 1993 - 8x59 . ' EAGLE COt1NTY RIllLPiNG •"1 551 RI{CIADWAY OFE:LCE OF THE P.O. BOX 850 ~ CAtMMtS~lotvERS EAGLE. COL i2RA170 B 163 I (303) 3.28.8605 FAX: (303) 328-7207 EAGLE C~LlIVTY, ~~LORADO A G'EIIIDA Bt~~lRD Ole' CC?UIIITY CGIMNIIS/t~IUER R~GULAf~' IVI~ETIIVG D,q Y • i~'~1 Y 19.3 08:5 - 10:15 WQRK SESSION - WEEKLY UPL7ATE ~ af~ l+on ~g Jack D. Lewis, Caunty Manager T 0:75 - 10:30 BREAK 70:30 - 11:30 WORK SESSION -PENDING Ll77GATIt7N nor af~ ~ ceooss , James R Fritze, Caunty Attorney 11:30 - 12:00 WORK SESSION - MEETJNGS ATTENDED ~ of Bee Not,, Rope„ 1Z 00 - 01:30 LUNCH 0'1:30 - 01:55 A. CONSTl7UCTION 1MPROVEMENTS AGREEMENT FOR 71'~IE ~ cnv.,~• NORTH EAST WATER' MA/N -CORDILLERA Mary Jo Berenata, Assistant Caunty Attorney ACTION.• Consider approval. B_ PHASE t! COtLATER~IL FON CORD/LLERA FQ'R FILING /NUMBER 6 Mary Jo Berenato, •4sslstant Count y Attorne y ACTION: Consider approval. SEiVT BY~ EAGLE C{)U1VTY 4-23-93 15 38 ; 3D33287207~ 3034792157; # 2~ 5 Q T: 55 - 0.~: 00 t. RESOt UT/ON ADOPTING A SUPPLEMENTARY BUDGET ~vk r AND APPROPR/A TION i'JF UNANT/C/PA TED REVENUES FOR F/SCAt ~993AND AUTHOJR7Z/NG THE TRANSFER OF Btlt)GETED AND APPROPRIATED M'ON1ES BETWEEN VAR/pUS SPENDfNG AGENCIES Allen Sertin, Finance 1)irectvr ACTION: Consider approva/. 1I. RESOLUTION,ADOrrrrJGA SUPPLEMENTARYBUDGET AND APPROIaRIATION - r993 FISCAL BUDGi,ET - PUB't!C t IBRARY FUNA A/ten Sartin, Accounting ACT/pN: Consider approval. 02: QD - 0,~: Y5 CONSENT CALENDAR Fevre c«nty Romn !TENS OrA AOLr7'LMEAND NON-CONTRQ~VFRSIAL NATUfft A1tt PIACFD ON THE CONSENT CALIJYDAR TO ALLOW THE BOARD Of COUNTY GOMMISStONfRS TO SPEAtD ITS TIMF AND ENERGY ON MORE UUPO/7TANT ITr~LdLC AN A LENGTXY AGENDA. ANY G~O~vSS~ONERMAYftEOUGSTTyATAN/1't~tBE"RQ(4QVED~f~OMTF/ECONSENTC,~ILENDARANDCpIVS/OB4HJSEPARIITELY_ ANY MEMBER OFTNF PUBLIC Addy "rrFOUEST' ANY?Ellf gE REMOVED"!ROM TtrE CONSBN7' AGENDA. r. B/LL PAYING Linda t~ankuch, Accounting Mark Silverthorrt, Acting Corrtraller ACTION: Approval subject to review by the CL}unty Manager, AWARD CONTRACT FOR 19'93' EAGLE COUNTY +CHlP SEAL PROGRAM Lion Fessler, Raad and Sridge Supervisor ACTI[)N.• Consider approval. 3 AWARD CONTRACT FOR 7993 E',R GLE Cl')UNTY CENTERL/NE MARKING PROGRAM Larry Metternlck, Caunty Engineer AG7TON_• Consider approval. 4. AGREEMENT BETWEEN EAGLE COUNTY, STAVE OF COLOI~ADD AND RENTAL COUNTRY USA, INC FOR SAC T CREEK ROAI] Larry Metternick, County Engineer ACT/UN: Consider approva/. 6. AGREEMENT BETWEEN EAGLE C[~UNTY, STATE OF CCILOR'ADD ANp KCIMMER DEVEtt7p'MENT CORPORATION jADAMS RIBJ FOR 5AL T CA'EEK RQAD Larry Metternick, County Engineer ACflON: Consider approval. SENT BY ~ EAGLE COUNTY ; 4-23-93 ; 15 39 30332$72071 3034792157; # 31 5 f r. AGREEMENT BETWEEN THE EAGLE COUNTY, STATE t7F COLORADO AND EAGLE 1/ALLEY CNAlj11BER OF COMMERCE FUR OQNCESS'IC?N TO SElfiVE ALCOHOLIC BEVERAGES AT EAGLE COUNTY FAIRGROUNDS FAIRGOURNDS DURING EAGLE C1aUNTY FAIR ANt? ROVED Jackie Lacy, Fair Coordinator A~GT/ON.- Consider approval. 02:00 - 02: 2L1 /.IGtUOR LICENSE HEARUUG -TRANSFER DF OWNERSHIP ~o~ Y -EAGLE VAIt N1E7"RpPI)L/TAN D1STRICT dba WfIISKEY ' CREEK STOCKMEN`S CLUB Mary Ja Bereneto, Assistant County Attorney ACTION: Consider approval. 02:20 -11230 LIQUOR LICENSE 1~,tEAR/NG - RENEWAL - EAta1LE VAIL ~ c«.~+rrr~ RESTAURANT GRDUF, LTD_ dba PADfJY'S Mary Jo gerenato, Assistant County Attorney ACT/ON.• Consider approval. 02:30 - 02:40 L?QUQR LICENSE HEARING - A~IODIF/CAT/C?N OF ~ c~~ PREMISES -EAST WEST PROPI~RTIES, L TL7?. dba HYA TT REGENCY AT BEAVER CREEIPC Mary Ja Berenato, Assistant County Attorney ACTION: Consider approval. 02.40 - 02: 5D LIQUOR LICENSE HEARING -RENEWAL - Cr WENDOL YN J. ~ r~?, BRAA T~' dba FIRES/DE LODGiE Mary Jo Berenata, Assistant County Attorneey ACTION: Consider approval. 02:5U -115: OD LJ(,2l/QR LICENSE HEARING -RENEWAL - Lt1VDA MARIE ~r,~ L1T7L!' dba LINDA'S KITCHEN Mary Ja Berenato, Assistant County Attorney ~tCTION: Consider approval. 03:00 - 03.• !5 WORD SESSION -ARCHIVAL MICROFILMING DF EAGLE ~r pt ax rrorY camas r~ori, COUNTY REG'DRDS BOUK$ LOCATED !N CLERK AND RFCDRDER',S OFFICE Sara Fisher, Clerk & fiecarder THE NEXT MELTING OF THE FAGLE LYJrlNTY C(]A+RUiSSlONERS WQ! BE HE1 A ON M,4Y A 1993 THlSAGENDA rS !'ROV1D[D FDR INFORMATIONAL Pr/RPOS[S ONLY-ALL T/A~S AREAPPROXIMATL T!/FEulArrD WK/LE dY 3ESSlpN MAY CONSIDER OTHER ITk7ryl8 TNA7 ARE 6R000II7' 13FfOfaE R PAGE 3 Registration Form ~ Mediation at i~'s~~k ConflictManagement in Organizations ~ , : - Boulder, Colorado ~ ° ~ ~ , i Enclosed is my 8100 registration deposit for: ? June 2-4, 1993 ~ ~ ~ ~ ~ , ~ : ~ ? September 8-10, 1993 ~ ~ 'g`+; ? January 19-21, 1994 `x Y , b~ ~T ~ , , Name i~ n Organization _ # ~9 ~ t ~ ~ ~ ~ rt ~ ~ ~ a ~ 1 '3' FU.. Address yg~ y~5 ~ t ~ ~ yr ~ + s ~ t City State Zip - F " ; ,~a~~~ ~ Phone: Work Home ~ ' ~ ~ ; k=~.~~ r ' ? Please send me information on The Yarbrough Group. ~ ~ ` " ~ ~ ~ ~ ~ 4 F a ~ ? Please send me information on The Yarbrough Group ~ ~ ~ " ~ video, audio tapes, and learning tools. ~ y If your organization is to be billed for the balance, please pro- ? '"fix ~ ~ ~ t~~ ~ f ~ vide a purchase order number. Full payment is required 30 days s~~, ~ - ~ z ~ ~ ~ x before the workshop. Make checks or money orders payable to t~ ~ The Yarbrough Group. ~ , i~ ~ "~,a f ~ ~i~~~ b, ; Mail to: The Yarbrough Group `~~~~a "~s~q q r ' 'SJ°'~ ~ } ~ S + 1113 Spruce Street ~ ~ , ~~}~y rr ~ ~ ,z~ , Boulder, Colorado 80302 ~ ~ ~ a ` ~ ,~`i ~ ~ $~4 "4n ~g - t ~ 4 y ~ (303) 449-7107 - ~ 1 ~ s~~~ ~ } ~ ~ a ~ 'fir ,~.s. You will need to make your own room reservations directly ~ Y~ 4 with the Hotel Boulderado, 1-800-433-4344. Special rates are ~ u'x ' ` ,7 _ available for The Yarbrough Group workshop participants. ~ ~ t ~ ~sd ~ ,~~,~.','a ~ F t ~ ~s, Upon receipt of your registration and deposit, you will he sent ~ ~ ~ ' ~k ~ ~ ,t ~ ~ information on limousine service to Boulder from Denver's ~ ~ ~ ~ ~ ~s .l ~ ''`~-"f - ~t~ ~ F~ a~ ~ tr' t,~ ~ err , - 5.. Stapleton International Airport and additional hotel accom- k ~ ,.f. modations in Boulder. ~~,k " ~ ~ ~ ~:~d~ k 1 t.i ' ; s ~ ~ . ~ E aC y~t~ { ~ 4~ s _ 4 °s ~ ~ a~~ ~ ,d, shy a it?.? ' .o~e~r~ '1~ 4 ~i~ Y~ N' d J .t' . - 1 5 . . ,I~ , MedZatZOn at Work Who should come? ~ , . , ~ ~ Mediation skills allow you to assist others in settling ~ , , ? Mid to upper level managers ~ ~ ' ~ ~ ~ ~ ~ ; - , their disputes in an amicable and business-like manner. - ~ ' ' ~ ~ ~ ~ : ? Human resource professionals who are asked to ~ ~ ~ advise on and intervene in conflicts ' ' The Yarbrough Group is offering a challenging three-day , ~ ~ ? • ~ • , workshop designed to give you the skills to transform the ~ ~ ~ , ~ ' ~ ? Mediators who manage organizational disputes ~ ~ tension of conflict into productivity and satisfaction. , , , - ? Consultants interested in improving their skills Why mediation? ~ ~ ' , - ~ in organizational mediation Much more time is spent in conflict and dealing ~ ~ ? Public officials ornon-profit leaders with conflict than people imagine. Even managers report ' ~ , - - Key areas to be covered include: that more than 26 % of their time is spent managing con- ~ ' , • , ~ • • ? Mediation model from start to finish ' -including all phases and interventions flict under everyday circumstances such as: ~ ~ ? Inter ersonal skills essential for effective ~ • ? Confronting conflicts that keep recycling - prob- p lems that seemed solved and yet return again mediation ? Dealing with interdepartmental disputes that ? Gaining credibility when you care about bog down work and create hostility the outcome ? Working with difficult people -employees, ? Organizational culture -how it aids co-workers, or superiors or constrains good mediation The time demanded by conflict jumps dramatically when You will learn how to: ? Set the scene for constructive conflict organizations: ? Break deadlocks ? Face rapid change, including reorganizations, down-sizing, and acquisitions ? Balance power for reaching agreements Must manage teams for productivity ? Soften coalitions ? Encounter increasing demands for quality of ? Diffuse conflict and convert dirty tricks into work life and service constructive outcomes ? Have lost funding and must do more with less ? De-escalate conflict by reframing, fractionating, Mediation at Work is for anyone who aspires to and speaking the real issues excellence and innovation and who seeks to create mean- ? Escalate conflict when needed ing in the workplace. It is invaluable for keeping up with ? Use and not abuse emotions in a conflict fast-paced changes in today's competitive world. ? Recognize that feelings are facts This workshop will give you the opportunity to ? Use your own attitudes as allies experience the difference that comes with masterful medi- ? Integrate agreements into the organization ation. The Yarbrough Group can guide you.in bringing Extensive written materials wiii lead you through the the power of this process to your workplace. You can process and provide you with practical tools you will use ~ ~ . discover how people who derive their own solutions are again and again. ~ ~ • freed to construct novel approaches to problems, how ~ z . - ~ r they more readily hold to their agreements and grow more ~ _ fir' satisfied with the outcomes. A small enrollment allows ~ i ` ~ ~ Y t , , , , ~ j ` ~u ample time for practice and coaching. ~ ~ ~"~t ~ ~ ~ , x y' z'~ ~ d [ P ~ Mv~ ~ '~r{ f_ {iw ~ it _ ~ t ~ 13' q ~ ~.+~~a~` ~ ~'a-s~, tt, x, ~,.a ~`t 4 r ~~f~ ~ t- V 9~'' ''~rAS , . ~ ; r, r,.~. , a a' Location, Time and Accommodations Group Discounts The three-day seminar will beheld When several people from the same in Boulder, Colorado at the historic Hotel organization attend together, they reinforce the Boulderado. This charming Victorian hotel, learning when they return to the workplace. close to restaurants, shops, and the downtown A 10 % tuition discount is available to groups mall, is a popular destination for visitors. Ses- of three or more from the same organization. ~ , ~ , , , sions run from 8:30 a.m. to 5:00 p.m., leaving Group registrations must he submitted together. ~ ' ~ your evenings free. You will need to make your Refunds ~ ~ / ' ~ ' own room reservations directly with the Hotel Full tuition, minus a $100 administration ~ ~ ~ Boulderado. Special rates are available for The fee, is refundable unti130 days before the work- ~ ~ ~ ~ ' ~ Yarbrough Group workshop participants. shop. No refunds are available after that date. Cost Additional Programs ~ , / ' ~ ' , The fee for tuition and materials is $695. Mediation at Work, or a program Registration and Deposit tailored specifically to your organization's needs, Space is limited and offered on afirst- may beoffered in-house. Contact The Yarbrough come, first-served basis. Both a completed Group, 303-449-7107, for information. registration form and a $100 deposit, applied r4°~ toward your tuition, are required to secure ~ `'T your place. Registration deadline is 30 days before the workshop and full payment is due at that time. Mail your registration form and ° r-'= deposit to: ~3 ~ r~ The Yarbrough Group lll3 Spruce Street ~ ~ ; ~ i r Boulder, Colorado 80302, Phone: (303) 449-7107 ~ s'` ~ ~f ` ~ ~ =r ~ ~ t ryr~9 qq~~ { 1_~i '~1 t z ~ Tl` ~ S'+'~+'+µ 1 1' t h ~ 1 } ~ . ;bar _ ( at r. 5. ~ ~ 1 tTY q., .y ~ ~ ~ t~ . L r a. w~ ~ l ~ S f'' ~r , '1 dj *~y ~ r '"c ~ fir''` ~ ''ti- g~~.~ ~ ~ t.~ _ ~ ~~y+u~ } A i., fJ sr r < q, 3s -f" ~'S } ~„'vzr z a ` ~ ff~~y s ~ ~ s"Fi + ty s~Fr ~ - _ .n9 ~ .T°r~s;?''~ Registration Form Core Faculty Mediation at Work Elaine Yarbrough, Ph.D., President of The Yarbrough ConflictManagementin Organizations Group, has twenty-two years experience training, con- Boulder, Colorado salting and mediating in the private and public sectors, including human service and educational organizations. Enclosed is my $100 registration deposit for: She is co-author of 73'aining Strategies from Start To Finish ? June z-4,1993 (Prentice Hall), author of Constructive Conflict (VM Systems ? september 8-10,1993 Publishers), and has released a series of video and audio O January 19-21,1994 tapes on constructive conflict. During her seven years at Name the University of Colorado, she received awards for her organization outstanding teaching from both faculty and students. She has a national reputation for her wise and witty style and Address her ability to apply a full spectrum of theories to the real City .State . Zip world of work. Phone: Work Home William Wilmot, Ph.D., has an active mediation practice ? Please send me information on The Yarbrough Group. dealing with disputes among employees, business partners, ? Please send me information on The Yarbrough Group and in families. He co-authored Interpersonal Conflict video, audio tapes, and learning tools. (William C. Brown), the most widely used text in the field, If your organization is to be billed for the balance, please pro- now In its third edition, as well as other books on effective vide a purchase order number. Full payment is required 30 days communication. Past Chair of the Communication Studies before the workshop. Make checks or money orders payable to De artment at the Universit of Montana, he teaches ~ r The Yarbrough Group. P Y ~ , mediation and conflict management and has directed the ~ ~ ~ , , Matt to: The Yarbrough Group University Conflict Management Project. His lively, down- 1113 Spruce Street to-earth style makes mediation material come alive. He Boulder, Colorado 80302 (303) 449-7107 has a wonderful ability to coach others to improve their conflict management skills. ' You will need to make your own room reservations directly with the Hotel Boulderado, 1-800-433-4344. Special rates are available for The Yarbrough Group workshop participants. i Upon receipt of your registration and deposit, you will be sent , ~ information on limousine service to Boulder from Denver's Stapleton International Airport and additional hotel accom- ~ modations in Boulder. i r y~ K ~ it NP',t ,n Y, i - .K xc: ~ . ~ ) ~ the C~~~F ~~t~, KITC~IEI~INIOKKS a culinary emporium y~ The Vail Town Council: Peggy Osterfoss, derv Lapin, Bob BuckleY~ Jim Gibson, Rob Levine, Jim Shearer and Tam Steinberg - 24 April 1993 Dear P~nbers of The Vai 1 Town Council, Recently, one of my vendors, Pad 19, told me that she had heard from a friend of hers on the Vail Town Council, that The Kitchenworks was closing, Obviously she preferred not to name the individual, and I had to explain to her that this was not true, that she was given incorrect info rn~ation, I Qn writing to you because I find this very disturbing an inappropriate, Ike all are acutely aware of Vail's ru~or mills, but I would think that because of your special responsibilities to the ccrrmanity, you wa~ld want to be certain of the facts before spreading rtrnors Yourselves. In my business, the v~dor/rep/merchant network cu~~~?unicates freely, and such mis-infoi~~~,~ion can be harmful to doing business as well as to the reputati~ of The Kitchenworks, Please think twice before becoming an integral part of such gossip, If you are interested, or even dust curious, about my business, personal or professional, I am available to discuss any rumors You H~ould like before You disperse them. Sincerely, Beth Ruder 100 east meadow drive vail, co 81657 (3031 476-2817 } The Staff & Board o/ Directors # t of the Avon-Beaver Creek ResoA Association . _ ?nvrt y , y ur staff, and your guests to the annual dinner. . e ou o ` Saturday, May 22, 1993 The Lodge at Cordillera Miro Room ' Cocktails 7PM Price per person includes two beer or wine tickets Dinner 8PM Restaurant Picasso Bullet Dancing 9PM-Midnight Live /azz Mo lealuring Chuck Lamb & fieono Erulla $42.00 per person AHlre !s Rocky Mountain Famal ' The evening includes annual mern~er recognition awards, and the '1993 Outstanding ycung Citizen Award'. Avon-Beaver Creek Resor Association member lodging rates fcr he evening: Double Queen, S75.00 - Fireplace Rocm, S 105.00 Seating is limited fio seventy) Please .?SVP early, by calling 949-51 B9. j _ ' us . < ; <<< ~ - ~ - w_ i ~ s ± , i i !C QFcA uw Peggy Usterfoss XC~ Cd~~ Vail Town Couneil ' 75 S Frontage Rd. Vail CO 81657 r REGE~vEO 2 s 1393 { . L~~ DRAFT 4127193 ADDENDUM TOWN OF VAILNAIL RECREATION DISTRICT, THIS ADDENDUM is made and entered into this day of , 1993 by and between the Town ofi Vail, Colorado, a Colorado municipal corporation hereinafter referred to as "the Town" and the Vail Recreation District, a Colorado quasi-municipal corporation hereinafter referred to as "the District." WHEREAS, the Town and the District entered into a certain Agreement dated January 24, 1989, dealing generally with the provisions of recreational programs and services to the inhabitants and guests of the Town by the District ("the Agreement"); and WHEREAS, the Agreement was amended by the First Addendum to the Agreement dated August 8, 1990; and WHEREAS, the parties again wish to amend certain provisions of the Agreement to provide for the extension of the Agreement for another year and to provide for the District to hold an elecYwn in May, 1994, to present before the voters of the District the ballot issue to raise the mill levy of the District and lower the mill levy of the Town as more specifically provided herein. NOW THEREFORE, in consideration of the mutual promises contained herein the parties agree as follows: 1. Paragraph 16 of the Agreement is hereby amended to read as follows: Paragraph 16 -Termination A. Unless sooner terminated as provided for herein, this Agreement shall terminate on December 31, 1994. Nothing contained herein shall be deemed to prevent or stop the Town during the term of this Agreement from taking action to dissolve the District pursuant to 32-1-701 C.R.S. as amended. B. Upon termination of this Agreement as set forth herein, the District's license to use Town real property and all improvements thereon shall cease as provided for in Paragraph 3(a)(9) hereof. In addition, the District shall convey to the Town all equipment, vehicles, and personal property set forth on Exhibit B which had been previously transferred to the District. In the event that any such equipment, property, or vehicles have been replaced by the District, the District shall convey to the Town such replacements. In addition all cash balances in the accrual accounts far the replacement of the Zamboni and refrigeration equipment shall be transferred to the Town. 2. The Agreement is hereby amended by the addition of the following Paragraph 18 to read as follows: Paraaraph 18 -Mill Levv Transfer The Town and the District agree that in the best interest of their constituents that the District will hold an election in May, 1994, and further agree that they will present before the voters of the 1 District a ballot issue to raise the mill levy by the amount that $543,243 bears in relation to the 1993 assessed valuation of the District with an agreement that if the ballot is approved, the Town will subsequently lower its mill levy by an amount which will reduce the Town's property tax revenues by $543,243. I# at a: r; t:;~ti~ - +I,^ ^I^^+:e::, tk:~ DiStflEi ~,n~e Td,~IF: a:utua'.I;--a~~Ee t>:~t tha r:~~nage~er~ef PJG#t~Ce::tar th^ ^ ^I^+ J Y.; E~:~Rt ~-et+~eF G .,,r tk:,.::.k:., ~ist~-#k?E I;~t.ie#~eper#y-~t~*-~`:GII 5e deer~eEi3 ~a~--#fae-~ew;.'~ M:' t33f ~.".311 br-iRa~f:a~~-preper#i~-2t~I,L If the District's increase is approved, such mill levy changes will occur January 1, 1995. Upon the passage of an increase in the District's mill levy and a decrease in the Town's mill levy, the Town will, no later than provide the District with a long term lease, Agreement for all real property constituting the premises identified in Paragraph 3(a) of the Agreement and more particularly described in Exhibit A hereto. The lease for the premises shall be negotiated between the parties subsequent to the approval of the increase of the District's mill levy. T",-„~;e~~ler :k:r-~r~tisas st:~ll b^ ^ ^i +h:n A n+ iJ ~ •:II vv G ~,p~p 1. Mf 8 r . . r.~} 3. Paragraph 5 of the Agreement shall become void and of no effect commencing on January 1, 1994. ' \ . Rffl2f~f:I':P~ afj' ~ , ~ nnr-,r.~r~ , °I--a^,~s'c.~!Gr.... 3 9# t~': ' a::"~ Flvev +M.. .Ji.l..+'.. +L. rrlc-~aclcriuR H`r-a.~ I;,F„ ARij' 'ff'~Yl';. uS :~:E 'QIE~ T©:l F. i;; 8~-fF3~ the 1:9t IS2E tE ~2 5. Except for the amendments set forth in this Addendum, all of the provisions of the Agreement shall remain unchanged and in full force and effect. IN WITNESS WHEREOF, the parties have executed this Addendum as of the day and year first written above. TOWN OF VAIL, a Colorado municipal corporation By: Margaret A. Osterfoss, Mayor VAIL RECREATION DISTRICT, aquasi-governmental corporation By: Ken Wilson, Chairman C:\VRD.ADD 2 .A . ~ FAFMSTR... Fixed Asset Cls Serial Acquisit Acquisition • Description Cde Number Make Madel iota Oept Date Cost I 0000900173 PODUIM JAD 6200 = 0000900008 ICE FIGURE SKATES 11 RIEDELL JAD 6200 01-01-76 12,950.93 ' 0600900009 SKAT SHARP f~FR tt AUp~ tcKAL006b JAn a?nn nt_nt_~o 2,_gt~ 0000900056 ICE SKATES I1 RIEDELL JAD 6200 ~I 0000900080 BARREL RESURFACER I1 JAD 6200 0000900099 ICE,fDGE$._ t t___352N THOMSEN_4t JAD_62nn 0000900037 CANDY MACHINE 15 209855 20 JAD 6200 01-01-B2 1,000.00 0000400061 VENDING MACHINE 15 9MK019577 .VENDD V192 JAD 6200 _ _ ° 0000400473 POP MACNtNF tg a04~a~1n A n~F~NA~gp-~O~AO aann 0000900001 ICE RESURFACER 2 ZAMBONI HD82586 JAD 6200 01-01-77 18,755.00 _ 0000900203 CHEVY PICKUP 2 1G00024T4CJ138493 CHEVY 00009(~42S1a TRACTOR a 9t7?964n SFARc 0000900013 VACUUM CLEANER 20 BILLYGOAT JAD 6200 03-01-79 594.00 I" 0000400014'SPACE SWEEPER 20 28SPSH19b1 CLARKE SPS29B JAD 6200 07-01-79 1,741.00 " 0000900015 SCURRER a~ Ra~74 r+ g~c EM13Rc JAn aann n~-m -~o + +o~ nn 0000900028 BUN WARMER 20 12-7040-81 TDASTMAST 3880A JAD 6200 02-01-82 760.00 0000900029 REFRIGERATOR 20 RANDAL 9404E JAD 6200 02-01-82 745.00 '0 0004900031 REFRIGFRarnR an .ir~N ATH_n +an aana ~a-n+-o~ + STa nn ^ 0000900039 WASHER 20 6E WWA5400 JAD 6200 01-O1-B2 500.00 a . ,~,;~E , ' • 0000900039 DSC 20 GE DDE6200 JAD 6200 01-01-82 500.00 `:-'Z;~"'s`'~"''` ' ~ ~i ~ucQD.4114fl~ FRFC7C9 ~n r~DP o40AF JAIL620n • " 0000900099 JUICE MACHINE 20 STARLISE JAD 6200 ~ "i 0000900060 POP MACHINE 20 VENDD JAD 6200 ' RQOng00062 IUICE MA~HINF an 109964 vFynn Tnan-+a .ien aann ~ 0004900063 PORTIABLE 8AR 20 CAMBRO JAD 6200 w =6~ 0000400064 POPCORN MACHINE 20 4916561 STAR 49 JAD 6200 ~ e"}* ~`t~'s,:'" n OOQQQQOQhS SnFLDRfNK DISPFIUSno ~n .JAn aann ,.y,...•~< ; ~~:'.z b~ • 0000900066 COFFEE MAKER 20 20260 WESTMAN RD33A JAD 6200 79I 0000900067 SOFT DRINK DISPENSOR 20 1549 SELMIX 124-4 JAD 6200 Dooo9o00 EER rnni FR an aFyEg~F . Jgn aann _ 0000900070 3-TUB 6INK 20 EAGLE. 5C-18 JAD 6200 ~~;,.~g:,~ 0000900071 MICROWAVE 20 PANASONIC 70-900 JAD 6200 "z.'"'"~;~ { 0000900074 Nnutnn-r,Ont RR an onONDU° unC3P ~IAP aann 0000900021 CHAIRS-ORANGE 23 22SG JAD 6200 Ob-D1-79 30,564.00 0000900016 OFFICE FURN & EQUIP 26 JAD 6200 Ob-O1-79 10,877.00 j°I 0000940069 TABj~ as econunT ~+~+M +9P aann . 000094Q007 TW£`IBM SEL II CORR 27 JAD 62D0 01-01-76 609.90 `.~~',~M , > - 0000900017 SAFE-LARGE 27 MEILINK JAD 6200 03-01-79 725,00 •J9' 0000900034 MFMORYWR tTFR a7 vc~ SDJ ~ IAD_6200 0n Oi_ae ao~ nn ' "j 0000900046 TAPE PLAYER 27 ~ AVD.ENV JAD 6200 03-01-85 500.00 0000400057 SAFE-SMALL 27 MAJOR JAD 6200 ' 't• OOQOgQQ¢TS PHONO~APH pLAYFR 2,T t ~On S7Rac .ian aann 000090D079 PHONE ANSWER SYSTE?1 27 SANTO 7RA9902 JAD 6200 ~ "I 0000900002 SOUND SYSTEM 28 JAD 6200 01-01-77 3,105.00 ! QO90000't f .F P ANT/DnMPRFC$(ta 5R YDRM RS64A22~JAD_~20n n+-^+-'n 73,.3pF? _ 0000900004 HEAT TAPE 28 JAD 6200 07-01-82 9,050.00 "i 0000900010 RINKTEX FLDDR COVER 28 RINKTEX JAD 6200 06-OS-79 33,500.00 •w' OOOQQQQQ~ CnjNy(~gEpc 4R c~rNai .JAIL 4400 na-nt-~o +q,Qga nn _ 0000900012 COMBINATION LOCKERS 28 DEBOURGH JAD 6200 Ob-01-79 0.00 0000900020 SCOREBOARD 28 DAKTRONIC H2613 JAD 6200 01-01-79 6,029.02 - ~`.~QIl4.4D40aa LILF -NOHOW SAD-620Q~.+-nt-B^ .21.-4'~ nn 0000900025 BLINDS 28 JAD 6200 04-O1-81 2,397.94 0000900030 SINGLE DOOR 2B DANDELL JAD 6200 02-01-82 600.00 QQQQ900032 RUBOER~ILE..f_LODP sR _.,._.~sUFFLER__._... , ~ _JAD ..._6200~DL-82--.. _b, 238.90 . ` . . FAFMSTR... Fixed Asset Cis Serial AcQuislt Acquisition Description Cde Nvmber Make Model Laca Dept Date Cost ' ~'I 0000900033 RUBBER COMP TILE 28 JA6 6200 04-OI-82 825.98 ~x 0000900036 NOISE REDUCTION 28 DBX 169 JAD 6200 01-01-82 700,00 ' I', nnnn4nnn44 rnMPRFSSf]a 9q flM~ '65A- •JAD- c~p~~~_oa ~ nea an . 0000900048 BENCHES-BLEACHERS 28 JAD 6200 06-01-80 31,215.77 0000900049 RUBBER TILE FLOOR 28 MONDO JAD 6200 01-01-BO 20,188.06 onnngn~n~s f.ARPFT TRATI FR PA •'4I1 ~?^n I' 0000900088 6A5 CABINET 28 1945 JAD 6200 - ° 0000900019 STAGE 29 SICO JAD 6200 07-01-79 33,789.00 - - Iu RFFl 74 TF,Ar A33DnCV ~ - „a nn " I10 0000900023 SOUND SYSTEM 29 JAD 6200 01-01-79 22,023.00 0000900027 STAGE SKIRT CLOTH 29 ATLAS JAD 6200 12-01-80 650.00 ~4 JAD.-x~nn ~4-nt-RC , r10 " 0000900043 SPOTLIGHTS 29 SATELLITE HMI575 JAD 6200 02-01-85 8,000.00 0000900047 SOUND SYSTEM HORNS 29 PC694 JAD 6200 01-01-86 1.440.00 ' n00a4nnnsn ~rnaFa TCf F-NT ~o np~OWAY__~O~{r iqp c2pp_,0~=70 ,n gS,grOn 0000900074 REEL 70 REEL PLAYER 29 TEAC 13300SX JAD 6200 0000900076 PHONOGRAPH PLAYER 29 LENCO L755 JAD 6200 ~1° 04a(14n0n77 [ASSFTTc 9YGA oc e~°o or_wB00~pn ~~nn +1° 0000900078 TAPE PLAYER/AUTO 29 AEI 700-8 JAD 6200 • t0 0000900026 COURT WASHER 30 TORO PRO JAD 6200 01-01-76 1, BBS. Of _~e`I nr~IIOonnn,g0_~io an r~ gRyr TMD-SO-JAn c-rnn m_n°-°" i. 04)9:-96 . 0000900045 VACUUM CLEANER 30 TAILORMAT TMD50 JAD 6200 01-01-BS 1,323.58 x' 0000900082 VACUUM WET DRY 30 87910 CLARKE 600A JAD 6200 nnnpgDIIOa~ Uaruurt WFT nav nn a~~4 ni q~c Tip ~,~,n ' 0000900090 FLOOR SCRUBBER 30 32A12070 CLARKE TB32A JAD 6200 0000900041 HAMMER DRILL b RED HEAD 700 JAD 6200 01-01-B2 800.00 i" nnnn4nnnn~ T~Rt F Sdu n ROCY4WEL1~1/' WD-bZ00-Oi-OI ^.'3 i. =0 0000400081 A-C WELDER 6 8712-604 LINCOLN AC2255 JAD 6200 ° 0000400084 AIR COMPRESSOR b DAYTON 32323B JAD 6200 nnno4nnnas RFN('N f!RTNf1F° i 'IAYSON 4Z360A-JAD-6200 .i. 0000900086 DRILL PRESS• 6 DAYTON 42660A JAD 6200 ,..r~.,,..,..., 0000900087 CAS WELDER b VICTOR JAD 6200 nnn T '1ATCr1i300-03-~03~'._ 3.3^''_'t4 . 0000900093 ECOLOGY LIBRARY T NATO 6500 01-01-7b 736.73 0000400094 VACUUM CLEANER T NATC 6500 01-01-86 x ngpQgpp(tos r„~+ocr4F RTNn * ° _~o n~ 0000900097 SNOWBLOWER T NATC 6500 02-01-80 1° 0000900098 DAYTON MICROWAVE T 80713709 DAYTON DMR4501 NATC 6500 .f - ~Dgp30Af+oo * IJCH/l9SP~~ RANASONIC-fiASARHO-NATC-690^ ° 0000400100 WATER COOLER T DEEP ROCK NATC 6500 "I 0000900101 INFORMATION DESK T CUTDMIZE NATC 6500 ' 'x( nnnn4nntm c ~n.~SU(+rc T c1,~SDRIED-A5SDR7E~lnrr csnn "I 0000900103 XC SKI EQUIPMENT T ASSORTED ASSORTE NATC 6500 • • I'" 0000900104 DISPLAY CASES T NATC 6500 nnnnvn0~~ c°c r •-NAFfrb50e • 0000900106 MOTION DETECTOR T NATC 6500 • I' 0000900107 METAL CABINET/FILES T ASSORTED NATC 6500 nan4nntn8~lmrn t~UAL.80~no T '!DDAK -----NATC-690^ . I' 0000900109 2MB SELECTRIC II T IBM SELECT NATC 6500 0000900110 SECURITY/FIRE•SYSTEM T NATC 6500 000900111-VAULT f.Mf --°--.-_bT&-644)0-Oi-Ci 7tr- 1. _EI1. 7'? 0000900112 PARALLEL BARS T NISSAN OTS 6400 01-01-76 1,072.03 • 0000900113 STACK MATS T AMF RSS 6400 01-01-76 606.63 ~'~'...000090011A._RINGS _T NISSAN-._ - ._._.__RSS-640(?-01--OL-76- .737r4~ Description Cde Number Make Model Loca Dept Date Cost 0000900115 BALANCE BEAM T AMF OTS 6400 01-01-7b 647.39 ' I' 0000900116 SAFTY MAT T AMERICAN OTS 6400 01-01-76 546.91 I~ cr~l1Pbc~~T T oec i400_].0_O.t_a~ ~',ppt t~ 0000900118 UC5 FLOOR MAT T USC OTS 6400 01-O1-84 7,800.00 0000900119 VOLLEYBALL NET T AMF RSS 6400 1° 0000900120 SCOREBOARD 7-•._-..__.__- FEiIRPLAY.._6602___.RSS-64ftn I' 0000900121 WEIGHT SET 7 WEIDER RSS 6400 ' 0000900122 RECORD PLAYER T AUDIOTRON RSS 6400 ° 0000400123 TAPE PLANER T Pgyg$Op[,I~(~Q4A RAn atnn ~'0 0000400124 KRDY LETTERING T RAD 6100 " 0000900125 POP MACHINE T VENDO RAD 6100 " 00009001?_6 SLIDE PROJECTOR T ar~DAu gFr RAD 6100 _ " 0000900127 MOVIE PROJECTOR T BELL HOWE RAD 6100 " 0000900128 COPIER T XEROX 3450 RAD 6100 " 00009001x9 vgCLnni rt FaNER T ciIRFNA R,ZIn A1nn 0000900130 PAPER CUTTER T RAD 6100 " 0000900131 DESK PRO CORRD T RAD 6100 " 0000900132 DESK PAO CMRn T Ran atnn II'° 0000900133 DESK T RAD 6100 I~° 0000900134 DESK 7 RAD 6100 I:. Q44aY0S1J~q REFRjERATOR r ~~~taA ran eTAR~Rt00W-gan ,~tnn 0000900136 MIRCOWAVE T DD7223072 PANASONIC NN6307 RAD 6100 I=' 0000900137 TABLE T RAD 6100 hh~' 0000900138 CABINET T RAn h1n0 ' 0000900139 CABINET T RAD 6100 ° 0000900140 CABINET T RAD 6100 ~ 161 'r~f:T T QAP ~tnn 0000900142 TYPEWRITER T XEROX 610 RAD 6100 • 0000900143 TYPEWRITER T XEROX 630 RAD 6100 0000900144 CHAIRS T RAP atnn _ ' 0000900143 TRANSCRIHER',~.,~ T SECUTIVE BM45 RAD 6100 PZ 0000900146 FILE CABINET, T N262 RAD 6100 ' I» Id7 FII F -AAlNFT T N231 p~AD-61Qn 0000900148 FILE CABINET T N290 RAD 6100 ' 0000900149 FILE CABINET T N240 RAD 6100 00001015 ~A1„CULATDR T anvei a~.cPn Ron .ctnn 0000900151 CALCULATOR T SHARP EL2192 RAD 6100 _ . I 0000900152 CALCULATOR T OLYMPIA CP570 RAD 6100 • . , w Tna r r,Ar,~n Q~ ~~n RAn Atn~ ` ~'0 0000900154 CALCULATOR T CANNON P101-0 RAD 6100 I" 0000900155 PRINTER T HP HP2682D RAD 6100 = 0000904156 COMPUTER T Af.GQGI~Q(tnle eoPi c ner aen ,c1nn I'~ 0000900137 COMPUTER T COMPAQ DESKPRO RAD 6100 I 0000900138 COMPUTER T COMPAQ DESKPRO RAD 6100 "i 0000900159 PRINTF9 T _ M015~• pAl1 atnn 0000900160 PRINTER STAND T RAD 6100 0000400161 BLEACHERS T MIRACLE FPSB 6300 ' 0000900 6 tI DIN. TMPRItVFMFNT T FPSB f,Qnn 0000900163 BLEACHERS T MIRACLE FPSB 6300 • 0000900164 FIELD ESUIPMENT T FPSB 6300 D~3 SO A RnAI c T cpca c90~ ' 0000900166 ZAMBONI ENGINE T 126-070534 VOLKSWAGO 126A JAD 6200 0000900167 EXTENTIDN CORDS T HEAVYDUTY 1413 JAD- 6200 440090016fl__DA172E8 ~iYSIEM _T •-----_____JAD Aann - FAFMSTR... Fined Asset Cls Serial Acquisit Acquisition ~ ~ ' Description Cde Number Make Model Loca Dept Date Cost ' ;'I 0000900169 CASH REGISTER T SHARP ER323I JAD 6200 , 0000900170 CASH REGISTER T SHARP ER-3231 JAD 6200 • I DoongnmT+ FRFFTFR T q~,UERAGE-~I37.423-JAD-62M "I 0000900172 HOT CHOCOLATE MACH T 41336 CHDCO JET HC2 JAD 6200 ' 0000900174 WATER H05E T JAD 6200 OOOgn017~ SprnFa cnan T GCHS^ JAD._62M :'i 0000900176 ELEC. SPIDER BOXES T HUBBELL SH103 JAD 6200 0000900177 FLOORING T HOMOSOTE JAD 6200 OOnovnni~a enrur:v yDCgrv Tpal r T veep L~~~o'1 g~pA j10 0000900179 BAR STOOLS 7 YSER 6600 0000900180 COUCH T YSER 6600 1 FtIF~?TIIGF T VCCC1 LLnn 0000900183 OFFICE FURNITURE T YSER 6600 0000900184 FOOS$ALL TABLE T YSER 6600 '0~ OQ0090n1taS FnfLRRAI l Teal C T vec~~ 0000900186 POOL TABLE T YSER 6600 0000400187 POOL TABLE T YSER 6600 1° n00090AtAR Pnnl TApI C T vecn Linn _ D° 0000900189 TELEVISION T RCA FJR528P YSER 6600 ~~jLO 0000900190-CAFE FURNITURE T YSER 6600 ~ , aann4nn+o+ rAEE~U&b17IURF r vccR~pn 0000900192 WURLITZER JUKE BOX T YSER 6600 ' I~'~ 0000900193 CAFE FURNITURE T YSER 6600 nf1009M194 STFRFn FOtiTPMFf~IT T vaaa Lynn i • 26 186 ITEMS LISTED.' ~2Ti ~ ~ , .xs i~ , ~~il i ,uI a. ~°i . M . ~ •]YI I I~, .11~ ~R i`' . ,I4~ i n.j ! .1) i ~ ~ ~ r~ ~ l~ ~ U' r / I~ w , , .t I I ~ i N .-z1 ate, ~ ~ I~ ~ I~ / ~ ~ ~-f° ~''~~~~~E~~7~~FFfiik~~~Py~~ ii a ' ~ ~ m ~ 1~' 1~~r ~ ~ ~ ~ ` ~ 1 I C ~ I r~yye~'' °xr~ ~ ~ zyF~`e5 ~ ~ of ~ f~ ~ ~ ~ ~ i~ 7.I! aJ I CJ ` ~ ~ , . ,a ~ .4 \ ~ ~ I ~ ~I situp{an ~ ~ ~ 0128\ i h I ( I ..•1. ..~x B:Z(i \ _ ~ i I ` Gbr~~ io ~lY''.!_~' ~ I / l \ \ ,11 ~ ~ `o + ` SOFTBALL COMPLEX SWIMMING POOL COMPLEX Renovated Concessions And Res:rooms Drop OII t`. ~ ~ Plaza Service ~ , M^cRSi ~ Terraced Seating Employee Parking 7 Cars Sun Decks ~ ~ ~ ATE )D ~ ,~w~ Pedesuian Access To Lower Bench i! ; Passwe Solar Orientation . \ V ~ r ~ ' / ~ ~ V ,Bike Pz. + I u r NllAmphRheater Service A::?ss ~ ~ ,~1}v~.. - _ Ir~ ~.,lWNelBike/SklPatn ~ ~ ~ L ~ FRON'~GE ROAD ~,_jv I I I ! I ~ I ! 4 I I I } ii . ~ ~ ~ ~G ~ `Ll... ~ ..1, j. „ 'phi u - J _ r~ ._-('r..'y. ?~~e~kefettt, Zjm~~ ~ ' I ~ ~ •.I I ~ -1 n:~? _ T $ y~.• onl~ r . ~i - ~ ~ i 1~ i ~f~.7t' ~ -i- Snow Dump 6 `~.l~I~~ .i+!t ~ ~ I ~ I ~If'I RelocateCS^f:bap~leld° ~ ~ ~~"'l- 3ACars G ~ ~ ~ SummerOredlow,~',""~_ ~,y~~i I j~~ i ~ . - L/ ..1 ~ ~ W3 _ _ ~ _ Parking T?t' S r,~.~. ' . p~yL q;~,. _,~iY:6''.f~`~ ; ,1'C''^'ti.n.x, . • 4 ~ .4.~ I `r I I; \ t ~ ~ 1 ~ ~ ~ _ I : ~ =1 ~ fi~„ r ^ p I" Q, t „t Y, i~ ~ ~ .1 ~ `-z . ~ I ~ ..r ; ~ i 1 ~ .,Y ~ T~~^'~r 7r~1 1>~q i rl I~ x~~! ~b ~ ' , a v , 5 ~ ,,M1' Eltsung Sottball.F~lds + ~ , ~ ~'.q/~1 j':"!r~rte ~ vrr~ >~r . ,{a~ ~ i ~ ~ I Prac_lice So cei FiEld . t \ .l •I ~ , F' ~.wrr "'"3~,_." hT4 Id,,kJ,, ~If"I, ~ ~ f' ~ ~ `4 ^)V v _ I f Y' .,4 ! .~Y;zS is~'~~ ~ ~~~/h~~~„~i y' ~ ~aE`~ Y'"~ _1 'M7. ~ 5 ~ ~ ~ *,n~ r l~, 'yi A -aMN ~i~ 1LtL .4,..~"~7 n,, qa~L( 'is ~ ooze .F~ ~'X Ski Trap •ti PLAY AREA ~ . „ ' ~ r,.?~ 'q['•, ~u~ `4-' y _ ...v c ~r . -r a r .ter'' G~``-^C ' ~r Sand Play Areas i v 1 ~ { 1k^ ; t Hard Surface Pray Court ~ r .S c 1 \ _ - h ~Kr~+. .Y n .r ~ ~a ° t 6 % ~ . PicnKTades6GrJls ~ "'~+t1•~' ~t7 T'4~~.r1~?~1~~'""3 ~~.'-.J`. ~ '1 ~t a~'+'~ Drinking Fountairp ~ : *r? ~ _ ' J t ~ ~N~. ~ ~ ~ ~ `-k.-.~~ ~ ~ 7 ~E"'"A'~Y~"y ji ~'~~mn._ id; ti 4 PWy Struumes ~ ~ ~ ~ ~ ~ 1'~9 ~yd' _1 ~ AMPHITh~AI RR ~ , ;r-_~ ~xisiing Nature and~~""~ ;~J' 1',(~ ~ ~ . Jti, S ~ ` ,INFORMAL i°ALPINt ~ ~ , ~~r ~ ;:-n • ,,~~ImerpreuveCenler ~ ~w,,~„ \ ^ Cove. - PLAY FIELD J+GARD~N T-~-+~~` ~ ~ aopos o r PICNIC ARcA t r ~ sJ ~ l'~J v . ~ u desr~aa 9ndoe i%°`ut' 1 s ~~,,,~'r'"' ~S~ ^J ~ 'NATURE ARF/~ Group Pirnit ~ r ~ ; . t J ~ 1 F~ tiG:~ .a,` ~ . Picnic5h~te• g t J ~ \V Ar.,, ( ~`~+'"r . Picnic Tables 8 Grills 1 r-+~r~~ D~ - ~ Hike . Bike I Ski Trai ay ~ ' DrinkingFcuntains ~ j CE ~ w:~~r. r ~~i ,.1 ~~i.~ Ezisting Structures ~ tiC• v to ~ r ' a~/~ 1~ t ^ , ' ^ t ~ _ . - GERALD R. 7 SKATING POND: `s..~ f~:~ .i•. ~a/ y ~ Warming Hut l Hess , ~ _ ~ ~ s ~i jjw rf. ~ s~ ~ rf ~,y,i " Observation Deck '+~,r '.Y7•'jo'1K~~!("°,;. ~ ,/1;I % / ~ . h Water Feature For Aeaian ~v tiny ~'Ezrsung ~ ~ ! LAA1 1~ /L{ Bridge Petlestnan Bntloe • Ll~, ..',,1'~~ PLi. - ~ ~4 w ~ ~r~ r •~E ~1 t ~ y DERV ~.~LOPNl~~ ~5 50 100 I" 1=i~'scalc,~ lbwn of Va • ~ ~ / ~ ~ mv~vtmmmun J` !:1 ~ [ i wnttno EAGLE COUNTY WHITE RIVER NATIONAL FOREST N RLLL [.f.gOD' e ~ Soo em' I i ~ T~1NN OF VAIL BOUNDARY r ) - ~srf we ra I uMLttTEe ~ ~¢n IMtt,Ep a W'. ruE~ aeK~ ` 70xw Of NY . ~ i1R0IF2A a1"~~uK WMIT SMOG 1 VAIL VILLAGE Ist. FILING ~ ~Q5 sr un. ~ r nK c TRNLT e ' x.w,iSh inl[TIC ~ 1 I .Raw~xxm aue r I ~ e i Lr~"'I AILV~_' Au_ x,[x ~ INTERSTATE 7 ' b,.«n -~V.T X+')en1c <~'a. Ist Fi:1No _ ~ T '4,tr ~:,I~ I K~f l r,t, ` I ~ ~ VAILVp.LAGE 8th. FLING ~e R3 ~ ~ ; ~ f LLAG~ TFNxlS OOIIR1e I ` l I t: r t i ca` xu ~ ~ ~ 4th G !c ~ ,6I xL7C:' : ~r~ ~D ' 11 , E I / I 7 IE f.k r J x; xu ~ V wr nr wr ~ '~''",rR x~~c" ~ R.NY s[rso4s o FORD PARK ~f. wss ~ s lu• I„luf Zn ai, w, nfr ~ Harr li r 'k '7 OM ~ ~ '.3 ~ s. 2s,rn.n[x xr mlo ~ e f m I f M ~nTW:~~ xnnax eL 1RAE1 111 ! n nef x E2 EI ~ ~ b i .1 ll 11 L B r TRIG F•i "1i~2 •~4si'~ '1Rr:i 1964 VAIL VILLAGE •8~ x:xon [ '~I,s ~f ~ m. Tlxw '`}MSarrR ~.yr, ~Ctf nee nse nee "'e ~ 1rr .t~: i e 3 9 q nf) rn N 1R6CT I fq f. ~ ~ fn ,.r'(r~. ~E~ 5 1 'u 2 U e uff } E fi)' f7f I 1 ~ r - CENTCF [ Sys m.. p, • ,.6 TRKT ! Rn ' + ~ R® •j ~iSt IL1N~ fu e _ a yL~,sc Ott W' f , car~wxs[ .IUxr uo4 0 I ~ A'.C[R FI[LD 1114Cf e = r' r`rr, f.r i s iry x~ a } Tx`~ . I rm V ' C ,Yf 1" VAIL VILLAG_ 71hFlLING ~ ou~xa~T~~/ ~ ~ol:~e I~eIM/,,.^I z~'~ ,R.rrr fo 'I"' ,.,.-r, ~ ~ VAIL VILLAGE 7th. FILING .7 _.-J Wm O~xORTNwopos: G~'~L.~ f,s ~ ~ W ' err ~N'N ¦f , aREEL o =IT . s I [ I ~ rwxn ..,,.n ~ N N IMnIiT[O ' ~ N.f EAGLE COUNTY II VAIV~LL,GE IOfIhFI IN • Im IO f 1 T f {'I~ w eeo ~fm fn feo fm ` ,RxCi e N I . . «~"•M/i .0~ M imrr mVIL101. r vRfT ~ EaGEE c~utr CvORlEErr.YG n surv[rRx rNE. _ . I ! 1 7 1 1 g l l l If q N q M ~ I p Ie W Nq n1 rw M TK nD 111 rK IlK rq I A O . L, ; e s :i n rI m r w 2 ~ • fF r rfr/ n t11 m !e 1 WHITE RIVER NATIONAL FOREST = J I°'S f/ ' n4.T1 m WIH rrT 2 W W ~ ~r Ks % .pnrp Krzx Tq JAW ~ nr '.•7 2,N _ _ _~2ESUBDIVISIONQf a N ~'1' LOT 7 BLOCK 2 VAIL POTATO PATCH ~ i~ryR Io11 i~ I'1•~ f~' V ~ q II I R ! 1 ' 1111 o Vf y,r[r 3 ,rN^ rn. m2tr D ~ p ~ ~,y . grey' °K VAIL POTATO R1TCH_ „r SECOND FILING 1 TOWN OF VAIL BOUNDARY K i 0 11 IpgvTEO m m •0l11p q!!• ~ •I ~ MOUNnIN BELL ~ ~ aC: lexCSrM ~`R ~ [.EY[xId9T ~ NI h ~n ~-l: A KI • !P IBC SDtlC.. BEL~~ LFdRNMa TREE f'MT J1 ^~i~: L•adTTED ~~1" D ~ m EYRQL 1 sa= Tau ^'I~ INTERSTATE 70 • ~dsc ~i / G RESUBDIVISION ~ 11~I1_, sM~LE aEER ' x+ l ' n ' ~~.'l' I ~ 9fr•nNx dl1J K I , VAIL LIONSHEAO~Od•f1LING _ _ - °D`'"0~"'[ p I Iff! i ( ~ ,"srnl Wxl OYE9vtss ~ liST'r ~i, ~''r 5 44 V1N f•[ PoxRM4 x n a ~ ~ 2 • ~ o'~P9H~4 Y*sr. ~ jVAI LIONSHEADs'a~TI1B ~ ~Tpe";;,pN E I _ •~/y/~ ' +t, nxwY••m "l;,s La2%Ist. ~I fIN~T >w I ~ /VAILNII E$jJ~QlYISIDN'OFPARTDF ~1p % ' ' VAl!] L IONSHEAD >W =a ` 5 /LIONSHE '0Si LOT D,Vl~V GE 2nd FILING , I~ / ~ I UI1NDbE 4th. ~~IN~+E~~W "r ra s xl I un L~.n rnn• a u[w ~ 2nd FILING ~ Hrcf / FxiuN I rDNSHCdD •>DI T SBE4I1 x' ~ O ~ rCE B a-aDf a ~ orrlc25 Q ww MIL 'a r V?Il VIL' / ® T'T9dLTT w.N.al 2 n ~ j !N 1004E If l nfm A ITN¢i ~ - q EAi 9th. ILINc I ` tJ ndr, scgR,• edID0.I Ei03 T9c~°a a Iwe~-_ w~\_ _ f ~ ' 1I • wt; SPo NpxidxENS ~ epp x N r [ YL M N { I rRl • N• : 1101 sxElp i~, C+"•'I a i94~r" [EnrE9 s IBA~6 nl w1L wu[r 7 B~ smNdw' 1" s ~NEDIV CENTER p I Yr ND1106Y YN / jlroNl SWdC 11/1,'/ r k4, IfI SRdIL 1/ • / I Z9910T1 S xpRx f 9 I LNwsE dL1,ro9x D IxSU Kglo , d9R a 6!! ~ ErT „ SJd Sit LOT 0 TRKT D YfliTT[0 • ~TRCT 1 e KIpDN • b dslx K ~ Ix T Lp I N • HEST NI~Mt. Sxlr •,S. t• INTLf aS ~ ~ •'D"t '~'rE ix VILLAGE 2np F ~ ~ I.IL v1LLIai w Em 1{t I 4r p ~ TRhT B 6 7 I J }N2 Yi 2 i 0 1 N 109 UOSSIDNS N7 •1 iRINl9CR froN VA~LVILLA / d s ~ ' ~J , ~ ~ N2 w ee 7 n sn ~ I I9WE / aNE I2nd FILING e D C uoxsHE.o ~ P ~ s a VAIL NG N~aION c~=T I"'" wuda r I~ j" VAIL LION ~D ~ Io+ LDr T V iVILLAiGE 1a mdcT e R v4lIR In ® I u'x°0.'~V aNT~ r. .Nr; i ~ aid' LING ~ w a2 m ":.~='t' ' 14 dHr ~ I - I snag eaooF S 1KI , 39 I k 7i 76 DM i2 W[ RYNMI a :hPC 1~T. 1RlCT1 111 577 117 ril 1iJ L Ns q1 Yf lW4F p~~~~I• WrLV( STL9K _i~~ , 1 !is u! m . ff! ' s! Rf 8 5 •O Y N'" 1 1.• lrois m M riS 112ef. I An• ID • N TRI['7 2 176 ~ j ~V~Y~.L j': \ .n T 1N _ w I a .,~~\ays F"~2~Tr `'^..'1jj ~ ~ ~1 to H,1M ~ ~ Si! Ye NS B 30 >Z O '7• ~'~irys~f•n t••~r 45.n~/LOp O ~ ~ .i I s ' m lu i ! 2tl, ra 1.! r rn K D e Y • / x E r•• L ! i~x ' • ~ n•I •I1 r, . io rT ! ro ~ s e rr a s s i t I Dxr n, q as ~ "`LSy ..r LYlE L, :~.t. ~.~,Lw'~~ 1 I M rY •Y e I r!{ T~ ~ f16 H E 1M !1! !K •1 f 3 r VAS VILLAGE 6}hFIL~1G~ I~ I!~ d I.OI I w w 7! fu jK ~ q n q 9I I Na T n 1 I .N • rn ur NT r m ar n I I ~ 1 1 MORC~1$ $UBDMSIp~. VAIL LIONSHEAD "'"E[f E RESUB. L07 C, BLK. SC ; Ist FILIN , Ist. ADS. ~ - • - ! WHITE RIV R NATIONAL FOREST MI . ~ i:'= ~ -x[-. I 1 Ek:.f fa.li• ~~.•.':1:h S.N1!•\:: 4: 6 / I ' ' \I IAL~ 1 H.~ 14WN Town of Vail Employee Newsletter April 1993 TOV HEADLINES * DEPARTMENT NEWS... Public Works/Transportation ' Community Surveys Are Mailed Out! Normally during the spring, public works crews are preparing for the summer tasks such as landscaping, road patching, mowing The piles of paper have all but disappeared, and everyone is lawns, etc. But the wicked winter has crews still plowing and really excited about that! Dateline: Town of Vail.the TOV shovellingsnow!Iodate,Towncrewshavehauledapproximately community newsletter, along with the bi-annual TOV 42,000 cubic yards of stow for the 92-93 season. Rumor has that community survey was put into the mail Friday, April 9. V.A. will extend the ski season to November 27! Completed surveys are being returned to the TOV at an average ~ other news, Greg Hall was named as Acting Public Works of 65 per day. Director until the Town Manager search is culminated. Greg will continue his Town Engineer duties along with his added Comments from residents, second homeowners, merchants, responsibilities. You will be a very busy man, Greg! You and Ken and employees are important for the TOV decision making Hughey should forma "How Many Hats Do You Wear?" process. In addition to the 9,000 written surveys, TOV will be competition! conductingfocusgroupswithvariousgroupsoflocals,andwill Baby PoolUpdate!JaredEarlK:ocherawasbornMarchl0,and be phoning 150 residents for telephone interviews. The Town p~ Brandmeyer was the lucky baby pool winner. Being the will use the information gathered from the survey data to plan generous person that she is, Pam donated her winnings to Jared's its 1994 budget and for deciding where Council and staff portion of the pool. A total of $275 was placed in savings bonds should focus their efforts. in Jared's name. Employee Appreciation Day... Community RelationslAdministration A Huge Sucess Caroline and Desiree apologize forthe newsletterbeingdistributed The 1993 Employee Appreciation Day was a homerun for yet so late. Things have been so crazy around the office that the another year. Folks dropped by the Seasons on the Green newsletter got put aside fora while. But never fear - we mould not let you loyal readers down. Restaurant to enjoy pancakes, smoked pork chops, and fresh fruit (whichwas awonderful addition to the menu). Department In other money news, most of you will recall Bart and Marlene heads and supervisors slaved over the pancake griddle, and Rivera's house burned down, along with all of their worldly everyonehadagreattimegettingtogetherafterthelottgwinter Possessions.Arafflewasorganizedandover$1300wascollected season. for the Rivera family. Thanks to all of you generous souls who bought a ticket! And thanks, also, to everyone who donated Planting Brochure Available household goods, furniture, and clothing. The Riveras really appreciated your kind-heartedness. Kudos to Todd Oppenheimerfor hi s design of a super newsletter depicting what types of flowers and shrubs are best for our Fire Department alpine community, planting instructions, and tips on pruning. Elaine Duran and her two children had tickets to the first Rockies If you would like to obtain a brochure, see Desiree in the rained-out baseball game! She was so excited about seeing the municipal building. game and was disappointed to be part of history (at least that type of history)! The Durans have a rain check to see another ball game Environmental Quality Award at a later date. Approved by Town Council The Fire Guys are keeping up with the ever-changing methods of The Vail Town Council recently approved anew program that handlinghazardousmaterials.Eachshiftistakingonextraclasses will reward environmentally conscientious individuals and and additional training in the haz-mat field. Vail-ites should feel businesses. The intent of this award is to bring together public a little safer knowing that the Vail Fire Department is on the ball. and private sectors environmental efforts. Businesses and Vail Recreation District individuals will be considered for the award by demonstrating With the success ofthe Winter Carnival, Vail residents and guests the successfulcompletionofactionsorprojectsinthecategories canantieipatethereturnofWinterCarnivalin1994.VailAssociates of air quality, waste management, natural habitat protection, provided several promotionalopportunitiesfortheWinterCarnival and resource conservation. Russ Forrest of the Community including selling tickets to the skating show through their ticket Development Department was instrumental in the offices,placingbannersonthemountainandthehostingofaHot implementation of this award program. Winter Nights Ski Demonstration as a kick-off to the weekend. Many organizations are working towards more community wide ANNIVERSARIES effort and involvement in event planning. It is that team work that has secured the Winter Carnival as an annual event. This year's Pete Burnett Public Works/Trans. 24 Years event featured a variety of activities for all ages, ranging from ~ Jose Sandoval Fleet Maintenance 15 Years Nordic racing and ice skating to ice sculpting and an ice show featuring world class skaters. Next year's event will expand to Todd Scholl Fleet Maintenance 12 Years Gary Murrain Community Devel. 12 Years include two ice shows, perhaps showcasing local talent, and Brenda Chesman Personnel 8 Years more. Brad Baldwin Police 5 Years Mike Warren Police 5 Years DON'T 'PUT THOSE WINTER CLATHES AWAY .DIRTY! Todd Oppenheimer Public Works/Trans. 3 Years Benchmark Cleaners has opened anew store in Vail, located in the Cathy Dolan Library 3 Years Vai das Schone building, The Benchmark ownershave generoulsy; Kris Cureau Police 2 years offered TOV employees a 1p% discount on all cleaning. To take Jim Jones Fire 2 years advantag~ofthediscount,employeesshouldsltowTOVidentification- Jeff Atencio Fire 2 Years (recreation-pass, pay stub, etc.), when dropping off your clothes. If` an employee is willingto pre-pay the tab, Benchmark will then clean Mark Mobley Fire 2 Years your clothing and deliver your order back to you (dropped eff atthe Jennifer McCorkle Finance 1 Year Vail Municipal Building). Benchmark's hours are Monday'througb Cindy Perkins PublicWorks~I'rans. 1Year Friday,8:OOAMto6:00PM,and9:00-5:00 onSatutdays.Stoponby and welcome this long time Eagle County business to Vail! ~ ~ ~ NEW KIDS ON THE TOV BLOCK Vail Town Council With lots of excitement, the Kochera clan welcomes wail, Colorado Jarred Earl into their arms. Jarred was born March 10, at Dear council Members: 5:59 P.M. (yes - a night baby, leave it to Tish to buck the TheemployeesoftheGoldenPeakChildren'sSkiingcenter,including system!) He weighed 7 pounds, 11 ounces and was 20 instructors, child care attendants, ticket sellers, and a variety of and 1/2 inches long! Tish and baby are home and doing support staff, wish to express our gratitude to the Town of Vail for Well. making parking at Ford Park available at no charge. It is very gratifying to know that our town government is responsive APRIL BIRTHDAYS not only to the needs of the guests, but also to the needs of those of us who serve the guest. Dan Stanek 4/02 Cindy Sorensen 4/22 Sincerely, THE GOLDEN PEAK CHILDREN'S SKIING CENTER Doug Hopper 4/02 J.R. Mondragon 4/23 Brad Baldwin 4/05 David Sanchez 4/23 James Lewis 4/06 Kurt Mulson 4/24 Dear Town of Vail, Jim Jones 4/06 Patty Sandoval 4/24 Merv Lapin 4/11 Laura Gravelle 4/24 I want to say'Thank you' for providing Ford Park as free parking to Donald Gallegos 4/lg Tito Montoya 4/26 Vail employees. As a part-year resident and a worker of several jobs, I truly appreciate not having to worry about parking as I go to work Fritz Hausmann 4/19 Richard Andree 4/26 in the morning. Maureen McDonald 4/19 Susie Hervert 4/26 Sincerely, Chris Howrey 4/20 Karen Smith 4/30 Sharon Bell Congratulations Susie Hervert! Your name was drawn for this month's birthday present. Contact Desiree at 479-2118 about Dear Town of Vail, picking up your gift. Happy Birthday!! We would like to thank you for the information you sent us. It will be helpful as we complete our city project. It was espcially nice of you FAREWELL... to send the maps of the city and the great variety of articles and information it was exactly the type of information that we needed. ADIOS... Please sav Qood-bve to the following: Thank you again for your help, Harlan Bailey Fleet Maintenance Cassie Drake Kevin McGlone Police/CSO Robin Ellis Officer Jim Applegate TOV EMPLOYEE SPOTLIGHT Vail Police Department Dear Jim: The spotlight employee for the month of April is Susie I would like to take this opportunity to thank you for your professional Hervert of Public Works. What can we say and where do assistance in "Operation Avalanche," which focused on a coca ine and we start?! ! ! Susie is the General Services Administrator, marijuana distribution network that has been based in the Summit which means she does a little of everything! Her main County area for over ten years. respOrislbilitles include budget preparation, and On behalf ofthe Fifth Judicial Drug Task Force, I would like to present monitoring all the divisions within Public Works' a Certificateof Appreciation toyou for your outstanding contributions individual budgets. She is the person who gives the toward the drug law enforcement mission. Without the support and information to the TOV Public Relations Manager for dedication of officers such as yourself, cases of this magnitude could press releases, and if a citizen or guest calls with a not be successfully completed. complaint, Susie handles it. She produces reports for the Respectfully, Public Works Director and is responsible for a multitude Peter F. Michaelson of other tasks. Currently, Susie is working on getting the District Attorney cost-accounting program on line, and .implementing central purchasing systems. Susie was instrumental in Ski Registration Program putting together the snow removal/sidewalk ordinance. Vail Police Department All this... plus being a mama to two young ones keeps Dear sirs: Susie very busy. The Town is lucky to have her around! After reading the article in Wednesday's Denver Post, I am anxious to get the skis in my household registered. I have about seven or eight Georgianna Manzanares is also spotlighted this month. pairs that we use from time to time, depending on the snow condition. Everyonewho enters the Personnel Department is greeted Please send either one registration form if I can make copies myself, , h Geor ie s smilin face. She handles the switchboard, oreightformsifnot.Enclosedismyse]f-addressedstampedenvelope. y g g distributes applications for employment, does the filing I have often thought of the need of such a service. I work part-time in and carries out the purchasing for office supplies. If a a major sporting goods store, selling skis and skiing equipment. It disgruntledcitizenorguestshouldhookupwithGeorgie, would be very easy and customer oriented if we offered the service to our customers at the time they purchased new skis or brought their old they generally leave with a smile on their face - Georgie skis in for servicing. Please let me know if you would consider is famous for cheering folks up! In all the years Georgie expanding your program to avow us to do this. has worked at the Town, no one can think of a single day Yours truly, she has had a frown. (How do you do that, anyway, Georgie!) We are all glad you are here, Georgie, and we Neil Mitten wouldn't trade you for anything in the world! Parker, Colorado WORK SESSION FOLLOW-UP April 23, 1993 Page 1 of 1 TOPIC G?UESTIONS FOLLOW-UP SOLUTIONS 1991 Walking tour scheduled for 5112/93, beginning at 1:00 P.M. There 11!19 NEWSPAPER VENDING MACHINES LARRY E.ITIM D.IJIM C.: What can be done to make these remains a great opportunity to create a meeting of the minds in a field of uniform and locations less prolific? diverse opinion. 1992 02117 EXTERIOR LIGHTING KRISTANIANDY: Draft Ordinance. Larry E. will meet with attorneys representing Ibarra and Kravis. He will further explore the areas of non-conformities, tree lighting, and number of lights. First reading on 514/93. 08/25 FOLLOW-UP WITH BUCK SHRADER PEG/PAMJLARRY G.: Mr. Shrader has called to find out Larry Grafel will write to Bob Baker, attaching responses re: two issues, (CDOT)/JAKE BRAKESISPEED whether there has been improvement on the maintenance i.e., jake brakes and speed limits. Larry G. will continue to "reason" with LIMITS ON VAIL PASS for the west side of the bike pathNail Pass. Although CDOT. Larry G. will write to Bob Baker. CDOT has stepped up efforts to clean and maintain, their efforts have not been consistent, and this was communicated by Pam. 09108 1041 PLAN LARRY E.: Barbara Green has asked whether the Town of Larry E. will further research and perhaps provide alternatives. (request: Steinberg) Vail has a 1041 Plan. 11110 COUNTY REGIONAL MEETINGS Next meeting scheduled for Thursday, 516193, from 5:00 P.M. - 7:00 P.M. at the Town of Avon. 03!16 TREASURER'S REQUEST FOR KRISTAN/MIKE M.ILARRY E./PAM: Schedule work session Scheduled for 4!27193 Work Session. ASSISTANCE with Sherry Brandon to discuss collection of property tax collection at the time of plat recordation. 03116 AMENDMENT 1 COMMUNICATION CAROLINE/STEVE B.ISTEVE T.: Develop timeline and STRATEGIC PLAN plan to reach all "organized" groups within the TOV as well as general public/develop education tools for group representativesladdress issues through elections prolcon piece.