Loading...
HomeMy WebLinkAbout1993-09-30 Support Documentation Town Council Work Session VAIL TOWN COUNCIL THURS®AY, SEPTEMBER 30,1993 5:00 P.I. IN TOV COUNCIL CHAMBERS REVISED AGEN®A 1. Discussion Re: Vail Valley Foundation (VVF) Request for Funding Assistance from TOV for 1999 World Ski Championships and 1994 World. Mountain Bike Championships. 2. 1994 Budget Overview. * Fire Department. ~ Public Works/Transportation. * Parking/Blue Parking Pass Donation Philosophy. ~ Capital Projects Fund. 3. Adjournment. NOTE REVISE® MEETING START TIMES BELOW: THE NE1fT VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BE ON TUESDAY, 10/5/93, BEGINNING AT 11:00 A.M. IN TOV COUNCIL CHAMBERS. THE NEX'~1' VAIL TOWN COUNCIL REGULAR EVENING MEETING W1LL BE ON TOES®AY, 10/5/93, BEGINNING AT 7:30 P.M. IN TOV COUNCIL CHAMBERS. THE 1FOLLOWING VAIL TOWN COUNCBL REGULAR WORK SESSION WILL BE ON TUES®AY, 10/12/93, BEGINNING AT 11:00 A.M. IN TOV COUNCIL CHAMBERS. THE NEB' VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BE ON TUES®AY, 10/19/93, BEGINNING AT 2:00 P.M. IN TOV COUNCIL CHAMBERS. THE (FOLLOWING VAIL TOWN COUNCIL REGULAR EVENING MEETING WILL BE ON TUES®AY, 10/19/93, BEGINNING AT 7:30 P,M. IN TOV COUNCIL CHAMBERS. C:IAGENDA.WSS VAIL TOWN COUNCIL r TWU1~3S®A U , SEI~TEUtl6®E~ 30, I ~7~J 5:00 I~.f~fl. III T®V C®UNCIL CI~A(~ASE~3S AGEN®~ 1. 1994 Budget Overviews. ~ Fire Department. * Public Works/Transporkation. * Parking/Blue Parking Pass Donation Philosophy. * Capital Projects Fund. 2. Adjournment. (~®T(% ~EVISE® MEETING START TIES SEL®~!: ~ ~ ® THE ~9E3s;T BAIL T®WN COUNCIL fBEGULAR WOF3K SESSI®N WILL SE TUES®A~°, 1015/93, BEGINNING AT 11:00 A.M. IN TOV C®UNCIL CHAIVISERS. THE NEST VAIL T®WN C®UNCIL REGULAR EVENING flAEETING WILL 13E CN TUES®A~f, 10/5/93, BEGINNING AT 7:30 P.11A. IN T®V C®UNCIL CIFIAii~I3E~iS. TIME I~®LL®WING VAIIa T®WN C®UNCIL REGULAR WORK SESSION WILL SE ®N TOES®AV, 10/12/93, EEGINNING AT 11:00 IN T®V C®UNCIL CFIAIVII3EBS. TB~E NEXT VAIL T®WN C®UNCIL REGULAR W®RK SESSI®N WILL SE ®N TOES®AY, 10/19/93, 1t3EGINNING AT 2:00 I~.IUI. IN T®V C®UNCIL CIiAI~SERS. TIDE Pr®LL®WING VAIL T®WN C®UNCIL REGULAR EVENING I~iEETING WILL SE ®N TOES®AV, 1®/19/93, IBEGINNING AT 7:30 P.II~. IN TOV C®UNCIL CB~AflASERS. C:VIGENDA.WSS VAIL TOWN COUNCIL ~6~~~~AL ~9/®R/C SESS//~ TD~URS®AV, SEPTEMBEFI 30, 1993 5:00 G'.M. IN T®V COUNCIL CFIAMBERS REVISE® EJCPANDE® ADEN®A 5:00 P.M. 1. Discussion Re: Vail Valley Foundation (VVF) request for funding John Garnsey for 1999 World Ski Championships and 1994 World Mountain Bike Championships. Action Requested of Council: Review proposed resolution submitted by the VVF requesting TOV agree to contribute $112,000 each year for five (5) years, beginning with Calendar Year 1995, to assist with funding expenses associated with the solicitation and production of the 1999 World Ski Championships. The VVF will also ask for a one time contribution in the amount of $20,000 for use toward funding solicitation and production of the 1994 World Mountain Bike Championships. 5:10 P.M. 2. 1994 Budget Overview: 5:10 P.IVI. * Fire Department. Fire Department 5:40 P.M. * Public Works/Transportation. Greg Hall * Parking/Blue Parking Pass Donation Philosophy. Mike Rose 8:10 P.M. ~ Capital Projects Fund. Steve Barwick 9:40 P.M. 3. Adjournment. N®TE REVISE® MEETING START TIMES BEL®W: c1~®®®®® TQiE NEJL~' VAIL TOWN COUNCIL REGULAR VI/ORIC SESSION ti!/ILL BE ON TUES®AV, 10/5/93, BEGINI~IING AT' 11:00 A.M. IN TOV COUI\ICII_ CLAMBERS. TIE NE3(T VAIL T®WN C®UNCIL REGULAR EVENING MEETING WILL BE ®N TUES®AY, 10/15/93, BEGINNING AT 7:30 I'.M. IN T®V COUNCIL CHAMBERS. TIDE FOLLOWING VAIL T®WN COUNCIL REGULAR VVORIK SESSION WILL BE ON TUES®AV, 10/12J93, BEGINNING AT 11:00 P.M. IN TOV COUNCIL CRAM®ERS. ALE NEXT' Vd41L 'OWN COI.?I~ICIL REGULAR 1tVORiK SESSION WILL BE ON TUES®AV, 10!19/93, BEGINNING Al' 2:00 P.M. IN TOV COUI~ICIL CLAMBERS. THE FOLLOWING VAIL T®WN COUNCIL REGULAR EVENING MEETING ~i/ILL BE ON TUESfDAV, 10/19/93, BEGINNING AT 7:30 ~'.M. IN TOV COUNCIL CRAM®ERS. ~ C:WGENDA.WSS VAIL TOWN COUNCIL TB~URS®AY, SEPTEMBER 30, ~ 993 5:00 P.M. IN ~OV COUNCIL CLAMBERS EXIPAN®E® AGEN®~ 1. 1994 Budget Overview: 5:00 P.M. * Fire Department. Fire Department 5:30 P.M. * Public Works/Transportation. Greg Hall ~ Parking/Blue Parking Pass Donation Philosophy. Mike Rose 8:00 P.M. ~ Capital Projects Fund. Steve Barwick 9:30 P.M. 2. Adjournment. N®~~ IBEVISE® MEETING START TIMES BELOW: Tfr•IE NEXT VAIL SOWN COUNCIL REGULAR WORK SESSION WILL BE OR9 TUES®AV, 10/5/93, BEGINNING AT ~ 1:®® A.M. IN TOV C®UNCIL CHAMBERS. THE NE3tT VAIL TOWN C®UNCIL REGULAR EVENING MEETING WILL BE ON TUES®AV, 10/15/93, BEGINNING AT 7:30 P.M. IN TOV C®UNCIL CHAMBERS. TIRE FOLLOWING VAIL TOWN C®UNCIL REGULAR WORK SI=SSION WILL BE ON TUES®Al~, 10/1/93, BEGINNING AT 11:00 P.M. IN TOV C®UNCIL CIiAMBERS. TIDE I~f6EXT V~aIL TOWN COUNCIL REGULAR WORK SESSION WILL BE ON TUES®A~f, 1®/19/93, BEGINNING AT 2:00 P.M. IN TOV C®UNCIL CFIAMI3ERS. THE FOLLOWING VAIL TOWN COUNCIL REGULAR EVENING MEETING WILL BE ON TUESCAX, 10/19/93, BEGINNING AT x:30 P.NI. ON TOV COUNCIL CHAMBERS. ~ C:~AGENDA.WSS f ~ VAIL VALLEY ~ FOUNDATION ~ _ ' PROPQSED SUPPORT ' 'rom the ~ Town ofVail ~ Mayor Peggy Osterfoss 1. ' September 30, 1993 ~ ` ' Mayor Peggy Osterfoss Town of Vail 75 South Frontage Road ~ . Vail, CO 81657 Dear Peggy, Following our informal meeting in early September, it was recommended to us by the Town of Vail that we make a request, separate from your normal grant procedure, that the Town of Vail pass a resolution to address our solicitation for philosophical and financial support for the 1994 World Mountain Bike Championships and the 1999 World Alpine Ski Championships. Following is information pertaining to both events for your consideration. The Vail Valley Foundation sincerely appreciates the support that the Town ' of Vail has shown in the past, and looks forward to continuing this valuable working relationship. 1 Sincerely, To Garnsey ' President ~ 1 ' _ , ' , , for fie, ~I~IL ~L(~LL~Y' ~OL7Nl~A'I`IC~N I. 1999 WORLD ALPINE SKI CHAMPIONSHIPS A. ~ 1989 HISTORY o Overall Conclusion: The World Alpine Ski Championships in the Vail Valley generated significant revenue improvements in an historic soft part of the season, • contributed to • ,extremely strong ldcal and state tax revenues, and created visibility and economic momentum for the Vail Valley. From each of the factors reviewed - _ economic, public relations, marketing. and sponsorship -the event proved to be successful. o A total of 255 hours of national and international television with 19 000 news a er • PP and magazine articles generated. , ~ • . , o Direct incremental retail sales during the event (15. days) in Vail Valley: $28.35 million o Tax split between Vail, Avon and Eagle County • B. 1989 WORLD ALPINE SKI CHAMPIONSHIPS PAYMENT: • . Calendar Calendar Calendar Calendar Total All 1986 • 1987 1988 1989 Years ' $65 000 70 000 174 930 ~ 174 930 484 860 $ C. 1999 PROPOSED PAYMENT: ' Calendar Calendar Calendar Calendar Calendar. Total All • 1995. 1996 1997 1998 1999 Years $112,000 112,000 112,000 112,000 112,000 ~ $560,000** 1 _ ~ Proposed Support -Town of Dail ~ - ~ ' " - **DETAILED PROPOSED PAYMENT ASSUMPTIONS: ' • $484,860 @ 3% from 1989 - 1995 _ $527,542.98 • $527,543 divided by 5 - $105,508.60 " $105,508.60 @ 3% compounded annually from 1995 - 1999 $560,159.46 $560,159.46 rounded ~ _ $560,000.00 $560,000 divided by 5 equal payments' ~ _ $112,000.00 Yearly Amount Solicited $112,000.00 •II. 1994- WORLD MOUNTAIN BIKE CHAMPIONSHIPS. A. HISTORY; o . In 1990 George Gillette of Vail• Associates and Kent Rose, then -the Mayor of Vail, approached the Vail Valley Foundation regarding the idea of pursuing a major mountain bike event for, the Vail Valley. Together with the Town of Vail and Vail Associates, the Foundation secured the Mountain Bike World Cup Finals in 1992, a World Cup event in 1993 and the World Mountain Bike Championships in 1994. , • The 1994• World Mountain Bike Championships will feature the UCI Mountain Bike Cross-Country and Downhill races. Additional events will include Citizens cross-country and Downhill competitions, and a dual slalom race featuring professional and citizen racers. Observed Trials will highlight the competition days. _ B. TELEVISION ~ ` o The Organizing Committee has currently ~ negotiated for at least 2 hours of national television coverage, and between 6' I2 hours of international television coverage. i C. 1992 AMERICAN CYCLE CLASSIC PAYMENT, ~ $10,000 D. ~ 1993 PAYMENT $10,000 • E. 1994 PROPOSED PAYMENT $20,000 Proposed Support -Town of Vail ' ~ ~ • F. BENEFITS o Listing as Gold Sponsor of the 1994 World Mountain Bike Championships; Sponsor's Name will appear on all printed materials. o Right to use official logo in product advertising • o Listing on sponsor page of ~cial Event Program o Press release announcing sponsor participation o Festival Banners placed at Finish Area and Concert o Identification on Event Schedule Poster ' o Press release announcing sponsor participation o Sixteen (16) VIP credentials, providing access to all VIP•areas including Hospitality and Press o Sixteen invitations to all social events, including Welcome Party, Final Party and any otlier related events as yet to be announced ~ - o Representation at all Awards Ceremonies • • 1 1 - . • Proposed Support Town of Vail PUBLIC ~{!®RKS/TRANSP®RTATI®N MISSI®N STATEMENT "T® PR®VIDE TIDE C®1l~MUNITY SAFE, HIGH QUALITY SERVICES tN A RESP®NSIVE AN® EFFICIENT MANNER F®R PUBLIC USE AN® ENJ®YMENT.°° TOlhIN OF VAIL 1994 BUDGET Program: PUblic V~®rk's Management ~iS$ioPl ~ta~~m~l~~:To direct and effectively manage the divisions within the Public <fVork's Department to meet their goals and objectives in an efficient and timely manner. ®~era~i®nal G®als: Process Goal:Guide all Public IlVork's programs to within 90-100% of their planned objectives and within time and resource constraints. Outcome NNeasurement:Develop ayearly workplan for all divisions, which will consist of capital project construction and annual maintenance issues. This workplan will be started in 1993 for 1994 implementation. I~lill provide for better planning, minimize "putting out fires" and result in increased productivity. Process Goal:To develop, monitor and administer the Department's general fund operating budget to ensure the resources are available to implement programs, and that expenditures are balanced. Outcome HNeasurement:Continuously monitor budget status through financial reports, purchase orders, payroll verification and constant communication with division heads. Promote "team" effort in budget preparation. Process Goal:To provide direction to staff in communications and coordination with Town Council, Town Manager and other Town Departments. Outcome ~Ieasurement:Provide division heads with necessary feedback and updates within (1) working day, in order to facilitate productivity. In turn, division heads will share this information with employees through crew meetings, community bulletin boards, staff meetings, etc. Provide employees within Department with agendas, meeting minutes, etc. for their information. Process Goal:To acquire a computerized work management/work order system for the department in order to streamline services, accurately cost jobs, implement preventative maintenance schedules, inventory and fixed asset control and accountability. Outcome ~leasurement:lnvestigate work management systems specializing in Public Work's functions. Implement by 1994. Customer Satisfaction Goal:Provide quality customer service which is rated excellent/outstanding amongst internal and external customers. Outcome f~easurement:Through use of citizen survey, citizen response correspondence and interdepartmental communication, management can assess level of satisfaction with service. The Public UUorks/Transportation Department desires to take a leadership role in the Town's VIP Program and to make a deliberate and consistent shift to being "pro-active" versus "reactive". Future Goal:Develop a central purchasing "system" for the Department in order to promote competitive bidding, standardization of products/equipment and lower operating costs. Outcome Measurement:Departmentvill develop a purchasing "system" or "philosophy" which will relate to a change in purchasing methods and practices. A thorough analysis will take place of the Department's purchasing function and investigation of other municipal operations will occur. Cost comparisons will be tracked. Future Goal:lmplement recommendations outlined in the Town Shop's Master Plan which addresses current needs and upgrades to the shop facility based on changes in operations, growth, safety conditions and code violations. Outcome fiNeasurement:Complete Town Shop's Master Plan in 1993 and present to Town Council for adoption. Secure funding (to included possible grant funding) to implement phases/recommendations over the next (10) years. TOIil~ OF VAIL 9994 BUDGET ~ro~ram: engineering ~ISSI®r1 ~~~~~r17~P1~To provide professional engineering services to sup~rt design, construction and maintenance of Town projects and private development in an efficient and innovative approach. ®~erafional GoaIS: Process Goal:Perform testing and inspection of public improvements constructed through Town capital projects and through private development projects. Outcome Measurement:Construction Inspector will perform scheduled (per ordinance) and random testing and inspection on all public and private construction. Process Goal:Provide general engineering information to developers, other departments and general public within (24) hours after request received. Outcome f~easurement:Track phone requests and correspondence. Process Goal:Review and modify all private development plans to ensure 900% compliance with State and Local engineering specifications and standards within (2) weeks of receiving from Community Development. Outcome ~Neasurement:Note date iNdate out on plan submittals. Process Goal:Plan, design and construct the budgeted capital projects within the assigned year (barring unforseen circumstances). Outcome i~easurement:No rollforwards: Customer Satisfaction Goal:To work with contractor's to ensure that the Town's regulations for public way construction are adhered to and to provide assistance when needed. Outcome Measurement:Construction Inspector will perform daily site checks on all public and private construction projects. Customer Satisfaction Goal:Centralize project records and mapping within engineering division in order to be "user friendly" and easily identifiable.. Outcome f~easurement:Less frustration for employees/general public to access public records and maps. Requests for information will be handled in a more efficient and timely manner. Future Goal:Provide legal surveys for all Town-ouuned property and right-of-ways. Outcome I~easurement:Have complete legal information on all parcels belonging to the Town of Vail. Track reduction of costs associated with mis-information. Future Goal:ln conjunction with Community Development, streamline the plan review process to improve service to developers/contractors to encourage growth. Reduce turnaround time for engineering review. Outcome I~easurement:Work closely with Community Development on plan review process and look for efficiencies in the system. Track submittals. Future Goal:Elevate the condition of all Town streets to an acceptable engineering standard and maintain to this level. Outcome HAeasurement:Street improvement program will start up again in 1995 and continue until all streets are upgraded. The Town will continue with the sealcoat operation to extend life expectancy and monitor condition through Pavement fiNanagement Studies. TOUVN OF VAIL 1994 BUDGET Proarar~: Special ~Ven~s IbI~S$~®rl ~~~~~t11~r1~:To perform convenient and cost effective services for community events (upon request) and Town-affiliated functions in a timely and professional manner. ®~erati®nal G®al~e Process Goal:Continue to improve the application and communication process with regards to special events. Better planning should eliminate "surprises". Town needs to develop a policy to allocate funds to departments to cover special events. Outcome Measurement:Revise the current special event application to be more inclusive of specific needs from the Town. Give departments the opportunity to itemize these costs and determine funding source up front. Customer Satisfaction Goal:To receive an excellent/outstanding rating from event sponsors, whether private or public. Outcome ~Ieasurement:Upon completion of event, meet with event sponsor and receive input on service provided by the Department. Document comments. Future Goal:Develop a "Xmas Lighting and Decoration Plan" to document areas which are currently lit and decorated, and future expansion to other areas of Tawn. Develop in 1994. Outcome ilNeasurement:Complete the assessment in 1994 which will address future sites based on criteria to be determined. Plan will also look at requirements such as electrical and safety. TOI~IN OF VAIL 1994 BUDGET Pr®~rarr~:Winter ~tre~t Maintenance ?1/IiS$%®11 ~~a~~rl~ePl~:To maintain all Town-owned streets and public ways in a safe, timely and efficient manner throughout the winter season. ®~erati®nal G®alsa Process Goal: Begin plowing/sanding operation when accumulation is 1" or more. All Town- . owned streets & public pedestrian areas (only those we are responsible for) will be plowed and sanded within 6 hours from the end of each storm (depends on duration & time of day). Outcome Measurement: After inspection of designated route, equipment operators will inform street supt./supervisor of road condition status and elapsed time to achieve an acceptable standard. Process Goal: To achieve 100% compliance of the sidewalk snow removal ordinance. Outcome Measurement: Sidewalk/pedestrian areas/stairways which are n®t the responsibility of the Town per ordinance are identified on a snow removal map. Town maintenance staff removes snow/ice when residents/business owners fail to do so. Maintenance staff will keep . track of any work performed in these areas. Process Goal: Repair/replace traffic signs damaged from vehicular accidents or plow operations within (2) working days. Regulatory traffic signs will be replace and repaired within (1) hour of notification. Outcome Measurement: Street supervisors will log work performed. Process Goal: To fill 100% of reported and observed potholes on Town-owned streets within (1) business day. Outcome Measurement: Track complaint calls-object is to be pro-active instead of re-active. Customer Satisfaction Goal: At least 80% of customers surveyed will give an excellent/outstanding rating to winter snow removal operations. Outcome Measurement: Citizen survey will address snow removal operations. Begin tracking of complaint calls. Customer Satisfaction Goal: Update the "Snow & Ice Control Plan" for the Town of Vail in 1994 to reflect current policies, procedures & priorities, while also forecasting future operational goals and possible expansion. The format should be "user friendly" and easily understandable for a new employee or interested resident/guest. Outcome Measurement: Completion of the project along with community input (informal public meetings) to gather comments. Future Goal: Implement cinder recycling program in 1995, which should reduce purchase of cinders by 20% - 30%. Outcome Measurement: Dollar savings in cinder purchasing. Future Goal: All private snowplow contractors operating in Town limits will be properly licensed and work within the policies & procedures outlined in the revised "Snow & Ice Control Plan". Outcome Measurement: Through random checking, monitoring of newspaper ads and improved media participation, number of permits issued determine program success. TOWN OF VAIL 1994 BUDGET ~P®C'l'~P1~:~UPY1f~f1OP ~~P~e~ (I~211I1~~naI1CG 1l/1~~S/®P~ 5~~~~~~Cl~:To efficiently maintain all Town-owned streets and public ways, keeping them safe and usable for the public. , ®~er~ti®nal G®als. Process Goal: After inspection, perform permanent patches and overlays, according to accepted industry standards, to damaged asphalt areas no later than July 1 of every year. Outcome Measurement: After inspection in spring, the damaged areas will be listed on the Public Work's priority list, which is updated weekly. UVill show completion by July 1. Process Goal: Clean and check all catch basins in spring and fall. Outcome Measurement: A listing of all catch basins will be compiled and filled out,by employees performing work. Maintenance on each catch basin will be noted & dated. Process Goal: Install 80% of all new sign requests within 30 days. Outcome Measurement: Currently have a sign request system in place. All signs must be approved by the Town Engineer to ensure proper regulations are met. Date of receipt of request and date of completion will be noted ~ tracked by support staff. Process Goal: To repaint all crosswalks, handicap markings & parking lot spaces (done in- house), once/year by July 1, to ensure maximum visibility. Town will contract with private company to stripe traffic lanes in high volume areas by July 1. Epoxy paint will be used to increase life expectancy of effort. Outcome Measurement: All areas in need of repainting or striping will be listed in spring on Public UVork's Priority List. Completion by July 1. Process Goal: Repair/replace damaged or missing traffic signs within (2) working days. Regulatory traffic signs will be replaced within (1) hour of notification. Outcome Measurement: Street supervisors will log work performed. Process Goal: Sun+ey all public sidewalks once per year for defects requiring repair. Perform service requests for r~i~®~ sidewalk, curb & gutter and brick repair within (5) working days of notification. Major repairs shall be completed no later than July 1 of every year. Outcome Measurement: Support staff shall track complaint calls & follow up on the completion dates. Public UVork's Priority list will itemize major repairs to be completed by July 1. Future Goal: Use of"prefabricated, long-life" traffic symbols in all high traffic areas/intersections (ie. 4-way, VTRC, etc.). Install by 1995. Outcome Measurement: Proven durability of up to three years if applied correctly. Eliminates striping symbols every year in these areas, subsequently reducing striping costs. TOI~IN OF VAIL 1994 BUDGET ~rooram:5treet ~weepin~ ~1ISS1®!~ ~~~~~1'~1~11~:To sweep and remove debris from public streets and areas within the Town limits. ®~erational foals: Process Goal: To complete spring clean-up by June 1 of every year, which consists of raking and sweeping cinders from public areas and right-of-ways. Property owners are responsible for consolidating cinders from their property into the right-of-way for the Town to haul off. Maintain the following sweeping schedule: Summer: Sweep VaiVLH areas 3 times/week Sweep residential streets 2 times/month Sweep bike paths 2 times/month IlUinter: Sweep VaiVLH areas once/week (weather permitting) Sweep residential streets on a "as needed" basis (weather permitting) Outcome Measurement: Operator will document areas covered on timecard. Also can track mileage on sweeper. Process Goal: Perform construction clean-up within 24 hours of notification. Outcome Measurement: Office staff will document complaint calls & follow-up. Customer Satisfaction Goal: To receive an excellent/outstanding rating from at least 80% of survey respondents and eliminate complaint calls. Outcome Measurement: Citizen survey will address sweeping operation. Begin .tracking complaint calls. TOWN OF VAIL 9994 BUDGET ~r®~ram:Litte~ and ®~bris C®Ilec~ion Ibllss!®Il 5~~~@P11~P1~:To keep all public areas, restrooms and walkways within the Town clean and litter free. ®aerati®r~a! G®als: Process Goal: To inspect and efficiently service all public waste receptacles, public restrooms, traffic control gates, and sweep & clean all public areas throughout the Town within an (8) hour work shift, seven days/week, year-round. Outcome Measurement: Track number of complaint calls. Future Goal: Develop a more "worker friendly", aesthetically pleasing trash receptacle to replace the current whiskey barrel model. UVill be modeled after trash container pictured in the Town's Streetscape Plan. Outcome Measurement: Through the capital street furniture account, replace 15-20 trash receptacles per year. TOWN OF VAIL 1994 BUDGET fir®~ram:~pecial ~e~vices/Emergency ~esp®nse Ib1~SSloTf S~a~~'111~r~~ To provide labor, equipment and materials as needed for any emergency response situation or special service requested by other departments or agencies. ®~era~ional Goals: r Process Goal: In an emergency situation, follow the procedures detailed in the Town's Emergency Response Plan, and provide labor, equipment arid materials immediately and in an effective manner. Outcome Measurement: Following the conclusion of the incident, critique the situation with regards to response methods ~ timeliness. Follow-up with assisting departments and produce a written report as documentation. Process Goal: In an non-emergency situation, schedule arepponse/action to a request for assistance from another department br agency within 24 hours. Outcome Measurement: Support staff will track calls requesting assistance and follow-up with completion information. Customer Satisfaction Goal: To provide special services for other Town departments at less cost, better quality, more convenience than contractors can provide. Outcome Measurement: Provide bid and time frame for project completion to requesting department. Customer Satisfaction Goal: Implement curbside Xmas tree recycling program in 1994. Outcome Measurement: Town staff has picked up Xmas trees as late as March of every year. By making this service more convenient to residents/guests, we anticipate increased participation & cooperation within a shorter time period. Future Goal: Provide essential ~ specialized training to involved employees on emergency response situations to allow safer & professional response methods. Outcome Measurement: With assistance from the Town's Safety Officer, provide varying levels of emergency response training to all employees starting in 1994. Document attendance. T04AIN OF VAIL 1994 BUDGET ~r®aram:Par~ ~ landscape ~ain~enance X1$51011 ~~~~OPI'l~rl~:To provide functional, safe, enjoyable and quality landscape areas, park and playground facilities. ®~erati®nal G®alSe Process Goal: To provide safe, useable facilities, play equipment and surfaces. Outcome Measurement: Perform regular inspectioNcorrectioNdocumentation of facilities, play equipment and surfaces. Inspect once/week, correct problems within (3) days, and document all activity. Process Goal: Provide quality turf areas free from weeds, disease and worn areas -dark green color. Outcome Measurement: Perform turf maintenance activities in a regularly scheduled program (frequency depends on activity). Develop and utilize record keeping system. Process Goal: Provide clean and useable facilities. Outcome Measurement: Perform trash removal, restroom maintenance and other facility maintenance on a daily basis. Develop and utilize a record keeping system. _ Process Goal: Strive to perform all maintenance activities in an accidenUinjury free manner. Outcome Measurement: Track through NUorkman's Comp claims. Future Goal: Actively promote and encourage memorial & special event tree planting. Outcome Measurement: Promote through media and track number of requests. Future Goal: Project long range needs for expansion & renovation of existing park playgrounds to be accessible and enjoyed by all. Outcome Measurement: Through in-house and consultant efforts, develop a park facility master plan to address enhancements and renovations to existing park playgrounds. Future Goal: To have 80% of all trees on public propert)r healthy and disease free at all times. Outcome Measurement: Implement a forestry program to annually survey all trees, maintain healthy trees and effectively manage diseased trees. TOWN OF VAIL 1994 BUDGET ~r®~ram:FlOwer fed ~ain~elnanCe ~ISSI®Il ~~a~~l~'1~17~ Provide a variety of flower displays that enhance the beauty of the community. ®~erati®nal foals: Process Goal: Convert annual beds to perennials where possible. Outcome Measurement: Achieve a ratio of 70% perennial and 30% annual beds. Process will start in 1994 and be complete by the end of the 1995 season. Process Goal: Achieve a good show of color throughout the summer season (Memorial Day to Labor Day). Outcome Measurement: Complete planting of annual beds by July 4. Select bulbs and perennial species with a wide range of colors and bloom times. Create and maintain a record of each flower display to document species, color and time of bloom. Process Goal: Quality planting soil in every display location. Outcome Measurement: Monitor soil condition through soil sampling and testing. Test each location at least once every (3) years. Process Goal: Strive to perform all flower program activities in an accidentrnjury free manner. Outcome Measurement: Track through Workman's Comp claims. Customer Satisfaction Goal:At least 80% of customers surveyed will give an excellent/outstanding rating to the Flower Bed Maintenance Program. Outcome Measurement:Citizen surrey will address the Flower Bed Maintenance Program. Record comments received during informal public contacts, striving for no negative comments. TOVIIN OF VAIL 1994 BUDGET Pr®®ram:i'acility ~Vaintenanc~ ~(SSI®Pl .S~c~~~i1~~Y?~: Efficiently maintain all public buildings, structures, systems and fixtures to be safe, functional and attractive. ®~era~i®nal G®als: Process Goal: All hazardous situations to be addressed immediately and remedied within 48 hours of notification. Incur no injuries due to facility conditions. Outcome Measurement: Perform bi-annual inspections of all facilities & document condition, work activity to be performed and timeframe. All notified reports will be documented and handled within the time frame given. Process Goal: All ~~safe vandalistic acts on any public facility or fixture will be addressed immediately and work completed within (3) working days. Outcome Measurement: Through inspection and notification, vandalism will be monitored. Process Goal: Street light surveys to be performed once/month to monitor outages and repair before public has the chance to report. Outcome Measurement: Document results of the survey and any work performed as result of the survey. Process Goal: Repair lamp outages and correct minor electrical problems within (3) working days. Outcome Measurement: Train building janitors to safely maintain light fixtures. Through a work order system, all facility maintenance can be tracked. Process Goal: To be more uniform in street furniture fabrication and acquisition. Street furniture will be in place by June 1 and collected for winter storage by October 31, of every year. Outcome Measurement: Inventory all street furniture and begin replacement effort. Document through priority list placement schedule. Process Goal: Perform custodial maintenance to public buildings twice/day and check every (2) hours. Outcome Measurement: Monitor performance through manual check and posted sign-in sheets for maintenance personnel. Customer Satisfaction Goal:Number all Town-owned lights to simplify reporting outages by the general public. Outcome Measurement:UVill reduce frustration level of public and employees by making lights easily identifiable. Complaints can be handled more efficiency and repairs handled more timely. IAlill track calls to observe if this system is less frustrating. Customer Satisfaction Goal:At least 80% of customers (Town employees and residents/guestsj will give an excellent/outstanding rating to facility maintenance operations. Outcome Measurement: Citizen survey will address all facets of the facility maintenance operation. An internal survey will determine rating by Town employees. Future Goal:Reorganizedlvisions and create a Facility Maintenance Division within the Town structure to centralize repairs, purchases, duplication of service, efficiency, cost effectiveness and timeliness. Outcome Measurement: This reorganization will be complete by 1995. Future Goal:lmprove existing conditions, develop preventative maintenance schedules and follow through on preventative maintenance for all Town~wned buildings, structures and facilities. Outcome Measurement:Once acceptable maintenance standards are achieved, performing "PM's" will actually reduce capital maintenance dollars and can be tracked through this reduction. Should use less than 5% of operating budgets for unexpected repairs. Perform structural analysis where required and monitor. TO11Vftl OF VAIL 1994 BUDGET ~r®aram: Intow~ ~e~ice IbI~S$~®r1 ~ta~er~en~:To provide a safe and efficient transportation system in the Town of Vail. ®~erati®nal G®als: Process Goal:To provide service between stops of no longer than 5-7 minutes at peak and 7-10 minute service at non-peak. To provide a safe and efficient service between the Gold Peak and Lionshead area. Outcome f~easurement:Consistent level of service. Time checks once on a supervisor shift. A monthly survey of the quality and service of the Intown route will be done. IIVe carry over 2 million people a year on the Village and Lionshead service. Keeping track of daily records will keep us informed of any changes to keep the level of riders within the system. Customer Satisfaction Goal:To accomplish an excellent/outstanding response on customer surrey and have fewer than 20 complaints per season. Outcome Measurement:Sunrey for level of satisfaction on Village/Lionshead shuttle. Handle any complaints immediately, or follow-up within a 24 hour period. A 5 minute response time to handle any service within the Village or Lionshead areas. Future Goal:To purchase equipment to eliminate over capacity during peak service in Village and Lionshead areas. To set up locations for guests to leave their skis at bus stop locations, instead of on the bus. This will decrease loading and unloading times and help with service times within the route. To look at route modification to help the system with platform times between stops. Outcome Measurement:fiNonitor the system daily with records during peak and non-peak times. To check dwell times within system. All these reports will aid in handling over capacity. Capital funding to provide equipment to do the job both at stop locations and design of route along with specific vehicles to accomplish their goal., TODUN OF VAIL 9994 BUDGET ~r®~rar~: ®utl~ing ~erVice INlIS$~®~ 5~~~~r~~r1~:To provide a safe, efficient and effective method of transportation between destinations. ®~er~~i®nal G®alsa Process Goal:The Transportation Department will provide service of 90 minutes between buses, and a maximum level of 20 minutes during peak service. To achieve more ridership along outlying routes to reduce individual number of cars parking in Vail. Outcome Measurement:Consistency of level of service. Daily check of times and schedules on all routes. Quarterly reports to check with riders on level of frequency, demand and needs on outlying routes. Check stop locations, to be safe and efficient for the needs of the riders. To keep records of ridership on outlying routes compared to parking structure statistics to be able to measure the change in the direction of more riders. Schedule checks will be within 3 minutes of schedule - 80% of samples. Customer Satisfaction Goal:Provide a consistent schedule and frequency for the riders. To obtain their needs to get into work, shop, ski or whatever it might be. To provide excellent service so they will ride the bus and leave their car at home. Outcome Measurement:Sunvey the riders quarterly for satisfaction. To obtain an excellent/outstanding rating on 80% of responses. To handle complaints at hand or follow-up within a 24 hour period. To make sure we provide the best quality service to the million plus riders that we serve. Future Goal:To provide a higher level of frequency on outlying routes for overcrowding during peak hours of operation. To provide "park and rides" to eliminate number of people driving into Vail and in return increase ridership on system. To provide a feeder service to areas like the Valley, Lionsridge Loop or Matterhorn to feed into the main fixed routes to reduce traffic in the Vail Valley. To extend hours of operation at peak. During winter and extended hours in summer to provide a higher level of service to the community. Outcome Measurement:More funding for operations to increase level of service and frequency on outlying routes. Survey areas for density, demand, ridership and safely to provide such increases where needed. Survey a level of basic service to a level of increased service. Future Goal:Play an increasing role in the development and enhancement of the regional bus transportation system. The need does exist to provide transit service to/from Down Valley communities. PAany Vail day skiers residing Down Valley utilize the transit system. In addition, a significant number of employees working in Vail, reside Down Valley and rely on the transit services. Outcome Measurement:Town to continue contributions to maintain this service. Assume a leading role amongst public agencies and private sector beneficiaries, in the effort to arrive at a permanent solution for regional service. TOUVRI OF VAIL 1994 BUDGET ~r®aram: ~~atis~ic ~ollec~ion and Distribution ~!/11sS1®11 ~~a~E111~11~ Provide clear and concise information to customers. ®~era~i®nal G®als: Process Goal:Utilize existing equipment to compile monthly and year-end totals. Outcome Measurement:Customize reports to reflect pertinent information. Dispense to the appropriate internal customers. Customer Satisfaction Goal:Provide statistics that are useful to Town Council, Town ~Nanager, Transportation Advisory Committee, Finance and Vail Associates. Outcome P~easurement:Analyze whether the system is providing the necessary and useful statistics to upper management for decision making processes. Surrey members of management to obtain what information is needed. _ Future Goal:Expand use of Scan to facilitate accurate collection of parking information. Use information to make decisions for long term transportation issues. Outcome R~easurement:Provide necessary computer training for associated personnel to be able to expand Scan capabilities. _ TOIIVN OF VAIL 1994 BUDGET ~r®aram: ReVenu~ Collection Ib11SS1®11 ~~c~f ~1~1en~:To complete parking transactions courteously, accurately and quickly. ®~erati®nal G®a1S: Process Goal: 1. Stay within $300 both over and under each year. 2. .Attendants will conduct 3 transactions per minute as necessary. 3. No complaints concerning personnel conduct. 4. Maintain equipment efficiently. Outcome Measurement: 1. Yearly records 2. Review 10% of transactions and periodic manual monitoring of speed of transactions. 3. Record all complaints 4. Repairs to equipment completed on a timely basis. Customer Satisfaction Goal:To provide a level of service that is excellent/outstanding to customers. Outcome Measurement:Random surveys of customers on level of service. All complaints resolved within 24 hour period. Immediate response to problem situations by management. Future Goal:To provide more automated features to the customer such as: 1. Pay on Foot stations at pedestrian entrances to structure. 2. Use of fully automated booths. 3. Credit card acceptance program. Outcome Measurement:lnstallation of (2} Pay on Foot stations (VTRC in 1994 and LHTRC in 1996) are existing future capital projects. Secure capital funding to allow the transformation to fully automated booths and a credit card acceptance system. TOWN OF VAIL 1994 BUDGET ~ro~ram: Winter ~ar~ing Lot Cleaning ~ISSI®P1 ~l~atel~7~1?~:Provide a clean and safe structure for use by guests. ®~era~ional Goals: Process Goal: 1. Sweep Lionshead and Village Parking Structures nightly. 2. Empty trash cans nightly. 3. Snow Removal: A. Snow removal from all pedestrian areas by 9:OOA.M. B. Lionshead access to lower parking levels clean by 7:OOA.f~. C. Top deck at Lionshead cleaned by 10:OOA.~. D. Coupon lot clean by 7:OOA.M. E. Transit deck clean by 7:OOA.~1. Outcome Measurement:Manual monitoring of cleanliness. completion of work performed paperwork. Customer Satisfaction Goal:To provide a level of cleanliness and safety that is rated excellent/outstanding by customers. Outcome PAeasurement:Citizen survey will address parking lot cleaning in addition to random surveys. Zero slip and falls due to snow and ice accumulation. Future Goal:Use of security cameras with programmable monitor to lower vandalism rates. Outcome Measurement:Have security system in place by 1995. TOlIVN OF VAIL 9994 BUDGET ~r®~ram: Vail Village and Lionshead Structure Maintenance ~ISSI®rl ~~'af~rll~rif:Efficiently maintain parking structures to be safe, functional and attractive for public use. ®q~ral~lOlla~ ~®~~5: Janitorial Process Goal:Perform custodial maintenance to each public area (3) times daily. Check facility every (2) hours. Outcome Measurement:Monitor performance with manual checks and posted sign-in sheet for all maintenance personnel. Customer Satisfaction Goal:No complaints regarding cleanliness of public structures. Outcome Measurement:Document and track all complaints. Use citizen survey results. Future Goal:Refine existing procedures. Continue reduction of products used. Provide extended training for employees. ` Outcome Measurement:Trackcleanlinws and appearance of public areas. Document cost and use of materials. Preventative Maintenance Process Goal:Perform preventative maintenance according to maintenance schedule to avoid major and costly repairs. Outcome Measurement:Document structural condition of structures every (5) years by performing a structural engineering analysis. Monitor physical performance of structure on a daily basis. Customer Satisfaction Goal:Use of less than 5% of operating budget in unexpected repairs. Outcome Measurement:Use of budget reports to analyze expenditures for repairs. Future Goal:Refine existing maintenance schedule and rigidly implement schedule. Continue investigation and implementation of concrete sealers and coatings. . Outcome PAeasurement:Trackrnmpliance to maintenance schedule through a future work order system implemented throughout the Public IlVork's Department. Repairs Process Goal:Make required repairs within (5) days of reporting. Safety items addressed immediately and repaired within (3) working days. Outcome Measurement:iVo injuries due to condition of structure. Track complaints to verify completion within (3) days. Customer Satisfaction Goal:No complaints on condition of facility from users. Outcome Measurement:Document, track and rectify any complaints. Use results of citizen survey to. gauge measurement of goal. Future. Goal:Perform maintenance in a manner that no repairs are necessary. Outcome fi~easurement:Through experimentation and research, invest in the best products and develop the highest quality methods to perform the necessary maintenance. TOWN OF VAIL 9994 BUDGET Pro~ram:Vehicle Peplacem~n~ Plan ~ISSI®Pl ~~'a~@P~7~P1~: Replace vehicles and equipment when life cycle costs are at the minimum. ®~erati®nal G®als: Process Goal:Replace vehicles/equipmenttyhen operating and holding costs are at their lowest. Outcome f~easurement:Track operating expenses and holding costs (depreciation) -detailed costs from Computerized Fleet Analysis. Process Goal:Replace vehicles/equipmenttyhen they are obsolete. Outcome ~Heasurement:Read trade journals and attend equipment shows to stay current with new products. Customer Satisfaction Goal:Keep rental rates low and uptime high. Outcome i~easurement:Track rental rates from year to year -cost to be as low or lower than inflation. Customer Satisfaction Goal:Purchase more efficient vehicles/equipment for users. Outcome Measurement:80% of users to rate equipment efficient. Future Goal:lmplement an alternative fuels program for the Town's fleet. Outcome ~Heasurement: Track number of vehicles retrofitted or purchased to allow the use of alternative fuels. Also monitor their performance. TOUVN OF VAIL 1994 BUDGET Pr®aram:~aintenance ®f Vehicles (9 23) and equipment 26) IVI/$S~®~ S~a~~?11en~':Provide quality vehiclesJequipment through a timely preventative maintenance program and knowledgeable technical repairs. ®~erati®nal G®alS. Process Goal:Perform preventative maintenance. Outcome Measurement:90% of all PM's shall be performed within 500 miles or 25 hours of the time they are due. Monitor work orders and compare to PM's due report. Process Goal:Perform repair maintenance - 60% of all repairs shall be scheduled. Outcome Measurement:Monitor repair orders -detailed records of scheduled/non-scheduled. Process Goal:Repair damaged equipment -Estimate damage of 95% of all accidents within (2) days -Repair damage of 80% of all accidents within (10) days. Outcome Measurement:Check estimates against accident dates. Check repairs against accident dates. Customer Satisfaction Goa1:90% of users to rate PM schedule as excellent or outstanding. Outcome Measurement:Surveys to user departments. Customer Satisfaction Goal:Repairs done right the first time - 85% of the time. Outcome Measurement:Monitorvork orders -detailed records of "comebacks". Customer Satisfaction Goal: 95% of users to rate body work outstanding when vehicle picked up. Outcome Measurement:UVritten response attached to repair order from user when vehicle is picked up. Future Goal:Reduce roadcalls to less than 50/year by 1997. Outcome Measurement:lf PM and replacement schedules are adhered to, roadcalls could be reduced. Monitor work orders to determine success. TODUN OF VAIL 1994 BUDGET Pr®aram:ilrlelding and ~abricatiOn ~ISSIOr1 S~a~eC17~11~:Provide quality fabrication and welding for Town projects and repairs. ®~era~i®nal Goals: Process Goal:Provide welding and fabrication services for routine maintenance and for projects. Outcome Measurement:95% of projects or repairs will require no re-work. Monitor work orders- detailed records. Customer Satisfaction Goa1:90% of user's will rate the welding and fabrication as excellent or outstanding. Outcome Measurement:Sunrey user departments annually. Future Goal:Provide a better ventilated and more productive work environment for welder. Outcome Measurement:Town Shop's Master Plan will identify shop problems and potential solutions. Implement the recommended solution. cvs 9.~~ 43 0,{-{~.uc. ~ ~ ire e ~r en 199 ®1 ~41VIVUAL REPORT ~ s - .Q ~ o . p. _ - \ i ~ •1 o a, 9 0 ~/40~`~ . ICI ItV TAT'EIUIE~VTo °°T r®t t life and r® ert thr®u p v g quality fir rotection ,and erx~ergency edical services®88 - ~It®G e Fire Suppression 11dISSI®11T STATL~rT~a Provide fire protection through constantly manned and ready initial firefighting equipment. ®PE1tATI®rIAI. ~A~o Deploy equipment and on-duty personnel within one minute of notification utilizing the most effective response route to maintain the following average response times (time starts when Vail Dispatch receives tl~e call to when the fire unit arrives on scene): DISTRICT 1993 1998 AVG. Vail Village/ I,ionshead ..............04:00 03:48 03:58 Sandstone ..............05:07 05:17 05:13 li~atterhorn ..............04:39 05:16 05:01 Golf Course .............08:37 05:88 06:38 East Vail ...............06:58 04:42 05:33 Test Vail 14:87 _ 18:08 13:06 Booth Creek/Falls ........08:55 07:15 08:04 Intermountain ...........07:54 06:54 07:15 Dowd Junction 10:47 10:38 10:37 Vail Pass 16:13 16:81 16:18 ®iJ~C® ~11IT ~~e Continue to keep records and research as needed to maintain a high level of response. CIJST®MEIt S~ITIS~'AI®RI ~AAY,: Response will be considered excellent within 80% of the response area. V~1i11 follow-up with a phone survey of 25% of the customers. ®IJT'C®ME HdFA.S Nye Constant checks on response time to all response areas. FITTiJI~ ®ItIE111T~~ :Complete analysis on effects of an additional fire station in tl~e western end of the Town, or additional response capabilities by August 15, 1994. -1- - PI8®GItAMe Emergency R/Iedical Response A~ISSI®11T STAT~~N~e To gave lives by stabilizing the condition of the sick and injured iri the field. ®P~1tATI® ~~H.So Process Goal: Respond to all life threatening . emergencies within 60 seconds of notification. ®i7`I`C®M~ riTe Continue with records of response area, response time and number of calls. ~ZJS~®MLIt `PISFAC~`I®N Ado Excellent response with excellent results for 80% of the calls. ihlill follow up at random with customer survey. ®BJTC® A~~T`1P° Constant checks on response times to all response areas. Check at random with the paramedic units and Emergency Room personnel on how well the patient was treated. I~'IJT ®RIE~TT'L~ : Complete analysis on the effects of an additional fire station in the western .end of the Town or additional response capabilities by 8/ 15/94. -2- _ PR®C: a Public Education HHISSI®l~i ST~I~EME21T~o Provide education programs to the general public. ®P~It~ITI® a I~Iake available education in C.P.R., fire safety, first aid, and the proper use of fire extinguishers. ®ZJTC® 1~lIE~SiJYtL~NTo Continue to keep records of people trained and personnel hours required. CZJS`T®H~EIi ~~'ISPAI®rT AI.a Excellent response with excellent results from 90% of the people trained. Nave instructors evaluated by the people trained. IT~A~S ®II+'F~1t~I~o Fire Extinguishers (proper use and safety) First Aid C.P.R. Station tours Fire Alarm Procedures (for the Lodging Industry) Fire Alarm Installations (Commercial and Residential) Fire Sprinkler Applications (Commercial and Residential) Fire Safety Discussions (for the local schools) Commercial Kitchen Fire Safety Residential Fire Safety ~lildland Urban Interface Construction related issues -3- P1tOC: a Fire Safety Inspections FISSION S7CATEM~N~o Provide on-site Fire Safety Inspections by fire fighters trained to identify factors which may tend to cause a fire, increase the spread of fire, or cause personal injury to the occupants, with the intent of safeguarding life and property to a reasonable degree. ®P~IZATION~ ~a 'I`he Fire Department will conduct annual fire prevention safety inspections and re-inspections of all commercial properties. ~n educational approach will be used to achieve compliance. results of the inspection will be conveyed both verbally and in writing, along with information as to the causes of fires, code requirements, and possible solutions when requested. ®IJ1'COME HREAS l1~NT G?O~I,> A 60% compliance rate will be achieved after the first inspection. A 90% compliance rate will be achieved after the first re-inspection. CIJSTOMEIt SATIS~'AION OOAIr: ~i customer satisfaction rate of 80% will be reflected in the results of an "Inspection Process Survey." OgT1'OOM~ ~NTe An "Inspection Process Survey" will be conducted at random on 25% of inspected properties. I~'ZJ~'ZJRE OItIENT~~ ~S: The ire Department will continue to explore and review systems and methods of tracking fire inspection reports and data that will allow for accurate analysis for selection and implementation in 1995. ®iJTC01~ Z7REI~NTe Fire inspection records will be automated with accurate data retrieval and analysis available ii1 1995. -4- . _ _ f PROGe Fare Prevention 'T'echnical Services FISSION S~°ATE~NTD Provide a multitude of services within the field of Fire Prevention, with the intent of safeguarding life and property to a reasonable degree. OPE1tATIONAL GO~o The Fire Department will conduct semi-annual inspections of restaurants; conduct technical inspections and witness acceptance tests of fire alarm and fire sprinkler systems; review building blueprints and site plans within 5 days of receipt; and provide opportunities for building owners, architects, engineers, contractors, developers and managers to meet in conference to review plans and identify options. The Fire Department continues to work with all other Town of Mail depaa h.aents, local utilities, State and Federal agencies in reviewing plans to achieve compliance with adopted codes and standards. Trained investigators will conduct investigations into the causes and circumstances surrounding fires occurring within the Town of Mail and provide Fire Code interpretations and enforcement when necessary. OU~'C®1VIE I~SUgYE~ENT OO~e Records will be maintained reflecting the outcomes of meetings, tests, plan reviews and other activities. CUS`Y'O1~EIt SA~'YS~'A~ION GO~a A majority of customer contacts will feel the process and results were reasonable, fair, and within acceptable time-frames. A minimum of 25% of the contacts will report the results were VERY GOOD or EXCELLENT. ®UT'C®11~E B~EE~UREPI~ENTs Customers will be offered the opportunity to complete a "Technical Services Response Survey." I+'U`TUItE OISIENTEO OO~Y.Se Technical services will be automated iri such a way as to reduce excessive hard-copy retention and facilitate data analysis, including time tracking, by continuing to survey and investigate systems and methods for selection and implementation in 1995. ®UTCOIVIE ~dEASUREH~ENTe Technical services will be automated with data retrieval and analysis available in 1995. -5- ACS YS 11TTS FR®~d 'x' ~g9~ BZJDGET PUBLIC EDUCATION ~ tttE SAt~ ~ 1Y DEMONSTRATIONS, ~ 1ttST AID DISCUSSION'B,TAL NUMBER OF AND C.P.R. CLASSES: OF PAtca~CIPAN'I5: RED SANDSTONE ELEMENTARY 150 RED SANDSTONE ELEMENTARY DAY CAMP 15 ED~IARDS ELEMENTARY 25 ABC CHILDREN'S ACRE 30 EAGLE COUNTY SCHOOL DISTRICT KITCHEN STAFF 15 POTPOURRI DAY CAMP 40 THE LF.ARIlTING TREE 25 MINTURN MIDDLE SCHOOL 30 BAl'1LE MOUNTAIN HIGH SCHOOL 30 MEADOi~I MOUNTAIN ELEMENTARY 30 tIAIL ~TALLEY MEDICAL CEN i ~;R 150 TOihTN OF NAIL SO TCI CABLE~TISION OF THE ROCKIES 20 THE MOUNTAIN HAUS 25 STREAMSIDE 20 THE RADDISON 25 UPPER EAGLE COUNTY MATER AND SANITATION DISTRICT 25 MAIL RACQUET CLUB 15 T Ah ER I1~IVIDiJAY,S COI~ITACTEI) EY a ~ VAIIs FIRE I~EPAItTMEIVT ~ PEOP~ -S- ACC®)~I.ISHMEIITTS I~It®li~ °a ~9g3 BUDGET EMPI.®YEE TI2AI1~TIl~dG In April of 19J3, the Chief asked fare department personnel if they would like to focus their attention on specialized training, and in what areas would they like to branch out. The following requests were accomplished: Colorado State Certification for Firefighter Levels I, II ~ III Colorado State Certification for Emergency Medical Technician-Basic Iaecertification for Emergency Medical Technician-basic Hazardous Materials Command I-Iazardous Materials Spill Control ~Ihite ~Tater fescue Self Contained Breathing Apparatus Technician Certification Building Structural Collapse Colorado State Fire Academy Colorado Division of Fire Safety Driver/®perator Certification Fire Protection Master Plaraning Critical Incident Stress Management National Fire Academy Executive Development -7- I RE-STATISTICS REPORT "r~7.` r ' . . ' ~ires in structure= Number Civilian Civilian Property by of ~ixed Property Use incidents injuries deaths damage ~~~~~>k~MiX~ik>kM~k~~:~k~ik~~K~~~%M~~k~Kik~kik~k~C~kik~~k~k~k~k~X~Xik~ik~k~k#~C~~~~ikiXikik?K~ik~k~~>k;#:~k~K~k~k~k>rM~r:~~'~'~i;~* 'r;I','i=;TE UWELLINu 7 Ci O L6, ^~;'i~).;:)O ;PART,MENTS 9 O 0 19,700.00 iUTELS & MOTELS 2 C) Ci ~ , t)~' ~ ~1 _J~J.l1l. ;TREK RES I DEN T i AL 0 0 0 O. i;~0 -C~TAL RES i DEivT I AL ~ . 18 0 O b7 , 170.00 'UJ~ 1 L ~JC'`~iL'~~, 1 V ~ lt`i\J . Vl~ ~Cr.DGLS cS CULL EGES 1 G Ci . aC-~~ O~; Li\HL IV=. iTUT1OfV~ 1 Ci O ? r'; ~'C0..~0 '.EF-iLT: ~ C~`iC O ~7 Cl . r)i;i i! O!=:=5 EJt= F i LES t O 0 X00 . OQ ND!Tr•t`' ~a U ; i _ _ TY 0 +;i r; 0 . ir)O ,TGRAG~ 1 0 G ~50.0~~ ~PECi~L PRC°C.,T, 1 c,; it _S,C;O~,i.O~ L=IH~ ~~,h•J~iv",_ i°t L7 J BC rr`J.QQ e LTSIi.E wi TH ° C) %~:i0.00 ,_'0 iRE~ 17 0 0 ~~9,c~,%0.00 1R.UCF~ RE ~ 2 r; 0 ,0 . O;; ~i~:~R -IRE_ ~ c o lbo,o9o.i_. J "`iTAL CiF FRES Bb 0 G 51~ .010.OG _i?UAL AID 18 ALL OT; ;;ER I NC I DEivT:, 1 1 Ob `OTHL I NC I D`ivTS 2~q 5 r:>~r,:r,:;r;.:r,+r~~M~!;,~h:$~~r:~+~~~~*.~,~1,.Mr;;.r,;~fi;x t~$;N;+k>L.~i:'r i?>f:~r~~~.*~~~~'+~~Y~Kn$~~ ;'YM~k*~'X~+;'~F k*.~:ir~'Xk:~.R;~ fi r:>kr ~;>E:Xrc ~•~;r:fi:.;i:;,~>}~.Mr,.r~~Y~r~~Y~4'~'~!i,r.>k~k~K~:Y~K*k~~:+isx~rk'~~~,~:~k~K*~K~k~Yx+kn~~Y*~~~~~~~>s'.k~~~k~tfi~R#.~~#~r:~~~r.~:>}:r:. O O flgg~®~gg4 J~I~rkE REPORT STi~TISTICS DIS~°ItI~' COMPAItISO11TS I~IZJMBEIt OIL' ~I.S AISTItI~ ~ GE/LIONS Wv SST ~/AII. EAST i~i~ ~e of Call Fireworks 2 0 LTnautllorized burning '1 1 4 Structure fire 1 S 4 3 ®utside structure ~ 3 1 ~Iehicle fire 2 9 3 Erush/grass fire 1 0 1 1`rash fire 5 4 3 Chimney fire 2 0 0 Steam explosion/leak 3 3 3 liRiTA w/o extrication 17 35 36 1V[~IA w/ extrication 2 ® 6 EI~[S /medical call 114 54 33 Construction accident/rescue 7 2 1 ~Iaz lMat - 13uilding site 11 S 13 ~Iaz Fiat - Transportation 5 3 1 I ielicopter assist 32 0 4 Power lines/electric vault 4 3 Excessive heat/near fire 4 0 ~ 0 ~lydrant maim. (snow removal) 2 3 g Knox box key replacement 51 9 5 dater line breaks 26 11 3 Smoke removal 16 2 1 Agency assist ~ 3 ~ 337 153 130 _g_ MAIL, t''AKE DEPAKiMENT AftTNUAL REPORT -FIRE DATA fl 994 BUDGET NUMBER AND TYPE OF ALARMS :1990 - 1993 (FOR THE PERIOD FROM JULY 1 -JUNE 30) .Y.~~'~ ~0/~Il ~31/J2 g2 93 FIRES 102 79 86 OVERPRESSURE/RUPTURE 1 1 8 EMS /RESCUE 403 404 458 HAZ. CONDITION 115 ~ 78 16 SERVICE CALLS 219 130 168 GOOD INTENT 37 27 38 FALSE CALL 961 891 917 FIRE INSP.°" 568 474 350 TRAINING 445 454 368 MISC. NR 23 21 ~'®TAII.~ 285Il 256 243® (NR -NOT RECORDED IN DATA BASE) -SHIFT INSPECTIONS ONLY: DOES NOT INCLUDE INSPECTIONS BY FIRE MARSHAL OR FIRE INSPECTOR) - fl® - u?S R 3~~ 43 ~ ~ d~ ` ~ .~•f . , . ~ij1"iii }.ir :i; ~:(:~:i r,;,i,;.i '":vii r mow we thank the custorxier perceives us, and how the custorraer actually perceives us, can be >rniles apart. Customers perceive service an shear own unaclue way. ~L96Yd~~ooo ~ NN~oOCI O> Attatucle ® 'g'one of voice ® The way you look ~ ~'he way you caress ~ ~']Che way you treat people ~~~~~pM~ ~~°~9~~oeo C~ Consacleration C~ 'l: olerance C~ ~,Jnaty ~ g~iscretion C?~ ]balance 'IC?n~ ~~~~Ile ns w®nn ®>r Il®s~ ~Ilfle snmpIles~ Ilevefl cca~st®a~e>r ~e~rcepli®ne • ~ F 1. EVIEIZYONE IS IN SERVICE. EVERYONE IS IN CUSTOMER SERVICE. 2. THE ONLY V~VAY EVE CAN MAKE OURSELVES UNIQUE IS THROUGH OUR SERVICE. 3. ,VERY CONTACT IS A UNIQUE EXPERIENCE FOR THE CUSTOI~AI~IZ. 4, EVERY COMPLAINT IS AN OPPORTUNITY FUR THE FAZE SERVICE TO IMPROVE ITS IMAGE. riV® °TY~E~ CUST®IVIER.~ ! 1. II~ITER.NAL 2. EXTERNAL "Three factors distinguish exceptional service providers: a clear and useful service strategy effective service delivery customer oriented people" Jan Carizon SAS ®ear ~aast®IIDflefl s... are the aa~ost vital ~peopde to our business. ®ur ~Custoaners... are citizens amid ta~payerS. ®ur ~eastoeniers... ~aay be ~e~pen~?ent Dan ass -13~.1'1C, we aar¢ ~~ry aiepenaieng on the~ra too v ®anr ~ustomaers... a¢•e never an imterraaptioa~ off Dena- ®vork - they are the purpose of it. ®ur ~ustoaaeftrs... gale ass aaa o~portumity to alemoaastrate e~hat sanperHD service givers we are - dve are mot a~oieag bhemn a favor by servimg them. ®aar ~ustoaners... are a part o6 our baasieaess -mot oaatsiclers. ®ur ~ustoanaers are aaot,~aast statistics -they are haaaxaan beings dike ass vvitln feelings, eamotions anc~ meec9s like our o~ae. ®anr Canstoaraers... are not people to argue with, naatch wits witch, or try t® prove wromg. ®ur ~ustoaaaers... an•e people lobo kariug ws thear ~vamts amcd meeds - it is oaar ,pob to tidd those •wamts amcd meecis. ®ur ~aflstoa~ners... are deserviaag of tlae meost courteoaas aaBCd ~ittemd°sve treatment eve cam give them, even those vvleo are sometiaxaes haraS to stead dvitln. ®ur ~Custoamers are the people wdao snake it possible to pay our salaries, ~&eether you are a firefighter, or office ennployee. ®ur cCustoagaea•s are tine lifeblood off oua• ~aasiness. ~'ithordt tlaer~a, ®ve leave no .Bobs ! b WHAT CAST®IVIERS REALLY Vi/e4NT? An injured person being transported to the hospital wants more than the correct medical treat- ment. Their minimal expectation is to arrive at the hospital alive. A fire victim wants more than fire suppression from our engine companies. Citizens requesting administrative support want more than the minimal answers to their ques- tions. CUSTOMERS WA1~1T: IZ.esults Someone to listen Understanding Empathy ~Zespect Someone on lmy side Delp (we are the export) Patience Intelligence Choices F1exil~ilIlty 'Timeliness Honesty CiJST®MERS ALWAYS WANT MORE THAN THE BASIC SERVICE THEY ARE EXPECTING 9 ~"®!ltlB~ ~lAUtl., SIRE ®E~A~TNV~~4~' ~0~~~~~ ~~RV~~ ~~R~ Dear Citizen, VVe are here to serve you in a professional and timely manner, and would like to have your input on t}~e service we provide to you. ~ Did we reshand to your need in a timely manner? ?(poor) C](fair) ?(good) ~ I-low clo you rate our overall service? C](poor) ?(fair) l7(good) ~ I-IOw were you treated by our personnel? Cl(poor) [](fair) ?(good) ~ How can we improve our service to you? Name and address (optional) FOLD HERE Town of Vaii Fire Department Vail Fire Department 42 W. Mea~9ow Drive Vail, CO 81657 -~g3oti3 ~(.f~~~ _r PUBLIC ~®RKSITRANSP®RTATI®N I~ISSI~N STATEMENT "T® PR®VIDE THE C®Mf~UIdITY SAFE, HIGH ®UALITY SERVICES IN A RESP®NSIVE AND EFFICIERIT MANNER F®R PUBLIC USE AND ENJ®YINENT." { ~ b TOWN OF VAIL 1994 BUDGET Program: ~ubli~ ~®r~'s ~ana~ennent i~'iSSI®r1 ~~c~~'~t'~~r1~:To direct and effectively manage the divisions within the Public Work's Department to meet their goals and objectives in an efficient and timely manner. ®~er~ti®r~al G®alse Process Goal:Guide all Public Work's programs to vuithin 90-100% of their planned objectives and within time and resource constraints. Outcome Measurement:Develop ayearly workplan for all divisions, which will consist of capital project construction and annual maintenance issues. This workplan will be started in 1993 for 1994 implementation. Will provide for better planning, minimize "putting out fires" and result in increased productivity. Process Goal:To develop, monitor and administer the Department's general fund operating budget to ensure the resources are available to implement programs, and that expenditures are balanced. Outcome Measurement:Continuously monitor budget status through financial reports, purchase orders, payroll verification and constant communication with division heads. Promote "team" effort in budget preparation. _ Process Goal:To provide direction to staff in communications and coordination with Town Council, Town Manager and other Town Departments. Outcome Measurement:providedfvision heads with necessary feedback and updates within (1) working day, in order to facilitate productivity. In turn, division heads will share this information with employees through crew meetings, community bulletin boards, staff meetings, etc. Prorride employees within Department with agendas, meeting minutes, etc. for their information. Process Goal:To acquire a computerized work management/worknrder system for the department in order to streamline services, accurately cost jobs, implement preventative maintenance schedules, inventory and fixed asset control and accountability. Outcome Measurement:lnvestigate work management systems specializing in Public Work's functions. Implement by 1994. 4 . ' Customer Satisfaction Goal:Provide quality customer service which is rated excellenUoutstanding amongst internal and external customers. Outcome ~Ieasurement:Through use of citizen survey, citizen response correspondence and interdepartmental communication, management can assess level of satisfaction with service. The Public !AlorkslTransportation Department desires to take a leadership role in the Town's VIP Program and to make a deliberate and consistent shift to being "pro-active" versus "reactive". Future Goal:Develop a central purchasing "system" for the Department in order to promote competitive bidding, standardization of products/equipment and lower operating costs. Outcome PAeasurement:Departmentvill develop a purchasing "system" or "philosophy" which will relate to a change in purchasing methods and practices. A thorough analysis will take place of the Department's purchasing function and investigation of other municipal operations will occur. Cost comparisons will be tracked. ~ Future Goal:lmplement recommendations outlined in the Town Shop's faster Plan which addresses current needs and upgrades to the shop facility based on changes in operations, growth, safety conditions and code violations. Outcome f~easurement:Complete Town Shop's Master Plan in 9993 and present to Town Council for adoption. Secure funding (to included possible grant funding) to implement phases/recommendations over the next (10) years. T0~lN OF VAIL 1994 BUDGET ~r®~ram: engineering Ibll~S!®11 ~f~~+~P}~~rl~:To provide professional engineering services to support design, construction and maintenance of Town projects and private development in an efficient and innovative approach. ®~era~i®nal ~®al~e Process Goal:Perform testing and inspection of public improvements constructed through Town capital projects and through private development projects. Outcome Measurement:Construction Inspector will perform scheduled (per ordinance) and random testing and inspection on all public and private construction. Process Goal:Provide general engineering information to developers, other departments and general public within (24) hours after request received. Outcome ~Heasurement:Track phone requests and correspondence. Process Goal:Review and modify all private development plans to ensure 100% compliance with State and Local engineering specifications and standards within (2) weeks of receiving from Community Development. Outcome Measurement:Note date in/date out on plan submittals. ~ ' Process Goal:Plan, design and construct the budgeted capital projects within the assigned year (barring unforseen circumstances). Outcome f~easurement:No rollforwards. Customer Satisfaction Goal:To work with contractor's to ensure that the Town's regulations for public way construction are adhered to and to provide assistance when needed. Outcome PAeasurement:Construction Inspector will perform daily site checks on all public and private construction projects. Customer Satisfaction Goal:Centralize project records and mapping within engineering division in order to be "user friendly" and easily identifiable. Outcome Measurement:Less frustration for employees/general public to access public records and maps. Requests for information will be handled in a more efficient and timely manner. Future Goal:Provide legal surveys for all Town-owned property and right-of-~vays. Outcome I~easurement:Have complete legal information on all parcels belonging to the Town of Vail. Track reduction of costs associated with mis-information. ~ Future Goal:ln conjunction with Community Development, streamline the plan review process to improve service to developers/contractors to encourage growth. Reduce turnaround time for engineering review. Outcome P~easurement:UUork closely with Community Development on plan review process and look for efficiencies in the system. Track submittals. Future Goal:Elevate the condition of all Town streets to an acceptable engineering standard and maintain to this level. Outcome Measurement:Street improvement program will start up again in 1995 and continue until all streets are upgraded. The Town will continue with the sealcoat operation to extend life expectancy and monitor condition through Pavement RNanagement Studies. T01A1N OF VAIL 1994 BUDGET " Pr®~ram: ~p~cial ~Ven~s ~ISSI®Tl ~$~$~P11@tl$:To perform convenient and cost effective services for community events (upon request) and Town-affiliated functions in a timely and professional manner. ®per~$i~nal Gals: Process Goal:Continue to improve the application and communication process with regards to special events. better planning should eliminate "surprises". Town needs to develop a policy to allocate funds to departments to cover special events. Outcome RReasurement:Revise the current special event application to be more inclusive of specific needs from the Town. Give departments the opportunity to itemize these costs and determine funding source up front. Customer Satisfaction Goal:To receive an excellent/outstanding rating from event sponsors, whether private or public. . Outcome ANeasurement:Upon completion of event, meet with event sponsor and receive input on service provided by the Department. Document comments. Future Goal:Develop a "Xmas Lighting and Deooration Plan" to document areas which are currently lit and decorated, and future expansion to other areas of Town. Develop in 1994. Outcome PAeasurement:Complete the assessment in 9994 which will address future sites based on criteria to be determined. Plan will also look at requirements such as electrical and safety. TOV11N OF VAIL 1994 BUDGET ~r®ararr~:l~inte~ ~tr~et Maintenance a ~ISSI®r~ ~~~~~P~1~P~~To maintain all Town-owned streets and public ways in a safe, timely and efficient manner throughout the winter season. ®~era~i®nal G®alS: Process Goal: Begin plowing/sanding operation when accumulation is 1" or more. All Town- owned streets & public pedestrian areas (only those we are responsible for) will be plowed and sanded within 6 hours from the end of each storm (depends on duration & time of day). Outcome Measurement: After inspection of designated route, equipment operators will inform street supt./supervisor of road condition status and elapsed time to achieve an acceptable standard. ? Process Goal: To achieve 100% compliance of the sidewalk snow removal ordinance. Outcome Measurement: Sidewalk/pedestrian areas/stairways which are no4 the responsibility of the Town per ordinance are identified on a snow removal map. Town maintenance staff removes snow/ice when residentslbusiness owners fail to do so. Maintenance staff will keep track of any work performed in these areas. Process Goal: Repair/replace traffic signs damaged from vehicular accidents or plow operations within (2) working days. Regulatory traffic signs will be replace and repaired within (1) hour of notification. Outcome Measurement: Street supervisors will log work performed. Process Goal: To fill 100% of reported and observed potholes on Town-awned streets within (1) business day. . Outcome Measurement: Track complaint calls-object is to be pro-active instead of re-active. Customer Satisfaction Goal: At least 80% of customers surveyed will give an excellent/outstanding rating to winter snow removal operations. Outcome Measurement: Citizen survey will address snow removal operations. Begin tracking of complaint calls. Customer Satisfaction Goal: Update the "Snow & Ice Control Plan" for the Town of Vail in 1994 to reflect current policies, procedures & priorities, while also forecasting future operational goals and possible expansion. The format should be "user friendly" and easily understandable for a new employee or interested resident/guest. Outcome Measurement: Completion of the project along with community input (informal public meetings) to gather comments. Future Goal: Implement cinder recycling program iri 1995, which should reduce purchase of cinders by 20% - 30%. Outcome Measurement: Dollar savings in cinder purchasing. Future Goal: All private snowplow contractors operating in Town limits will be properly licensed and work within the policies & procedures outlined in the revised "Snow & Ice Control Plan". Outcome Measurement: Through random checking, monitoring of newspaper ads and improved media participation, number of permits issued determine program success. i 70UVN OF VAII_ 1994 BUDGET Proaram:Summer Street Maintenance lvl~S$i®rl ~~a~e~1~r1~To efficiently maintain all Town-owned streets and public ways, keeping them safe and usable for the public. ®~erafior~al Goals: Process Goal: After inspection, perform permanent patches and overlays, according to accepted industry standards, to damaged asphalt areas no later than July 1 of every year. Outcome Measurement: After inspection in spring, the damaged areas will be listed on the Public I~lork's priority list, which is updated weekly. UVill show completion by July 1. Process Goal: Clean and check all catch basins in spring and fall. Outcome Measurement: A listing of all catch basins will be compiled and filled out by employees performing work. Maintenance on each catch basin will be noted & dated. Process Goal: Install $0% of all new sign requests within 30 days. Outcome Measurement: Currently have a sign request system in place. All signs must be approved by the Town Engineer to ensure proper regulations are met. Date of receipt of request and date of completion will be noted & tracked by support staff. Process Goal: To repaint all crosswalks, handicap markings & parking lot spaces (done in- house), once/year by July 1, to ensure maximum visibility. Town will contract with private company to stripe traffic lanes in high volume areas by July 1. Epoxy paint will be used to increase life expectancy of effort. Outcome Measurement: All areas in need of repainting or striping will be listed in spring on Public Work's Priority List. Completion by July 1. Process Goal: Repair/replace damaged or missing traffic signs within (2) working days. Regulatory traffic signs will be replaced within (1) hour of notification. Outcome Measurement: Street supervisors will log work performed. Process Goal: Survey all public sidewalks once per year for defects requiring repair. Perform service requests for miro®r sidewalk, curb & gutter and brick repair within (5) working days of notiftcation. Major repairs shall be completed no later than July 1 of every year. Outcome Measurement: Support staff shall track complaint calls & follow up on the completion dates. Public I~lork's Priority list will itemize major repairs to be completed by July 9 . Future Goal: Use of"prefabricated, long-life" traffic symbols in all high traffic areas/intersections (ie. 4-way, VTRC, etc.). Install by 1895. Outcome Measurement: Proven durability of up to three years if applied correctly. Eliminates striping symbols every year in these areas, subsequently reducing striping costs. TOUVN OF VA1L 1994 BUDGET . Pro~ram:~treet ~~e~ping f~iSS1®l~ ~f~~~I~e~~:To sweep and remove debris from public streets and areas within the Town limits. ®~er~~ional ~oa1S: Process Goal: To complete spring clean-up by June 1 of every year, which consists of raking and sweeping cinders from public areas and right-of-ways. Property owners are responsible for consolidating cinders from their property into the right-of-way for the Town to haul off. Maintain the following sweeping schedule: Summer: Sweep VaiVLH areas 3 times/week Sweep residential streets 2 times/month Sweep bike paths 2 times/month . Minter: Sweep VaiULH areas once/week (weather permitting) Sweep residential streets on a "as needed" basis (weather permitting) Outcome Measurement: Operator will document areas covered on timecard. Also can track mileage on sweeper. Process Goal: Perform construction clean-up within 24 hours of notification. Outcome Measurement: Office staff will document complaint calls & follow-up. Customer Satisfaction Goal: To receive an excellent/outstanding rating from at least 80% of survey respondents and eliminate complaint calls. Outcome Measurement: Citizen survey will address sweeping operation. Begin tracking complaint calls. TOWN OF VAIL 9994 BUDGET Pr®ararr~:Litter and ®ebris C®Ilecti®n 6~'i$SiOr) ~~dfG'i1'1~11~:To keep all public areas, restrooms and walkways within the Town clean and litter free. ®Oera~i®nal G®a1S: Process Goal: To inspect and efficiently service all public waste receptacles, public restrooms, traffic control gates, and sweep & clean all public areas throughout the Town within an (8) hour work shift, seven days/week, year-round. Outcome Measurement: Track number of complaint calls. Future Goal: Develop a more "worker friendly", aesthetically pleasing trash receptacle to replace the current whiskey barrel model. UVill be modeled after trash container pictured in the Town's Streetscape Plan. Outcome Measurement: Through the capital street furniture account, replace 15-24 trash receptacles per year. TOViIN OF VAIL 1994 BUDGET Proo~am:special ~e~Vices/emergency Response tb1~SS~®P1 ~~~~@l1~@P~g To provide labor, equipment and materials as needed for any emergency response situation or special service requested by other departments or agencies. ®~@ra~i®nal Goalse Process Goal: In an emergency situation, follow the procedures detailed in the Town's Emergency Response Plan, and provide labor, equipment and materials immediately and in an effective manner. Outcome Measurement: Following the conclusion of the incident, critique the situation with regards to response methods & timeliness. Follow-up with assisting departments and produce a written report as documentation. Process Goal: In an non-emergency situation, schedule aresponse/action to a request for assistance from another department or agency within 24 hours. Outcome Measurement: Support staff will track calls requesting assistance and follow-up with completion information. Customer Satisfaction Goal: To provide special services for other Town departments at less cost, better quality, more convenience than contractors can provide. Outcome Measurement: Provide bid and time frame for project completion to requesting department. Customer Satisfaction Goal: Implement curbside Xmas tree recycling program in 1994. Outcome Measurement: Town staff has picked up Xmas trees as late as March of every year. By making this service more convenient to residents/guests, we anticipate increased participation & cooperation within a shorter time period. Future Goal: Provide essential ~ specialized training to involved employees on emergency response situations to allow safer & professional response methods. Outcome Measurement: Vllith assistance from the Town's Safety Officer, provide varying levels of emergency response training to all employees starting in 1994. Document attendance. TOIMN OF 1lAIL 1994 BUDGET Pr®aram:~ark ~ Landscape Maintenance %SSI®/1 ~~~~~Y1y~'r1~To provide functional, safe, enjoyable and quality landscape areas, park and playground facilities. ~~erati®nal ~®also Process Goal: To provide safe, useable facilities, play equipment and surfaces. Outcome Measurement: Perform regular inspectioNcorrection/documentation of facilities, play equipment and surfaces. Inspect once/week, correct problems within (3) days, and document all activity. Process Goal: Provide quality turf areas free from weeds, disease and worn areas -dark green color. , Outcome Measurement: Perform turf maintenance activities in a regularly scheduled program (frequency depends on activity). Develop and utilize record keeping system. Process Goal: Provide clean and useable facilities. Outcome Measurement: Perform trash removal, restroom maintenance and other facility maintenance on a daily basis. Develop and utilize a record keeping system. Process Goal: Strive to perform all maintenance activities in an accidentCnjury free manner. Outcome Measurement: Track through lfl/orkman's Comp claims. Future Goal: Actively promote and encourage memorial & special event tree planting. Outcome Measurement: Promote through media and track number of requests. Future Goal: Project long range needs for expansion & renovation of existing park playgrounds to be accessible and enjoyed by all. Outcome Measurement: Through in-house and consultant efforts, develop a park facility master plan to address enhancements and renovations to existing park playgrounds. Future Goal: To have 80°!° of all trees on public property healthy and disease free at all times. Outcome Measurement: Implement a forestry program to annually surrey all trees, maintain healthy trees and effectively manage diseased trees: TOUl1N OF VA1L 1994 BUDGET ~r®~ram:Ff®~er fed Maintenance ~ISSI®rl ~~~~~r~~rl~: Provide a variety of flower disp4ays that enhance the beauty of the community. ®~~r~~l®Pl~~ ~a®~IS: Process Goal: Convert annual beds to perennials where possible. Outcome Measurement: Achieve a ratio of 70% perennial and 30% annual beds. Process will start in 1994 and be complete by the end of the 1995 season. Process Goal: Achieve a good show of color throughout the summer season (Memorial Day to Labor Day}. Outcome Measurement: Complete planting of annual beds by July 4. Select bulbs and perennial species with a wide range of colors and bloom times. Create and maintain a record of each flower display to document species, color and time of bloom. Process Goal: Quality planting soil in every display location. Outcome Measurement: Monitor soil condition through soil sampling and testing. Test each location at least once every (3) years. Process Goal: Strive to perform all flower program activities in an acciden~njury free manner. Outcome Measurement: Track through I~lorkman's Comp claims. Customer Satisfaction Goal:At least 80% of customers surveyed will give an excellentloutstanding rating to the Flower Bed Maintenance Program. Outcome Measurement:Citizen survey will address the Flower Bed Maintenance Program. Record comments received during informal public contacts, striving for no negative comments. TODUN OF VAIL 1994 BUDGET ~~®~r~m:~acifity Maintenance ~ISSI®~? ~~~~~'P~9~~1~ Efficiently maintain all public buildings, structures, systems and fixtures to be safe, functional and attractive. ~~ef~a~i®nal ~®als: Process Goal: All hazardous situations to be addressed immediately and remedied within 48 hours of notification. Incur no injuries due to facility conditions. Outcome Measurement: Perform bi-annual inspections of all facilities & document condition, work activity to be performed and timeframe. All notified reports will be documented and handled within the time frame given. Process Goal: All unsay vandalistic acts on any public facility or fixture will be addressed immediately and work completed within (3) working days. Outcome Measurement: Through inspection and notification, vandalism will be monitored. Process Goal: Street light surveys to be performed once/month to monitor outages and repair before public has the chance to report. Outcome measurement: Document results of the survey and any work performed as result of the survey. . Process Goal: Repair lamp outages and correct minor electrical problems within (3) working days. Outcome Measurement: Train building janitors to safely maintain light fixtures. Through a work order system, all facility maintenance can be tracked. Process Goal: To be more uniform in street furniture fabrication and acquisition. Street furniture will be in place by June 1 and collected for winter storage by October 31, of every year. Outcome Measurement: Inventory all street furniture and begin replacement effort. Document through priority list placement schedule. Process Goal: Perform custodial maintenance to public buildings twice/day and check every (2) hours. Outcome measurement: Monitor performance through manual check and posted sign-in sheets for maintenance personnel. Customer Satisfaction Goal:Number all Town-ovuned lights to simplify reporting outages by the general public. Outcome measurement:UUill reduce frustration level of public and employees by making lights easily identifiable. Complaints can be handled more efficiently and repairs handled more timely. lAlill track calls to observe if this system is less frustrating. Customer Satisfaction Goal:At least 80% of customers (Town employees and residents/guests) will give an excellent/outstanding rating to facility maintenance operations. Outcome measurement: Citizen suney will address all facets of the facility maintenance operation. An internal survey will determine rating by Town employees. Future Goal:Reorganize divisions and create a Facility maintenance Division within the Town . structure to centralize repairs, purchases, duplication of service, efficiency, cost effectiveness and timeliness. Outcome measurement: This reorganization will be complete by 9995. Future Goal:lmprove existing conditions, develop preventative maintenance schedules and follow through on preventative maintenance for all Town-owned buildings, structures and facilities. Outcome measurement:Once acceptable maintenance standards are achieved, performing "Pm's" will actually reduce capital maintenance dollars and can be tracked through this reduction. Should use less than 5% of operating bu_ dgets for unexpecte_ d repairs. Perform structural analysis where required and monitor. TOlAIN OF VAIL 9994 BUDGET ~l~®arar~: @nto~n Se~ice i~lSSl®n ~g~~~t~en~To provide a safe and efficient transportation system in the Town of Vail. ®~e~a~i®l~~l ~®a1Se Process Goal:To provide service between stops of no longer than 5-7 minutes at peak and 7-90 minute service at non-peak. To provide a safe and efficient service between the Gold Peak and Lionshead area. Outcome Nleasurement:Consistent level of service. Time checks once on a supervisor shift. A monthly surrey of the quality and serrice of the Intown route will be done. INe carry over 2 million people a year on the Village and Lionshead service. Keeping track of daily records will keep us informed of any changes to keep the level of riders within the system. Customer Satisfaction Goal:To accomplish an excellent/outstanding response on customer survey and have fewer than 20 complaints per season. Outcome I~easurement:Survey for level of satisfaction on Village/Lionshead shuttle. Handle any complaints immediately, or follow-up within a 24 hour period. A 5 minute response time to ,handle any service within the Village or Lionshead areas. Future Goal:To purchase equipment to eliminate over capacity during peak serrice in Village and Lionshead areas. To set up locations for guests to leave their skis at bus stop.locations, instead of on the bus. This will decrease loading and unloading times and help with service times within the route. To look at route modification to help the system with platform times between stops. Outcome f~easurement:INonitor the system daily with records during peak and non-peak times. To check dwell times within system. All these reports will aid in handling over capacity. Capital funding to provide equipment to do the job both at stop locations and design of route along with specific vehicles to accomplish their goal. TONVN OF VAIL 1994 BUDGET ~r®gram: OUtl~ing Service ~/SSl®!1 ~~~~~1~7e~1p:To provide a safe, efficient and effective method of transportation betvueen destinations. ®~era~i®nal G®als: Process Goal:The Transportation Department will provide service of 10 minutes between buses, and a maximum level of 20 minutes during peak service. To achieve more ridership along outlying routes to reduce individual number of cars parking in Vail. Outcome Measurement:Consistency of level of service. Daily check of times and schedules on all routes. Quarterly reports to check with riders on level of frequency, demand and needs on outlying routes. Check stop locations, to be safe and efficient for the needs of the riders. To keep records of ridership on outlying routes compared to parking structure statistics to be able to measure the change in the direction of more riders. Schedule checks will be within 3 minutes of schedule - 80% of samples. Customer Satisfaction Goal:Provide a consistent schedule and frequency for the riders. To obtain their needs to get into work, shop, ski or whatever it might be. To provide excellent service so they will ride the bus and leave their carat home. Outcome Measurement:Sunrey the riders quarterly for satisfaction. To obtain an excellent/outstanding rating on 80% of responses. To handle complaints at hand or follow-up within a 24 hour period. To make sure we provide the best quality service to the million plus riders that we serve. Future Goal:To provide a higher level of frequency on outlying routes for overcrowding during peak hours of operation. To provide "park and rides" to eliminate number of people driving into Vail and in return increase ridership on system. To provide a feeder service to areas like the Valley, Lionsridge Loop or Matterhorn to feed into the main fixed routes to reduce traffic in the Vail Valley. To extend hours of operation at peak. During winter and extended hours in summer to provide a higher level of service to the community. Outcome Measurement:More funding for operations to increase level of service and frequency on outlying routes. Survey areas for density, demand, ridership and safety to provide such increases where needed. Survey a level of basic service to a level of increased service. Future Goal:Play an increasing role in the development and enhancement of the regional bus transportation system. The need does exist to provide transit service to/from Down Valley communities. ~Hany Vail day skiers residing Down Valley utilize the transit system. In addition, a significant number of employees working in Vail, reside Down Valley and rely on the transit services. Outcome f~easurement:Town to continue contributions to maintain this service. Assume a leading role amongst public agencies and private sector beneficiaries, in the effort to arrive at a permanent solution for regional service. TONIC OF VAlL 1994 BUDGET ~r®aram: Statistic Collection and Distribution ~1SS1®f7 ~l}a~ep1'1~'11~:Provide clear and concise information to customers. ®~era~i®nal ~®als: Process Goal:Utilize existing equipment to compile monthly and year-end totals. Outcome Measurement:Customize reports to reflect pertinent information. Dispense to the appropriate internal customers. Customer Satisfaction Goal:Provide statistics that are useful to Town Council, Town Manager, Transportation Advisory Committee, Finance and Vail Associates. Outcome Measurement:Analyze whether the system is providing the necessary and useful statistics to upper management for decision making processes. Survey members of management to obtain what information is needed. Future Goal:Expand use of Scan to facilitate accurate collection of parking information. Use information to make decisions for long term transportation issues. Outcome Measurement:Provide necessary computer training for associated personae! to be able to expand Scan capabilities. TORN OF VAIL 1994 BUDGET Pr®aram: Revenue COllec~i®n ~i'!ss!®n ~fatem~Pl~:To complete parking transactions courteously, accurately and quickly. ®~e~a~ional ~®al~: Process Goal: 1. Stay within $300 both over 'and under each year. 2. Attendants will conduct 3 transactions per minute as necessary. 3. No complaints concerning personnel conduct. 4. Maintain equipment efficiently. Outcome Measurement: 1. Yearly records 2. Review 10% of transactions and periodic manual monitoring of speed of transactions. 3. Record all complaints 4. Repairs to equipment completed on a timely basis. Customer Satisfaction Goal:To provide a level of service that is excellent/outstanding to customers. Outcome Measurement:Randomsnrveys of customers on level of service. All complaints resolved within 24 hour period. Immediate response to problem situations by management. Future Goal:To provide more automated features to the customer such as: 1. Pay on Foot stations at pedestrian entrances to structure. 2. Use of fully automated booths. 3. Credit card acceptance program. Outceme Measurement:lnstallation of (2) Pay on Foot stations (VTRC in 1994 and LHTRC in 1996) are existing future capital projects. Secure capital funding to allow the transformation to fully automated booths and a credit card acceptance system. . ~ } TOWN OF VAIL 1994 BUDGET r~ro~ram: Winter Parking ~®t Cleaning ~IISSI®17 ~~c~~er11~P1~:Provide a clean and safe structure for use by guests. ®~~r~fl®11r~~ ~®~~S: Process Goal: 1. Sweep Lionshead and Village Parking Structures nightly. 2. Empty trash cans nightly. . 3. Snow Removal: A. Snow removal from all pedestrian areas by 9:OOA.M. B. Lionshead access to lower parking levels clean by 7:OOA.~I. C. Top deck at Lionshead cleaned by 10:OOA.~H. D. Coupon lot clean by 7:OOA.~1. E. Transit deck clean by 7:OOA.M. Outcome I~easurement'Nlanual monitoring of cleanliness. completion of work performed paperwork. Customer Satisfaction Goal:To provide a level of cleanliness and safety that is rated excellent/outstanding by customers. _ _ . _ _ Outcome A~easurement:Citizen survey will address parking lot cleaning in addition to random surveys. Zero slip and falls due to snow and ice accumulation. Future Goal:Use of security cameras with programmable monitor to lower vandalism rates. Outcome RNeasurement:Have security system in place by 1995. p ~ O TOlNN OF VAIL 9994 BUDGET Pr®~ram: Vail Village and ~.i®nshead structure Maintenance IbI~S$~®!1 ~t~~e'P~1~P?g:Efficiently maintain parking structures to be safe, functional and attractive for public use. ®aerational G®alsa Janitorial Process Goal:Perform custodial maintenance to each public area (3) times daily. Check facility every (2) hours. Outcome Measurement:Monitorgerformance with manual checks and posted sign-in sheet for all maintenance personnel. Customer Satisfaction Goal:No complaints regarding cleanliness of public structures. Outcome Measurement:Document and track all complaints. Use citizen survey results. Future Goal:Refine existing procedures. Continue reduction of products used. Provide extended training for employees. Outcome Measurement:Track cleanliness and appearance of public areas. Document cost and use of materials. Preventative Maintenance Process Goal:Perform preventative maintenance according to maintenance schedule to avoid major and costly repairs. Outcome Measurement:Document structural condition of structures every (5) years by performing a structural engineering analysis. Monitor physical performance of structure on a daily basis. Customer Satisfaction Goal:Use of less than 5% of operating budget in unexpected repairs. Outcome Measurement:Use of budget reports to analyze expenditures for repairs. 1 , ` Future Goal:Refine existing maintenance schedule and rigidly implement schedule. Continue investigation and implementation of concrete sealers and coatings. Outcome ~leasurement:Track compliance to maintenance schedule through a future work order system implemented throughout the Public Work's Department. Repairs Process Goal:i~ake required repairs within (5) days of reporting. Safety items addressed immediately and repaired within (3) working days. Outcome ~Ieasurement:No injuries due to condition of structure. Track complaints to verify completion within (3) days. Customer Satisfaction Goal:No complaints on condition of facility from users. Outcome f~easurement:Document, track and rectify any complaints. Use results of citizen surrey to gauge measurement of goal. Future Goal:Perform maintenance in a manner that no repairs are necessary. Outcome Nfleasurement:Through experimentation and research, invest in the best products and develop the highest quality methods to perform the necessary maintenance. r+ ~ 0. TOlNN OF VAIL 1994 BUDGET , Pr®®rarr~:Vehicle ~~placemen~ Plan ~ISSI®11 ~~afePneng Replace vehicles and equipment when life cycle costs are at the minimum. ®~era~i®nal ~®~IS: Process Goal:Replace vehicles/equipment when operating and holding costs are at their lowest. Outcome RAeasurement:Track operating expenses and holding costs (depreciation) -detailed costs from Computerized Fleet Analysis. Process Goal:Replace vehicles/equipment when they are obsolete. Outcome R~easurement:Read trade journals and attend equipment shows to stay current with new products. Customer Satisfaction Goal:Keep rental rates low and uptime high. Outcome Measurement:Track rental rates from year to year -cost to be as low or lower than inflation. Customer Satisfaction Goal:Purchase more efficient vehicles/equipment for users. Outcome RNeasurement:80% of users to rate equipment efficient. Future Goal:lmplement an alternative fuels program for the Town's fleet. Outcome PNeasurement: Track number of vehicles retrofitted or purchased to allow the use of alternative fuels. Also monitor their performance. 4. TOlNN OF VAIL 1994 BUDGET ~r®~ram:~lain~enance of Vehicles (123) and equipment ~6) Itll~$S~®17 ~~a~~tr~e~p:Provide quality vehicles/equipmentthrough atimely preventative maintenance program and knowledgeable technical repairs. ®~era~i®nal G®als: Process Goal:Perform preventative maintenance. Outcome Measurement:90% of all PM's shall be performed within 500 miles or 25 hours of the time they are due. Monitor work orders and compare to PM's due report. Process Goal:Perform repair maintenance - 60% of all repairs shall be scheduled. Outcome Measurement:Monitor repair orders -detailed records of scheduled/non-scheduled. Process Goal:Repair damaged equipment -Estimate damage of 95% of all accidents within (2) days -Repair damage of 80% of all accidents within (10) days. Outcome Measurement:Check estimates against accident dates. Check repairs against accident dates. Customer Satisfaction Goa1:90% of users to rate PM schedule as excellent or outstanding. Outcome Measurement:Surveys to user departments. Customer Satisfaction Goal:Repairs done right the first time - 85% of the time. Outcome Measurement:Monitorvork orders -detailed records of "comebacks". Customer Satisfaction Goal: 95% of users to rate body work outstanding, when vehicle picked up. Outcome Measurement:lAlritten response attached to repair order from user when vehicle is picked up. , Future Goal:Reduce roadcalls to less than 50/year by 1997. . Outcome Measurement:lf PM and replacement schedules are adhered to, roadcalls could be reduced. Monitor work orders to determine success. ~ 6' TODUN OF VAIL 9994 BUDGET Pro~ram:liVelding and i=abrication ~ISSIOPI ~t~~~l~1~r)~:Provide quality fabrication and welding for Town projects and repairs. ®~erational foals: Process Goal:Provide welding and fabrication services for routine maintenance and for projects. ~ Outcome Measurement:95% of projects or repairs will require no re-work. Monitor work orders- detailed records. Customer Satisfaction Goa1:90% of user's will rate the welding and fabrication as excellent or outstanding. Outcome Measurement:Survey user departments annually. Future Goal:Provide abetter ventilated and more productive work environment for welder. Outcome Measurement:Town Shop's Master Plan will identify shop problems and potential solutions. Implement the recommended solution. Decrease the use of the automobile by: 1) Decrease free parking in Vail, 2) Encourage car pooling and increase outlying bus frequency. Cost of additional bus service will match the increased revenue when free parking time is reduced. &~4ET~OD o Reduce 0-la hour free parking to 0-40 minute free parking. A $1.00 would be collected for parking at the Village and Lionshead Parking Structures for parking 40 minutes to 1'~ hour. TO E~COiJ~(9E CAIIt ~®OLgk~TG~ 8 •Ford Park would be free to all vehicles with three or more people. This lot would be serviced by a bus on 10 minute intervals. After 3PM parking would be free on a first come first serve basis until midnight. ~ZJS ~EYt®%CE a1~C~tEASEo To accommodate additional riders, the winter bus service during peak times would be the followings •East Vail - 10 minute interval service versus the current 15 minute service. •West Vail South - 15 minute interval service versus the current 20 minute service. •West Vail ATorth - 10 minute interval service versus the current 15 minute service. •Sandstone - 10 minute interval service versus the current 20 minute service. ~DDGETs Revenue- Last year the Town processed 167,105 free transactions which represented 40$ of the total transactions, 413,025(See Table 1). The labor cost involved just to collect the free transactions ran the Town $103,791(See Table 1). Gdith. the 40 minute free parking and the $1 charge proposed, the projected revenue increase would be $100,000. Expense- Increased Bus Package (See Table 2) $101,714.59 Ford Park Lot Attendant S 5,300.00 $107,014.59 RECOF~E~P~Tg®h~T o Approval 6, TASL1= 9 COLLECTIORI TIf~iE FEE ~ROFBT G130SS COST T1~41VSACTIOIVS 0-1'/a FREE 0 0 $103,791 167,105 1'/r2 $3.00 = $86,066 $108,486 $22,420 36,162 2-3 $4.00 = $165,083 $195,364 $30,281 48,841 3-4 $5.00 = $117,590 $134,235 $16,645 26,847 4-5 $6.00 = $116,391 $129,804 $13,413 21,634 5-6 $7.00 = $167,705 $184,002 $16,297 26,286 6-7 $8.00 = $240,197 $260,376 $20,179 32,547 7-8 $9.00 = $234,632 $251,991 $17,359 27,999 8-9 $10.00 = $127,653 $136,090 $8,437 13,609 9-11 $11.00 = $77,819 $82,467 $4,648 7,497 11-13 $12.00 = $21,793 $22,980 $1,187 1,915 13-15 $13.00 = $6,983 $7,332 $349 564 15-24 $14.00 = $11,681 $12,222 $541 873 OVER 24 = $28,909 $29,620 $711 1,146 ILIE1~1G7C1H[ ~~9~~ll9~3 ~ILIL,~G1E ~1~1I~ ~,Y®N~~E ~ 180,000 167,tos 160,000 . ~ 140,000 1~ 120,000 ~ 100,000 80,000 - 60,000 48,841 40,000 36,162 26,847 21.634 26.286 32,547 27,999 ® 20,000 13.609 7,497 0 1,915 364 873 1,146 . ~ ~ ~ e~e~~ ~ ~~~pp ~ pippp p~p~~ ~ ~ i~ $ i~ N ~ ~ !A ~ b9 ~ d9 fA ~ ~ N W ~ ~ ~ ~ ~ ~ 11' 1LJ 1L'/ 1L L""Y11L~ y: ~~lC®~/28dJ O Advertise existing free parking in Vail that is serviced by a free shuttle system after 6PA'!, as an alternative to restaurant parking discount scheme in the Village and Lionshead Structure. C~tREWT FII3EE %,OT CAPPiC%TY EiJS SE1tV%CE Ford Park 250 spaces 10 minute service Gold Peak 100 spaces 7 minute service North Day Lot 75 spaces 7 minute service -In-Town West Day Lot 150 spaces 15 minute service -West Vail Green \ TOTA%, 1~'ItEE SPACES AFTER 6PA~ 575 h~ET~OI) a •Restaurants, bars, and other shops advertise with their customers •Town of Vail places ads in local newspaper and radio stations •Town of Vail provide free parking information on current 24 hour parking and bus telephone hot lines •Print location and times of free parking on bus maps •Sign the lots as free evening parking with instructions to bus service for evening guests •Provide adequate lighting and bus stop at Ford Park for expanded night use I8Y1D(aET S •Bus Service No additional service needed Town currently spends $180,000 for free bus service during 6-lOPM •Advertising Newspaper, radio and printing costs - $3,400 •Signage. 3 30x30 signs with bus information racks - $900 •Lighting . Increase lighting at Ford Park - $6,.000 -West Day Lot/North Day Lot Lighting - $6,000 TOT~,I~ PACKAGE $ g 5 p RECOF~ERTDAT%OhlT o Approval .93• ~i~•S~ ~4.sv C~u.~m~-d ~ ~.?t5 C~c,~.p~,o So ~o ~ ~o Ctke 7~ EGG - G ~ ~,~A40 U1~S R ~ 3G • t 3 ~ ~ AAEnA®FtAfVDlJlI~ TO: Vail Town Council FROM: Community Development Department DATE: September 30, 1993 SUBJECT: Community Development Department Recommendation On Work Program For 1994 Long Range Planning Efforts n..,............... i~:4:. 0. @IV1TR®®tJCTt®~ This memo is written in order to provide the Vail Town Council with the staff's recommendation on how to spend the long range planning dollars ($180,000.00) in the 1994 Capital Improvement Program budget. We have four major long range planning efforts which the Community Development Department would tike to complete within the next two to iwo and one-half years. These include: Approximate Completion Budget Project Time Reouired Year Aoproximate Cost ' A. Updating of the Land 1 year f994 $130,000 to $f 80,000 ' Use Plan B. West Vail Master Plan 6 to 9 months 1995 $100,000 C. Lionshead Master Plan 6 to 9 months 1995 $60,000 to $80,000 D. Revisions to current 1 year 1995 or $60,000 Design Review Guidelines f ggg Please note that attached to this cover memo are more detailed descriptions of the efforts involved with each of these planning projects. VD. ST~E>=F REC®wfl~liEP?®~TB®~ The Community Development Department believes that the updating of the Land Use Plan is the most critical and important project for the community. Our goal would be to complete the updated Land Use Plan within one year. In order to complete the project in this time, consultant assistance will be needed and approximately two planners will need to commit their long range planning time to the project. In addition to the Land Use Plan, we have many other projects which are currently ongoing or in the implementation stage. These plans are as follows (not listed in order of priority): A. Revisions to the Agricultural Open Space zone district and Greenbelt Natural Open Space zone district. Completion: Fall, 1994. 1 a B. Addition of two to four new view corridors. ' Completion: Spring, 1994. C. Housing Authority -ongoing. D. Art in Public Places -ongoing. E. Zoning Code revisions effort -ongoing. F. Possible Cemetery Master Pian implementation, 1994. G. Environmental Strategic Plan implementation -ongoing. H. Open Lands Plan implementation -ongoing. I. Air and Water Quality Improvement Programs -ongoing. J. Land Ownership Adjustment Plan implementation -ongoing. K. Tree Ordinance. Completion: Spring, 1994. L. Staff also assumes that there will be two to four additional Long range projects that come up in 1994 which are not.anticipated. Examples of these types of projects include (neon, lighting, Land Ownership Adjustment, etc.). We believe it is in the best interests of the community to address the update of the Land Use Plan first and then tackle the other three major planning projects. Our thinking is based on the fact that the Land Use Plan has many implications for the direction of the community. It is our opinion that there are many different views as to how the community should develop and what is in the best interests of the community when looking at growth issues. The Land Use Plan process provides an opportunity for the constructive airing of different viewpoints, presentation of objective information, identifying the factors which are effecting growth in our community, and an opportunity to bring the community together by agreeing on a vision for the community. The "vision thing" has been discussed for several years and has become the critical issue for Vail. By addressing this plan first, the other planning efforts (West Fail Master Plan, Lionshead Plan, Update of the Design Review Guidelines, and other projects which may come up) will be able to be addressed within an overall planning framework which citizens, elected officials, appointed board members, and staff can use to insure that we are operating in concert with community wishes. This is certainly not to say that by updating the Land Use Plan we will avoid all future conflict. However, this planning effort has great potential to allow the community to clarify its vision for the future. It is also important that our department finish some of the projects which were initiated in 1993 and allow some time for implementing plans which the community has spent a great deal of time working with our staff on. We believe a balance must be struck between initiating new plans and implementing the good ideas we receive from the community in our recently approved plans. 2 e • e With respect to staffing, we believe that with consultant assistance on the Land Use Plan, we will be able to complete the work load as defined above. If one or more additional long range planning projects are added to our work program for 1994, we believe that it would be necessary to address the staffing issue. The current planning load has been very great for 1993. In addition, at this time we are one planner short. Although we intend to fill the position by the end of November, staffing issues must be considered when addressing the work program. We understand that all of the four long range planning projects are very important to the community. It is clear to us that there is great interest in looking at the West Vail Master Plan and proceeding with this project at a very fast pace. Our concern is that so many of the issues related to the West Vail Master Plan really need to be decided through the Land Use Plan update. For example, will the Town proceed with the I-70 lid? If it is decided to proceed with this project, how does the lid concept effect transportation in West Vail and overall land use throughout the community? Without an understanding of the socioeconomic changes in our community, and without community consensus on a vision, we believe that the master planning for the West Vail area will become much more controversial and complicated. By completing the Land Use Plan first, it is felt that the context for many other growth questions will be created. In 1995, the West Vail Master Plan, Lionshead Master Plan, and Design Review Guidelines could be addressed all at the same time assuming that the staffing level remains consistent. 3 PFtO~?~CT RECOMMENDATIONS ' ISSUE: UPDATE OF LAND USE PLAN I. BACKGROUND In November of 1986, the Town of Vail Land Use Plan was given final approval. Staff believes that it is necessary to update this plan in 1994. The plan addresses growth in general and is a key planning document for the community. This document is intended to serve as a basis from which future decisions are made regarding land use within Vail. The primary focus of the Land Use Plan is to address the long-term needs and desires of the Town as it matures. Our Land Use Plan should be updated every three to five years. As the plan was approved in 1986, it is very important to update this key document so that it is current with many of the factors that have influenced our community since 1986. As stated in the Master Plan, "the Town is now faced with the challenge of creatively accommodating the projected growth, while preserving the important qualities which have made Vail successful in the past - as a ski resort, as a permanent place to live, and as growing year round resort". II. PLANNING PROCESS A. Staff would like to use a similar process used in the 1986 effort. As stated in the plan, the process would be a dynamic one with citizen participation playing an important role. The process would involve: •A systematic inventory of the physical properties of the Town, including the land conditions and the statistical components of the socioeconomic base. The socioeconomic analysis would evaluate factors such as population changes, retail space, office space, housing units, impacts from the existing use of Vail Mountain and impacts from expanded skiing terrain on Vail Mountain. •A thorough analysis of the inventory to determine the long-term implications of the data. •An interactive public participation process to solicit goals, desires, needs of the citizen, business and political communities within the Town. A community survey would be included. •A creative synthesis of the public input combined with the development opportunities and constraints, into a realistic and achievable land use plan for the Town that provides a community vision would be the end product. In summary, the effort would include an analysis of the goals and policies that currently exist in the plan, an update of our forecasting model, and a review and revision of the Land Use Plan map if necessary. B. Questions to answer through this process. Below are examples of some of the questions which the Land Use Plan update will be addressing. 1. What are the various existing philosophies, issues and problems which have shaped growth in the past and will continue to influence the future? 2 2. What are the major constraints to growth particularly in respect to infrastructure and the environment? ' 3. What are the market demands for growth and how should these be directed by public policy decisions? 4. tfVhat type of growth is necessary and desirable for the economic well being of the Town? 5. How should environmental quality of life concerns play a role in directing . growth? 6. NUhere is there room for growth, where do growth pressures exist versus where growth should optimally occur? 7. What types of general administrative changes are necessary to address the issues of growth (i.e. land use regulation revisions, SDDs, Hillside Residential zoning, Residential Cluster zoning, zoning changes, etc.)? 8. How will the projected growth on Vail Mountain effect our community? 9. 1Nhat growth rate is appropriate? 10. Should the community pursue the I-70 lid? If the answer is yes, there will be a new corridor of land which would need to be addressed in the Land Use Plan. Infrastructure implications, environmental issues, etc. would all need to be addressed through the planning process. 11. Should annexations play a role in the future of Vail's growth? 3 III. STAFF RECOMMEN®ATION Staff would recommend that the Council proceed with the update of the Land Use Plan in 1994. The cost for the project would range from $130,000 to $180,000. We believe that it would be possible to create asub-area within the Land Use Plan that would address the West Vail commercial area in respect to land use. However, we think that it is critical that the community look at the overall factors which are effecting growth throughout the Town before focusing on the West Vail commercial Area. 4 I ~ES4 VA9~ ~E®EVEL®PIUBEI~lT Oe ~A~ICGR®B.tN® On Tuesday May 25, 1993, the Town was approached by Jim Loftus, a developer from Boulder. Mr. Loftus presented plans for the development of the Hud UVirth parcel recently purchased by the Town of Vail. The plans showed high density development on the parcel which included a 55,000 square foot grocery store, employee housing, and a fire station. After the meeting, Town Council and staff agreed that it might be worthwhile to pursue redevelopment of much or all of the West Vail commercial area. The time appears ripe for real progress, due to the Town's ownership of the largest vacant parcel and Safeway's desire for a new or larger store. Jim Loftus called recently to pass on news of Safeway's interest of working with the Town. Safeway's corporate office is now working on a new analysis of the Vail Market, a scenario wherein Safeway swaps its parcel for the Town's, and a project similar to Jim Loftus' proposal is built. On September 14, 1993, Jim Loftus and Katie Presse from Safeway met with the Town Council at a worksession to discuss how they would approach the project. Mr. Loftus has also met with the Vail Housing Authority. The Housing Authority agreed to provide a letter of support for using the Vail Commons site as an affordable housing site. On September 28, 1993, Leo Palmer met with members of Town staff and Town Council to discuss his interest in the Vail Commons parcel. His concept is similar to the Loftus idea in that a grocery store, affordable housing, a fire station, and some open space would be located on the site. Steve Barwick contacted Hud Wirth to discuss Hud's plan for the Vail das Schone property. Hud replied that he is currently planning to keep the property long term but he is open to participating with the Town for redevelopment of the area. The ownership make up of the Vail das Schone Condominium Association is as follows: Hud Wirth Commercial Interests: 52% Twenty Large Condominiums at 2% each: 40% Eight Small Condominiums at 1% each: 8% 100% In addition, the owners of the Nest Vail Mall are also interested in improving their project. They have hired an architect to begin preliminary work on design alternatives for their site. 5 II. GENERAL PLANNING AN® ZONING INFORMATION Attached to this memo is a summary of general zoning information related to the Hud Wirth parcel as well as other properties in the general vicinity. The Land Use Plan designations that apply to parcels in this area include: CC Community Commercial This area is designed to meet consumer demands from community residents. Primary uses would include supermarkets, dry cleaning establishments, hardware stores, service stations, financial institutions and medical offices. The design of these facilities would be oriented toward vehicular access and parking. LDR Low Densitv Residential This category includes single-family detached homes and two family dwelling units. Density of development within this category would typically not exceed 3 structures per buildable acre. Also within this area would be private recreation facilities such as tennis courts, swimming pools and club houses for the use of residents of the area. Institutional/public uses permitted would include churches, fire stations, and parks and open space related facilities. MDR Medium Densitv Residential The medium density residential category includes housing which would typically be designed as attached units with common walls. Densities in this category would range from 3 to 14 dwelling units per buildable acre. Additional types of uses in this category would include private recreation facilities, private parking facilities and institutional/public uses such as churches, fire stations and parks and open space facilities. P Parks Included in this category are town owned parcels intended for both active recreation . activities such as athletic fields, golf courses and playgrounds, as well as areas for various passive recreation activities. Per the zoning chart, most of the parcels are zoned Commercial Core III, which allows retail, office, public facilities as well as employee housing. The two gas station sites are zoned Heavy Service District. The West Vail Inn was designated as a Special Development District. Please note that this SDD has not been constructed. There are three parcels zoned for primary/secondary development that may also be appropriate to include in the master plan area. 6 1 The option to look at a redevelopment plan for all of these parcels could provide an opportunity to address many of the transportation concerns in the area, community facility and service needs, and open space, as well as pedestrian connections to the adjacent neighborhoods. D~~e STAFF 6~EC®NIflAEN®~S~B®~ Staff would suggest that a redevelopment master plan be created for the area. The focus of the master plan would be to look at the Land Use Plan goals and how they would translate into development for the Vl/est Vail Mall area as well as design issues. The plan would look at design character, landscaping, open space, transportation/circulation and pedestrian access. The project area should include the properties along the Rlorth Frontage Road East to Buffehr Creek Road. This Master Plan information would then be given to the development teams that are interested in working on the Vail Commons project. In this case, the Town is not directly in the land development business. The Town would be assisting the economic development process and providing guidance to the developers in respect to community land use objectives and design guidelines. 7 WEST VAIL GENERAL AREA JULY 1, 1993 Site Acreage* Zoninq Land Use Plan Designation Wendy's 1.247 acres CCIII Medium Density Residential Texaco ~.05 acre Heavy Service Community Commercial Phillips 66 .05 acre Heavy Service Community Commercial Tract D, Hud Wirth 3.609 acres Primary/Secondary Community Commercial West Vail Inn/ 4.4 acres SDD Community Commercial Chamonix Corner West Vail Mall ~ 3.25 acres CCIII Community Commercial Safeway 3.30 acres CCIII ~ Community Commercial Vail das Schone 2.86 acres CCIII Community Commercial Vail Commons (Hud Wirth) 6.6 acres CCIII Community Commercial Brandess Building ~ 1.67 acres CCIII Community Commercial Buffer Creek Park 0.8 acres Agriculture/Open Space Park Buffer Creek, Lot 34 15,555 square feet Primary/Secondary Low Density .Residential Buffer Creek, Lot 35 15,555 square feet Primary/Secondary Low Density Residential " approximate size 8 b 0 a ~B®RlSFI~A® nAASTEE3 P~t~9 ~o ~e~C@CGR®9~fi~® This project has been listed as a goal of the community and Town Council for several years. The plan would address the following issues: A. Develop design and signage guidelines specific to the desired character of Lionshead. S. Work with Vail Associates to incorporate important view corridors into their planning for redevelopment of the Gondola/Sunbird site. C. Address snow removal procedures in the Mall. These concepts would be consolidated into a cohesive master plan for Lionshead which would be developed through a process in which Lionshead tenants and property owners are participants as well as othEr community members. DD. STAFF 9~fEC®AAflf'dE~V®ATI®~ Staff recommends that this project be completed in 1995. It would be a six to nine month effort. 9 r w UPDATED DESIGN REVIEW GUIDELINES I. BACKGROUND The intent of this project would be to make our Design Review Guidelines more "user friendly". We would like to clarify wording in the Guidelines and also add sketches and graphics to explain many of the design concepts. We also believe a special section on "building on steep slopes" would be helpful to the community. II. STAFF RECOMMENDATION The staff would suggest that this project be completed in 1995 or early in 1996. We estimate that it will take approximately one year to complete this work at a cost of approximately $60,000.00. 10 1993-1998 CAPITAL IMPROVEMENT PROJECTS 1993 1994 1995 1996 1997 1998 TOTAL + REQUIRED PROJECTS Chapel Bridge Replacement 84,000 84,000 Relocate Back Flow Prevention PIT VTC 25,000 25,000 Regional Bus Purchase Match 59,000 59,000 ADA Improvements 50,000 50,000 50,000 50,000 200,000 Underground Storage Tanks 236,981 236,981 NEW Championship Contribution ($560,000 Totaq 112,000 112,000 112,000 112,000 448,000 NEW VVPCC Contribution 250,000 250,000 250,0 250,000 1,000,000 NEW WPCC Impacts 1,200,000 1,200,000 NEW Back Fkriv Prevention 25,000 25,000 TOTAL 468,000 325,000 412,000 1,612,Q00 348,981 112,000 3,277,981 ESSENTIAL PROJECTS FOR CURRENT SERVICE LEVELS OF EXISTING SERVICES Fire Truck Replacement 310,000 310,000 Replace Buses 1,818,000 1,818,000 3,636,000 ' Replacement of old Mobile Radios Fire 15,000 15,000 Emergency Building Maintenance 25,000 25,000 25,000 25,000 25,000 25,000 150,000 StreetlmprovementMtceProgram 617,000 807,500 1,797,330 1,891,060 1,903,510 1,900,000 8,916,400 Town Shop and Bus Bam Mtce Program 1,160,000 975,000 1,400,000 3,535,000 Drainage Improvements 43,086 113,341 68,830 87,345 97,940 104,000 514,542 Bus Sheller Replacement Program 20,000 40,000 20,000 20,000 20,000 20,000 140,000 Electric Raceway 8 Library Carpet 35,000 35,000 Street Furniture Replacement 20,000 20,Q~ 20,000 20,000 20,0 20,000 120,000 Covered Bridge Replacement 155,700 155,700 Replace Carpet in Muni Building 25,000 25,000 Resurface Muni Building Parking 14,000 14,000 TOTAL 775,086 2,321,541 3,774,160 4,185,405 3,041,450 3,469,000 17,566,642 ESSENTIAL PROJECTS WITH SAFETY ISSUES Fire Extrication Equipment 16,000 16,000 Lionshead Parking Electric Generator 15,000 15,000 Second Radio Channel for Buses 16,000 1 8,000 Street light Improvement Program 30,000 50,000 50,000 50,000 50,000 50,000 280,000 Pulis Bridge Replacement 75,000 75,000 NEW Ice Arena Pedestrian Chute 70,000 70,000 TOTAL 77,000 195,000 50,000 50,000 50,000 50,000 472,000 ESSENTIAL PROJECTS TO MEET INCREASED SERVICE LEVELS OF EXISTING SERVICES Retrofd Buses w/ Perimeter Seating 17,500 19,348 .36,848 Install New Bus Shakers 20,000 20,000 20,000 20,000 80,000 Relocate Checkpoint Charlie 220,350 220,350 West Vail Interchange Imp (Split With State 50/50) 50,000 500,000 550,000 Automate East Vail Interchange 9,900 8,800 HEF New Capital Equipment 163,000 115,000 113,500 120,000 135,000 135,000 781,500 Vail Road Medians 122,478 122,478 Bald Mountain Bus Stop 110,000 110,000 Gore Creek Pedestrian Bridge Improvement 20,000 20,000 Simba Run Underpass (TOV's Portion 30%) 210,000 555,000 765,000 Pay on Foot Express Lane VTC 21,899 21,899 Replace Lionshead Parking Equipment 115,000 115,000 Land Use Plan 180,000 180,000 NEW West Vail Development Plan 100,000 100,000 NEW Lonshead Development Plan 80,000 80,000 NEW Design Guidelines 60,000 60,000 Additional Bus Purchase 221,000 444.000 465,000 Pay on Foot and Express Lane LH Parking 88,630 gg q0 NEW East Lionshead Bus Stop 60,000 60,000 NEW Bridge Road -Bridge (Grant 80/20) 90,000 80,000 NEW Nugget Lane - Bridge(Grant 80/20) 70,000 70,000 NEW Matterhorn -Bridge (Grant 80/20) 6$,000 ~5.00p Village Loading Facility 1,000,000 3,437,500 4,437,500 TOTAL 512,878 2,011,247 814,500 4,376,130 469,000 355,350 8,539,105 TOTAL OF THE ABOVE PROJECTS 1,832,964 4,852,788 5,050,660 10,223,535 3,909,431 3,986,350 29,855,728 93cip 09/30/93 o . 1993-1998 CAPITAL IMPROVEMENT PROJECTS . 1993 1994 _ _ _ 1995 s 1996 _ 1997 _ 1998 TOTAL NEW INITIATIVE PROJECTS Vail Valley Drive Ped Connections (SS) 308,023 277,546 131,700 717,269 NEW Vail Road to W Drive (53,450,000 Total) (SS) 100,000 750,000 650,000 650,000 650,000 2,800,000 NEW Siebert Circle (SS) 180,000 180 000 Vail Road Sidewalk (SS) 45,903 45,903 Development Enhancements 90,000 90,000 80,000 90,000 90,000 80,000 540,000 Sidewalk Improvements 50,000 50,000 50,000 50,000 50,000 50,000 300,000 News Paper Dispensers 16,000 17,000 18,000 19,000 70,000 1st Phase of Town Cemetery 0 0 West Meadow Drive (SS) 82,000 897,400 979,400 Frontage Road Widening 8 Landscape Medians 111,000 537,350 6g8,35p Ford Park LeR Tum Lane 338,155 338,155 Pedestrian Zone Signs and Monuments (SS) 127,500 106,500 234,000 East Lionshead Circle (SS) 44,300 487,300 531,600 Frontage Road Landscape Medians 122,731 122,731 Rebuikt Entry to Muni Parking lot 87,477 87,477 TOTAL 509,926 1,090,886 2,620,296 1,068,277 1,515,500 790,000 7,594,885 TOTAL ALL PROJECTS _ 2,342.890 5.943.674 7,670.956 11.291.812 5.424.931 4,776,350 37,450,613 AMOUNT AVAILABLE FOR PROJECTS 4,257,000 4,636,304 6,347,764 5,242,324 5,255,596 (SS) Project is Part of the Streetscape Master Plan 93cip 09/30/93 ~ ~ d RECEfVE® ' ~ 0~ . a ~ P ~ L . . ®fffie ®f tl~e Distract Att®ey Fifth Judicial District Serving Summit, Lake, Clear Creek, and Eagle Counties Peter F. l~iichaelson, District Attorney September 20, 1993 Re: Environmental Task Force To Local Government Officials: I want to keep you abreast of a very exciting development in the field of law enforcement in this judicial district. I convened a meeting, titled the Environmental Task Force, and participated with over thirty other persons from more than twenty public agencies, in identifying strategies, and . actual cases, for investigation. The result should be better information sharing among local, state and federal regulators, and, perhaps for the first time, active criminal and civil prosecution of persons who violate environmental laws. I write to you, for your information, and also to encourage any health officers, law enforcement, or other persons employed by your government to attend future meetings, if they have not done so already. I also write in order for you to be aware that the single most. noted problem identified already is the illegal dumping of household and commercial wastes. I expect that the landfills, authorized, and unauthorized, in this judicial district, may bear some scrutiny, and as these facilities are often managed under your auspices I want to open all channels of dialogue between my office, and you, in this enforcement effort. I look forward to a dynamic role for the task force in protecting the quality of life in the communities I serve, and anticipate your support in these endeavors. Thank you. spectfully, eter F. 1Vlichaelson District Attorney cc: Task Force Participants P.O. Box 488 Brecl:enridgc, Colorado 80424 (303) 433-2327 FAX (303) 433-7324 ree~c'~d gapes o~ co ad `o~ vi o ° ' a 1 O ®~~ce the Distract Att®r>ltey 1Fifth Judicial District Serving Summit, Lake, Clear Creek, and Eagle Counties Peter F. Michaelson, District Attorney MEMORANDUM TO: The Environmen Task Force FROM: District Attorney RE: Meeting Minutes (9/20/93) ' DATE: 980/93 Attached is the attendance list. The goals of the task force were identified: to network among agencies; to educate about environmental laws; and,. to prosecute serious offenders as examples. Mechanisms available to accomplish these goals include referring people to information sources, warning offenders, pursuing public nuisance actions, and bringing criminal charges. Law enforcement was encouraged to investigate environmental crimes as any other crime. Michael McGee, of the Bail Fire Department raised the issue of announcing an amnesty period for the community to allow for pre-enforcement compliance. Michaelson agreed to do a press release to that effect and notify town and county governments as well. The task force broke down into groups separated by county and following issues were identified: 1. Eagle Countv: a. Tania Busch-Weak will operate as point person; b. Consumer and house hold disposal of hazardous material is a problem area; c. The District Attorney's Office should continue its investigation in the River-Run water quality case. 2. Summit Countv: a. Bob Peterson will operate as point person; b. Consumer and house hold disposal of hazardous material is a problem azea; c. The District Attorney's Office should initiate an investigation of Continental Aggregates for dumping violations, and well as pursue underground storage sites such as the Silverthorne Amoco. 3. Lake Countv: a. Don Seppi will operate as point person; b. Consumer and house hold disposal of hazardous material is a problem area, as well as judicial indifference to dumping violations; c. The District Attorney's Office should initiate an investigation of the Sawatch'I~nnel water quality discharges. 4. Clear Creek Countv: a. Donnette Oxley will operate as point person; b. Cases will be referred to the District Attorney on a regular basis; c. Dumping, and open bum permits, are major problems. NEXT MEETING: 10:00 am, MONDAY, DECEMBER 13, 1993; FRISCO HOLIDAY INN. P.O. Box 488 Breckenridge, Colorado 80424 ~ ® (303) 453-2327 FAX (303) 453-7524 ree~c!rd Paper i TASK FORCE ATTENDI~IJCE LIST NAME AGENCY Gerry Sandberg D.A.'s Office Titus Peterson D.A.'s Office Nancy Jackson Colo. Dept. of Health, HMWMD Anne Ihlenfeldt Colo. Dept. of Health, HMWMD Les Russell USDA, Forest Service Gary Kendall Colorado State Patrol Al Kiburas Breckenridge Police Gary Thomas Avon Police David Duarte Lake County Sheriff's Office Calvin Dawe Lake County Sheriff's Office Allan Turner Colorado State Patrol Hazmat Donnette Oxley" Clear Creek County Env. Health Rod DesGranges Clear Creek County Emerg. Services Robert C. Peterson Summit County Env. Health Corey Wong USDA, Forest Service Bob Shukle Colo. Dept, of Health, Water Quality John Moles Red White & Blue Fire Protection Francis Winston Dillon/Dillon Valley Fire Auth. Greg Shanley Leadville/Lake Cty. Fire Dept. Don Seppi Lake County Env. Health Tania Busch-Weak Eagle County Env. Health Mike McWilliam Eagle County Sheriff's Office Gary Cline Dillon Police Department Brock D. Gay Leadville Fire Department Douglas W. Lemons Colorado State Patrol Derek Woodman Summit County Sheriff's Office John T. Mitchell Colorado State Patrol Mike Koenig Copper Mountain Water & San. Dist. Charles Moore Avon Fire Department Dick Duran Vail Fire Department Derald Lang WQCD Russell Forrest Town of Vail Michael McGee Vail Fire Department Jerry Wooldridge Summit County Building Alex Chappell Division of Wildlife ~u~~~) £66b L Z d3S ®~il6~~3~ ' September 22, 1993 Dear Peggy: Thank you so much .f or including all of our family in the decision process. This was the most difficult decision Toby and I have ever made, and only time will determine whether we were correct. I do want you to know how much I appreciated your time and your thoughtfulness in making me feel comfortable and welcome, and your willingness to accomodate my wishes for the house. If you ever can make it, we would love to host you in Park City. You have a lovely town, and we truly appreciate the time and attention you, your council and your staff devoted to us. I cannot overemphasize the difficulty of the decision nor our wishes for the best for Vail. Sincerely, `7~~~ o uthie, Wife I ~I I~ J ~4e : C~c,,~,e~,t, cad ~~~~1~~ ~ ~ 1s~~ ~ ~ ~ f V 4. r " VAIL CITY CORPORATION ~ Uruc, ~ p. V 1~~1,71~~ 2809 BUTTERFIELD ROAD Q I~ 42,Cp~ pp OAK BROOK, ILLINOIS 60521 ~Cli ~ I- ~~WGI V~~/'~16~ September 22, 1993 Mayor Peggy Osterfoss Town of Vail 75 South Frontage Vail, Colorado 81657 1[~ee ~~le lEasl-Vail IPa~®perly Dear Mayor Osterfoss: I represent the owner of lots 3-12 Vail Meadows Subdivision Filing No. 2 and the approximately 4.35 acre site on Main Gore Drive near the water tank. It has come to our attention that the Town of Vail is putting forth a Greater effort to acquire vacant land with transfer tax proceeds. We are hereby offering for sale all of the above-referenced lots for an aggregate price of $500,000.00. If the Town does not acquire these lots, we will move forward with our plans for development. If you or any other City official would like to discuss this matter further, please feel free to contact me directly at (708) 571-4483 or by writing to the address on this letterhead. Very truly yours, Douglas S. Elmore U ~~t.Q. - f~ ~ D<<C~ t3 ' s t r•'~t ~ Y - F}•ompreutous page _ - _~:<do ahont it?;° As one. trying to how similar cases were hen- cl`ean`' u`p7politics;~ I also ask d]ed. those disgusted with this latest The fine was $2,446, plus 150 act . of ^ governmental abuse, ` hours on a chain gang to pull ,.~"WhatFare YOiJ.`gomg.to do f~~QII~ ~ weeds and paint over graffiti,':~aboutit?"~i, c'.,~" ' v o or 28 days in jai1.1 am a former ' y g,~~ F,~~,:Douglas-Bruce rosecutor and have never ; -;':;:~~t ` =`Colorado Springs been arrested or convicted of Y`~~'t: ~ A lot of misleading publicity anything in my life. The aver-_ --.~w ~ - ~ has surrounded my (negligent ~ age sentence for this charge is landlord) case in Denver. _ ~ _ about $200 (may be sus-'_ The charge was failure to in- - ' pended) and no forced labor or stantly repair an empty four- j jail. The prior owner owned it " " Alex I had bought a few days I " for 80 days after the city noti-~-l • ~ ~ ~ ~ ~ . " earlier for $4,000. Apolitically- i fled him. of the same crumbling _ chosen, tax-paid Denver judge stucco and loose bricks. He was ' suppressed my defense from never charged. No repairs the jury. He threatened me were required of him. But then; • " with jail if I told the jury e~hat I he did not write the Taxpayer's really happened. I spent Bill of Rights, did he? $25,000 fiaong up the empty ~ Though it will rnst me thou-' four-plex before trial, but it sands of dollars, I will appeal. took over five months and the Apart from revenge, govern-?. city had ordered "repairs" ment has also used this political never specified done in five show trial to try to discredit' days! The judge ruled "impos- _ and derail our new petition sibility" of the order was no de- ~ . drive that ends corrupt cam: fense! In fact, he instructed the -paign financing and protects jury there was no defense; if I our first Amendment right to did not obey all government petition, now under constant orders (no matter how vague assault by power-hungry poli- o: silly), I was guilty! ticians. People outraged at this He also hid from the jury' kangaroo court can get signs=' .documentation that the prose- ~ ~ tures for the Election Reform tutor had agreed to more time Amendment. Don't let this rail- _ for "repairs (which they had roading of an innocent man in-'..' yet to sY~..:fy), but then added - ; ~ . ' timidate you from defending' new charges of non-repair on a ~ your rights. ~ ~ q. ~ . different date before that time ~ ~ ~ ~ _ Patriots who will stand up ~ ~ - ~ ~ • - ~ • • ~ - ended (a set-up). ~ for freedom can volunteer to''' The date of the first "viola- ~ TABOR., Box 1900, Arvada CO~ tion" was also changed twice, " ~ 80001 or call 869-6306. BVe~ - " six months after the ticket was . issued. I was convicted of dis- have eight weeks left to get . obeying a "written order" 96,000 signatures. A registered which the inspector admitted _ voter can fill a petition (96 ' was replaced before its dead- - - signers) in about six hours in a • line with a verbal order. 'The . ° " _ _ public place. f;~i`"-`' - ~ When political machine;, : _ - " city demanded my income laic-~. leader Boss Tweed was con=° - returns and "all financial fronted with a long list of his•~;a records of Bruce." Six gag or=° , ~ corru t activities he re lie a " ders were issued. ~/e rnuld not ~ p p look at public court records of ~ _ ~ "Yeah? BVhat are you going to`?r' . , . r. ~ See next page ~ ' ' _ M - • , ~W ?v - lV ~D S L P 2 7 9993 © C~~-~, ® ~ ~ ~ f k [nf t ~ . ,.n ~ ~ ~ 4 r rr s y ~ ~L r \ _ * . ~ } ~ L ~ ~ f •yt~ < tip, ~ rte. 1993 ~ ~ _ ~ ~ ~ x ptem~' 24 r~vEs? r .r ~.j~. 1 ~ t'..-~> psterfoss L~ d ` ~ ~ mayor Fe99y ~ T Va1.I e 4 ~ Tarn of ~ ~ ~g ° Frontage _ M t ~ ~ 4 . . 7 ` OD 8165 - y i ~~r, •y- - ~ _ ' z lY M•s Mayor, ears I.`w~d like 1 ~~ees owr~r for ~ ~pertY ~ a West Vail. pe v Ze ~ the West t to t ~e y~~ a Safe~Y Ore ° cent for Va~1 ~ ~ houses t of W~ Vail ~ a ~ches~ traffic ° The develog~ either the reslden~ d or ~ beauty of ~ or w~~ oonsist~t with on the Frontage ~ s~ce for pig that ~ ~'~e ~ deo~ ~ 1~ ~2d~~ ~t ° T a the is what m~Y help of Saf~+raY the area with the one of ~ The .~p~tion to ~ ~ ~e the ~~a~ man we're ~ 24 tempt~I but mak ~ ~ areas ~ Bible Safeway has g • ham pirofitable stores ~x°~ ~e serve-~ n°t adder also vim, ~uable hour' oPP-~ re lace for Icw or new depa-n ~ ~ ~n~ned ~ ~ ~ ~ 20 ~ fem. ~ employee Th.~ problem has e ~ addms~ ive and tt~ ~t rental unite ° perty ~ Vail and 5o~~t Iess eX ~ disp°Se of years I ~~va~IZe~~.re prO~y~ first opp~urzitY' s~h1e and put easily d ~~je° Len't j~P avail ~ residential a5 pos this gr'°P~y`~ voters of ~ with dices. this sue to Siri~Iy, G ° Bl.aom r mana9~ d° RCS/rb Fp,X; 415°981 °2707 ~CISCf~. C~~~N~g94111 d15°981 °7627 ° REC~IVE~ SEP 2 ~ 1993 UQ ~t o~ , September 24, 1993 Conference Participant: . As you are aware, approximately 2000 Coloradans participated in a series of regional community and economic development meetings convened by Governor Romer during the summer to identify local issues and priorities. The results of these meetings will be used to assist the state update its current five-year economic development plan. On September 14, the Governor hosted a statewide conference at Copper Mountain where the issues which emerged from the regional meetings were discussed and prioritized. The attached summary identifies the prioritized issues. This information, as well as implementation strategies recommended by September 14 conference participants, will be reviewed by appropriate state agencies and officials for possible inclusion in the updated plan. Additional input from the Statehouse Conference on Small Business, the Existing Business Strategies report, the Colorado Economic Development Coalition report and other relevant efforts will also be reviewed. The attached working document is provided to help ensure awareness of the overall process and to gain ongoing participation from interested individuals. Please send any comments you have to: Community and Economic Development Plan Department of Local Affairs 1313 Sherman St., Room 518 Denver, CO 80203 0 lG®~/ERNO(8'S C®I~I~UN1T~' ~c ECONOMIC ®EVELOPII~ENT CONFEIRENCE September V ~ 993 ~®pper AA®sentain ISSUES SUNIA~9AR~ SECTION 1NFfYASTRUCTURE A. 0~®USIN~ ~P6®rBty leeaeeee ~ To better address the financial requirements of both the developer and the buyer, focus on "creative financing" which will include broadening the definitions of "affordable" and "low and moderate income" and increasing the . ~ provisions-for development incentives/tax credits. o Increase efforts to educate the developer, buyer and the community regarding housing financing issues. This includes better informing developers as to current and/or future incentives which might positively impact their development pro forma/profit margins. EOCAE ~®~EIRNI'~ENT . laPi®raty leeseee: ® Develop publiclprivate partnerships and incentives to stimulate infrastructure services and future development. o How to allocate scarce resources under Amendment I. C. ItEcGUILf~TOR~ ISSUES DnPaoruty lessees: o Addressing unfunded mandates and legislation at both the federal and state levels. o Regulatory flexibility in interpreting and implementing federal and state mandates/legislation. o Stimulate grassroots lobbying efforts at the federal level to relieve mandates placed on local governments. 1. D. TRANSPORTATION Priority Issues: ~ . • Better integrated transportation planning. • More funding for inter-modal projects. • Better access to Denver International Airport. E. TELECOMMUNICATIONS Priority Issues: • Better integrate telecommunications into workforce training and K-16 education. Integrate existing networks. • Develop a state comprehensive policy, including funding strategies. • Provide basic telephone service statewide; commit to a minimum standard statewide. F. HEALTH CARE Priority Issues: • Universal access to affordable quality health care. • Development of an equitable funding strategy. -2- 0 4 • SE~t®f~ V9: B~ISINESS ®Ei/EL®PA~IENT a_ A. E%OST~f~G 69JSt~lESS APO®Pfl~y ~SS¢9~5: ® Continue to support and increase funding for the Revolving Loan Funds. Develop non-federal sources of capital for RLFs. Reduce government requirements which restrict program effectiveness. ® Continue to support and increase funding for Small Business Development Centers. B. c~AP~TAL ACCESS Prraority Ossaaes: o Lack of capital availability is directly hindering expansion of existing businesses. ® Continue availability of low interest loans for businesses through additional Community Development Block Grants (CDBGs). Change or waive federal regulations that after 1.993, CDBG funds can no longer revolve free of federal regulation. C. T®vR~SRA Poo®o~aty 0§sa~es: ~ Support the Colorado Tourism Board (CTB) and the continuation of the tourism tax. o Develop a contingency plan if tax does not pass. ~f~~'ERf~ATO®iZIAL T~®E Po~a®a~oty Ussues: o Support NAFTA. o Provide educational seminars on import and export. F~LI~ o~®v~~-~~ ~~o®~iay u~§~es: o Continue support for regional film commissions. -3- r F. INCENTIVES ' _ Priority Issues: • The state needs an overall plan for retaining and attracting businesses, with strong leadership and increased funds. • Continue Enterprise Zone benefits and local EZ marketing grants. G. REGULATORY REFORM Priority Issues: • Evaluate the state tax structure and develop recommendations on how to simplify the sales tax process. • Review and simplify regulatory requirements (e.g. licensing and permitting). H. ORGANIZATION/STRUCTURE Priority Issues: • Identify and define "who does what" in state government. Organize a "one- stop" shop for business development. I. GAMING Priority Issues: • Gaming tax should have mechanism to ensure that funds go to areas that receive the greatest impact. J. OTHER BUSINESS DEVELOPMENT ISSUES Priority Issues: • State should assist communities in reorganizing and reactivating local economic development groups. • Provide greater promotion of Colorado as a business state. -4- SE~:TI®f~l III: AGftICULT~JRE/NATUYtAE RES®UftCES a~ A. ,4~RI~CUETURE BnR®CESSINC ~~8®ra~y ISSB~eS: ® More agriculture processing activities need to be developed. ® Develop an innovative targeted agriculture processing marketing program to recruit processors to locate in Colorado. I$e A~I~I~CUETVRE 0=v~®IN~/IFBNANCII~G @SSUES Ono~u®rii~y Issues: ® The state has limited capabilities to address agriculture funding/financing issues. This is primarily a private sector issue. C. 0_®i~l~ TERRA IS5UE5 AI=O=EQ:1fING AG6tIC~1LTURE ODa~iori~y Issues: ® The long-term viability and vitality of the agricultural sector must be assured. Agriculture must be promoted because it is one of the most important aspects contributing to Colorado's quality of life. Policies aimed at keeping the industry viable must be developed. OTD-IEIlP RAA~OIg A~GRICVETVRAE ISS~JES ~rri®~r6ay Issanes: . ~ Regarding a recommendation in the draft response plan that Colorado State University should expand ag research in the area of technology transfer, the group felt that CSU is losing some of its agricultural focus. The group recommended that the school return to its traditional land grant mission and redirect its efforts more towards assisting farmers and ranchers. E. D~f~® USE Af~® BnOJ~EIC D.Af~® ~ruoo~uty Iss~ne§: o The group discussion focused on the broad issue of land use and the administration of land uses by various responsible agencies. Appropriate state agencies (e.g. Division of Wildlife, Division of Parks, State Land Board and State Engineer's Office) should coordinate their activities and unite to work with the various federal land management entities. Users of public lands should receive more information on state and federal policies and proposed changes in these policies. The Rural Development Council should participate in this process. , -5- r F. OUTDOOR RECREATION/WILDLIFE ` Priority Issues: • The group recommended that these issues, as outlined in the draft response plan (e.g. the affect of rapid growth and development on human and wildlife . habitat; planning development of outdoor recreation/open space with consideration given to community and economic development criteria), be included in an overall long-term plan. G. GREAT OUTDOORS COLORADO Priority Issues: • The group felt that the major thrust of LOCO activities would be acquisition of lands for recreational purposes. The Director of the Department of Natural Resources will discuss the Great Outdoors Colorado issues included in the draft response plan with the LOCO board. H. WATER Priority Issues: • There should be a policy which makes sufficient water supplies available for the economic and recreational needs of the state. Such a policy should also include as a goal enhanced flexibility in allocation systems. All shareholders should have a voice in the process. • The issue of reviewing state water law with consideration to conversion of irrigation rights for a variety of uses was determined to be a priority. However, the group felt that the issue as outlined in the draft response plan was too broad. It should specifically spell out what is needed and what users should be protected. Additionally, other users, such as recreational boating, should have rights, not just in-stream flow users. I. OTHER NATURAL RESOURCE ISSUES Priority Issues: • The Colorado energy and mineral industry needs a fair and balanced regulatory and tax policy climate in order to maintain its economic competitiveness and in order to operate on a sound environmental basis. A viable energy and mineral industry is necessary to provide fuels and resources for the Colorado economy and for Colorado residents. • The state should encourage the marketing of Colorado's energy and mineral resources. -6- 0 P - SE~TiI®N ®EFENSE RETENTO®N AN® ~®Ni/ERS9®N I~v~GET~E9NAi~~9AE o~~vES APB®Pi$y O~Sfl9e§a ® There must be a statewide, cohesive, broad-based effort to adjust to defense budget cut impacts on the state. © Obtain funding for defense conversion, retention and impact assistance and identify sources and types of matching funds required for all major programs. i~~®R RETENTOON AN® ~®NVERSB®N 9SStJES ~o~u®ri$y v§suese ~ Assist in finding jobs for and retraining workers displaced by industry downsizing. o Obtain industry input on direction of state and local efforts. o Inform the public on issues related to defense industry downsizing. -7- r SECTION d: EDUCATION AND WORKFORCE A. EARLY CHILDHOOD/K-12 Priority Issues: • Improve outcomes and reward excellence. • Financing for K-12 education must be revamped. B. HIGHER EDUCATION Priority Issues: • Continuing education opportunities, including workforce training, should be expanded in rural areas. • Continue state support for community colleges. C. TRAINING AND RETRAINING Priority Issues: • Improve needs assessment and market research in order to identify future labor education and training needs. • Increase funding for state and federal job training and retraining programs. . D. OTHER MAJOR EDUCATION AND WORKFORCE ISSUES: Priority Issues: • Telecommunications must be part of education. The influx of new technologies and people make new connections a necessary part of education. Telecommunications has the ability to be the linkage to help accomplish the state's educational goals. -8- x~. :~d'~;~:rsY.':~ ~s ~-db~sz4~,.v,ua~a, . ,z., .,u ~;;;~cyJ:,,, ~E+ ~~n PpM I ~e~s~e~~~v~s NIMBY "Not-in-my-back-yard" has become anall-too-common response • } to affordable housing, as two recent~cases show. U d N V d Although statistics are hard to come by, NI'\4BY-local oppositiai 16 clustered units without a special use permit. Ho„•e,•er, once a deve to projects, especially those that ser,•e poor or minority people - open ,vas brought in -Elizabeth Byrd of the Hampton Roar: seems to be on the rise. There is, understandably, afairly widespread COIt1mt11LTJ' De,•elopment Corporation - and a detailed financial ar.; sentiment within the architectural community against \'Ii\IBY, since }•sis ,eas made, the number of units increased to benveen 20 and architects lose commissions as projects die or go on hold. But it is too This ,eas arrived at by calculating „•hat ,re thought ,ras an absolut easy just to criticize the phenomenon. Far more difficult is taking minimum of site development costs (5275,600), a total unit cost (jug responsibility for it, part of,+diich lies ,;ith this profession, or feuding over $:17,000), a 5 percent contingency, and no soft costs (P/.~ .nld C~ solutions to it> some of which are also within our po,eer. ,;ere planning to pick up most of those). Based on chose assumption An example of the complex issues raised by NI"`4BY was a recent the houses ,could come in at just orer 57S,300 if 16 „ere built, $74,70 effort in „hich P/.~ was invoh•ed to build affordable housing in a pre- ' dominantly ~\frican-,~merican neighborhood in ~1'illiamsbtn-g, Virginia. The area of about 100 modest single-family houses, called ~~~1@ ~Cr11UI'~1 3I1~ Highland Park, stands on a rise in the land, near [he center of ~1'i{liamsbw-g but carefully screened from tourists' view. The neigh- P1Annin~ prp¢'essiOrls haV@~ boyhood ,eas der•e]oped in the 1940s and 1950s by Colonial 11'illiamsbw-g (Ct1'), in part as a place for people displaced by the ~'~pS t]I14~T1$t1T~gly~ f~ Rockefeller-funded restoration of the historic core. \~hen Highland Park „•as built, there was no NI~iBY- no orga- ~1@ NII~lBY. Ph21'lw?~1orio ~r sized protests by the residents of `1'illiamsburg against ,;hat was hap- peeing in their o,;n back J•ards. No doubt, compensating people for their property and letting them build „'hat they „'anted on new land - o lessons too often forgotten these days -probably helped quell the if 20 were built. To reach our under-570,000-per-unit goal, 25 or n~orc 1 opposition. Sti11, for better or worse, people were more accepting 40 houses would have had to be constructed, requiring a special-use per or 50 J•ears ago of big projects by local employers - an acquiescence met from the city. that now seems hard to understand. Even though Rockefeller's spon- At first, that didn't seem to Ue a problem, as the city initially sup sorship of C\~' was a ,rell-kept secret as property was being amassed, it ported the project. But the proposal met with a ,•ery different reac• is surprising that there „ere not more holdouts. Of course, people are tion from the moderate-income residents of Highland Park. At a not always happy about what they accept. As „•e disco,°ered in neighborhood meeting held early in 1993, at which P/.~ and C\~' laid 1A'illiamsburg, old wounds benreen C1V and the residents of Highland out our plans for the site, ,re encountered a great deal of resistan::e Park can take a long time to heal. fi-om most residents. Although a few people in the audience spoke C\1j owns a 14-aa•e piece of land in the northeast corner of that about the need for affordable housing, the majorit}• saw only trouble. neighborhood, and has Ueen eager to build affordable housing there rlli apartment complex had been built near the site a few }'ears before since the average price for a house in V1'illiamsburg is $160,000, well and, as one Highland Park resident put it, "the project brought a lot abo,•e what lower-waged emplo}•ees can afford. Having recently built of undesirable elements into the neighborhood." Several people in two houses for its employees for under X70,000, C~1' saw the the audience expected our project to do the same thing, even Highland Park property as an opportunity to build more. Building though the houses ~,'ould be o~,•ned and not rented. Others objected more affordable housing was also on P/A's agenda. By mid-1992, the to the densiq~ of a cluster development and to the increased traffic. magazine had completed its first affordable housing initiative in There t,•ere also objections to the fact that the new development Cleveland (August 1992, p. 44), and had begun looking for a second, would have improvements such as curbs and drains that the existing larger project that might be the basis for amagazine-sponsored cols- sweets did not. petition. A housing specialist, Douglas Horne, got P/A and C~'V together, and .,'e began to work t,•ith CW's Director of Property Class Consciousness Resources and Planning, Victoria Gussman, to plan a joint project NI1~4B1' is commonly thought of as a middle- or upper-class phe- thatwould be announced in early 1993. nomenon, „•here people with money, po,cer, and time ,cork to keep As the project de,•eloped, it became clear that it would have to be "undesirable" projects out of their communities, for fear such facilities bigger than ire had first thought. The site could accommodate up to will lower property,•alues, detract from the communiq~, or (as is c~lc=' ~ j, f wm ~ ` _ , - _ . jI> , may/ , , - \ ~ J~ , / ~y ti' - Greer~pr\uiy~a~ ~ c i ` , ~ ~ ~~tl~., ',a . t /I 5 ~ Ji/~r~ i~ t II sJ1 / f`. _.~\~~II~~~.r. -~f s,- ~r'.~cf~w'-~.,.+. ~'.sa..a..~.~. _ ~ Si^ ,,R ;hland ~ r'r~/~i \ ~ ~ I • ? L'. \ c ~t~,..x. '','~~,'t's'r:s~="' 4~y ~rr ~c,.'.c'" ~S ti- Fark~ ' • j a to C . ii. t , tr r'- ~L.: r_ v n ~ 1 1 c1 u iv' -i j } f ~ $ ~ Y . ky<~.,y7 ~ `vr ~ cs ~ { ~.r-i-,t?; h a - ~ ~ - ~.i ` ,-~\y ~ ~ j t ~S t ~t'~,~,~~` ; ~ ~ ~.k-°~ ~ ~ r; „i, ~~4 '~s, , ~~sc~ r.K 'S fY , w,,... Gacnz 4f.. ~ J ~L,•r ah `'.s+d s L "n - ~ ~.-e+: r..~~,~ - t a ~c_ , Wx Y Prate .s+ ~ ~ F ~ [5?~ f 't t. 'n? f. ~ •L 1 ~ -L-,"~'a :_g A' ~ ~ l r s na t~~ $'a Y~~S ~,as 9Wr ~,G_ ..~.t. ' { r ~ . - -ice ~ rv. e ~ \ +~i ~t ~r ~ ~ x r L~U~U~1 ~~f~ ~ ~ ~ 'r Pv.a~, tr ~ / x} , , a ,,,f' -,ti " .~,r ~ ~n x ~ .c `k v S ~ X- cM,~ ' x uv~5 a+ c,o~ia i i M1 ' fa ~ ..r~ r.,.e.'~~ ~ rl rr ~ .;y p S ; ~ ~ .kr " k r%~', _ ~x `.'.rc ~ r - ~ . n ~k. 7 eV a.. -."3. cm.a~v _i . `'?r i . _ ...:a+st3.....~..". .,c..... . J' ~ ~ 't e„~, Y y ~%~'°r ~ 1'F ~ ~ ~ `l~` Houses (above) in theHigkland Park neighborhood near the site, u5hich is i:r,t a ~ f f risk ~ ~ r`\Sliddlefoycne: f ds p , i ~ ~ ; R ~ w,__. r Farb e ~',r indicated by a circle on the cna~i at left. s _ ~ tiVILLI ~.11SBURG + ~ "~~V ` ,I~' i ',~f~V ' •~'r`~" ~ e~°" the comments of Highland Park residents, you ,could ha,~e heard not ~ ~ t ~ i ~ ~ / ~ 7` ~ ~ f4 ~ just the catch phrases of NI\IBI', but the ver}' ,~rords that the design u,,,~- • - ~ ~ c~ Y~ T 7 community mit*ht use when analyzing ~ COI111nUr'!I[)' plan. ("Will a fea- >J ~ ~ - ~ ~ ~ H18; sibility sandy be done: " "How many more people can Highland Park ~'I ~ / ~ ~ ,Jig absorb?' "11'ill the new homes ha,•e a problem "•ith flooding?" "Till ~ , ~ .l ~ ~ f~ i,~~ there be another entry to the neighborhood'") Such questions are ~ti + J/t' ~ ,t ~ } indicative, I think, of how the architectural and planning professions ~ S J [ ~ ~ /c ~ ~ ~w ~ ~ have, perhaps unwittingly, fed the NI\fBYphenomenon. ` ~ P~K ~ ~ %`9 ~ ~ ~''/'-~.~`r NIMBY on the Left and Right " Consider the ideas central to NI\IBS, such as the empor,•erment of local conununities, the oppositiwl to large-scale. development, and the Sought but rarely mentioned) bring in the "~,•rong sort" of people. reinfat-cing of the character of a place. Those concepts emerged in the his response of the Highland Park residents, ho,vever, shows how 1960s and 1970s, when the design conununiq• reacted against urban l\IBY cuts across all classes or races. Here ~,•as a moderate-income renewal and embraced such things as neighborhood presen•ation and 8' inority population using the same words ("undesirable elements") participatory planning. NI\IB~'might be seen as a kind of distortion or ul expressing the same fears ("it produces clutter and makes the exaggeration of those ideas. It is not hard to see horv opposition to ea slummy") that }'ou hear in affluent suburbs. large-scale development can lead to opposition to development of any "T"hat said, it is not hard to understand some of the suspicions of kind, hon' incremental planning can be interpreted to mean eve5y e Highland Park residents. Like many minority conm~unities, this neighborhood for itself, and how the presenatiai of the character of a re seemed somewhat neglected by local officials; part of our meeting place has become a code word for keeping outsiders out. th the neighborhood dwelt on how to get debris remo,•ed from die Did the design professions, in attempting to con-ect one wrong, :amp near the neighborhood's main entrance, after repeated but sow the seeds for another? Did we prepare the ground for 1\'I~4BY by in. efforts to get the city to act. There was also a fatalistic quality to giving people the tools to fight unwanted development? Have .ve now eir opposition, as if the memory of the conununin's displacement become victims of our previous success? The answer to all three ques- years ago was still fresh in some people's minds. As one woman [ions is probably yes, although it would certainly be unfair to blame ked, "Will Colonial Williamsburg go ahead and build any~,•ay, no I~tIJ•IBYon the architectural community. The most reactionary form of after what the community saJ~s?" NI~IBY, in particular, has roots much deeper than anything planted Our anstiver was no. C~1' and P/.~1 did not n•art to stage a competition by architects and planners. :d build a project against the ~,•ill of the local community. Also, as the IvI~1BY blossomed in the 19SOs during the era of free-market gov- ~celoper pointed out, „~thout the support of [lre neighborhood, the ernment. Its nourishment, hor,•ever, has come as much from the polit- y ~rould not grant the project aspecial-use permit, and ~,'ithout that, ical left as from the right. If the right wants to empower the individual, e numbers no longer tivorked. The developer met again ~,•ith the resi- the left ~,•ants to empo~,•er the group, especially all groups it considers nts, using to see ~,•hether a compromise could be reached. Failing marginalized for one reason or another. The right argues for self- at, we decided in March 1993 not to pursue the project. interest, the left for special interests -and both lead to essentially the There are, however, some lessons to be learned from our failed same place. In Williamsburg, the Highland Park residents were against ports in Williamsburg. For example, if you had listened carefully to the project because they saw it would run counter to their self-interest - (maintaining properry,•ahles, presen•ing the existing density)..~t the ~ -f same time, local officials, ++•hile professing to be in favor of the project, placed on it restrictions imposed by various special interests - ++•et- ` ~ ~ i lands requirements for wide setbacks and expensi,•e drainage systems, t _ ~~_-^_-~J~ s. y zoning requirements for ++•ide sweets and a lot of off-street parking. _ _ < ~-~'fi`'- ~ j~"4 a Finding Common Ground ~ ~ ~1'1]at +,•e have lost sight of, amidst this thicket of specific interests, r ~'m is the common good. Too few people, least of all the politicians, seem ~ - - ` ],•illing to stand up to \I'`1BP, to argue [hat e,•eryone is beuer off if ~~~t~ ~ dt evet~~one shares equal]}' in nl:tkltlg sacrifices..~lthough an official of ' ~ ~~~-~,y-~ v` ! the city of Williamsburg did attend one of our meetings with the ~ Highland Park residents, not one political leader sho„•ed up to ask r ~ ~ . ~ r that they set aside their self-interest to achieve something the entire y ,r A ~ .F ~ community needed. This vacuum of leadership, tchile frusu-ating to many people, also ~ ~ r - creates opporttu]ities for architects and planners.~lu]ost e,•et~~ case of ~ f Y." s e NI\4B1', for exam ale, has been receded by bad lannin~, with some ~ ~ ~ neighborhoods having been neglected or dumped on too many times ~ 4 t ~~~Ib~ and other communities so often exempted from san-ifice they think they are i""none. as such, \'I'~IBYoffers ns a chance to rea"e'-t pla"- In another instance of NlMBY, afive-year-old shanty Wing as a preyenti,•e measure: proper planning no,+~ can help elimi- nate NI~I13Yin the funu~e. in the case of Highland Park, had its sweets town on Manhattan's Lower East Side faces demolition. been brought up to modern standards and had the existing nnrltifami- ly housing in the neighborhood been better designed and managed, ~ot on my doorstep. \'ot in my ,•acant 10[. HOC 111 my precinct the objections to further de,•elopment might not have been so severe. These ,cords Form the battle ay of the band--aid ,+•:u• on homelessness NI\IBY also offers architects a chance to use skills, honed in resole- in our cities. The imminent demolition of Bushcille, a settlement of 1 ing the conflicts in a client's program, to help conflicting interests strucnn•es deep in .-~lph:]bet City, is a t+pical - if exu•eme -example of within a conuuuniry find c01111110t1 gCOllnd, 3 plall [hat e,'e1Z'Olle call inner-city NI\4B1'. On the request of Margaret 9forron, a photographer ]chose docu- = mentation of Bushville appeared in last month's issue (p. iJ), I attend- ' u ed an Ol]golllg series of closed-door meetings at the offices of the RTIl~Y offers us a chance ~o Good Old Lo,+•er East Side (GOLFS), a private conununity olganiza~ - ~l~rt' n~ g tion coordinating efforts to clean up Bush,•ille..-allegations of drug 3U dealing and prostitution on the cit+•-0,+•ned lot and the violent crime PreVentl~Te IIlPra.SUIL'~2P Yi"~''~ associated +,•ith such activities „•ere cited as the reasons to raze it; the COlllllttlnltl' „'ants to replace the shanties with an orchard surrounded ~1c3YlYL1Y1~ Y~4J Cc'~Il help ejimi nab by a fence. Community gardens are commonh• "used as ,+•eepons lYl the futureo" against the homeless," argues landscape architect Diana Balmori (coauthor ,+•ith \3orton of Transiloly Gnrdens, L~roo~ed Lives). The greening of Bushyille produces superficial political gains. By remo,•in; the site of illegal drug activities, explained a police officer involved il, agree to. This means not just designing buildings that fit into the con- the meetings, you move the problem "ou[ of my precinct." text, but employing the problem-solving methods of design,rithin the \17~i1e GOLES along „•ith the president of the local block associa- political process. tion hate taken steps to locate established housing, they believe that This, of course. is easier said than done. In ~lrilliamsburg, „•e were it is [heir right to determine the face of Bush,•ille's eight residents. too late to chan~t~3.ome of the bad planning of the past, and t,•e did Curiously, there has been Il0 COlmnlllllty board hearing and only not get far enough into the project to resoh•e, through design, some minor help from eke city's housing agency. Morton has been banished of the community's concerns about the future. Still, I think architects from the meetings because her sn•ong ties to the residents are vie,+'ed and planners have, t,•ithin their hands, the tools to fight NI\1B1'. \1'e as a threat to the organizers' lot-clearing agenda. helped set the stage for it as far back as the 19GOs, and tre have the The city's defeatist policies and the conununity's inability to look means to help undo it, sho„•ing communities how to construct a viable beyond the e}'esore of homelessness embody the fallacy of \'IA1Blism: common ground that can make people look farther than their o„•n [he failure to confront our most urgent problems -homelessness, back yards. Thomas Fisher o drugs, a-ime - is the failure to recognize that ,+•e are all potential resi- dents of Bushyi]]e. Bushviile's problems are too complex to Ue P.S. This is nor !/re end of P/.i's efforts to sponsor sociadl]• resf~ollsiGle ronrpr~i~ions. t•esohed „•ith a bulldozer or by sitnph• allo"•ing it to stav.:1 more ll'e are cunently working on nnother project Thal use hope 7o announce in earls 199-F. Coherent public policy' might be a st:u~t. Abby Busse] ~~lo$®~ua~ Public Distrust: Plan On It R z LL . . The IVIMBYdvvelopment-resistance syndrome is part of a larger pattern of distrust that menu -both pttblic and private -from taking definitely extends to architects and planners. place. They have produced new, less destructive strategies of incremental planning, and well consid- P/A's experience «ith an affordable housing eyed landmark presetl•ation programs. Among oth- developmentthat didn't happen, as recounted by er new instruments developed to fit this public Thomas Fisher in this issue (p. SS), is part of a mood is the special assessment district, through deepening national mindset. To the acronym which private owners tax themseh•es for specific N'IMBI' (Not In DIy Back Lard), we could add purposes; the purposes are often the kinds of main- NOT-~1'OT (None Of That With Our Taxes) and tenance, security, and amenities that the municipal NIBI~ (Not Impressed By Your Expertise). government once provided, but the special district As Tom points out, the consen•ative agenda has can be far more efficient and responsive in provid- elevated the rights of the individual over those of ing these (sad to say) than most local governments. the cotmnunin•, while liberal ideology has backed In the }'ears America was becoming the emy of the rights of special interest groups. Real live citi- the world - in the 1930s through the 1950s -great zees may find themselves seesawing between these public im~estments had the support of the public. extremes, depending on the situation, but mean- The great h}droelectric dams, the early public while the interests of the public as a whole get short housing projects, the parkways and freeways, the shrift. Every Congressman, legislator, and council amenities of our National Parks, were sources of member ends up seeing a constellation of inditidu- national and civic pride. At the same time, private als, corporations, and pressure groups, rather than interests were developing complexes like Rocke- the interests of the city, state, or nation. feller Center in New fork or Country Club Plaza in Everyone knows that there is a public good Kansas City -not to mention Colonial Williamsburg be}'ond individual and group demands, but nobody - to great public approval. All of these projects had is trusted to delineate it. ~1'e don't have strong polit- opponents, of course, but public distrust mush- ical leaders whipping up support for bold public roomed in the 1960s; the public authorities and a initiatives - in part because so few of us would buy their planners had become too autocratic, the dire 'y their message. So the end up ~~ith mealy-mouthed impact of many highway and housing projects o leaders, kow-towing to enough special interests to began to be felt, the younger generation would not squeak out their election victories. The visions of trust "anyone over 30.° (How do those rebels feel the planners and the "doers," such as the autocratic now that they are in their mid-40s?) 7 Robert i\Ioses or the more community-minded Ed :Much of this distrust, which is so much with us Logue, have long since been discredited. today, represents the perceived failings of the Then, of course, there is the tax revolt. Polio- experts: the development czars, the housing clans have garnered fierce lo}-ally by telling Ameri- bureaucracies, the traffic engineers, and, very defi- cans they are overtaxed, even though our taxes are nicely, the planners and the architects. The over- low by international standards. The fear of "tax-and- confidence of those experts teas punctured, their spend" at the Federal level led to }'ears of just dogma was disproved. "spend-and-spend," hence the balooning c}ef cit. But the have on the whole become a nation in Those who would bring the deficit under cwttrol which you get more credit for obstructing than for have had vet}'limited success advocating "im•est- initiating. It is not entirely clear whether the Ameri- ments" and "sacrifices," while avoiding the terrible can mood can be changed to support wise public T-word. im•esunent and to applaud public-spirited private Private efforts at public improvement, whether im~estment. One thing, however, is certain: as cnt- forprofit or not, are also looked upon with great vial experts in the shaping of physical im•esunents, skepticism b}' the pttblic. They get support from architects and planners mast anticipate pttblic politicians only if they twill help in the next election; antipathy and understand its roots. Only then can the politicians are not going to risk political capital we hope to come up tlith proposals that may actual- by trying to sell a project that has too many vocal ly generate public enthusiasm. opponents. Of course, the d}'namics of this siatation have generated a fety positive results. For one thing, they have simply stopped a number of dreadful develop- DISTRIBUTION LIST - PUBLIC WORKS PRIORITY LIST BRIAN ANDERSON ERNST GLATZLE TOWN COUNCIL STEVE BARWICK GARY MURRAIN DEBBIE ROELAND JANEIL TURNBULL MARY LAWRENCE MIKE ROSE DICK DURAN SUSIE HERVERT TODD SCHOLL JODY DOSTER JIM HOZA DAN STANEK ANNIE FOX DD DETO LEO VASQUEZ JOHN GALLEGOS JOE KOCHERA PAM BRANDMEYER KRISTIN PRITZ CHARLIE OVEREND KEN HUGHEY MANUEL MEDINA TODD OPPENHEIMER TOM MOORHEAD P.W. INFO. BOARD FILE MEMORANDUM T0: LARRY GRAFEL, ACTING-TOWN MANAGER FROM: GREG HALL, ACTING-DIRECTOR OF PUBLIC WORKS/TRANSPORTATION DATE: SEPTEMBER 27, 1993 RE: PUBLIC WORKS PRIORITY LIST FOR THE WEEK OF SEPTEMBER 27 - OCt. 1, 1993 r:::::.:.:. ,.,,..........:.....................-~--......:.::...:.::::r .....r v:.~'.: rr :.:::::::::::::r x::::::::. ::.'•Ff . ...Y . . :?.•'`•'r{,.•,rr,..r: •:rry?:::. F r.:... rr.: :?:r:i.`,.:.: :...:i.~ ...:....................:..............................:::.~::::::::::::::::::m:::::::: u:::.~:::..:.~i::::::: x:: ny}. ~..:.............:.:...iii}}i"r'.-::::. - ::f ..t.. v ri. •::n F..:i r.i: :..........:::...::::::::::::.~::::.:n::.:iii::.i:::.~:::::.:~:n:...........:iiY•isii":._:.:~::::::.~:::::._:::::: n n:::_::.. m:: n: ..rf•tr. . il4ii•w: i:: .u/• r .r.6v vi..i..i...:... r..... w•.: rv;: r: iiiF:::::::. fi:.i%: fr. . .....r.::v.::w::::::::....:.....:r.:t..r.:.:.: r: .r...:.....:s.::::::::::::::.: :{.~ii::::i:t?.iiii ...........:::?r:_iirriY:: rv.1..~.v.:.:?C-.r?::::r.•: i .Fr: STREETS AND ROADS A. 1. Attend Snow Conference in Estes Park. Jim & Charlie 0. out Tues-Fri. 8 snowplow operators out Weds-Thurs. 2. Remove bus shelter at Bald Mtn. 3. Investigate placement of "Newt Wheatley" memorial in East Vail. 4. Paint backhoe for auction. 5. Asphalt paving: a. Misc. patching. (110) b. Install invert & basin on Lions Ridge Loop. c. Install pan at Stephens Park. (30-9081) 6. Concrete projects: a. Install concrete pad for slide at Bighorn Park. b. Install 3 chaise sections at Bishop Park. 7. Apply finish coat on Sewer Plant Bridge. (30-9082) PARKING STRUCTURE/TRANSPORTATION A. 1. Remove and replace expansion joints at Lionshead. 2. Wash down Village structure. 3. Work towards final inspection for locker room. 4. Contract with welder to fabricate screen to block use of Circle K Bus Stop fireplace. 5. Assist with Town Manager residence's remodel. CARPENTERS A. 1. Replace slide/swing at Sandstone Park. (30-9084) 2. Perform totem pole repairs. (400) PUBLIC WORKS PRIORITY LIST Page 2 CARPENTERS (CONTINUEDI A. 3. Construct bus shelters: (524) a. Reconstruct Juniper Lane. b. Red Sandstone. ELECTRICIANS A. 1. Order & install municipal bldg. pump heaters. 2. Perform line locates as needed. 3. Continue Sonnenalp Street Light Project. 4. Hook up vacuum at bus wash. 5. Order parts to hook up radial table saw at VTC. 6. Investigate fresh air supply fan motors at Village & Lionshead TRC. 7. Investigate the possibilities of changing MR16 to a larger voltage at art mural. PARKS DEPARTMENT A. 1. Coordinate with street & roads on "Newt Wheatley" memorial. 2. Complete landscaping at East Vail Parking lot. 3. Begin design work at Bighorn Park. 4. Extend irrigation pipe in South Frontage Road berm for "Trees for Vail" project. 5. Transplant tree from Muni Bldg/Police to East Vail Parking lot. 6. Begin construction on Gore Creek Promenade on Monday, 9/27. 7. Order rubber matting for Bighorn Park slide. 8. Run drip line at East Vail parking lot. 9. Complete bulb planting. GH/jlt TOWN OF WAIL 75 South Frontage Road Office of Town Attorney Vail, Colorado 81657 303-479-21071 FAX-303-479-2157 September 29, 1993 'Mr. Ed Gund 3100 Booth Falls Court Vail, Colorado 81657 RE: Booth Creek LID Assessment Dear Mr. Gund: On September 28, 1993, your verbal request of Steve Barwick, Director of Administrative Services, to be relieved from the obligation to pay interest on the LID assessment was conveyed to Council. Upon considering your request, Council declined to offer relief from the interest which is presently due on the assessment. This information was conveyed to you telephonically by me on September 28, 1993. If you have any questions or comments, please do not hesitate to call: Very truly yours, R. Thomas Moorhead Town Attorney RTM/dd xc: Pam Brandmeyer Steve Barwick / Steve Thompson Vail Town Council ~ f 1 1 :tf€~L•~. , •4~ ~ ~'®l ~A~L F®R IMi~E®IATE RELEASE September 29, 9 993 - ~ Contac4: Bob mach, (303) 479-2332 'I ! Suzanne Sil~erthorn, (303) 479-2t 95 ,a. ; i" ~ ' , a5 ~'®~11N ®F VAIL REASSIGNS SAFETY ®FFICER , ~ - ~ a~ --Town of !fail Personnel Mana er Bob Mach announced toda that E N 9 9 Y Safety f~anager f~lary Lawrence is being reassigned to.another position within the ~ - ; ( ' ' ' Public UVorlcs Department following today's decision by the District Attorney to file 2 ~ i~ ,fir ` ~ ~ ' f ` ~ felon char es a ainst her. The char es stem from a traffic accident on y 9 9 9 { f ar<>-~ September 9 9. i t ~ w , f ' i ~ f~ tt ra 4 ~ ! ; ~ i ~ , ! i ~ ~ s E ~ i j fix,. s d~ :s ' ~ - _j i~ I [ R~ i~" ,j r.. , rt ~ j ~ c ~ ~ ~ ~ ~ f ~f ! r sj ~ ~ , j `s ~ ! r` is :s - s u ~ i ;r s ~ r,.-~~; 75 SOUTH FRONTAGE ROAD VAIL, COI.Of2All0 81657 7-ELF.f HONE 303-479-2]00 1 ~ l } x`_ - 4 _ ® ®F ~A~~ FOR IMMEDIATE RELEASE September 29, 1993 Contact: Bob Mach, (303) 479-2332 Suzanne Silverthom, (303) 479-2115 _ ; ,r-- TOV IMPLEMENTS DRUG TESTING POLICY ~ TO VOLUNTARILY COMPLY (WITH FEDERAL GUIDELINES ~ w; ~ _ (Vail)--After months of planning, the Town of Val will anplemen4 a new drug testing ~j 1 ~ ' policy Phis week in a voluntary effort to begin complying with guidelines established by the i federal Department of Transportation, which become effective on January 1, 1995. f ~ ~ .i 1 ; ` Personnel Manager Bob Mach said the new policy will cover bus drivers, heavy i :,•I ~ t : ~ equipment operators, police officers, firefighters, and any other employees whose work requires them to possess a commercial drivers license. ~.I ,:j ~ ; The new policy, effective September 29, authorizes mandatory testing for all new job applicants. It also allows for mandatory testing of any current employee it there is f _ i } ' reasonable suspicion that the worker is under the influence of drugs or alcohol. ~ ~ The new policy will not indude random testing of employees. °1lVe've been talking F.~ x~j about this subject since 1991,° said Mach. `This policy ensures a safe work environment for ~a ~ , r s j ~ i ~ all our employees, as well as protection for our residents and visitors.° ` ' ~ The new policy will cover approximately 80°~ of the 4own's total workforce of 200 F ; `,i employees. ~ f~ ^ ~ ~ For more information contact Mach at 479-2332. { l 5 ~ , >s ~ ~ ~ ~ ' ~ ~ ~ L~%_ 75 SOUTH FRONTAGE ROAD VAIL, COLORADO 81657 TELEPHONE 303-479.2100 ..4 1~`M-~ ~ _ ~ - ®F VAII, F®R 1MME®IATE RgLEASE September 29, 9 993 . _ _ Contact: ~loliy McCutcheon, ~ (303) 479-2936 ~ ~`~`I - Suzanne SiNerthom, (303) 479-2995 ! ~ 1 E i i': ~ - NOMINATING PETITIONS FOR ~ ~ ~A1L T01NN COUNCIL SEATS N01N AVAILABLE of j (Vail--Nominating petitions are now available for candidates interested in }I ~ running for a Vail Town Council seat. The petitions may be picked up in the Town _ ;j ? Clerk's office from t3 a.m. to 5 p.m. Monday through Friday in the town's municipal ` .x ~ '1 ' building, 75 S. Frontage Rd. , ~ `i { } ~ Candidates have until October 95 to arculate the nominating petitions. A :C~: i ' ~ ` ~ minimum of 9 0 signatures of registered voters who reside in Vail is required for ~ a~ certification. i } .`e~ , ; ~ The town's municipal election on November 96 will fill the terms of four of the I ~ 5" ~ ~ town's seven council positions. Those seats are currently held by Bob Buckley, Jim Gibson, Rob Levine, and Mayor Peggy Osterfoss. ~ To qualify, council candidates must be a resident of the Town of Vail for the j ~ ~4 past two years, a citizen of the United States, and a registered voter. ~ ` " ' ~ ~ In accordance with the town's charter, the three candidates receiving the ~ highest number of votes will be elected to four-year terms, and the candidate ~ ' ~ receiving the fourth highest votes will be elected to a two-year term. Town elections ~ - are non-partisan. R . f ~ . ~ x . ~ (more) 75 SOliTH FRONTAGE RO:1D VAIL, COLORADO 81657 TrLE1'HONE 303-479-2100 e, TOWN COUNCIL SEATS ADD 1 Counal members receive a salary of $200 per month; the mayor receives a $500 monthly salary. The mayor and mayor pro-tem are elected from among the council members, and each serve for two year terms. November's muniapal election also will include a proposal to fund the Vail Valley P~fortnance and Conference Center, and a proposal authorizing the town to expend all revenue generated by its present tax structure. For more information about the November 16 election, contact Holly McCutcheon, Town Clerk, at 479-2136. # # # ~ SIB t3 I ~f d i. - ~ - Y4p 71'®~I SAIL F®R IMi~~®I~T~ R~LE~S~ September 29,1993 - Contact: Steve Barwick, (303) 479-2196 5' - Suzanne SiNerthom, (303) 479-2115 ~ 'r ~ ~ ` ~~1R~IIGK RESIGNS ~S ®IRECT®R ®F 14DINIPJISTRATIVE SERVICES. ~ E (Vail--Steve Barwick has resigned as director of administrative services for the - ,1 , t A Town of Vail to become an assistant c'rhr manager for the City of Aspen. Sarwick's k ~ ~ t ~ resignation is effective October 12. He'll begin his new duties in Aspen on October 18. ~ ~ J ' i ~ Barwick has been employed by the town since 1985, and has supervised the -J { town's financial operations, including implementation of new budget systems and : ; j ~ t = " improved financial controls. f ; ~ Before joining the town, Barwick was a senior budget analyst for the University ~ 1 ~ i ~ ~ ` < - ~ of Colorado at Boulder. ~ He and his wife, Amy have two children, Stuart, 9, and Kristen, 7. ,t J ~ F~. ..J ~'yf R a' ~ . ~ ~ t- _ i I. ~4 } I 'x~ t 1 < <~~:; I .f ~ . i~ . II L~ 75 SOUTH FRONTAGE ROAD VAIL, COLORADO 8]657 TL'LEPHONE 303-479-2100