The URL can be used to link to this page

Home My WebLink About1998-01-13 Support Documentation Town Council Work Session i4 TOWN OF VAIL WORLD Office of the Town Manager CHAMPIONSHIPS 75 South Frontage Road 1999-VAIL-SEAVER CREEK Vail, Colorado 81657 , . , 970-479-2105/Fax 970-479-2157 TM MEMORANDUM TO: Vail Town Council FROM: Bob McLaurin, Town Managerp----" DATE: January 9, 1998 SUBJECT: 1998 Council Retreat Attached to this memorandum are several documents which are relevant for your upcoming retreat next week. First I have attached an agenda outlining the agenda items for your discussion. This document is entitled Expanded Agenda and I have attempted to breakout some of the major agenda items into sub-components in order to facilitate the discussion. The second agenda which is in your packet, is basically a proposed time schedule for the retreat and identifies times and topics which will be discussed during the two days. The second set of documents are some literature from the Colorado Municipal League regarding effective governance and is included simply for your information. These may or may not be of interest to you or may be helpful to you. I have also enclosed a copy of the 1997 Town of Vail Community Survey. I believe this document is relevant to your upcoming discussions as it identifies key issues and priorities of permanent residents and second homeowners. I have taken the liberty to highlight the some of the significant sections. I have also enclosed several documents regarding Vail Tomorrow. I believe these are particularly relevant given your high priority on community outreach and community collaboration. While you are obviously not bound by any of these goal statements, I believe they are relevant and that they were developed by many, many individuals in our community. ~a RECYCLEDPAPER s The Town's current Vision and Mission Statement are included in this packet as are the Council's "Critical Strategies and Objectives". As indicated on the Critical Strategies document, we have outlined the specific tasks associated with each of the Critical Strategies. I have also complied a bullet list of accomplishments to highlight the progress we have made toward achieving these strategies. Finally, I have enclose two old documents regarding strategic intent. One is from 1985 and the other is from 1991. 1 though you would find these interesting. I hope you find this information helpful. If you need additional information or have questions, please give me a call. RWM/aw AGENDA Vail Town Council 1998 Council Retreat February 12-14,1998 MONDAY JANUARY 12. 1998 Grill at Singletree (formally June Creek Grill) 6:00 pm Reception 6:30 pm Dinner 7:15 pm Chris Gate's discussion of trends in local governance TUESDAY JANUARY 13. 1998 Colorado Hotel, Glenwood Springs 8:00 - 8:30 Continental Breakfast 8:30 - 8:45 Discuss agenda and desired outcomes 8:45 - 10:00 Council/Staff Roles and Responsibilities 10:00 - 10:15 Break 10:15 - 12:00 Conclude discussion of Roles and responsibilities 12:00 - 1:15 Lunch (own our own) 1:15 - 1:45 Review Current Critical Strategies 1:45 - 3:15 Discussion of Goals and Strategies 3:15 - 3:30 Break 3:30 - 5:15 Continue discussion of Goals and Strategies 6:30 - 7:30 R& R 7:30 pm Dinner (together) WEDNESDAY JANUARY 14. 1998 7:30 - 8:00 am Continental Breakfast 8:00 - 10:00 Conclude discussion on Goals and Strategies 10:00 - 10:15 Break 10:15 - 11:30 Discussion Organizational Issues 11:30 - 12:00 Discuss Meeting Schedule/Time Managment 12:00 - 12:15 Wrap Up 12:15 Adjourn TOWN OF VAIL 1998 COUNCIL RETREAT January 13-14 1998 Hotel Colorado Glenwood Springs, Colorado EXPANDED AGENDA 1. DEFINE RETREAT OBJECTIVES AND DESIRED OUTCOMES. a. Improve sense of team work among the Council b. Improve sense of teamwork between Staff and Council c. Review, Confirm/Modify TOV Mission and Vision d. Discuss Strategic Intent and develop framework for work program for coming two years II. COUNCIUSTAFF ROLES AND RESPONSIBILITIES a. Role of the Mayor b. Role of the Town Council c. Role of the Town Manager d Role of the Town Staff c. Council Relationships d. Council/Staff relationships III. REVIEW TOWN OF VAIL MISSION AND VISION IV. REVIEW CURRENT CRITICAL STRATEGIES AND WORK PROGRAM a. Economic Viability b. Transportation c. Infrastructure d. Community Collaboration e. Local Housing VI. DISCUSS CRITICAL STRATEGIES FOR NEXT TWO YEARS V. DISCUSS TOWN OF VAIL ORGANIZATIONAL ISSUES a. Update on Organizational Development Activities b. Organizational Values VI. DISCUSS MEETING SCHEDULE/TIME MANAGEMENT VII. OTHER VIII. ADJOURN C O V E R S T O R Y 010 Habit Of Highly Effective Carl H. Neu, Jr. _ ocal government operations directly affect our daily exis- ' Ltence d experiences and the quality of life that we per- have within our communities. No local govern- ment deserves, nor should its citizens tolerate, a council or governing body that isn't extraordi- narily effective and competent in leading the community. Thomas Cronin, a recognized authority on public policy, defines leadership as "making things happen that might not otherwise happen and preventing things from happening that ordinarily might happen. It is a process of getting peo- ple together to achieve common goals and aspirations. Lead- ership is a process that helps people transform intentions into positive action, visions into reality." The quality of leadership effectiveness demonstrated by a governing body and its ability to be a highly effective council are not attributes bestowed upon it by a swearing-in cere- mony. They are the results of disciplined adherence to a set of fundamental principles and skills that characterize highly effective governing bodies. Here, then, are 10 "habits" of highly effective councils, based upon the author's observa- tions of hundreds of governing bodies over the past 20 years. 4 NovEmem 1997 i s Think and Act 20 Understand and Integration of members who have Strategically Demonstrate the basic technical, interpersonal, and Elements of decision-making competence. 0 A council's primary re- Teams and A commitment to team success and sponsibility is not just to make policy Teamwork performance excellence. or to do its "Roman emperor" routine A climate of trust, openness, and mu- (thumbs down or thumbs up) on By law, councils exist and have authority tual respect. agenda items at public meetings. It is only when their members convene as Clear standards of success and per- to determine and achieve the citizens' bodies to do business. They also are formance excellence. desires for the community's future. components of corporate beings that The support, resources, and recogni- Councils and their administrative must speak, act, and fulfill their commit- tion to achieve success. teams must accept responsibility for ments with one voice and in a mature, Principled and disciplined leader- shaping the future of their communi- effective, and reliable manner. Councils ship. ties by expanding their mental hori- are collections of diverse individuals who zons to identify and meet the chat- come together to constitute and act as an Highly effective councils spend time lenges that must be addressed through entity, and only when operating as an building their sense of being a team and decisive leadership and through shared entity can they exercise authority and enhancing their skills in productive goals for the attainment of that future. perform in fulfillment of their purpose. teamwork. A strategic leader always comes This is a classic definition of "team." from the future and takes you "back Carl Larson and Frank LaFasto, two pre- Master Small- to the future" from the present. This eminent authorities on teams and team- Group Decision leadership adventure starts with a vi- work, define a team as an entity com- Making sion and evolves into a definition of prising two or more people working the strategic issues that must be mas- together to accomplish a specific pur- Most councils are classic small groups, tered to achieve the vision. The next pose that can be attained only through with fewer than a dozen people. Small step is the development of long-range coordinated activity among the team groups demonstrate certain skills and goals that address these strategic is- members. In short, a team exists to ful- behaviors that link their members to- sues and that provide a decision-mak- fill a specific function or purpose and is gether. They also have knowledge of the ing and budgetary basis for the suc- made up of disparate, interdependent processes they must follow to make de- cessful implementation of these goals. people who collectively achieve a capac- cisions in fulfillment of their purpose. Living from one annual budget to an- ity that none of its members could Figure 1 summarizes the skill sets essen- other and from one council meeting demonstrate individually. tial to small-group effectiveness. to the next condemns your commu- Teams always have two components nity and its future to happenstance that we might call their S components: Clearly Define and to the type of thinking that often sysremicness and synergy. All teams are Roles and befuddles national governance and systemic by definition, being made up of Relationships policy. interdependent parts (people) who af- For this reason, polls show that an fect each other's performance and that Each team member, whether mayor or overwhelming majority of citizens of the team. Synergy is the ability to councilmember, makes a contribution want important issues affecting their achieve an effect, when working to- to and has a relationship with the team. lives to be decided at the local, home gether as a team, that is more than the Contributions and relationships must town level. Here, they expect leader- sum of the team members' individual ef- be defined in terms of the role to be as- ship, sound thinking, and decisive ac- forts. While all teams are systemic, rela- sumed and how that role is to be carried tion. In spite of this citizen expecta- lively few are genuinely synergistic un- out through the behavior of the person tion, a 1996 survey conducted by the less their members understand, master, in the role. International City/County Manage- and demonstrate the fundamentals of A role has two elements: function, the ment Association (ICMA), "Survey of teamwork, which are: specific responsibilities of that role, re- Current Practice in Council-Manager gardless of incumbency; and perfor- Governments," indicates that fewer A clear sense of purpose. manse, the behavior of the person occu- than 40 percent of all councils set A clear definition of the roles and re- pying the role in fiilfilling his or her long-term strategic goals to guide their lationships that unite individual tal- responsibilities. Councils, through char- semimonthly forays into decision ents and capacities to achieve team ter, statute, or ordinance, have a clear making. performance. definition of their function. The perfor- PUBLIC MANAGEMENT 5 Figure 1. Effective Small-Group Decision Making An EFFECTIVE Small Group I I Interpersonal Skills Task Skills Rational Skills The ability to work with others Knowledge to do a job Ability to deal with issues and problems rationally I I • Listening to and understanding . Knowing the form and role of • Selecting and prioritizing the I the views of others the organization issues to be addressed • Constructively confronting and . Knowing law, policies, and • Analyzing issues and related facts resolving differences procedures • Identifying objectives and • Supporting others and showing S respect for their ideas • Showing civility and good outcomes • Participating actively in manners • Considering alternative discussions • Using professional and technical strategies and courses of action • Taking "time outs" to discuss knowledge • Assessing obstacles and how well group members consequences interact • Reaching consensus decisions • Evaluating and following up mance component must be defined functions. Policy making/implementa- on empowering effective staff perfor- within the team through discussion and tion is a continuum of thought and rela- mance. Councils that do not do this will mutual definition of those behaviors tions that transforms ideas and abstrac- frequently fall into micromanaging, that and practices expected of the mayor and tions (visions, policies, goals, and plans) is, they will perceive a need to become councilmembers in the conduct of their into defined, observable ends or out- involved in, or retain approval over, even duties and interactions. comes- (results, programs, buildings, minor staff activity and plans. Vince Lombardi, when asked what streets, deliverable services). Council A critical element and important made a winning team, replied, "Start and staff share this continuum as part- council task in this partnership is evalu- with the fundamentals. A player's got to ners ensuring each other's success. Each ation of the manager or administrator, know the basics of the game and how to person plays an important role in mak- based upon clearly defined goals, poli- play his [her] position. The players have ing sound policies and in ensuring their cies, and established guidelines on exec- to play as a team, not a bunch of indi- effective implementation through reli- utive performance. According to the viduals. The difference between medi- able administrative practices and perfor- 1996 ICMA survey, only about 45 per- ocrity and greatness is the feeling the mance. Figure 2 depicts this partnership cent of all councils formally evaluate players have for each other," that is, their and continuum. their managers' performance. relationships. Teams talk about and de- John Carver, a widely acclaimed au- fine expected roles and relationships thor who writes about boards that make 6 Make a Systematic and give constructive feedback to their a difference, discusses this partnership Evaluation of members on the degree to which they as one in which councils define the policy are fulfilling these expectations. needs to be met and the outcomes to be , Implementation achieved. He believes that councils j Establish and Abide should allow staff, within council-estab- Councils, like most legislative bodies, by a Council-Staff fished limits, to define the means for frequently exhibit the jean Luc Picard Partnership achieving these ends. He sees a council- syndrome (Star Trek 11) and simply tell staff linkage that empowers staff to do their staffs: "Make it so." They assume We have all heard the saying "Council its tasks and to be evaluated on the re- that council action equates to policy and makes policy, staff implements policy." suits produced. program implementation. The next Well, this is a total misconception of re- Councils that accept and abide by this time the council hears about policy is ality. Policy making and policy imple- partnership focus their energy on estab- when a problem or crisis arises. mentation are not distinct and separate lishing vision, goals, and good policy and In contrast, highly effective councils 6 Novomm 1997 Figure 2. Council-Staff Partnership (To What Degree Is This Partnership Unde. . od, Discussed, and Respected by Councilmembers?) GOVERNANCE/POLICY PROCESS P ADMINISTRATOR/ COUNCIL'S SPHERE O D MANAGER'S SPHERE L M • I I and • muniY mentation ical faI A continuum/interaction rmance issues es s and expertise C t N (-Gratification C A O G A D U O D M. I N A M M 1 I I M L I A N 4 L I" - S P N N S S I A T I, S R L S G R I E I T E A O S C R- M T N U Y A E 1 O L T N N T I T S O N ,!xpect periodic feedback on policy re- Figure 3 shows the purpose, typical The fourth arena, community rela- sults and on possible policy amend- setting, focus, and key characteristics of tions, is becoming more important. It is ments that may be required. This feed- each arena. All four arenas are essential rapidly transforming the role of the back can be provided through progress to highly effective councils' fulfillment of council and how it spends its time. reports, status memos or newsletters, their leadership, policy-making, goal- Communities today are more dependent and policy reviews. setting, and empowering responsibilities. upon sophisticated alliances and part- A highly effective council will hold at nerships among groups, both public and. Allocate Council least one goal-setting retreat or "ad- private entities. Jurisdictions are subject Time and Energy vance" annually. It also will hold two to multiple, profound changes in how Appropriately study sessions monthly, usually between public officials operate. Today, the com- regularly scheduled public hearings. munity arena requires more time spent Councils, like other teams, play in a Here, councilmembers will confer with in interactions outside city hall and puts number of settings or arenas to achieve staff and other experts on significant greater time pressure on mayors and overall, peak performance. There are items under consideration that will councilmembers. four council-staff arenas, and each must eventually require official actions. be appreciated for its purpose and for its While these meetings should be open 91 Set Clear Rules contribution to a council's effectiveness: to the public as observers, the public and Procedures i should not participate in the council- • Goal setting (retreats or "advances"). staff dialogue. Many councils short- ¦ for Council j Exploration and analysis (study change this arena, pushing the opportu- Meetings sessions). nity for learning into the formal public Council meetings exist for the purpose • Disposition/legislation (regular pub- hearing, which is not designed to pro- of doing the council's business. Liters- ' lic meetings). mote much in-depth analysis of complex lure on how to conduct effective and j Community relations (interactions issues. The arena of disposition/legislation productive meetings specifies the need with constituents and with other is designed to get to a vote, not to pro- for an adherence to clearly defined rules M agencies). mote careful analysis of complex issues. and procedures. PUBUC NIMAGEMENT 7 Figure 3. Arenas for Governing Body and Staff Performance Exploration and Disposition/ Community Arena Goal Setting Analysis Legislation Relations Purposes • Establish vision • Understanding the • Taking official action • Interacting with • Explore potentials issue(s) • Voting on items constituents/citizens • Set goals • Problem -Resolutions • Building alliances • Set direction/ identification -Ordinances • Doing outreach and priorities • Selecting "best • Gathering public liaison -Community options" input • Coordinating with -Services • Building • Mobilizing support other entities -Staff action commitment -Budgets Typical Setting Retreat or advance- Study session- Public-formal council Numerous- informal off-site conference room meeting in chambers diverse formats workshop Focuses • Future of community • Developing knowl- • Going through the • Communicating • Evaluation of edge for decision agenda (formality) • Problem solving -Needs making • Showing authority • Collaborating and -Trends • Sorting of options ' Ratifiying/adopting coordinating -Strategic issues Examining • Dealing with political • Forming • Community desires consequences pressures partnership(s) and values • Setting strategies • Identifying • Acting as a • Leadership • Making competent psychological needs community and informed decisions Kev Characteristics • Informality • Starting council-staff • Meeting formally • Being "outside" city • Sharing of options dialogue • Setting and following hall • Open dialogue . Questioning and test- rules and procedures • Responding to • Creative thinking ing ideas • Encouraging public requests • Humor and . Exchanging input and • Starting joint adventure information. involvement ventures • Face-to-face/group Negotiating and ' Gaming high - Facilitating interaction consensus building visibility interagency activity - No voting - Dealing with Using multiple inter- Face-to-face/group pressure/advocacy action modes and interaction from groups communication a • Voting techniques - Interacting as groups Many councils, however, drift from 9 Get a Valid not it is addressing issues effectively. these rules and procedures in pursuit of Assessment of the Highly effective councils seek feedback informality, collegiality, and "just being Publics through a number of market research nice! They let their meetings drone on N Concerns and tools such as focus groups, surveys, and with a lack of focus, redundant com- an Evaluation of the questionnaires. Typically, the phone calls ments, and endless discussion. Council's Performance a councilmember receives or the com- Rules and procedures do not pre- ments made in public hearings are not clude citizen input, courtesy, or sensi- Elections are contests among individuals valid or accurate reflections of the entire tivity to public concerns and view- vying to become members of the coun- community's sentiments about issues and points. They respect all these elements cil. They are not valid, objective assess- about the council's performance. "Market and the necessity to conduct business in ments of the public's feeling about the research feedback" should be ongoing an orderly, disciplined, and productive quality of the council's performance as a and should be included in the annual manner. governing body and about whether or goal-setting retreat or advance. $ NovEmwR 1997 r • The Manager's Role in _ Practice Building a Highly Effective more we should be doing to improve our Continuous Council leadership performance and to ensure a Personal Focus the council on leadership quality future for our community?" a Learning and achieving a quality future for As Jack Ethredge observes: "The entire and Development as a the community. process has helped Thornton's council to Leader Select a time and place to conduct identify the issues that are essential to a facilitated discussion about fac- achieving our community's goals and to Leaders read, attend workshops, and tors affecting the council's effec- building collaborative relationships with constantly seek information, under- tiveness. It is recommended that citizens and with staff to agree about the standing, and insight. Highly effective the manager be involved in this goals. Thornton now is a community of councils are composed of members who discussion. partnerships, all focusing on a vision and honestly know they don't know it all. Invite the council to assess can- using our combined resources to become They take advantage of the myriad of didly and objectively its perfor- the city we want to be in the future. There opportunities to learn and to perfect mane relative to the 10 habits of has been a real breakthrough in the their skills by reading, going to state and highly effective councils included amount of creative energy that is moving national municipal league workshops, in this article and other effective- Thornton forward" and attending every forum that can es- ness indicators that councilmem- The last, and probably most impor- pand their skills to lead and govern well. bers feel are appropriate. tant, point: Keep your sense of humor. A highly effective council also learns Have the council identify where Governance is a serious business dealing as a council. It works closely with the significant gains in effectiveness with the vital issues affecting our com- manager to improve its leadership skills are desired. munities and the quality of life we expe- and the council-manager relationship, Develop specific strategies and op- rience within them. But humor reduces assessing objectively its performance on portunities with the council to friction and stress, lets others know that each of the 10 habits. This assessment achieve desired goals. we and they are human, and brings a should include the observations of coun- Schedule specific skill-building pause that refreshes our insight and cilmembers, manager, department heads, workshops for the council. Include commitment. It is essential to forging and selected members of the community key staff members when the focus is and maintaining good relationships. who have occasion to work and interact on council-staff relationship issues. Every community deserves nothing with councilmembers. The effective Establish a process with the coun- less than a highly effective council that council should decide where gains can be cif to evaluate gains that have been embraces accountability for the commu- made, then set up the opportunity made and to target new opportu- niry's performance in creating its future through council workshops to learn the nities for improve-nt and in effectively addressing, in the pre- skills needed to make these gains. Remember- peak performers con- sent, those challenges vital to attaining In 1990, Mayor Margaret Carpenter stantly seek to, improve their per- that future. That is what is at stake: our and City Manager Jack Ethredge of formance.. They know they are on communities' future. With few excep- Thornton, Colorado, began a process an endless journey- of growth, tions, every council can be highly effec- with Thornton's council to increase the performance; effectiveness,, and tive and can provide strong leadership, council's leadership skills and effective- achievement: but to become effective will require a ness that incorporated the 10 habits de- good governance model and disciplined scribed in this article. adherence to the fundamental habits of First, the council conducted a careful performance and sense of partnership. effectiveness. reexamination of the city's mission and Now, the council holds multiple ad- the role that it had to assume to ensure vances each year to define and validate its Carl Neu, Jr., is executive vice president of fulfillment of that mission. Then, in dis- strategic perspective and policy leader- Neu and Company, Lakewood, Colorado. cussions with the city manager, coun- ship. Skill development workshops ac- All rights am reserved to Neu and Com- cilmembers made a commitment to lead- company these advances and focus on pany and the Center for the Future of ership innovation and excellence that defined needs that are identified by coun- Local Governance, 1997 focused on long-term and strategic issues cilmembers. Specific "time-outs" are vital to the community's future. The pro- taken to evaluate how the council is func- Contribute to the cess involved advances, close attention to tioning as a team, as well as how it f inc- ~CMA Endowment Fund community feedback through focus tions with staff and with the community groups and surveys, and frequent self- The continuous quest for effectiveness al- Call 202/962-3648 evaluation of both council's and staff's ways begins with the question "Is there PUBUC MANAGEMENT 9 t f .r COLORADO MUNICIPAL LEAGUE MUNICIPAL LEADERSHIP WORKSHOP FOR ELECTED OFFICIALS 1996 Governance Part 1: What The Job Involves: The Big Picture • Your Leadership Role: Making a Difference in Your City • Achieving Good Governance and Good Public Policy • Clarifying Roles and Responsibilities Within the Council • Goal-driven Leadership • Translating Policy and Goals into Budget Governance Part 2: What The Job Involves: Government as a "Team" • Council Effectiveness • Working with Staff and Citizens' Groups Governance Part 3: What The Job Involves: How to Be Responsive (and Responsible) to Constituents • The Climate in Today's Communities: Change is Coming • Implications for Us As Elected Officials • What's Working, What Isn't Governance Part 4: Your Performance V © Neu & Company, 1996, except for materials copyrighted by other entities/ persons. All rights reserved. Reproduction or use is prohibited without permission. h GOVERNANCE PART 1: WHAT THE JOB INVOLVES: THE BIG PICTURE • Your Leadership Role: Making a Difference in Your City • Achieving Good Governance and Good Public Policy • Clarifying Roles and Responsibilities Within the Council • Goal-driven Leadership 1 a ea .tom 1 F h LEADERSHIP - PERFORMING ART "We do know that leadership is all about making things happen that might not otherwise happen and preventing things from happening that ordinarily might happen. It is the process of getting people to work together to achieve common goals and aspirations. Leadership is a process that helps people transform intentions into positive action, visions into reality." Thomas A. Cronin The Christian Science Monitor February 16, 1990 "Vision - The first responsibility of leadership. This comes between defining reality and saying 'thank you'." "Momentum, that feeling of moving toward legitimate goals, comes from a clear vision of what the [organization] ought to be, from a well-thought-out strategy to achieve that vision, and from carefully conceived and communicated directions and plans which enable everyone to participate and be publicly accountable in achieving those plans." . Max De Pree Leadership is an Art. k Y 3 THE SHIFTING ROLE OF MUNICIPAL GOVERNMENT There is a fundamental shift occurring in the primary mission or role of municipal government in this country. Historically, municipal governments existed to provide basic public services such as fire protection, police protection, roads and bridges streets, water, and waste disposal. Additionally, municipal governments provided land-use oversight through master planning and zoning. With the demise of federal and state funding and the evident necessity to stimulate local economies, municipal governments have become extremely involved in defining and guiding strategic forces that establish the economic vitality of a community, preserve its land values on the part of home owners and business owners, and ensure the opportunity for an increasing standard of living for all of its citizens. This shift in mission or role portends a new municipal leadership mindset which focuses on strategic perspectives and the long-range management of those forces which ultimately shape the destiny and opportunity for a community. This requires a whole new framework of thinking for elected officials, municipal managers, and department heads who must now become truly proactive and entrepreneurial in their approaches. A V 4 Future vision Leadership and strategic thinking: fundamentals to secure your cols imunity's future COMMUNITY (insert the name of your community) FESTIVAL 2000 What will you celebrate or lament on this occasion? The answer will be dete.LuLined by you, the elected and appointed municipal officials in office during the '90s, and the visions, imagination, commit.-Lent, and boldness you demonstrate as leaders and thinkers. by Carl H. Neu jr. The challenges and oppor- national mood of disillusionment state governments and other juris- tunitiesfacing alllocal gov- with government which is seen as dictions such as counties and ernments, especially mu- ignoring the concerns of average schools over tax dollars, unfunded nicipalities, are growing in number citizens. A majority of U.S. cities are mandates, legislation restructuring and complexity. Concurrently, experiencing chronic fiscal pro- revenue generation, etc. Problems people (our citizens) are tuning out blems exacerbated by flat (or declin- accelerate; popular support and or rebelling through actions such as ing) economic activity. Munici- resources decline. tax and term limitations. There is a palities are in intense conflict with The only way out of this thicket of conflict and confusion is strong direction and decisive action based -w-i upon sound thinking, perspective, and a full appreciation of options and constraints which must be managed or overcome as we navi- or comma, nities oug Q' ,e `90s into the t, "'Os is an `1 °e- r y Color€ do , litleslNovember-December 1991 ing processes profound and effec- Reasons for strategic appreciable growth in service levels tive enough to shape the destiny of thinking/planning and capital expenditure demands. our communities as if they were Communities are turning to Cities can no longer fund their legacies responsibly and lovingly strategic thinking and planning for futures relying on past and present - crafted by public officials and com- one or more of the following revenue generation approaches. " munity leaders. reasons: Strategic thinking and planning As Thomas A. Cronin, a profes- 1. To shape a better future enables communities to target selec- sor at Colorado College, states: hough anticipatory management. lively revenue expansion opportu- ' We do know that leadership Communities buffeted by the forces nities achievable through ,....omic is all about making things happen of change can see their energies and devel.,r...t..t/redevel.,r...ent, fee- that might not otherwise happen based income, joint venturing, and and preventing things from hap- civic en:.,.t..eneurism (identifying peningthat ordinarily might hap- In today's rapidly and serving precisely defined pen. It is the process of getting changing communities, market segments who desire or will people to work together to problem solving no pay for tailored services). achieve common goals and pro g Cities can reorient their thinking aspirations. Leadership is a longer sufficient toward being that helps people trans- consumer-oriented form intentions into positive ac- Problem anticipation service delivery organizations lion, visions into reality." and prevention, capable defining and meeting The only means by which leader- precise service demands which can Y Y combined with assertive be fee based. Tax dollars then be- ship as described by Cronin can be action for the come the funding mechanism for achieved is through commitment; to "base line" essential services. Too accept accountability for shaping attainment of specific the future of a community, com- many communities can't expand goals, is absolutely their imaginations enough to break bined with a process capable of ex- panding one's mental horizons and essential. out of the tax-limited world that understanding to a level essential to 'demands they do "more with less." achieving effective leadership. The Ultimately, this mentality leads to g resources sapped by jumping from the management of scarcity rather process is strategic thinking or plan- one crisis to another. Strategic think- than focusing on what can be done ning. I prefer to focus on strategic ing/planning seeks to replace crisis to achieve abundance--generating thinking because it reflects a par- with forethought and a blueprint of and combining all of a community's ticular way of seeing and interacting desired long-term outcomes that resources commensurate with with information, issues, events, provide the rationale for current po- needs and demands. and people while "planning" seems licy, budgeting, and service deliv- 3. Restore a sense of community. to direct attention toward docu- ery /capital expenditures priorities. American cities and towns have ments and specific projects. Two In the rapidly changing conditions atomized into diverse players and working terms that have caught on most communities are experien- interests capable of nullifying each are: (1) community-based strategic cing, problem solving is no longer other and any communitywide planning or (2) citizen-based com- sufficient. Problem anticipation and agenda. This trend has been rein- munity problem solving. In either prevention, combined with asser- forced by a growing sense of futility case, the objective is to expand a tive action for the attainment of sPe- many Americans have about their community's-and its governing civic goals, is absolutely essential. ability to influence the direction of body's--ability to address its future in the most effective and 2. To expand resource any "political institution" whether knowledgeable ways possible. availability. Less than one-fourth of it be the nation, state, or their imme- all U.S. metropolitan areas are ex- diate local governments. So they periencing appreciable growth drop out and concentrate their ener- Carl H. Neu jr. is president of Neu and (more than two percent annually). gies to narrowly defined areas of Company, a consultation company for Over 71.5 percent of all cities are interest-neighborhood, job, ethnic professional development services. He now less capable of meeting their group, or self. has been a consultant since 1971 and financial needs than they were even Research data indicate low voter has served as a lecturer on policy forma- a few years ago, and citizens are turnout is not due to apathy; rather, tion and strategic leadership for the unsympathetic to appreciable tax citizens see little capacity to influence , University of Colorado Graduate increases. The simple truth of the government. Yet, Americans seek in- School of Public Affairs. This article is '9os is that most cities can expect volvement and empowerment, as copyrighted: Carl H. Neu, Jr, 1991. flat-line revenue performance with (continued on page 8) Colorado Municipalities/November-December 1991 6 Leadership evidenced in the work place and rich their economic development even the Naisbitt megatrend: parti- Citizen-based strategic programs and combat drug and cipatory democracy. In the extreme planning is a deliberate youth-related crime. Schools need a case, this trend can erupt into a bal- strong economic base capable of en- lot-box rebellion as it has in the Cali- effort to reestablish a suring jobs for graduates and fund- fornia "mega-referenda" elections. sense (and practice) of ing for programs. Citizen-based strategic planning, community that Also, institutional roles change. such as Canon City's Vision process Schools are becoming the focal point (see pages 11-14) or Loveland's assertively encourages for delivery of county and city- Agenda for the '90s, is a deliberate all citizens to become sponsored social, child-care, public effort to reestablish a sense (and involved in setting the health, counseling and nutrition practice) of community that asser- programs needed by the various tively encourages all citizens to be- directions their family unit structures in today's come involved in setting the direc- community is taking. complex society. Schools no longer tions their community is taking. The serve to educate only; they are the twin mechanisms of collaborative location where service delivery for problem identification/solving and ly most effective use of public dol- many local-government programs consensus-based decision making lars. Citizens see "community" as occurs on a personal basis, irrespec- are used to achieve strategic think- the space in which they carry out five of which jurisdiction is account- ing, a renewed sense of community their daily existence, and they ex- able for the service. based upon direct citizen involve- pect all those jurisdictions of legal Public-private partnerships and ment, and the dispersing of power and political convenience "to get privatization are popular and high- back to the grass-roots individual their acts together" in a way that ly effective mechanisms for bring- citizen level and away from so- makes their community, and their ing a community's total resources to called interest groups and power daily lives, work in a user-friendly, bear in addressing community brokers. hassle-free way. needs. Strategic thinking and plan- Governance is effective only when it To do this, a precise definition of ning provide the comprehension reflects popular support underpinned mission, roles, and relationships is and perspective essential to produc- by a sense of community. required to permit each entity to tive int,.r,.vernmental and public- 4. Sorting out relationship is- function in a manner that contri- private relationships that yield sues with other governmental and butes to an array of essential gov- beneficial outcomes for a com- private-sector agencies. Just as "no ernmental services without duplica- munity and its citizens. man is an island," so is no local gov- lion or waste. Just as the individual 5. Team-building for council ernment entity. Cities, towns, coun- players on a well-organized sports and staff. Some councils and staffs ties, school districts, special dis- team operate in perfect coordina- use strategic planning asa meansfor tricts, and state government are in- tion and harmony, so too must local improving teamwork by clarifying tertwined and interdependent in government jurisdictions. mission, roles, working relation- ways that now need to be sorted out The era of jurisdictional ex- ships, and specific communications and reestablished to reflect the clusivity and redundancy is over. and decision-making approaches to realities of the'90s and the absolute- Cities depend upon schools to en- be followed in defining and im- plementing community goals and service delivery levels/plans. Such efforts clarify purpose and focus the AIUNIS energies and priorities of council and staff toward specific outcomes to be achieved for the benefit of the MUNIS° Software: community through coordinated • Built exclusive) to handle government accounting action, hard work, and responsible • Meets the needs of large and small organizations behavior rather than "touchy-feely" • Installations on micros, minis and mainframes exercises and exploring inner motivations. " Larry W. Neu & Company, P.C., CAM We understand your management needs. We install and Approaches to strategic support the MUNIS program. Call us at: thinking/planning 655 Broadway Suite 400 Denver, CO 303.595.4899 There are three basic approaches to strategic thinking and planning, Colorado Municipalities/November-December 1991 7 each of which can be effective if ap- community-based projects and un- A commitment to plied appropriately. dertakings. Usually, this process in- t. Council-directed strategic volves: strategic thinking/ planning. This approach is the most • A high degree of community planning is an invitation - frequently used because it is effi- education as to major issues facing to the community, cient and supports the concept of the community and the possible op- representative government-i.e., tions open to it. council, and sta f f to council accurately reflects and is • Conducting numerous forums engage in an active knowledgeable about the views and permitting the participation of exploration and opinions of the community. The city diverse groups and individuals so council establishes its collective vi- that their views can be presented anticipation of the future sion for the future of the commu- and ayt,.t,:ated- and the challenges to be nity, develops app.,.t,.:ate strategic • Careful staffing of options for addressed. plans and goals in support of that their r.v.oentation back to the com- vision, and provides staff with im- munity for evaluation and refine- plementation guidelines and ment. Establishing the means to bud to liciestofulfillthe lan. • Consultation services to • $ Ty Apically,po this type of p strategic facilitate communitywide com- maintain communitywide en- Ty " thinking and planning takes place at munications and decision-making thusiasm in support of the vision a "weekend retreat," usuall efforts. and implementation plans to y • Facilitation to ensure that all achieve that vision. facilitated by a consultant, voices in the community have an • Establishing constructive 2. Council-staff directed equal opportunity to present their liaison and collaboration with other strategic planning. This process is views, to be respected and ap- governmental and private entities similar to the one outlined above preciated, and to have a role in whose participation in the im- but places a greater emphasis on defining the content of the final plementation of the strategic plan is staff participation and council-staff community vision and supporting essential. interaction during the visioning and strategic plans. goal-setting process. It provides an • Extensive communications so Specific steps for strategic opportunity for council-staff that all parties involved are thinking/planning dialogues and sharing of opinions thoroughly knowledgeable as to There are numerous ways to in- not readily available in regular what issues are being considered, itiate and conduct a strategic think- council meetings or work sessions, the options available for addressing ing/planning (visioning) process. A Frequently, councils using this ap- these issues, and all other factors checklist of common steps includes: proach take the proposed strategic that must be taken into considera- 1. Define the reasons for doing it plan to the community for public tion for developing a highly produc- and the processes to be used. A input and recommendations. tive vision and plan that has a realis- commitment to strategic think 3. Community-wide informed- tic probability of achievement. (continued on page 10) consent strategic planning. This ap- proach brings together various leadership elements of the com- munity to frame a common vision for the community and a strategic T:ONC plan that will guide the efforts of the Engineering Consultants community toward the attainment of that vision. Fort Collins Colorado Springs Vail Longmont This process has been highly (303) 226-4955 (719) 598-4107 (303) 476-8340 (303) M-9584 popular in those instances where a concerted effort is made to involve • Water Resources /Augmentation Plans all elements of the community, no matter how divergent they may be. • Water Supply and Treatment The effort can take as long as a year • Wastewater Collection and Treatment or more to accomplish, but it does • Drainage and Flood Control *C offer citizens an opportunity to par- • Highways and Bridges ticipate directly in defining the • Utility Mapping community's future and goals for Colorado Municipalities/November-December 1991 8 Leadership ing/planning is an invitation to the low-up staff work to prepare vision, community, council, and staff to mission, and goal statements that Extensive publicity is engage in an active exploration and are communicated throughout the required to keep the com- anticipation of the future and the community as the council's goals munity fully informed challenges to be addressed. It invol- and priorities. A communitywide ves developing consensus and the effort requires extensive publicity about the progress being discipline to implement that con- and on-going communications that made toward a sensus without falling to the keep the community fully informed community vision and temptations of short-term political about the process and progress expediency and pressures from being made toward a community implementation plans. specific groups or individuals with vision and implementation plans. agendas inconsistent with the com- 5. Facilitate the process. Strategic to facilitate a communitywide effort munitywide consensus. thinking/ planning is an activity and sharing of resources to achieve There needs to be a clear under- dissimilar from normal council- the vision? These two con,tYl, are standing of why a strategic think- staff-community activities which distinctly different. ing/planning effort is being under- tend to focus on specific agendas, • 31,,.,:fic goals and implemen taken and the specific approaches to problems, and other short-term tation strategies for achieving the be followed. routine matters. When a group is to vision. These goals and strategies 2 Define products or benefits. engage in a strategic thinking/plan- provide leadership guidelines for There should be a clear expectation rung effort, it needs to . "..ent its developing operating plans, pro- among all parties involved as to perspectives and conduct dialogues grams, budgets, etc., so that the what the strategic thinking/plan- that yield enlightenment and in- community's efforts and resot....;..:, ning effort should produce for the formed consensus rather than legis- are focused (rather than d6,,..,,d) community. Possible products in- lative/administrative "win-lose" on achieving the vision. elude a vision statement, a mission decisions. A facilitator can guide the • Specific manar,.....ent action statement, specific goals, and the process, enhance communications, plans (MAPs) that direct de- strategies and operational plans for defuse conflicts, and guide problem partmental activities and link them attaining those goals. solving and decision making. to other c-..-..unity and private sec- 3. Define who should be in- 6. Publicize the outcomes. Any for participants as arr.,,,,'..ate for volved and who is responsible for strategic thinking/planning effort fulfilling the vision. coordinating the effort. The three should yield, at a minimum: • Monitoring and evaluating strategic planning approaches • A thorough understanding of the process and outcomes. Tracking t,. dented earlier involve different forces and issues affecting the com- results is essential to ensure the ef- groups of participants ranging from munity and its future-factors and fort is working and course c.. councilmembers to the entire com- issues to which the genius and lions are made when warranted or munity. Also, the specific roles to be power of leadership must be ap- needed. given to participants should be plied lest the community's future be Good futures don't just happen. clarified so arguments don't arise. left to happenstance. This activity They are the result of leaders who Some participants may have to be frequently is referred to as an "en- define desired futures and invent part of the consensus decisions; vironmental scan," but it is much the ways to make them become others may be in advisory or more. It permits identification of reality by involving people, setting facilitator roles. those "things that might not or- definite goals and priorities, and Coordination is essential, espe- dinarily happen" and "those things creating the backbone to achieve cially for communitywide efforts. In which might happen (but may not what the wishbone wants. When such cases, a steering committee to be desired outcomes)" referenced in Celebration 2000 occurs, many com- oversee and orchestrate the process Cronin's definition of leadership. munities will celebrate tangible out- is recommended. • A vision of what the com- comes and achievements. But the 4. Publicize the effort as ap- munity wants to be through con- real cause for celebration should be propriate. A communitywide scious decision making and dedi- the spirit, will, and foresight certain visioning process usually needs a cated effort. people demonstrated when they theme such as "Vision 2000 and • A mission statement par- stepped up to the challenge of Beyond," a definite schedule of ticularly for the municipal govern- leadership and made your Com- events and meetings, a budget, etc. ment. What is the purpose of the munity 2000 happen through A council-directed process may in- municipal government-to provide strategic thinking, planning, and volve a weekend retreat with fol- services and enforce regulations or hard work. D 9 Colorado Municipalities/November-December1991 Strategic Governance: A Community Integration Process by CARL A NEU, Jr. The future is history in the making, history is the description of actions written by those who forged and implemented community strategies. The problems faced today by many communities will not go away with slogans, wishful thinking, or applying off-the-shelf reme- dies that may have worked in the past. In the face of these challenges, many local officials turned to stra- tegic planning as a practical tool to brin direction to their communities. A Strategic Governance Process Strategy is defined as the science of deploying large-scale military operations, specifically the maneuvering of troops into the optimal po- sition before a battle. Strategic planning in government has to do with the selection of governmental goals, before focusing on issues of provid- ing services. Since strategic planning in government as practiced today always in- volves substantial involvement of the community, it is a tool of governance-broad exercise of community authority-rather than government, which refers to the specific institutions established to pro- vide services and enforce laws. Strategic planning seeks to replace crisis as the motivator toward com- munity action with a defined blueprint of an attainable and desired community destiny. It focuses attention on specific actions to channel political energies, citizen support, and the use of existing resources. James Madison considered this approach to be the essence of good government: "A good government implies two things: First, fidelity to the ob- ject of government, which is the happiness of the people; second, Reprinted with the the knowledge of the means by which that objective can bes at- permission of the National Civic Review. 77:2 March/April 1988. 10 134 / NATIONAL CIVIC REVIEW STRATEGIC GOVERNANCE / 135 tained." regional issues. In 1982, I co-authored an article advocating a strategic governance 3. The public has become impatient with government's seeming ina- process consisting of eight elements: bility or unwillingness to deal whit significant issues that affect quali- • Developing a vision of the community's desired future. ty of life and the community's sense of well-being. Simultaneously, they • Setting community direction and goals for the attainment of that generally oppose efforts to raise taxes or expand government powers. vision. 4. A basic change is occurring in the economics of the local govern- s Anticipating and addressing issues which may affect the commu- ment enterprise. A greater portion of funds are being absorbed in cap- nity,s efforts to attain that vision ital investments designed to benefit and enrich the future. The resulting . • Focusing and solving problems facing the community. pressure on operating budgets has led to an expansion of non-tax revenues and searches for new tax sources. This trend is aggravated by • Providing a policy framework for municipal operations for im- the growing unpopularity of property taxes, a resultant overdependence plementation of community goals. on sales taxes, ,and the "financial gaps" listed in Item 5. • Monitoring staff performance and evaluation of results achieved. 5. Significant "financial gaps" are occurring from: • Mobilizing community support and commitment to its long-term a. The failure of revenue growth to keep pace with service deliv- vision and goals. ery costs and capital demands. • Inspiring others to become a part of the city's future, through in- b. Declining external revenue sources from federal and state volvement in the political process and community programs. governments. This strategic governance process focused upon the importance of c. Emerging "civic wars" and tax base cannibalism among juris- vision, priorities, and popular support. But two new factors are emerging dictional entities. which, if ignored, can contribute to a governing body's progressive in- ability to master the forces which shape the community's future: (1) 6. Breakdowns in historical state-city, county-city and city-city rela- the changing nature of the challenges and issues facing local govern- new arr and agreements without a deliberate, concurrent effort to forge ments, and the changing role of the governing body both in terms of new arrangements. function (the WHAT of governance) and the means necessary to carry 7. Issue complexity has forced elected officials into a growing de- out that function (the HOW of governance). pendence upon highly professional staffs and outside experts that, on occasion, intimidate both the elected officials and the general public Changing Nature of Issues with the forcefulness of their convictions. Throughout our society, new, painful and complex realities challenge In addition to these new "new realities", numerous other current is- our traditional views of government and the decision-making approaches sues and human agendas impinge upon local government organizations frequently used to address issues: all vying for influence and attention. Any one or a combination of these 1. Many issues have become so complex and ambiguous that the "best forces can knock the organization off equilibrium and send it hurling and most acceptable" way to manage or resolve them eludes the or- aimlessly into the future. Similarly, the forces may compete with or ganization. examples are mega-issues such as air quality, water, eco- seek to overpower each other. The results of the latter would be changes nomical mass transit, annexation planning, and reversing the steady in organizational behavior and decision-making that yield poor results deterioration of infrastructure (especially streets). 1 and inefficient utilization of resources. Also, this can create the per- 2. Intergovernmental collaboration and public-private cooperation ception that the decision makers are being left behind by events and have become vital components in resolving many issues, especially other players usurping the leadership process. 1 136 / NATIONAL CIVIC REVIEW STRATEGIC GOVERNANCE / 137 i The Changing Function of Governance DIRECTION The predominant role of the governing body now is to take all these "impinging realities and forces" and shape them into a unified propel- ling force that moves the organization in a planned and purposeful direc- tion that responds to a shared vision, recognizes the opportunities and constraints inherent in the operating environment, and establishes a productive local government equilibrium. This concept, as shown in OPERATING Figure 1, establishes the governing body or council (in the case of VISION ENVIRONMENT municipal governance) as a homeostatic element capable of balancing and integrating all these forces and realities. The end result is the at- tainment of coordinated interactive functions and sufficient common cause to move the community toward its shared vision. Figure I also establishes that the future of a community is more de- Metro/Regional pendent upon the quality of interaction among the interested players Dynamics Financial than it is on maintaining and exerting their independence. Ik Issues The WHAT of the governing body's role is to: CITY • Recognize fully the presence, purpose, and potential power of each Citizen OR Economics of "Energies" ORGANIZATION force and new reality. « Local Government • Achieve a position of balance among the various forces through Enterprise a process of integration that takes the community in a direction care- New Alliances ROLE OF fully defined and articulated by the governing body. and Leadership COUNCIL AS « Personal "Mandate • Maximize the capacity of the community to move in the desired Coalitions INTEGRATOR and Agenda" As direction at a pace that satisfies citizen expectations and adequately an Elected Official meets the challenges it faces. Emerging/Changing 1 Throughout all levels of government, especially local government, Community Issues Team Dynamics (New Complexity and Effectiveness the manner in which the governing body and its administrative staffs & Tenacity) perform (the HOW of governance) frequently is more important than i Manager and the basic functions (the WHAT) of governance. The manner in which Department Heads' the governing body's role is carried out through performance and hu- Agenda/Priorities man behavior has to be examined from two perspectives: 1. The governing body functioning as a productive decision-making 1 entity. 2. The contribution of each member of the governing body to the overall governance process. Democratic institutions cannot function effectively if vital issues and Figure 1: Local Government Equilibrium. questions are avoided or divergent opinions can not become contributing 12 I 138 / NATIONAL CIVIC REVIEW STRATEGIC GOVERNANCE / 139 elements to a integrated response. Responsive government isn't represent- Recognizing a New Working Partnership ing each constituent's will or viewpoint. It is a process of focused leader- In carrying out Lhe six-step process outlined above, must recognize ship that first defines a vision of what the community can/should be; also that a subtle and pervasive revolution is taking place in this coun- and, secondly, initiates and maintains the actions and popular support try that substantially alters the HOW of local governance in terms of necessary to translate that vision into reality. Governance is more than how elected officials interact with and represent the electorate. responsive representation; it is also responsive representation; it also "From representative government to participatory democracy." John is responsible stewardship that protects the quality and vitality of a com- Naisbitt, in his best-selling book, Megatrends, clearly identified this munity in a manner that values its future and creates a sense of ex- key social trend and predicted it would revolutionize local government panding well-being among its citizens. throughout America. It has; and in the process, it has also altered the role of elected governing bodies -especially city councils and county Integrating Community Forces commissions. They are no longer primarily "representatives" and For this reason, the governing body must recognize, respect, and inte- decision-makers; they have become catalysts for building consensus and grate all the forces impinging upon, and trying to influence, the com- coalitions for change. munity's direction and priorities. It achieves this integration by: Representative government, in which key decisions affecting com- l. Defining and communicating a vision of what the governing body munities' futures are made solely by elected leaders, is becoming a myth. wants the community to become as a result of its leadership actions. Legislatures historically were chosen to represent electors; decide cru- This vision literally is a projection of what the community will be 5-10 cial issues; and set the rules, policies, and laws that guided a commu- years in the future as a direct result of the governing body's efforts and nity. Today, people who are affected by a decision are becoming those of other key groups involved in shaping the community's future. progressively more desirous of involvement in framing the communi- 2. Developing a full awareness and appreciation of the operating and ty's vision and the decision-making process used to determine actions economic/political environment in which that vision is to be fulfilled and programs for the attainment of that vision. by the governing body and community action. The new working order represents a partnership between elected and 3. Establishing direction through goals, budgets, and programs that elector that emphasizes education and communication as a forerun- both support attainment of the vision and objectively reflect the reali- ner to action. The recent emphasis on communication by mayors and ties of the operating environment. councils in many cities is symptomatic of the phenomenon. City-wide and ward communication meetings; neighborhood referral processes; 4. Providing policies and decision-making guidelines to staffs, boards and "town meeting" discussions on critical issues such as housing den- sity, land use, community goals, sales tax rates, etc., all reflect cons- and priorities toward achievement of the vision. ciousness of this trend and its effect on vital community decision-making 5. Constant communication with all citizens to articulate the vision, processes. attain community support and citizen involvement, and foster an at- The role of the elected official in this new working partnership with mosphere of trust and confidence in the community's elected leadership. I the elector is to: 6. Building leadership coalitions with other "power" groups within • Identify and focus issues that need to be addressed. the community or region who, by combining their forces and leader- • Facilitate sharing of information, communication, and education ship agendas make possible or accelerate attainment of key compo- of electors on relevant issues. nents of the vision. • Act as the integrator of divergent opinions and groups. i 13 I 140 /NATIONAL CIVIC REVIEW STRATEGIC GOVERNANCE / 141 • Develop consensus on the community vision and appropriate goals and consensus-building; forums that take the elected to the elector. and actions to be taken. The Effect of Governing Body Member Behavior • Ratify the emergent consensus through legislative action. The ability of the governing body to function effectively is affected • Implement programs, policies, and projects created by the legis- directly by the personal behaviors and "mandate/agenda" of each of lative action in reflection of the community consensus. its members. It is logical to expect that each member will have a per- * Maintain support for the vision and implementation of actions sonal agenda of priority items he wishes accomplished. But the legitima- taken. cy of these items will be validated by the degree they support the If the historical representative government process imposes a deci- community's collective vision and goals. sion upon the electorate prematurely or fails to integrate potentially This necessitates negotiation, compromise, and cooperation to align conflicting elements, it can cause unnecessary confrontations and polar- the community's collective vision and each governing body member's ization. The elector-citizen resorts to initiative, referenda, judicial ac- personal agenda. Behaviors that work toward and sustain consensus, tion, or recall in order to impose his or her will upon the elected body therefore, become a vital part of the governance process. If individual and other groups. If this body persists in forcing the issue, electors can, governing body members resort to behaviors that frustrate collective and do, force elections to modify charters or change the form of decisions based upon a process of majority rule, the governing body government. becomes vulnerable to having the community's direction set by one of This revolution in public decision making literally is turning the tradi- the impinging forces shown in Figure 1. tional governing process upside down. The effect: Governance is a process dependent upon team-oriented actions that 1. It has served to make the governing process more democratic. empower the governing body to operate as a cohesive force capable 2. Citizens (electors) have learned to circumvent the legislative process of defining and achieving direction through combined effort and com- and decide issues directly if need be. mitment. The latter are obtained through informed debate, construc- 3. Elected officials now must focus their energies on sensing vital tive individual behaviors, and respect for the validity of the majority issues, involving and empowering affected parties, formulating informed decision. consensus, and enabling implementation of that consensus. Conclusion 4. The power of the populace to expand its influence in local govern- Historicall y, governing bodies saw municipal governance as a process ment decision making and to make crucial decisions directly will con- of acting on the behalf of the electors and setting straightforward direc- tinue to increase; and there will be a concurrent decrease in the "power" tions that become the law and policy of the community. As issues be- of representative legislative bodies to act on the electorate's behalf. come more complex, citizen and interest groups more sophisticated and 5. The electorate will display more caution and skepticism over is- vocal, and opinions more divergent, traditional decision-making sues involving major capital commitments and quality of life. This cau- methods that responded to crises rather than forethought gave way to tion and skepticism will be misread, by some elected officials, as strategic approaches based upon a community's vision and consensus resistance rather than a natural consequence of the new working part- on goals and programs for attaining that vision. This shift also neces- nership. sitated a realignment of the governing body's role. 6. Effectiveness of elected officials will depend on skills that advance Municipal governance now is a process for the integration of poten- the new working partnership in the true interest of the electorate. tially conflicting energies into directions and cooperative efforts that 7. Elected officials will spend most of their time outside the council benefit the community's future. The role of integrator of these ener- chambers and board rooms in forums that stimulate communication gies belongs to the governing body. The quality of its performance in 14 t 142 / NATIONAL CIVIC REVIEW } carrying out this role is determined by its ability to act as an effective partner with the electorate and by the supportive contribution and be- haviors of each of its members. Carl H. Neu, Jr. is executive vice president of Neu and Company, a local government consultantcy firm in Lakewood, Colorado. He has served as a lecturer at the University of Colorado's Graduate School of Public Affairs, and as a member of the Lakewood, Colorado City Council, where he chaired the city's home rule charter commission. Neu has written extensively on governance issues If you want to see America's econo ~1,revitaiized, do 1$ about Py~~v Support America's colleges. Because college is more than a place where young people are preparing Eor their Future. It's where Anwrica is preparing for irs future. If our country's going to get smarter, stronger-and more competitive - our colleges and universities simply must become a national priority. It's an investment we all share in. Government. Private citizens. And the business community. After all, the future of American business depends on it. So help revitalize America's economy with a corporate gift to the college of your choice -and you'll know you've done your part. Give to the college of yow choke, 15 ('FAF MAJOR MUNICIPAL LEADERSHIP CHALLENGES FOR THE 1990'S 1. Search for Simplicity 2. Participatory Democracy - Citizen Involvement 3. Increased/New Services Demands 4. Social Issues - Infrastructure Conflicts 5. Fundamental'Shifts in Municipal Finances • Operations - Capital • Tax Limitations (Legal and Psychological) • Reduced Subsidies • Tax Competition • Fee-based Revenues (Service Fees) • De Facto "Equity" Partnerships • Attitude of Managing Scarcity 6. Many "Political Issues" Really Are Dilemmas 7. Search for Community/Cooperation vs "City" 8. Shift in Mission/Roles (MAKING THINGS HAPPEN!) 9. Jurisdictional Conflicts - Redundancy 10. New Federal-State-Local Government Relationships/Roles 11. Economic Vitality 12. Solid Waste Utilities 13. Deprivatizing Water 14. "Smart Growth" Management 15. Quality of Life 16. Governance - Management Stress/Tensions 17. Performance Through Partnerships 18. Respect for "private" ownership (takings) 16 The Prerequisites of Peak Performance in Governance: Assessment The major new reality in governance is whether or not we as individuals and as a governance tam demonstrate an understanding of and the ability to apply the fundamental prerequisites of peak performance in municipal leadership. A Time of Asspssment and Reexamination 1. Do we have a clear mission statement? 2. What is our vision? 3. What are the emerging trends and issues affecting the future? 4. Have we consciously chosen a leadership perspective and commitment? 5. Have we defined roles and relationships for effective governance and administration? 6. Do we have goals, strategies, and action plans to manage issues effectively? 7. Do we have sufficient momentum and commitment to achieve inspired performance and leadership/management excellence? 8. Do we demonstrate a sense of stewardship that clearly accepts accountability for the future? 17 Thornton Policy Planning Services Model Mission Statement T Focus Philosophy Citizen Groups Statement Surveys Principles PAM Goals Economic Quality Water Base \ Of Life Gap (\rastructure Supply Organ. \`,11 Enwron. Quality Trans. Structure \ Protection/ \Education Transit / Goals = Thornton success 18 A MUNICIPAL GOAL-St i i ING PROCESS There are a number of approaches to conducting gcal-set;ing sessions for a community. A particular approach, that has proven to be very popular, is designed to address the following key areas: 1. Definition of a strategic vision for the community which serves as the basis for goal-setting and performance-planning to be used by the governing body and the administrative staff. 2. Identification of major "consensus points" held by a majority of the governing body relative to its vision for the future of the community. 3. Identification of critical issues and strategic performance factors which are the "destiny shapers" of the community. These critical issues and strategic performance factors generally represent areas that must be addressed or managed by the governing body and the city+s executive team if the community is to attain its vision for the future. 4. Defining specific outcomes that the council wishes to achieve relative to each of the critical issues and strategic performance factors. Once these specific outcomes have been defined, a careful identification needs to be made of all forces and factors working "for' and "against' attainment of these critical outcomes by the governing body, the city adminiQu' aeon, and other leadership groups within the community that can contribute to the attainment of these specific outcomes. 5. Establishing specific performance goals that will lead to the attainment of the desired outcome and define general policies, leadership directions, and performance priorities for the City. 6. Establishing revenue and resource allocation policies to ensure the continuous availability of the necessary resources to achieve specific performance goals established by the council. 7. Assigning, if appropriate, specific responsibilities that must exist within the council, between council and the administrative staff, within the administrative staff, and between the city and other significant leadership groups throughout the community if each of the goals is to be achieved. S. Establishing fcr each ccal a set of annualized performance cbjectives anal supporting P.Ianagement Action Plans ("DAPS) designed to ens::ri- achievement of community-wide gca!s in a systematic manner that guides 19 operating programs and priorities for the council and administrative staff. 41 9. Establishing a goal-management and monitoring process which permits the governing body and administrative staff to have a comprehensive and . coordinated view of all of its strategic, tactical, and operational efforts. 10. Identification of "breakthrough leadership targets" which reflect significant issues that do not seem to lend themselves to traditional decision-making practices and administrative procedures. These issues, frequently, are really ones that require extraordinary insight and commitment for their resolution. As such, these issues require whole new levels of thinking and perspective which must be integrated back into the goal-setting and MAPping process. 11. Conducting an initial assessment of the current quality and extent of governing body-administrative staff teamwork essential for goal achievement. Frequently, a community will have an outstanding set of goals and supporting objectives. However, difficulties may arise in the implementation phases due to factors reflecting the level and quality of teamwork existing between groups that must work in a collaborative manner. 12. Establishing communications processes through which the critical issues, specific performance outcomes, goals, and MAPS are communicated throughout the community so that all leadership groups and Citizens have a full appreciation for the direction the city is taking and the role they have in the achievement of its goals. 20 fCRITERIA FOR GOAL STATEMENTS S r 1. Gcals are written statements of general leadership directions, policies, and priorities which serve to guide the council/board and staff decision-making and resource-allocation processes. 2. Goals should be written from a perspective of three to five years. 3. Goals should relate to the council's/board's vision for the organization/community and produce a major impact or outcome(s) yielding future benefits and not just reactions to crises. 4. Goals should deal with factors that are "above and beyond" routine operations or service delivery. 5. There must be a reasonable probability of attainment. 6. Goals statements should be clear, focused, and precise. 7. Each goals statement should begin with an action word (verb) unless the focus is on critical outcomes that must be achieved. 21 ]VISION l I P MISSION & LEADERSHIP / OPERATING PHILOSOPHY E I KEY STRATEGIC ISSUES & CRITICAL OUTCOMES R S GOALS & STRATEGIES 1 P I j REVENUE / RESOURCE POLICIES E C MANAGEMENT ACTION PLANS (MAPS) T YEAR 1 YEAR 2[ YEAR 3[YEAR 4 NEAR 5 L I (Annualized Operating PI ns & Bud ets, El t.) V Feedback & Evaluation Procedures E S TIME 22 4 v~ PLAN FORMAT 1. Issue 2. Background Information 3. Critical Outcome(s) That Are Desired 4. Specific Goals and Strategies To Be Used To Achieve Critical Outcome(s) 5. Revenue/Resource Policies to Support Outcome - Goal Attainment 6. Annualized Management Action Plans a. Performance Objectives b. Key Action Steps C. Staff Responsibility Charting (Assignments) d. Budgets (Operating and Capital) e. Evaluation Criteria f. Other Considerations M" 9 23 J a GOVERNANCE PART 2: WHAT THE JOB INVOLVES: GOVERNMENT AS A'TEAM" • Council Effectiveness • Working with Staff and Citizens' Groups a 24 A STRATEGIC PLANNING MODEL CONTEXT DEFINITION AND ASSUMPTIONS ANALYSIS I DEFINE MISSION POSSIBLE AND VALUE FUTURE(S) STATEMENTS SITUATIONAL ANALYSIS • STRENGTHS • WEAKNESSES • OPPORTUNITIES • THREATS GOALS (OBJECTIVES) MEASUREMENT ACTION , STRATEGY OF RESULTS PLANS THE FOUR R'S OF GOVERNMENT: • Where are we? • Responsibility • Where do we want to go? • Responsiveness • How will we get there? • Reelection • How will we know we are on/off course? • Reality • How will we have to act/think differently? 25 LEADERSHIP - CASE STUDY i 26 TOWN OF VAIL COMMUNITY SURVEY 1997 RRC ASSOCIATES TOWN OF VAIL COMMUNH1 SURVEY 1997 PREPARED FOR Town of Vail PREPARED BY RRC Associates 4940 Pearl East Circle, Suite 103 Boulder, Colorado 80301 TOWN OF VAIL COMMUNITY SURVEY 1997 TABLE OF CONTENTS SUMMARY OF RESULTS 1 INTRODUCTION 1 AN OVERVIEW OF RESULTS 2 KEY FINDINGS BY SURVEY TOPIC 3 SAMPLE PROFILE 3 BIGGEST ISSUES FACING THE TOWN OF VAIL 5 TOWN OF VAIL GOVERNMENT 7 COMMUNITY DEVELOPMENT 7 TOWN ADMINISTRATION 9 FIRE SERVICE 9 POLICE SERVICE 9 LIBRARY 10 ANIMAL CONTROL 10 PUBLIC WORKS 10 BUS SERVICE 11 ANOTHER PERSPECTIVE ON THE RATINGS RESULTS 11 PARKING 12 VILLAGE COMMERCIAL CORE 14 SENSE OF COMMUNITY 15 STREAMWALK 15 RETT 17 DISSEMINATION OF INFORMATION 17 THE OPEN-ENDED COMMENTS (Verbatim "Open-Ended" Comments provided under separate cover) 17 DETAILED SURVEY RESULTS 18 APPENDIX Table: Residents' Top Priorities Table: Part-Timer/Absentee Top Priorities RRC ASSOCIATES CONTENTS TOWN OF VAIL COMMUNITY SURVEY 1997 INDEX OF TABLES & FIGURES TABLE 1 TOWN OF VAIL RESIDENT AND ABSENTEE PROPERTY OWNER PROFILE 4 FIGURE A SATISFACTION RATINGS-FULL-TIME RESIDENTS VS. ABSENTEE RESPONDENTS 8 B PERCENT-TO-MAXIMUM RATINGS-VAIL LOCAL RESIDENTS VS. NATIONAL AVERAGE, 1997 13 1 SATISFACTION RATINGS OF PARKING-2-YEAR COMPARISON 20 2 SATISFACTION RATINGS OF COMMUNITY DEVELOPMENT DEPARTMENT-2-YEAR COMPARISON........... 21 3 SATISFACTION RATINGS OF FIRE DEPARTMENT SERVICES-2-YEAR COMPARISON 22 4 SATISFACTION RATINGS OF POLICE DEPARTMENT SERVICES-2-YEAR COMPARISON 23 5 SATISFACTION RATINGS OF TOWN OF VAIL LIBRARY-2-YEAR COMPARISON 24 6 OVER THE PAST SEVERAL YEARS HAS THE SENSE OF COMMUNITY WITHIN THE TOWN IMPROVED, GOTTEN WORSE OR STAYED THE SAME?-2-YEAR COMPARISON 29 RRC ASSOCIATES CONTENTS TOWN OF VAIL COMMUNITY SURVEY 1997 SUMMARY OF RESULTS INTRODUCTION For the tenth consecutive year, the Town of Vail conducted a survey of Town residents and a sample of absentee property owners and business owners to evaluate opinions on a variety of issues. RRC Associates was again retained to assist in this program. Again this year, the purpose of the study was to assess the respondents' level of satisfaction with respect to a full range of community services, and to gather opinions on key issues currently facing the Vail community. Identification of major conclusions based on past surveys and the identification of priorities for change, as well as continued monitoring of ratings of facilities and services were the desired outputs from the study. This year's survey was similar in many respects to those done the previous five years; however, there were several new questions asked to directly reflect current issues facing the Town. A number of questions probing ratings of services provided by the Town and identification of key priorities were retained for comparison with prior years' results. The Town of Vail mailed approximately 7,700 questionnaires to Vail residents, businesses and post office box holders and a sample of about 1,200 to absentee property owners. In total, 1,292 completed forms were returned. This number of returns results in an overall response rate of approximately 15 percent. The response rate for absentee property owners (28 percent) was higher than for Town residents (12 percent); approximately three quarters of the total responses were from Town of Vail residents. RRC Associates entered the data and transcribed the open-ended comments for processing and interpretation. A sampling of typical statements from the open-ended comments are included in this report. A complete set of responses to open-ended questions and sets of quantitative tables are provided in separate documents and are available through the Town of Vail Community Information office. This report is an overview summary of the results of the study. The results of the survey are presented in two sections. The first section is an Executive Summary that reviews key findings from the survey. The second section, Results, consists of a copy of the original questionnaire with the response frequencies (given in percentages) and average (mean) scores, provided where appropriate for each answer. The number of responses to questions are also indicated by the symbol "non the survey form. Graphs are used to summarize the results. RRC ASSOCIATES 1 TOWN OF VAIL COMMUNITY SURVEY 1997 AN OVERVIEW OF RESULTS The survey began with an "open-ended" question asking respondents the "three biggest issues in order of priority" facing the Town. The responses were diverse with many different examples used to describe issues and concerns. Overall, in order of priority, maintenance of infrastructure and redevelopment, affordable housing, and growth were the three most identified concerns, followed by (loss of) sense of community, traffic and the cost of living. Interestingly, the top three categories identified by residents were identical to those of absentee respondents. However, while residents often mentioned "sense of community," the absentee respondents did not typically mention it as an issue. This question concerning "biggest issues" was also asked in 1996 and at that time results were dominated by respondents identifying "affordable housing" as the greatest Town issue. This year, results showed greater diversity with a much wider variety of issues identified through this survey question. Results from this year's survey indicate that residents and absentee property owners are generally satisfied with the quality of services provided by the Town and the attitudes of Town employees. In general, absentee owners are more positive than residents, but both groups are generally positive. However, within this context there are notable differences in the ratings of departments and services and shifts in the responses from previous surveys. In other words, there are relative differences between departments and while the overall ratings are positive, there is room for improvement in various aspects of Town services. These results are further confirmed throughout a comparison to results from other communities using a specialized technique that allows ratings scores to be "normalized" across communities. This evaluation indicates that ratings are typically higher in all communities for libraries and fire protection services. Community development/planning usually rate lower than most other departments. Using this technique, Vail's bus system and municipal court rate high, with most aspects of Town services rated similar to but slightly higher than the standard measures from other communities. These results are described in greater detail in the following report. There remains a general concern with a lack of "sense of community." Resident respondents, in .particular, feel the "sense of community" within the Town of Vail has "gotten worse" over the past several years. The large number of absentee ownership of properties within the Town of Vail makes the Town feel "empty" for many. Additionally, the new development down valley has lured away many long time residents reducing the "sense of unity" among those that remain. Although the number of resident respondents who feel the "sense of community" has "gotten worse" is high, the number of respondents who think it has "improved" increased slightly this year over last year. Those respondents credit the improvement to efforts made within the Town such as representation by the Vail Town Council, the Vail Tomorrow program, and more open communication between citizens and the Town of Vail government and efforts made by the Citizen Participation Program. The Town of Vail's efforts in "citizen participation" appeared to show positive results with respondents (both residents and absentee owners) aware of and reacting favorably to the effort. Almost half of resident respondents reported that the responsiveness of the Town Council is "getting better" this year; however, they are "not satisfied" with the Design Review process. In particular, they do not like the Design Review Board, and the Planning and Environmental Commission levels RRC ASSOCIATES 2 TOWN OF VAIL COMMUNITY SURVEY 1997 of review and homeowners also appeared to be having a difficult time with the requirements, particularly the Gross Residential Floor Area (GRFA). One of the other issues respondents see facing the Town of Vail, is the redevelopment of the Lionshead area. However, of the number of suggestions that were made concerning additional actions by the Town that would increase the use of the Village and Lionshead, few were physical improvements. Instead, suggestions included more of a "locals orientation" with perhaps a Town of Vail "savings card," and more free and short-term parking. Respondents'note that the commercial cores of Vail need improvements that address buildings, streets, parking, delivery, shopping and cleanliness in Town. - Additionally, there is a sense of animosity by some respondents toward Vail Associates and their increased role within the Valley and their increasing presence within the commercial core. Some cite Vail Associates' presence within the commercial core as unfair competition to the small local businesses and somewhat of a threat to the overall sense of community. Respondents appear to be visiting both the Village and Lionshead more often since the implementation of the parking rates changes and are staying longer because of the "Park Free After 3" program. Awareness of this program is extremely high, and positive support for the new parking program was evident in the survey results. However, some respondents claim that because of the "Park Free After 3" program their use of the public bus system has declined. Loading and delivery within the Vail Village and Lionshead are one of a number of topics where a split of opinion is evident. Between 10 and 20 percent of residents and absentee owners are "not at all satisfied," with similar percentages at the other extreme of "very satisfied." Comments were evident related to dissatisfaction with noxious diesel fumes and large vehicles in the pedestrian ways. Suggestions for solutions included restricting delivery hours, requiring delivery vehicles to turn off their engines when parked, allowing small delivery vehicles and restricting large vehicles. Concerning whether the Village commercial core should be a pedestrian area "all" or "some" of the time (with a designated system for vehicular deliveries), three out of four residents and absentee owners support a system of controls some of the time. 'A majority of respondents (57 percent residents, 65 percent absentee owners) supported "maintaining" the current status of real estate transfer taxes, with between 20 and 30 percent in favor of "expanding" the program. Of those in favor of expanding the program, residents are most likely to favor using expanded revenues to support locals housing within the Town. Absentee owners are especially likely to support using expanded funds for open space acquisitions outside the Town. The two proposals for Streamwalk expansions received strong support for completion but with some reservations raised in the comments about impacts to private property owners and environmental implications. KEY FINDINGS BY SURVEY TOPIC SAMPLE PROFILE A slight shift in the demographic profile of respondents was experienced this year. This year's sample included a greater proportion of absentee owners describing themselves as "seasonal residents." In general, the absentee owners tend to be older than year-round residents and have a household with children and a higher annual income. Overall, the age, income and likelihood of having children, as RRC ASSOCIATES 3 TOWN OF VAIL COMMUNITY SURVEY IW7 reported by both residents and absentee respondents, continues to rise. The following table summarizes the profiles of Town of Vail residents and absentee property owners separately. Table 1 Town of Vail Resident and Absentee Property Owner Profile OWNIRENT RESIDENCE RESIDENT ABSENTEE Own 66 97 Rent 31 3 Other 3................. - OWNIOPERATE A BUSINESS WITHIN THE TOWN OF VAIL RESIDENT ABSENTEE Yes 32 4 No 68 96 TENURE WITHIN TOWN OF VAIL (OR LENGTH OF TIME OWNED PROPERTY IF NON-RESIDENT) RESIDENT ABSENTEE Less than 1 year 6...................... 5 1-5 years 25 24 6-15 years 34................... 37 More than 15 years 35 34 MARITAL STATUS RESIDENT ABSENTEE Single, no children 40 9 Couple, no children 20...................13 Household with children........ 26 33 Empty nester 14 45 (children no longer at home) NUMBER RESIDING IN HOUSEHOLD RESIDENT ABSENTEE Average (mean) .............2.9 persons..... 3.6 persons AGE RESIDENT ABSENTEE Under 20 - 20-24 2...................... - 25-34 30 5 35-44 27 ...................13 45-54 23 30 55-64 .....................................11 32 65 or over 5.....................18 Do not wish to reply ...............1...................... 2 ANNUAL HOUSEHOLD INCOME (BEFORE TAXES) RESIDENT ABSENTEE $0-14,999 2...................... - $15,000-34,999 22 ....................1 $35,000-49,999 .....................16 3 $50,000-74,999 .....................18 6 $75,000-99,999 .....................10 6 $100,000-149,999 8.....................10 $150,000 or more .................11 52 Do not wish to reply ..............10 21 RRC ASSOCIATES 4 TOWN OF VAIL COMMUNITY SURVEY 1947 BIGGEST ISSUES FACING THE TOWN OF VAIL In a question posed in "open ended" format, allowing respondents to comment in their own words, the questionnaire asked for responses concerning the "three biggest issues" facing the Town of Vail. Unlike last year when affordable housing dominated the responses, this year there is a wide range of concerns and issues respondents feel the Town is facing. Many responses focus on issues related to the need for infrastructure upgrades within the core areas. Although not the dominant theme that is was in 1996, this year affordable housing was again an issue because of its direct relationship to diversity and the ability for the Town of Vail to be able to house its working class and young families. Respondents are concerned that there are not enough full-time residents in Town because they are moving Down Valley; they feel the Town of Vail needs to "draw families back." Respondents are concerned that the community is "losing its vitality" and is "no longer a community but a resort." Growth-related concerns often expressed as "too much" traffic, buildings, etc., parking and traffic congestion issues were also frequently mentioned. Additionally, respondents see the redevelopment of the commercial core areas as a big issue facing the Town. They feel improvements are needed to maintain the Town of Vail's "world class image" and other respondents are concerned that "Vail is becoming a second class resort with a world class ski mountain." In order to "bring the Town of Vail into the 21st century," the improvement of buildings, streets, parking, delivery, shopping and cleanliness need to be addressed. Although a sense of community is of prominent importance to the respondents, many also recognize the dependence the Town has on tourism and the expectations guests have of the area. Compounding public concern regarding the aging of the commercial core areas and the loss of a sense of community is a perception by some of Vail Associates' increasing power and control in the region that has been gained through recent mergers. There is an expressed feeling among respondents in the open-ended comments that the Town of Vail and Vail Associates have their own separate agendas and that the Town is losing ground in some areas. Some local business people feel Vail Associates is creating unfair competition for small businesses and restaurants as it continues to grow larger. There is expressed concern that Vail is turning into a "company Town." . The chart on the following page summarizes actual responses by individuals on the "greatest issues" question. Reading across, the chart below identifies the first, second and third greatest issue described by respondents. For example, Respondent #30 cited "housing, parking, and open space" as issues. The broad range of issues and the variation in ordering these issues is evident in the chart. An additional set of charts is presented in the Appendix that summarizes responses to the "issues" question in both an "open-ended" (verbatim list) format and under topic headings. Taken together, these results give a sense for issues in Vail in the "real words" of residents and absentee owners. RRC ASSOCIATES 5 TOWN OF VAIL COMMUNITY SURVEY 1997 O~ ore O hQo ~ Q~e Town of Vail Priority #1 Town of Vail Priority #2 Town of Vail Priority #3 1 Available resources for residents, i.e., shopping, I Limited parking availability in winter Traffic patterns, stop signs, circle adjustments, still need I drug stores, in Vai! area to make drivers more aware of circles onto town road 2 Employee saesfacttion Employee housing Controlled growth (bigger is rot „c...warily L~;C4) 3 Traffic noise Parking Employee housing 4 Too much gn7wftn ESCalafin p,un,m ~J tax Over buildling in the area 5 Growth Bus transportation Parking 6 Change street music regulations so tourists see Year-round performing arts center in Val Lionshead some life in town. We need tourists in town, 7 Over building Environmental preservation Traffic 8 Town too bunemaatic for the size Need more revenue from Vail Assoc, mtn. operations 9 Traffic in village core 10 . Possibility of over' building, partfculady large scale Maintenance of Current'open views7 of the mountain Not mal„i. i, w,g current height, size of a structure #wtels etc e' when building are replaced 11 Over growth. Supporting i..f. cau ucture Became too expensive, taxes, etc. 12 Housing for workers (affordable and d..1) Taxes Continuation of ne„c-~ y s'ervim to improve quality of life in Vail 13 Be realistic with affordable housing, do not over Vision for Vail. Last decision proves no vision. Rewrite zoning within others promise what we do not have. 14 Planning of Vail core and rebuilding Lonshead upgrading Roads and infrastructure, streets need repaving 15 Quality of growth with sincere regard to environment Local incentives (shopping, ski pkg., restaurant discounts) 16 Lionshead development GRFA MVISions, continued reds, ,..ant in village core Affordable housing 17 Continue ~ ,,011U-ng traffic circulation Open space/affordable housing for'Vail Tomorrow" Prepare for 99 Alpine Championships 18 Affordable housing Overdevelopment Traffic 19 Repair roads Affordable housing Address codes (too strict) 20 Maintain quality growth Open space Employee housing 21 High taxes, sales and property Traffic Parking 22 Too much growth Parking VA's impact on the u„,,,,,,Inity 23 Affordable housing High cost of living vs. low wages Flat sales tax 24 Responsive to the citizens that are'affected Trying to mold behavior to treat all people fairly by a ~ ~v am proposed by (glegible) or staff 125 Housing comparative to the salaries of the working Parking person (not 'affordable housing") 26 VA Driving out small businesses and restaurants Traffic Over population 27 Overall attitude of Vail (including employees) Parking problems Delivery problems towards toudsts/locals 28 Housing (employee) Convention facilities - Infrastructure, roads, water, etc. (4. Liorishead) 29 Roads repaired, traffic congestion Cleanliness of all area and mall areas, Skateboaders on mall areas 30 Housing Parkirng Open space and master plan 31 Financing new projects without increasing sales Heating system for (illegible) Employee housing for T.O.V. staff or property taxes 32 Too many people trying to use facilities Too great a density Special dev. districts are means to avoid zoning restrictions 33 Control of growth Control of traffic and parking Employee housing 34 Affordable housing Parking Road conditions 35 Open space Affordable housing ($500.00 per month 1-bedroom High cost of low quality lodging apartments or sell for less than $65,000) 36 Traffic con~wC,.,n 37 Over development of the village core, Precedent setting SDDs exceeding all previous allowables Disneyland mentality, lights on Beartree? real estate greed Snow-blowers all night? 38 Ir.a.,ion of La;l-y,,, 13 Traffic, speeding on , atial streets 39 Affordable housing Affordable food Cultural events 40 Parking 41 Adequate and affordable parking Control pollution of Gone Creek Proper maintenance of frontage roads (increase size of existing) (sewer instead of storm drains--construction) (take over from county) 42 Open space, stop the building Condition of roads Affordable rent 43 The road conditions and construction Not having enough public parkinq Transv~ wuon, traffic, parking, public buses, etc. RRC ASSOCIATES 6' TOWN OF VAIL COMMUNITY SURVEY 1997 As seen in previous survey efforts, transportation and traffic also remain issues for the Town. The I-70 highway corridor continues to be a problem, with comments from respondents relating to the aesthetics, noise abatement and pedestrian access. Local traffic concerns have lessened due to the construction of the traffic circles; however, speeding, congestion and traffic are often cited as problems. TOWN OF VAIL GOVERNMENT The Town has faced a number of controversial issues over the past year. Survey respondents mentioned the continued construction of Vail Commons/employee housing at City Market, and the Austria House, Seibert Plaza art and the Ford Park Plan as difficult issues or challenges. The results indicate that the Town of Vail's government entities was rated similar to past years, with the Town of Vail "staff" receiving slightly better ratings than last year. The "Boards and Commissions" received the lowest ratings, most likely due to the respondents' negative perceptions of the Town of Vail's Design Review process which received the lowest ratings in the Community Development satisfaction ratings, described in the following section. A new question to the survey this year inquired whether respondents felt the responsiveness of the three Town of Vail government entities listed were "getting better," "stayed the same" or had "gotten worse" over the past year. A large majority of respondents feel the Boards and Commissions have "stayed the same" over the past year; however, there was a marked difference noted between resident and absentee respondents in regard to the current Town Council. A larger percentage of resident respondents (46 percent) felt the Town Council is "getting better" than absentee respondents (38 percent) and absentee respondents were more likely to think they had "gotten worse" (11 percent) than residents (7 percent). Additionally, a large percent of respondents feel the Town of Vail staff is "getting better." As one would expect, resident respondents are much more involved in the government processes than absentees. Approximately 35 percent of resident respondents reported attending Town Council and/or Board and Commission meetings in the past year as well as 30 percent who have attended Vail Tomorrow meetings. These are relatively high figures compared to many communities and suggest that Vail initiatives have been successful in getting citizens involved. COMMUNITY DEVELOPMENT In comparison to other departments within the Town of Vail, the general populous does not have a great deal of direct contact with the Community Development Department. Just under one quarter of the resident respondents used the Community Development Department in the last year and only 9 percent of absentees were in direct contact. Because the Community Development Department is in the business of enforcing building regulations and negotiating projects, they are not always looked upon favorably by those processed through their system. The department has typically received relatively lower marks than other Town of Vail departments. This year, definite improvement was shown in several areas of Community Development services including the "overall service and efficiency," the staff, building permit turnaround and building permit plan review. RRC ASSOCIATES 7 TOWN OF VAIL COMMUNITY SURVEY Satisfaction Ratings Local Residents vs. Absentee Respondents, 1997 TOV PUBLIC BUS BUS COMMUNITY F. ROAD 8 TOWN 5.0 v Jd(01?lfc EREGVEdlrv cEBWJ= PARKING nrixi np EAa FIRE ANIMAL CONTROL POLICE LIBRARY anWNISTRAMN 4.5 4.0 0 co 3.5 . . ~d m = N d A N 0 c t0 a as z ii I 2.0 . 0 . I 1.0. 't V N f m f m _m m 0 m 0 N > .m.. T 7+ L N OI V' N U 'O '.C N C ; U V1 m ~1 E C 3 01 m Z+ m V m V C N H ` H m m N O Y O 5 O U c m B 2 w° E m E c m c c y h o m w m E m m u c u_ N e mr u E o m NO $ Q ; o c m 0 > = H .5 ° 5 m 'u c o c o m O u .y > m m Z m 2 0 'o ° 2 f a $ 0 0 c m y> B 0 0 5 0 0 0 E 0 _ o v d '6 t Z S+ y m c a m '_m y a° m a a S m m E 2 u n o y a E 3 g K 0 m¢ L K 5 m m0 g u o u A 0. O1 d m m m u w N o _ y m 0 n c m c 3 m E c E m c > 2S c; j H y U O a U_ c in a m e c c w m c at c c v~ a c c m V° E U O L' 'u c c O `_c u n 0 'n E H N O ti o Z. Y H$ d r°3 v 0 .2 r` c g O c LL Q Q O c m O u Q o o W CL o o a u 0 c v u_ ~ d c `c w 6 2 9 03 c r- U c m m U C Cm y t2 b v m h c v Q E m m a ~i NCmm o c~ y0y c vqp r U .E j CL > c 0 a m o U f c 3: c- fd m w m lL C C C7 0rC1 N 'Y y m m m d W E C m N m O V A N 0 C N M Q C N Z Z N y m m c e t g .Y a. `w d w 5 U E m E E mm O> Z, LL LL U U m u c i° " LL m m N w 0 m c d¢ E 'c m 0 2 > m u 0 c m L m U w Q c$Q r` o a U m E N? W c U m V m m u. m rmn < H -j Cy cc w m U N E U $ R U dS v U p 2d 3 U m m ? d a y LL u. U o o LL Q y " s mo 4. w U U m W m ii U d z ti U d m LL C W + Resident Average Satisfaction Rating o Absentee Average Satisfaction Rating Source: RRC Associates 1997 Results Boulder, CO TOWN OF VAIL COMMUNITY SURVEY 1997 The walk-in service counter continues to be a favorite amenity in Community Development and additionally, the courtesy/attitude and competence/professionalism of the staff, as well as, the overall service and efficiency of the department is among the highest ratings Community Development received. Although the Building Department receives some of the lowest Community Development satisfaction ratings, they did experience increases this year, particularly in the turnaround time for building permits. Various aspects of the Development Review process were rated by the respondents and it is.clear that there remains dissatisfaction with the process. Overall, residents are the least satisfied with the Development Review process; approximately 40 percent of resident respondents are not satisfied with the Development Review process at the Design Review Board and Planning and Environmental Commission levels, giving either a "1" or a "2" rating on the 5-point scale. Some of the comments addressing the Design Review process focused on the difficulty homeowners are having with requirements; particularly the GRFA. TOWN ADMINISTRATION Town administration and management function ratings this year remain similar to last year, with the exception of the Town's efforts in the dissemination of information, which received particularly strong marks this year; the strong satisfaction levels carried across both resident and absentee respondents. FIRE SERVICE Fire services historically receive some of the highest marks for ratings of satisfaction; however, this year, the three areas that were rated in a format comparable to previous years (emergency medical services, fire protection/response time and fire education services ) saw a decline in ratings. A few of the fire service comments mention that the fire department is sometimes "difficult to work with;" nevertheless, in the overall ratings 83 percent of respondents were satisfied with the "courtesy and attitude" of the fire department. Additionally, there were a few comments noting the need for a West Vail fire station. POLICE SERVICE The Police Department ratings are slightly lower than those of the Fire Department and remain fairly unchanged over last year's results. The lowest rated aspect of the Police Department is the enforcement of traffic regulations which experienced a drop in satisfaction this year. Resident respondents were less likely to be satisfied with enforcement of the traffic regulations (average rating 3.5) than absentees (average rating of 3.9). Respondents comment that there is "too much emphasis on ticketing cars rather than more important matters" and that in the off-season "speeding traps are set for locals." There were also several comments made regarding speeding along the frontage roads. The other area of weakness in the Police Department, particularly among resident respondents, is the "overall fairness of police employees." Many comments voiced concern over a perceived lack of friendliness and community interaction and trust between police officers and the public. The following comments from the respondents addressed these issues: "officers on the street need to be careful not to assume the worst of teenagers; some good local teens distrust the Police Department," the "Police Department does not have to act like LA SWAT; they will no longer get help from people they bully; RRC ASSOCIATES 9 TOWN OF VAIL COMMUNITY SURVEY 19W get community's help, respect and support with service, not intimidation," "the idea is to serve and protect; not harass and entrap," "we need more foot patrol for police/public interaction," "be safety ambassadors more than enforcers," and there is "comfort in seeing officers in neighborhoods from time to time; they could smile/wave to people they see regularly." As addressed in the "Sense of Community" section below, respondents are very concerned this year with trying to retain their sense of community as the Town of Vail continues to grow and change. Many are worried that Vail is loosing its "small town" feel. A major part of the public's perception of what a "small town" community is supposed to be like concerns the manner in which their community is policed. LIBRARY In general, the overall services and facilities provided by the library received slightly lower ratings than experienced last year, but they are fairly comparable to previous years and overall the ratings convey a strong sense of general satisfaction with library service. Although complaints about the library are few, some library users are not happy with the change of library hours this year. The new library hours received the lowest rating of any category, particularly from resident respondents, with some respondents specifically mentioning this concern. Looking beyond the general library satisfaction ratings, there were several comments made by respondents that staff needs to be friendlier and more helpful and that it is sometimes difficult for people to obtain a library card. Some patrons claim to be so disgruntled with either the staff or the process of getting a library card that they are leaving the Vail library to use the Avon library, where they claim it is easier to get a card and staff is friendlier. The library staff may want to initiate efforts to go beyond the service and facility questions on this survey to further evaluate the personnel, the procedural aspects of the library, such as applying for a library card; and evaluation of outreach programs aimed at informing people about their right to use the library and its services. ANIMAL CONTROL The Animal Control services that the Town of Vail has contracted with Eagle County are not meeting the community's needs. The ratings under this category are particularly low, with between 17 and 27 percent of respondents indicating they are "not at'all satisfied" with various aspects of the current Animal Control services. Of particular concern to residents and absentees alike is the lack of patrols for leash law violations as indicted by the low ratings and responses on the open-ended questions. The Town of Vail needs to reassess its contract with Eagle County and find a way in which to better serve Vail's needs in this area. PUBLIC WORKS Road and street maintenance ratings experienced a slight increase in satisfaction ratings over last year; however, approximately half of all resident respondents are "not satisfied" with road and street maintenance. By looking at the results by various neighborhoods, the greatest levels of dissatisfaction are found among respondents living at Intermountain, Vail Commons, West Vail and Potato Patch/Sandstone. The dissatisfaction of residents with road maintenance in Vail is not directed entirely at the Town of Vail; respondents from these same geographic areas are also the groups least satisfied RRC ASSOCIATES 10 TOWN OF VAIL COMMUNITY SURVEY 1997 with Frontage Road maintenance, which is provided by the State of Colorado. In fact, it was suggested by some that in. the future, the survey should more clearly indicate the distinction between road maintenance by the State and the Town. Frontage Road maintenance received a lower rating of satisfaction than Town of Vail road maintenance. Often, the public has a hard time distinguishing which roads are maintained by which public entity. Since the Frontage Roads are such an integral part of the Town of Vail's transportation system it is easy to see why the public would have expectations that the Town should be responsible for the maintenance of these roads. Snow removal ratings were slightly lower than last year with the greatest dissatisfaction experienced among resident respondents from the Vail Commons, Matterhorn, Intermountain, West Vail and Vail Village areas. New questions to the survey form this year looked at Town of Vail parks. Overall, respondents seemed satisfied with playground equipment safety and neighborhood park availability; however, the resident respondents' level of satisfaction with neighborhood park availability was lower than absentees. The greatest levels of dissatisfaction in neighborhood park availability were seen among residents living in West Vail, Lionshead, Matterhorn and Buffehr Creek/Lionsridge/the Valley. The Town of Vail may want to look at these areas specifically to evaluate whether there is a relative deficiency of parks for these segments of the community. BUS SERVICE A majority of the respondents have used the bus system over the last year. The quality of bus services (driver courtesy, dependability and cleanliness of buses and the bus terminal) all received high marks comparable to last years satisfaction ratings. The frequency of bus service along several routes (Golf Course, Ford Park and West Vail routes) received lower marks of satisfaction than other routes and may require further investigation into actual ridership and scheduling. ANOTHER PERSPECTIVE ON THE RATINGS RESULTS An important and frequently asked question about municipal surveys like that conducted by Vail concerns "What is a great score, a good score, and an unacceptable score on this type of survey?" As described below, a majority (typically over 50 percent) of respondents are giving all aspects of Vail a positive rating. This means that they are using a "4" or "5" to rate the services they receive, and that the strong majority of Town residents and absentee respondents are generally very happy with the services they are receiving. However, there are variations by category and there are some services where only 20 to 30 percent are giving top scores. The relative positioning and measures of departments and services is one of the patterns that is evident in the survey findings. There are several ways of responding to questions of what constitute acceptable ratings. The first evaluation emphasizes not only the average (or "mean") scores, but the percentage of respondents rating a particular category with a "1" ("Poor") or a "5" ("Excellent"). Obviously, it is desirable to manage for excellence rather than mediocrity. As illustrated by the tables summarized in the Appendix on the survey form, there is significant variation in the ratings obtained in various categories. Another type of evaluation involves a comparison with similar evaluations conducted in other municipalities. In Citizen Surveys: How to Do Them, How to Use Them, What They Mean (published by the International City Management Association-ICMA), author Tom Miller describes a method by RRC ASSOCIATES 11 TOWN OF VAIL COMMUNITY SURVEY 1997 which ratings scores from various communities on different services and facilities can be "collapsed" into a numeric score to allow comparison. Miller used an evaluation of survey forms from 260 cities, counties and townships from across the U.S. to create norms. Using this method, we find that the majority of ratings obtained in the Town of Vail are comparable to the norms established elsewhere (see Figure 2). In some cases, the Town is ranked notably higher (bus service, bus frequency, the municipal court), while in other areas Vail is weaker (some aspects of fire protection, road maintenance, and planning). Of interest, the rank ordering of departments in Vail generally mirrors that found in other communities, with fire and libraries at the top of the rankings and planning services at the bottom. PARKING Satisfaction among respondents was higher this year than last year for all of the comparable categories rated. The discount programs were particular "hits" with respondents. The "Park Free After 3" program was exceptional in that there was an extremely high level of awareness of the program (99 percent of locals "aware" and 75 percent of absentee) and in that approximately three quarters of the respondents were "very satisfied" with the program. In addition to respondents being "very satisfied" with the program, there was also a positive change in the use of the commercial core areas that is discussed below. As identified in some of the open-ended responses, the problem with the concept of promoting the commercial core, by making vehicular access easier, is that other aspects of the Town of Vail become compromised in the process. By eliminating parking fees it makes driving easier thus decreasing the number of people that would have used public transit to get to Town. This change in mode of travel increases traffic congestion and air pollutants. Obviously, there is a complex balance the Town of Vail must strike in order to retain the economic vitality of the commercial core while still drawing people into Vail rather than loosing them Down Valley, all the while grappling with transportation and air quality issues. Some of these concerns were echoed in the open-ended comments, such as, "it doesn't make sense to have free parking when we owe money on structures; also it encourages people to drive, not use the bus" and "as a taxpayer I'm concerned about paying off the mortgage on the parking structure, so accordingly I'm concerned that no extra tax-revenue is generated by Park Free After 3.". The Town of Vail needs to approach the parking issue with caution as parking policy greatly influences many aspects of how the Town of Vail functions physically and how residents and visitors alike perceive the atmosphere of the Town. Even though the "Park Free after 3" program was such a success, the overall parking fees/pricing structure was the lowest rated aspect of the parking ratings. Many feel that certain groups, such as locals and employees, deserve discounted or free parking at all times. Additionally, some discount pass holders were dissatisfied with the free program because they did not feel it was fair that they had to pay and others did not have to. The parking structures themselves also received a bit of scrutiny in some of the open-ended comments with one respondent stressing that "parking is the first impression of Vail," the parking structure needs "brighter lighting, paint, and information about where you are in relation to where you want to go" and another respondent commented that the Town of Vail needs to remember that "out-of-town guests leave with a "last impression," so a pleasant "thank you" or "see you again" with a smile would be nice." RRC ASSOCIATES 12 TOWN OF VAIL COMMUNITY SURVEY Percent-to-Maximum Ratings Vail Local Residents vs. National Average Ratings, 1991 TOV PUBLIC BUS BUS COMMUNITY F. ROAD 8 TOWN GOV. WORKS FREQUENCY SERVICE PARKING DEVELOPMENT FIRE ANIMAL CONTROL POLICE LIBRARY ADMINISTRATION 100 - 90 - d 80 0 N m 70 . H O O) 0 o, 60 E_ Eo c 50 « o u d 40 . d ~N O CL 30 m 3 0 J O 20 i 10 p c d> r 705, 54=1 m m .c A v r 2 -.5 -1 o c .4 .m w v E m y .m c c .v v ,u v c E r a o s ; a o u 65 E o o o r o 0 o t~ E A = = .v o u1 v °c Z t E >y c CO _m m 0 $ 2 ° S $ g o. E r~ Ix cc w C S C ° m u F- o u `m of S' w a y d g m m m E _ rn > c E 'c a> c_ v c m c U O y d U¢ d % U¢ ¢ !t c a a c in H¢ Cn a E d E y o A N m 0' " e 'n 'm ° o r 3 a 'c E u > n o 9~ y N O 'm c o c v u N 9 au m O c e c .'c ? a o o c c U` 3 ' 2 w c m C r 4.° m u E c E ¢ O ~S w Y` > o a y v_ ¢ Q c `c a A O ° ¢ .c c u, 4. c ° o 5 Z c `w t L c v f v c U m m r ~ ~r U D .2 m m 43 u O 's Z T a y F o v- d c ~2 0 o a W _m c u `c H°¢ O u y m w c c o p` S d c m L m c N c ¢ 'E m 'E d d~ d ai u u c U v7 a y y c o h o ~j E c y T rn N LL ' c? of a 2 c t$ u p A a` d U E E A m> O u LL a c uv Z Z a v g 'o $ W c m v c ¢ m o m Z a i y a t; ° o w ° v E rn 2 ro U O y c w c L M c U a~i ¢ r f' m o n' A U d c w 0 c UU U v d - y c c m O .S ° (7 E° ex Cm ° O J Y y U E Cn 7 W C ~ N lL li N 01 M¢ N -y ] N 5 O U 8 O O m 9 O LL O 0~ C N LL m B Qm. m vyy U p v U m v d O q W O m d Z 6 U m w LL W U- 2 d u H U CO m W N i t Vail Resident Percent-to-Max (PTM) rating o National Percent-to-Max (PTM) rating Source: RRC Associates 1997 Results Boulder, CO TOWN OF VAIL COMMUNITY SURVEY 1997 VILLAGE COMMERCIAL CORE As noted above, the availability of the "Park Free After 3" program has been a big success. This year's program was more extensive than last years in which there was free parking from 6 to 9 p.m. Practically all of the residents know about the program, as well as, approximately three quarters of the absentees. Respondents use of Vail Village has changed the most with the inception of the Park Free After 3 program. Respondents claim to be going more often and staying longer; they are able to shop and dine without having to worry about what time it is. However, the down side of the program is that they are reporting that they are more likely to drive into Town than take the bus which creates more traffic and pollution problems. Additional actions that would increase the respondents use of the Vail Village and Lionshead include the creation of short-term (15 to 30 minute) parking zones, a better variety of retail products that cater to locals needs, and the possibility of a "locals discount." Loading and delivery within the Vail Village and Lionshead was a topic that showed a strong division of opinion this year. Many of the respondents were "not at all satisfied" with the manner in which loading and delivery is presently handled (about 36 percent of residents gave it a "1" or "2" in the Village and 29 percent called it a "1" or "2" in Lionshead). On the other hand, 32 to 37 percent of residents reported they are "very satisfied" with the way it is handled. Most comments related to the noxious diesel fumes from trucks left running while loading/unloading and the large size of some vehicles making it hard for pedestrians to pass comfortably. When given the choice of either designating the Village Commercial Core a pedestrian only area "all of the time" or "some of the time," approximately three quarters of the respondents chose "some of the time." To totally deny surface access and/or create an underground system or create a central delivery center is viewed as too radical a solution; as one respondent commented "we are not Disneyland; real towns have deliveries." Several suggestions focused on restricting delivery hours; requiring delivery vehicles to turn off their engines when parked; allowing small delivery vehicles at all times (perhaps requiring electric vehicles to eliminate fumes) and restricting large vehicles to particulaf hours of the day. Some concerns regarding restricting delivery hours revolve around issues such as what hours would be most appropriate to restrict deliveries to; scheduling around the hours when there are peak ski crowds; accommodating business owners and their hours of operation; and whether or not restricting the hours of delivery would create greater problems due to the congestion of so many vehicles being in the area at one time. The way in which local businesses receive deliveries needs to be addressed by the Town of Vail in a sensitive manner that looks at the problem from various points of view; the concerns of merchants, visitors, locals and delivery servers should all be taken into consideration. Obviously, it is undesirable from a visitor/locals point of view to be dodging delivery vehicles and smelling exhaust fumes on the pedestrian mall but this must be balanced with the needs of the delivery servers and local merchants, some of which are already struggling with whether they should stay committed to running a business in the commercial core of Vail or move elsewhere where the ;costs of running their business are less, access is greater, and there are less restrictions on how and when they receive their goods. A fair balance must be sought that satisfies all parties involved. RRC ASSOCIATES 14 TOWN OF VAIL COMMUNITY SURVEY 1997 SENSE OF COMMUNITY The percent of resident respondents that feel the sense of community within the Town of Vail has "gotten worse" is high at approximately 43 percent while the majority of absentee respondents feel the sense of community has either "stayed the same" (35 percent) or they "don't know" or have "no opinion" (35 percent). There is a faction of the local community that is very dissatisfied with what they feel is a lack of community, which is compounded and partly caused by the large percentage of absentee respondents that think things are just fine or are so oblivious to the situation that they have "no opinion." Those who feel the sense of community has "gotten worse" replied with comments such as "absentee ownership makes the village feel empty," "many of our long-time residents have been lured down valley by new construction and development which has reduced our sense of unity," "Vail used to be for everyone; now you see a breakdown economically and emotionally" and that "VA has a lot to do with the decline; many people believe that VA has the final say/loudest voice on most issues." On the other hand, although there are a large number of respondents that are dissatisfied with what they sense to be a lack of community, there is good news in that as compared to last year the percent of respondents who think the sense of community has "gotten worse" has dropped from just over half of all respondents to 36 percent. Those who think it has improved (15 percent this year; up from 9 percent last year) credit it to the Vail Tomorrow program, more open communication between citizens and the Town of Vail and the efforts made with the Citizen Participation Program. The Citizen Participation Program is recognized by 65 percent of respondents. Of those that are aware of the program, approximately 59 percent think it has "made a difference;" in particular the absentee respondents appreciate the effort made by the Town with 67 percent responding that it has "made a difference." Some of the reasons they think it has made a difference is that "this is the best Town Council-citizen relationship I can remember," "participants are visible and talking; good newspaper coverage," "it encourages/promotes input from people who live here and helps everyone to understand the process and pros and cons" and that "citizens feel more comfortable with decisions and are more willing to accept results." Respondents were asked how the processes can be improved for volunteering in Vail or participating in Vail activities and they made the following comments "the opportunity to participate is diminished when TOV meetings are not scheduled to accommodate busy working class schedules," "perhaps they could also be held during the week; weekends are tough in the service industry," a "specific weekly volunteer column in newspaper; feature article on volunteer of the week" and "find it valuable; however, when you work two jobs to live here, time is hard to come by." An analysis was conducted to evaluate the relationship between participating in public processes and general feelings towards "citizen participation" efforts, the sense of community, etc. Interestingly, and importantly, citizens that had actually participated were significantly more likely to both be aware of local efforts focusing on an "open, honest and fair" process and to believe that these efforts had made a difference. In open-ended comments respondents were asked to list Vail's greatest strength in terms of sense of community and by far the response was for the people within Vail that rally to help one another when needed and those who are supportive and friendly. The most identified greatest weaknesses in Vail, in terms of "community," included the lack of "diversity," the dichotomy between rich and poor, the expense of shops and living expenses and concerns with "too many vacant second homes" (72 percent). One respondent commented on too much "using employee housing as the excuse for all problems;" another mentioned "too much Village/Lionshead animosity." No single weakness dominated in the comments. RRC ASSOCIATES 15 TOWN OF VAIL COMMUNITY SURVEY 1997 STREAMWALK An overwhelming majority of respondents (approximately 80 percent) would support completion of both sections of the Town of Vail Streamwalk along Gore Creek from the Covered Bridge to the Vail Interfaith Chapel and from the Covered Bridge to Lionshead. Comments related to the completion of the Streamwalk were positive and many felt it was "a long time in coming." Some of the typical comments for the completion included "do the right thing; stop Jetting private property owners "privatize" the public stream tracts," "individual property owners who oppose it are short-sighted," "Gore Creek is the most under-utilized amenity in the Town," an "important improvement and part of Town of Vail face lift" and "a wonderful alternative to walking on the bus route/Meadow Drive." Respondents with reservations about completing the trail commented that "money (would be) better spent on less extravagant luxuries," "impacts too many property owners and has wetland implications" and "need to check into environmental impacts first." However, with revitalization and refurbishing Vail Village and Lionshead at the top of many respondent's minds, it is not surprising that this project is popular. If the Town of Vail pursues the development of this amenity, it should be integrated into any overall plans made for improvements to the commercial cores. RETT Respondents would like to see the one percent real estate transfer tax (RETT) for purchase of open space, and development and maintenance of parks and trails within the Town of Vail maintained at its current status. About 29 percent of respondents support expanding the uses of the RETT fund. Among the Town of Vail residents in favor of expanding the uses, respondents like to see the acquisition of "locals housing within the Town of Vail" while absentee respondents have no clear favorite. It is clear from the comments that respondents want the emphasis of RETT funds to stay as it is. The following comments sum up the sentiment of many: "We need continuing emphasis on open space in all the Valley areas; we all enjoy this benefit; find other fund sources for other programs; when our trails are complete then think of other uses;" and "It would be a mistake to apply RETT revenues anywhere but open space without a vote-this tax was approved for only this purpose." Typical of an opinion for expanding RETT to include funding for locals housing in the Town of Vail is the following: "RETT comes from sales within the TOV; then any benefits from it should stay strictly within the TOV. Why do-I want locals housing Down Valley? I want more people to live full time in Vail." DISSEMINATION OF INFORMATION Resident respondents were fairly evenly split between "mailings from the Town" and "newspaper coverage" as being the "best method" of receiving Town information, while the majority of absentee respondents indicate "mailings from the Town" is the "best method" in which to reach them. It is interesting to note that 14 percent of absentee respondents reported E-mail as the "best method" to get Town information; 6 percent of residents. Approximately half of the resident respondents and about 38 percent of absentee respondents have access to the Internet. The top choices for the types of information respondents would like to see made available on the Internet is "calendar listings," "information and announcements" and "phone numbers." Undoubtedly, as technology continues to grow, use of the Internet will become increasingly important as a link to the community and the many absentee property owners in Town. RRC ASSOCIATES 16 TOWN OF VAIL COMMUNITY SURVEY 1997 THE OPEN-ENDED COMMENTS The open-ended comments provided through the survey provide a rich commentary on Vail issues, services and the general "mood" of the community. The full set of comments are available for review at the Town Administrative and have been provided to Town Council and staff for complete review. The comments indicate a very high level of interest in the Town, with both residents and absentee respondents taking the time to write out involved ideas and constructive suggestions. In general, we believe the comments have moderated over the past several years with numerous complements for the efforts of many and a less strident negativity toward a Town government that "doesn't listen." However, this positive momentum is being offset by increasing concerns about the role of Vail Associates in the community. We believe these trends should be monitored carefully and avenues for community discussion and interaction should continue to be fostered. The numerous positive comments toward citizen participation and outreach efforts such as Vail Tomorrow and the West Vail process indicate that such programs are noticed and appreciated by many. They should receive continued attention in the future. RRC ASSOCIATES 17 TOWN OF VAIL COMMUNITY SURVEY 1997 DETAILED SURVEY RESULTS The detailed results from the survey are presented below by individual question. Each question is reported by the separate results for residents from the Town of Vail and absentee property owners individually. Where overall results compared to the previous year are of interest the data has been represented in a graph format. 1 What do you believe are the three biggest issues, in order of priority, facing the Town of Vail? : • Image; redevelopment • Sense of community • Affordable housing; employee housing; housing • Relationship between TOV and VA • Controlled growth • Economic vitality • Traffic • Transportation • Cost of living • Preserving open space 2 Are you aware that the Town has focused attention on a Citizen Participation Program with emphasis on an open, honest and fair process? RESIDENT ABSENTEE n=805 n=274 1) 68 56 Yes 2) 17 22 No 3) 15 23 Don't know/no opinion 3 Has it made a difference? RESIDENT ABSENTEE n=450 n=95 1) 57 67 Yes 2) 43 33 No Why do you say that? 4 How satisfied are you, in general, with the overall performance and responsiveness of the Town of Vail government? NOT AT ALL VERY SATISFIED SATISFIED mean n 1 2 3 4 5 Current Town Council resident 3 14 43 34 7 3.3 795 absentee 2 6 44 37 10 3.5 209 Boards and Commissions - resident 5 18 47 26 3 3.0 757 absentee 2 7 46 33 11 3.4 201 Town of Vail staff resident 4 10 33 40 14 3.5 780 absentee - 7 35 39 18 3.7 218 5 Over the past year, how would you rate the responsiveness of the following groups: GETTING STAYED THE GOTTEN BETTER SAME WORSE mean n 1 2 3 Current Town Council resident 46 46 7 1.6 725 absentee 38 52 11 1.7 167 Boards and Commissions resident 20 71 9 1.9 665 absentee 25 69 6 1.8 157 Town of Vail staff resident 37 55 8 1.7 700 absentee 35 59 6 1.7 159 And why do you say that? Do any particular departments, boards or commissions stand out in terms of changes you have seen, either positive or negative? Do you have specific suggestions on how we could be more responsive? RRC ASSOCIATES 18 TOWN OF VAIL COMMUNITY SURVEY 1997 6 How do you rate your satisfaction with the following services in the Town of Vail? Public Works NOT AT ALL VERY SATISFIED SATISFIEQ min n 1 2 3 4 5 Snow removal resident 4 7 14 38 37 4.0 882 absentee 2 2 10 36 50 4.3 277 Road and street maintenance (potholes, resident 24 28 29 15 4 2.5 888 crack sealing, drainage, etc.) absentee 7 15 27 .30 21 3.4 277 Neighborhood park availability resident 7 8 24 35 25 3.6 810 absentee 4 7 18 35 36 3.9 242 Park playground equipment safety resident 2 2 21 41 34 4.0 510 absentee 2 1 14 42 41 4.2 162 7 Have you used bus system within the past 12 months? RESIDENT ABSENTEE n=785 n=255 1) 88 91 Yes 2) 11 9 No NOT AT ALL VERY The Bus Svstem SATISFIED SATISFIEQ mean n Frequency of bus service: 1 2 3 4 5 In-Town shuttle resident 4 9 18 30 39 3.9 743 absentee 2 6 11 31 49 4.2 265 Sandstone route resident 1 5 16 38 40 4.1 185 absentee 3 5 14 37 41 4.1 59 East Vail route resident 1 4 14 31 50 4.2 331 absentee 2 8 17 34 40 4.0 119 West Vail route resident 5 11 18 35 31 3.8 368 absentee 4 15 16 38 27 3.7 74 Golf Course route resident 7 8 33 29 23 3.5 141 absentee 14 12 18 21 35 3.5 57 Lionsridge Loop route resident 3 8 21 31 37 3.9 147 absentee 2 6 15 34 43 4.1 67 Ford Park route resident 4 6 28 32 30 3.8 129 absentee 9 5 14 40 33 3.8 43 NOT AT ALL VERY n The Bus Svstem SATISFIED SATISFIED mean Quality of bus service: Bus driver courtesy resident 2 8 18 36 36 4.0 772 absentee 1 3 15 35 45 4.2 280 Dependability of bus service resident 3 6 16 38 37 4.0 778 absentee 2 6 14 33 44 4.1 275 Cleanliness of buses resident 2 6 19 43 30 4.0 770 absentee 1 3 16 44 36 4.1 270 Cleanliness of Vail Transportation resident 3 4 24 38 30 3.9 649 Bus Terminal absentee 3 5 23 37 32 3.9 205 Comments/suggestions for improvement in the above categories: RRC ASSOCIATES 19 TOWN OF VAIL COMMUNITY SURVEY 1997 8 Have you used public parking within the past 12 months? RESIDENT ABSENTEE n=841 n=282 1) 94 81 Yes 2) 6 19 No Figure 1. Satisfaction Ratings of Parking-2-Year Comparison Percent Responding "Very Satisfied" 1997 80% Percent Responding "Very Satisfied" 1996 5.0 ~1 !6 Average Satisfaction Rating 1997 Z 0 70% - - - - - 4.5 Q w O Average Satisfaction Rating 1996 D a y 60% - ---~y- 4.0 a j 50% - - - 3.5 N A - - y m COL 30% ° yn - 2.5 - z 20% - - 2.0 to s 10% - ' - - 1.5 rn 0°/, ---1.05 "Park After Booth Speed Of Cleanliness I Discount Overall 3" Trail Attendant Transaction Lighting Of Parking Parking Program Courtesy At Exit Booth Parking Program Fees/Pricing Structures NOT AT ALL VERY SATISFIED SATISFIED mean n Parkino 1 2 3 4 5 Discount parking program (debit card/blue, gold pass) resident 11 9 25 29 25 3.5 364 absentee 10 6 27 24 34 3.7 105 Booth attendant courtesy- resident 2 5 20 37 37 4.0 801 absentee 1 5 18 38 39 4.1 219 Speed of transaction at exit booth resident 3 5 23 40 27 3.8 803 absentee 2 4 26 41 26 3.8 223 Overall parking fees/pricing structure resident 19 19 30 21 11 2.9 791 absentee 12 19 28 26 15 3.1 226 The "Park Free After 3" experimental program resident 5 2 4 15 73 4.5 823 absentee - 1 4 15 80 4.7 216 Cleanliness and lighting of parking structures resident 4 11 29 34 22 3.6 839 absentee 3 7 25 40 24 3.8 245 The Community Development Department provides planning, design review, environmental, health, and building inspection services. 9 Have you used the Community Development Department with the past 12 months? RESIDENT ABSENTEE n=813 n=257 1) 24 9 Yes 2) 76 91 No RRC ASSOCIATES 20 TOWN OF VAIL COMMUNITY SURVEY 1997 Figure 2. Satisfaction Ratings of Community Development Department-2-Year Comparison Percent Responding "Very Satisfied" 1997 50% Percent Responding "Very Satisfied" 1996 5.0 45%------------------------------------------- - -0 Average Satisfaction Rating 1997 -4.6 0 w 40% - 4.2 < 07 O Average Satisfaction Rating 1996 a „ H z 35% 3.8 H as m d > 30% d m Q - 3.4 m s 25% - - r c 20% 0----------------------------- - 2.6 Y' c 15% - { ! - 2.2 d e m - - 1.191 c m 1- 5% a - 1.4 0% 1.0 ~aTi c E 3> > t a~ci g' y I V ¢ 9 n 01 y a e (a CD °n E c 42 a °V Q E C m y d ` ~ C 2~ 2S 0 W Q Q' E Q' c d d v oz O 06 ° a m w M a 10 Please rate your satisfaction with the following aspects of this department. NOT AT ALL VERY SATISFIED SATISFIEQ mean Overall service and efficiency resident 4 14 32 35 15 3.4 260 absentee 5 7 39 34 15 3.5 41 Courtesy and attitude resident 4 12 25 34 24 - 3.6 252 absentee 2 5 33 37 23 3.7 43 Competence and professionalism resident 6 17 25 33 20 3.4 256 absentee 2 14 23 41 20 3.6 44 Development review process-staff resident 12 16 34 25 14 3.1 227 absentee 3 13 36 32 16 3.4 31 Development review process-Design Review Board resident 22 21 33 16 8 2.7 213 absentee 9 32 26 24 9 2.9 34 Development review process-Planning-and resident 18 21 36 18 6 2.7 206 Environmental Commission absentee 9 18 42 21 9 3.0 33 Building permit plan review resident 16 16 35 17 15 3.0 195 absentee 20 23 17 23 17 2.9 30 Building permit turnaround time resident 14 15 35 18 19 3.1 170 absentee 18 18 15 22 26 3.2 27 The walk-in service counter resident 4 7 24 35 30 3.8 216 absentee 12 8 19 27 35 3.6 26 Building inspections resident 6 12 31 32 19 3.4 170 absentee 8 21 29 29 12 3.2 24 Restaurant inspection and education program resident 12 14 38 25 10 3.1 96 absentee - 15 38 31 15 3.5 13 Environmental planning program resident 10 19 36 19 16 3.1 152 absentee 15 20 25 25 15 3.0 20 Comments/suggestions for improvement in the above categories: RRC ASSOCIATES 21 TOWN OF VAIL COMMUNITY SURVEY 1997 Figure 3. Satisfaction Ratings of Fire Department Services-2-Year Comparison r Percent Responding 'Very Satisfied' 1997 Percent Responding 'Very Satisfied' 1996 Average Satisfaction Rating 1997 80% O Average Satisfaction Rating 1996 5.0 d 70% - - H g 0 -4.5.°. s a H 60% 4.0 > 50% - 3.5 .°'y. x.l a° or O 30% 2.5 o - e 20% q - - - - r;F 2.0 to ~ 10% 1.5 H a 'a a 0% 1.0 Emergency Fire Fire Medical Protection Education Services & Services Response How do you rate your satisfaction with the following services in the Town of Vail? NOT AT ALL VERY SATISFIED SATISFIEQ mean n Fire 1 2 3 4 5 Fire protection and response time resident 2 1 11 42 44 4.3 443 absentee - 1 10 44 45 4.3 91 Emergency medical services resident 1 1 9 39 50 4.4 426 absentee - 1 14 33 52 4.4 101 Fire education services resident - 4 21 37 37 4.0 309 absentee - 3 26 33 38 4.1 39 Courtesy and attitude resident 1 2 14 36 46 4.2 512 absentee - 2 14 35 49 4.3 106 Fire department plan review resident 3 9 23 31 35 3.9 227 absentee - 8 30 30 32 3.9 37 Fire inspection program resident 3 4 19 36 37 4.0 314 absentee 2 7 24 31 36 3.9 45 Fire code enforcement resident 4 4 21 34 36 4.0 320 absentee 2 4 24 33 37 4.0 54 RRC ASSOCIATES 22 TOWN OF VAIL COMMUNITY SURVEY 1997 How do you rate your satisfaction with the following services in the Town of Vail? NOT AT ALL VERY SATISFIED SATISFIED min. g Frontage Road Maintenance 1 2 3 4 5 (provided by the State of Colorado) resident 34 26 24 13 4 2.3 835 absentee 10 18 30 28 14 3.2 253 Animal Control Services (contracted from Eagle County) Patrols for leash law violations resident 24 21 21 17 17 2.8 531 absentee 27 19 18 18 19 -2.8 101 Response time to complaints resident 19 13 28 17 23 3.1 328 absentee 19 19 23 19 21 3.0 43 Overall quality of service resident 17 13 31 20 18 3.1 449 absentee 20 11 20 23 26 3.2 70 Figure 4. Satisfaction Ratings of Police Department Services-2-Year Comparison Percent Responding "Very Satisfied" 1997 80% Percent Responding "Very Satisfied" 1996 5.0 I Average Satisfaction Rating 1997 z 70% - 4.5 0 4 O Average Satisfaction Rating 1996 n " ° 60% _ _ _ s- 4.0 a ea d z mm 50% - 3.5 h C 40% -------i 3.0 n d v COX 30% - - - - 2.5 o 20%- - -2.0~ °t en m : I i~~, 1-1--,: 10% - 1.5 y 0% 1.0 a O-a O -O ay v c 0, E CD Co O ai °Uia)a° N aka a cc a° p -!C=0 E o~- 8 1) CL LL C) LU O w a Police Overall feeling of safety and security resident 2 4 17 41 36 4.1 841 absentee - 1 10 43 46 4.3 260 Visibility of police foot/vehicle patrol resident 2 7 19 42 30 3.9 845 absentee 2 5 23 38 33 3.9 257 Friendliness and approachability of resident 5 9 16 38 32 3.8 813 Vail police department employees absentee 3 2 10 40 45 4.2 205 Overall quality of service resident 3 7 19 42 29 3.9 789 absentee 1 3 14 47 35 4.1 204 Overall fairness of police employees resident 8 10 24 32 26 3.6 645 absentee 3 5 13 41 38 4.0 145 Enforcement of traffic regulations (speeding, resident 8 10 27 32 22 3.5 668 reckless driving, DUI, etc.) absentee 6 8 12 43 31 3.9 147 Comments/suggestions for improvement in the above categories: RRC ASSOCIATES 23 TOWN OF VAIL COMMUNITY SURVEY 1997 11 List the top three problems or activities you would like the Police Department, officers and employees, to spend their time addressing and performing. 1. 2. 3. 12 Have you visited the library within the past 12 months? RESIDENT ABSENTEE n=868 n=291 1) 79 46 Yes 2) 21 54 No Figure 5. Satisfaction Ratings of Town of Vail Library-2-Year Comparison Percent Responding "Very Satisfied" 1997 i Percent Responding "Very Satisfied" 1996 100% -?-Average Satisfaction Rating 1997 5.0 m 90% _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ o Average Satisfaction Rating 1996 Z a 4.5 4.0 Ll- a 70% co 60°/a - - - - 3.5 iu 50 ° 1 a c CL 40% - 1 - 2.5 30% 20% - - - 2.0 Z d _ to 10% - 1.5 m I a 0% I 1 1.0 n E N Ry, 76 Y _O N U O N p 0 U 27 g - 1V n C d d j y C 0 m C) ~ ~ c Z - 5 5 ~ z LL y ~ g ~ - RRC ASSOCIATES 24 TOWN OF VAIL COMMUNITY SURVEY 1997 How satisfied are you with the following services and facilities? NOT AT ALL VERY SATISFIED SATISFIED man n Library 1 2 3 4 5 Research information resident 2 4 18 40 35 4.0 570 absentee 3 1 16 29 52 4.3 77 Circulation services resident 1 3 18 40 38 4.1 563 absentee - 2 14 33 51 4.3 81 Fiction books resident - 2 19 44 35 4.1 492 absentee - 1 18 32 49 4.3 80 Nonfiction books resident 1 4 22 41 32 4.0 536 absentee - 4 23 26 48 4.2 82 Magazines and newspapers resident - 2 12 42 43 4.2 567 absentee - 2 8 37 53 4.4 95 Alternate media including videos and books on tape resident 1 5 17 37 41 4.1 489 absentee - 6 19 28 47 4.2 68 On-line databases resident 2 6 17 37 38 4.0 369 absentee 2 5 14 21 58 4.3 43 Youth materials resident 1 4 11 40 45 4.2 259 absentee - - 5 29 66 4.6 56 Youth programs resident 1 2 13 37 46 4.3 237 absentee - - 6 30 64 4.6 50 New library hours resident 4 7 19 39 31 3.8 455 absentee 2 2 6 31 60 4.5 65 Comments/suggestions for improvement in the above categories: 13 - Do you hold a library card in the Town of Vail? RESIDENT ABSENTEE nF903 n=309 _ 1) 75 36 Yes 2) 25 64 No 14 Do you and your family members feel welcome at the library? RESIDENT ABSENTEE n=861 n=292 1) 82 57 Yes 2) 5 2 No 3) 13 41 Don't know/no opinion RRC ASSOCIATES 25 TOWN OF VAIL COMMUNITY SURVEY 1997 15 How satisfied are you with the following services and facilities? NOT AT ALL VERY Town Administration SATISFIED SATISFIEQ man n 1 2 3 4 5 General administration (manager's office, resident 1 4 32 38 25 3.8 448 finance department, derk's office, staff) absentee 1 4 26 42 27 3.9 78 Information dissemination (meeting notices, resident 2 6 30 37 25 3.8 582 announcements, project updates) absentee 2 8 28 41 21 3.7 98 Municipal Court resident 3 3 32 34 28 3.8 309 absentee 6 9 28 25 31 3.7 32 Finance/cashier window resident 1 2 31 39 26 3.9 348 absentee 8 30 28 34 3.9 50 Sales tax & business license services resident 7 6 31 33 24 3.6 324 absentee 3 29 26 43 4.1 35 Comments/suggestions for improvement in the above categories: Since 1980, the Town of Vail has used a one percent real estate transfer tax (RETT) for the purchase of open space and development and maintenance of parks and trails within the Town of Vail. 16 Would you support maintaining the current status OR expanding the use of this fund for additior I needs? RESIDENT ABSENTEE n=832 n=296 1) 57 65 Maintain 2) 32 23 Expand 3) 10 12 Don't know/no opinion 17 (Among respondents indicating they favor "expanding' the RETT in Question 16) Specifically, would you support utilizing a portion of RETT revenues to support (MARK ALL THAT APPLY): RESIDENT ABSENTEE N=272 N=67 NO OR NO OR YES NO ANSWER YES NO ANSWER 1) 40 60 55 45 Acquisition/protection of open space OUTSIDE the Town of Vail 2) 75• 25 43 57 Acquisition of locals housing WITHIN the Town of Vail 3) 50 50 49 51 Acquisition of locals housing OUTSIDE the Town of Vail 4) 11 89 1 99 Other Comments/suggestions 18 Would you support completion of the Town of Vail Streamwalk along Gore Creek from the Covered Bridge to the Vail Interfaith Chapel? RESIDENT ABSENTEE n=840 n=275 1) 82 79 Yes 2) 12 10 No 3) 6 10 Don't know/no opinion RRC ASSOCIATES 26 TOWN OF VA.IL COMMUNITY SURVEY 1997 19 Would you support completion of the Streamwalk from the Covered Bridge to Lionshead? RESIDENT ABSENTEE n=834 n=285 1) 81 79 Yes 2) 14 12 No 3) 5 10 Don't know/no opinion Comments 20 How satisfied are you with the manner in which loading and delivery is handled at the present time in: NOT AT ALL VERY SATISFIED SATISFIED min n 1 2 3 4 5 Vail Village resident 18 18 31 21 11 2.9 526 absentee 12 18 34 22 14 3.1 183 Lionshead resident 13 16 34 23 14 3.1 393 absentee 5 17 34 28 18 3.4 131 If a problem, please explain: 21 In your opinion, should the Village Commercial Core (Bridge Street, Gore Creek Drive, etc.) be designated (MARK ONE ONLY): RESIDENT ABSENTEE n=779 n=249 1) 22 32 A pedestrian-only area at all times (would restrict all surface vehicles) 2) 75 68 A pedestrian-only area some of the time (would allow loading and delivery during a portion of time in designated areas and locations) 3) 3 1 Other: Please explain your suggestion (hours, location, size of vehicles, etc.): 22, Are you aware of the "Park Free After 3" program in the Vail Village and Lionshead parking structures between 3:00 p.m. and 7:00 am? RESIDENT ABSENTEE n=798 n=267 1) 99 75 Yes 2) 1 18 No 3) - 8 Don't know/no opinion 23 How has the availability of free parking changed your use of the Vail commercial core areas since March 1? NO GREATLY INCREASED CHANGE USE OF AREA non n 1 2 3 4 5 In Vail Village resident 32 6 14 27 22 3.0 814 absentee 36 4 12 30 18 2.9 225 In Lionshead resident 40 7 14 23 16 2.7 748 absentee 44 4 15 24 13 2.6 199 In what way? RRC ASSOCIATES 27 TOWN OF VAIL COMMUNITY SURVEY 1997 24 Are there any additional actions by the Town or merchants that would increase your use of businesses in the Village commercial core or Lionshead? RESIDENT ABSENTEE n=651 n=204 1) 42 24 Yes (please describe) 2) 23 28 No 3) 35 48 Don't know/no opinion 25 How would you rate the overall sense of community (for example, knowing your neighbors, caring concerned citizens, etc.) in the Town of Vail at the present time? POOR EXCELLENT roman n 1 2 3 4 5 resident 12 21 38 23 6 2.9 757 absentee 8 12 43 30 6 3.1 217 26 Comparing Vail to other resort communities you are familiar with, what is Vail's greatest strength in terms of the sense of community? 27 And what is Vail's greatest weakness? RRC ASSOCIATES 28 TOWN OF VAIL COMMUNITY SURVEY 1997 Figure 6. Over the past several years has the sense of community within the Town improved, gotten worse or stayed the same? 2-Year Comparison 60% 50%------------- 01996 01997 I--- 40%------------- rn CL 30%------------- aZ ",A a 20%------------- 10%----- k 0% Improved Gotten worse Stayed the same Don't know/no opinion 28 Over the past several years has the sense of community within the Town improved, gotten worse or stayed the same? RESIDENT ABSENTEE n=853 n=272 1) 15 14 Improved 2) 43 16 Gotten worse 3) 29 35 Stayed the same 4) 1335Don't know/no opinion Comments: 29 Over the past year, in which of the following have you participated? (MARK ALL THAT APPLY) RESIDENT ABSENTEE n=804 n=254 01) 10 2 Ford Park Management Plan meetings 02) 21 4 West Vail Interchange meetings 03) 30 11 Vail Tomorrow meetings 04) 14 7 Lionshead Redevelopment Master Plan meetings 05) 27 5 Town of Vail Clean Up Day 06) 11 6 Trees for Vail 07) 6 3 Path Clean Up Day 08) 35 13 Attend Town Council and/or hoard and commission meetings 09) 8 2 Other: 10) 31 72 None 30 Are there other events or activities that you participate in that make you feel especially "connected" to the Vail community? RRC ASSOCIATES 29 TOWN OF VAIL COMMUNITY SURVEY 1997 31 Do you have any comments regarding the value of participating in Vail activities, or how processes can be improved for volunteering in Vail? 32 How do you prefer to receive information from the Town? (MARK ALL THAT APPLY) PREFERRED METHOD(S) BEST METHOD RESIDENT ABSENTEE RESIDENT ABSENTEE n=8N n=289 n=780 n=260 1) 16 6 - - Attend meetings 2) 62 81 42 65 Mailings from the Town 3) 85 57 43 16 Newspaper coverage 4) 35 16 3 2 Public notices, announcements, advertisements 5) 35 10 4 - Radio 6) 27 15 2 - Television (channels 5, 8) 7) 6 9 - 2 Internet 8) 8 18 6 14 E-mail: What is your address? 9) 2 2 1 1 Other: Please desoibe 33 From the list above what is the BEST way to reach you with Town information? (SEE RESPONSES ABOVE) 34 How do you prefer to OFFER constructive feedback to the Town? 35 Do you have computer access to the intemet at home, at work, or at school? RESIDENT ABSENTEE n=871 n=303 1) 49 38 Yes 2) 5162 No 36 (IF NO) Do you intend to gain access in the next year? RESIDENT ABSENTEE n=396 n=112 1) -34 41 Yes 2) 42 39 No 3) 24 20 Uncertain 37 Have you tried accessing the intemet at the Vail Library? RESIDENT ABSENTEE n=858 n=283 1) 25 7 Yes 2) 75 93 No 38 Have you used the intemet to access Town of Vail information via the vail.net system? RESIDENT ABSENTEE n=828 n=259 1) 14 19 Yes 2) 86 81 No RRC ASSOCIATES 30 TOWN OF VAIL COMMUNITY SURVEY 1997 39 What Town, or local information and/or services would you like to see made available on the Internet? (MARK ALL THAT APPLY) RESIDENT ABSENTEE n=495 n=166 1) 53 66 Phone numbers 2) 40 29 Codes and regulations 3) 49 36 Council, PEC, DRB agendas 4) 35 17 Forms 5) 66 74 Information and announcements 6) 47 28 Job openings 7) 69 79 Calendar listings 8) 8 6 Other: Please describe Please provide the following demographic information. Feel free to leave blank any questions you are not comfortable answering. Again, surveys will remain anonymous. Please do not write your name or address on this survey. 40 Where is your residence within the Town of Vail located? RESIDENT ABSENTEE n=874 n=312 01) 23 28 East Vail 02) 4 2 Booth Falls and Bald Mountain Road areas 03) - - Booth Creek/Aspen Lane 04) 2 7 Golf Course 05) 5 18 Vail Village 06) 2 14 Lionshead 07) 10 12 Potato Patch, Sandstone 08) 4 2 Buffehr Creek, Lionsridge, the Valley 09) 2 - Vail Commons/Safeway area 10) 13 7 West Vail (north of 1-70) 11) 8 4 Matterhorn, Glen Lyon 12) 8 3 Intermountain 13) 19 2 Not a resident of the Town of Vail 41 Do you own or rent your residence? RESIDENT ABSENTEE n=892 n=320 1) 66 97 Own 2) 31 6 Rent 3) 3 - Other (specify) 42 Do you own or operate a business within the Town of Vail? RESIDENT ABSENTEE n=879 n=316 1) 32 4 Yes 2) 68 96 No 43 Which of the following categories best describes your residency status? RESIDENT ABSENTEE n=886 n=296 1) 85 5 Year-round Vail resident 2) 5 37 Seasonal Vail resident 3) 1 51 Owner of vacation property in Vail 4) 2 1 Non-resident, owner of business or commercial property in Vail 5) 8 5 Other: RRC ASSOCIATES 31 TOWN OF VAIL COMMUNITY SURVEY 1997 44 How long have you lived within the Town of Vail (or owned property if a non-resident)? RESIDENT ABSENTEE n=842 n=321 1) 6 5 Less than 1 year 2) 25 24 1-5 years 3) 34 37 6-15 years 4) 35 34 More than 15 years 45 Which of these categories best describes your marital status? RESIDENT ABSENTEE n=884 n=310 1) 40 9 Single, no children 2) 20 13 Couple, no children 3) 26 33 Household with children 4) 14 45 Empty-nester, children no longer at home IF YOU HAVE CHILDREN 46 How many are in the following age groups? RESIDENT ABSENTEE mean n mean n a) 2.2 114 1.2 46 0-5 years b) 1.7 119 1.5 64 6-12 years c) 2.6 111 1.8 72 13-18 years 47 Including yourself, how many persons reside in your household? RESIDENT ABSENTEE n=811 n=271 2.9 3.6 mean 48 Which of these categories best describes your age? RESIDENT ABSENTEE n=868 n=308 a) - - Under 20 b) 2 - 20-24 c) 30 5 25-34 d) 27 13 35-44 e) 23 -30 45-54 f) 11 32 55-64 g) 5 18 65 or over h) 1 2 Do not wish to reply 49 Which of these categories best describes the annual income of your household (before taxes)? RESIDENT ABSENTEE n=865 n=309 a) 2 - $0-14,999 b) 22 1 $15,000-34,999 c) 16 3 $35,000-49,999 d) 18 6 $50,000-74,999 e) 10 6 $75,000-99,999 f) 8 10 $100,000-149,999 g) 11 52 $150,000 or more h) 10 21 Do not wish to reply Thank you for your participation in our continuing evaluation program. Please attach sheet for additional comments or suggestions. n:lwdwailltown119971cortmsvylfinal.doc RRC ASSOCIATES 32 • APPENDIX • Residents' Top Priorities Absentee Owners' Top Priorities Residents' Comments Absentee Owners' Comments TOWN OF VAIL COMMUNITY SURVEY 1997 Residents' Top Priorities (in order of freauencv of mention) INFRASTRUCTURE/ AFFORDABLE GROWTH SENSE OF-COMMUNITY REDEVELOPMENT HOUSING A multi-purpose Community Accessible housing for Construction - how Creating a caring Center seasonal employees are we going to rob community Peter to pay Paul Ability of town to be able to 'Actual affordable Containing growth Community moving down handle the large # of tourists in resident housing vs. valley a quality way; toilet facilities, million dollar vacation parking, bus service properties Adequate and affordable Affordable housing Controlled growth Isolation from the rest of parking (increase size of (numerous responses) the valley existing) Adequate funding to finance Affordable housing and Controlling growth / Job security for locals needed infrastructure transportation VA encroachment improvements Aging infrastructure Affordable Coordinated, Keeping a viable housing/dominance of 'responsible, community here real estate industry thoughtful growth Beautification of the Vail Village Affordable rental units Excessive Keeping aesthetics as core; streetscape etc. commercial and pleasing as possible residential growth Better road systems Be realistic with Expansion Keeping small ski town affordable housing - do feeling not over-promise what we don't have Bike safety Decently priced housing Growth (too much, Keeping Vail Resorts from too fast, needs trying to suck control, etc.-- Vail/Lionshead dry numerous responses) Buildings becoming larger and Employee housing Growth including Keeping/attracting taller (several responses) parking and permanent residents-it's a associated traffic etc. ghost town! Continual upgrading of existing Employee housing for Maintain Lack of a sense of place facilities families development without corresponding development of town Deteriorating village core Employees and Maintaining balance Local businesses cannot associated housing, as vote in Vail at elections transportation growth/building/popul due to home being Down ation continues Valley Figuring out the road mess in Housing for locals who Managed growth Losing housing and front of Safeway - why isn't want to raise families (several responses) business down valley there a turning lane eastbound? TOWN OF VAIL COMMUNITY SURVEY 1997 Residents' Top Priorities tin order of freauency of mention) INFRASTRUCTURE/ AFFORDABLE GROWTH SENSE OF-COMMUNITY REDEVELOPMENT HOUSING Fixing existing roads Inability of 2 to 5 year Preventing Forest Losing its vitality; not locals to live in town Service trades which enough people living here; will allow everyone thinking more development on our community Down Valley surrounding land Gaining consensus on ways to Lack of affordable Sustainable growth Loss of community achieve positive change in housing opportunities : Lionshead for young people How to bring all the 70s Local housing Too much Loss of sense of architecture/planning into the construction in the community due to next century summer decrease in locals and increase in second homeowners Improve roads Local housing-Timber Too much growth People who work for the 'Ridge is a dump town do not live in the town Infrastructural improvements in Low cost housing Too much growth; Regaining a sense of village core especially in the core community Infrastructure-roads, buildings, Need more affordable Uncontrolled growth Sense of community signage, potholes employee housing sponsored by TOV otherwise cost of buying house/condo will keep any owner from renting room at rate in line with what employees are paid; housing near Safeway was a good start infrastructure maintenance i.e. Quality affordable To somehow maintain roads are terrible housing to keep quality some sense of a small employees town community like it was not very long ago Lack of sufficient parking Really affordable housing Lionshead redevelopment Rental housing shortage Maintaining infrastructures up to date with quality Maintaining the unique vitality of the village core Maintaining what we already. have - upkeep of streets, parks, etc. Need for a convention center Need to improve appearance . TOWN OF VAIL COMMUNITY SURVEY 1997 Residents' Top Priorities (in order of frequency of mention) INFRASTRUCTURE/ 'AFFORDABLE GROWTH SENSE OF.-COMMUNITY I REDEVELOPMENT HOUSING Not enough parking - - Over congestion of people and traffic 1Over development of the Village, core;-real estate greed Overpopulation Overdevelopment; overbuilding Painting lane lines in roundabouts Parking (several responses) Parking in winter is too expensive for locals arking shortage rking without using Ford Park, a rp Pot holes; traffic problems Redevelopment-Lionshead Village-residential Redevelopment of core areas Road conditions/construction (several responses) Sprucing up Village core areas to remain competitive Too many buildings Town roads; accessibility and high volume traffic Transportation for guests Upkeep of infrastructure and housing Water Water supply with growing (population Winter road repair (Zoning - will it be rewritten? Density - upgrading the core I TOWN OF VAIL COMMUNITY SURVEY 1997 Part-Timer/Absentee Top Priorities (in order of freauency of mention) INFRASTRUCTURE/ AFFORDABLE GROWTH SENSE OF COMMUNITY REDEVELOPMENT HOUSING Areas of aging real estate Affordable housing for Control of (Note that this term was the working staffs development with typically not used by part- maintenance of open time absentee owners to space address their greatest concern.) Available shopping (regular) is Affordable housing for . Controlled growth, limited workers preserving open space Density/overbuilding in the Employee housing not Growth pressure village - no buildings should be available allowed to build hiaher Get a monorail on 1-70 Housing for low-income Growth! employees Lack of parking, traffic Impact of rapid growth on community culture and values Lionshead master plan Limitation of growth Lionshead renovation Seeming indiscriminate growth policies of the town New buildings - Urban sprawl overdevelopment and variances to existing code No sidewalks along Vail Valley Drive in Golden Peak - town planners have continued to congest the area (Gold Peak, Ski Club Vail, Ford Park, condo buildings) Not worrying so much about- rezoning, SDD to increase hotel beds Parking Pedestrian traffic - Meadow Drive Traffic - we need cheap convenient transport to airports TOWN OF VAIL COMMUNITY SURVEY 1997 Residents' Top Priorities OTHERS: Economy, Service, Gov't, VA, 1-70, Environment - • 1999 Championships • Absentee ownership • Activities for youth 12-21 • Aesthetics of 1-70 • Affordable first class ski resort • Asserting itself against VA • Bad driving habits; stop sign enforcement needed • Bad management • Category III • Category III, development of that area and beyond • Competition down valley in lodging, retail, dining • Continued greed and growth by VA • Control VA • Controlling the growth of VA so it doesn't take over business and the character of Vail • Controlling the power of VA • Controlling VA growth • Dealing with interstate noise (fence, ultimately cover the road) • Dogs at large • Education; K-12 • Environmental quality, air pollution, noise and water pollution • Expansion of Category 3 • Filling off-season beds • Financing new projects without raising taxes • Giving good customer service • Giving tickets to people who park in "wrong" places because there is no place else to park • Greed • Growth/expansion of Cat. III • Guest relations • Harassment by Gestapo cops! • ..High taxes - • Hospital mismanagement; administrators should all be fired; does anyone really know what's going on there-you should; the administrators have ruined VMC's atmosphere • How can the town be more efficient receiving/servicing tourists • 1-70 noise • Illegal aliens working in the area • Improving looks of 1-70 corridor • Lack of employees • Lack of hotel beds • Lionshead redevelopment that controls Vail Associates' greed • Low standard of living for VA employees • Lower taxes - stop spending so much money - even with lots being built on and you gaining higher taxes there, you still raise taxes by 33% • Maintaining open space • Maintaining our world class image and experience • Maintaining standard of service we have in the past • Marketing Vail, not the Eagle Valley • Night skiing-no! no! no! I TOWN OF VAIL COMMUNITY SURVEY 1997 Residents' Top Priorities OTHERS: Economy, Service, Gov't, VA, 1-70, Environment - • Noise from 1-70 • Open space preservation (numerous responses) • Preserving open space, no swaps • Providing a quality of life for residents without infringing VA's and the town's agenda on citizens • Quality of labor force • Quality retail • Reluctance of Vail voters to support capital improvement initiatives Retain open space Revitalize economy • Runaway escalation of rents, season passes, and season parking passes • Save open space • Second homes with no rental units and unoccupied most of the time • Should Vail cater primarily to tourists or rich part-timers? • Stabilizing the tourist based economy Staying away from affordable housing, this is predominantly a VA issue • Stopping Cat III • Sustainable economic vitality • Takeover of town purchased park lands with transfer tax money for "employee housing" - this is BS Taking care of its customers • Taxes are pushing locals out • The changes in Vail Associates' operations and their repercussions in many areas of town life and business • The citizens are the town, not the government • The greed of Vail Associates • To be ready for the '99 World Championships • Too little natural open space Too many people Too much "planning" • TOV government • TOV relationship and balancing of VA plans • Town Council as a true representative government • Town Council continuing to listen to the people Town sleeping with VA • VA-its demands and changing aggressive attitude • VA controlling town VA driving out small businesses and restaurants • VA merger • VA treatment of locals • Vail Associates getting too big without much aid to lessen burden to town • VA's merger and their plans for the valley VA's unchecked growth plans • What's good for Apollo is not necessarily good for the TOV 1 TOWN OF VAIL COMMUNITY SURVEY 1997 Part-Timer/Absentee Top Priorities OTHERS: Economy, Service, Gov't, VA, Environment/Atmosphere - • Balancing a sense of community and realities of serving a top resort • Change street music regulations so tourists can see some life in town • Continued appeal to tourists and infrastructure also • Declining quality of employees at various businesses • Keep a mountain town atmosphere - keep commercialism low • Loss of non-tourist economic activity to down valley • Maintaining #1 ski facility • Maintaining ambiance without creating exclusivity • Noise - music blaring from hill and restaurants - not my music • Noisy trucks at 5 AM • Over the past few years employees seem to have lost their desire to please customers - just not as sharp • Preserving property owner rights • Rapid growth with the planned increase in mountain ski areas connected to Vail • Remaining a world-class resort • Save the natural beauty of the mountains, trees, stream and village • Shrinking tax revenues • Subsidizing neighboring counties - Lake and Garfield • Too much catering to the affluent population • Town government is too large and intrusive • Town too bureaucratic for its size • Vail Associates exercising too much dictatorial powers over the town J a LOCAL HOUSING CRITICAL STRATEGY FACILITATE THE PROVISION OF A RANGE OF HOUSING OPPORTUNITIES WHICH WILL PROVIDE LOCALS AN OPPORTUNITY TO LIVE IN VAIL. THE TOWN BELIEVES LOCAL HOUSING OPPORTUNITIES SHOULD INCLUDE OWNER-OCCUPIED DEED RESTRICTED UNITS, RENTAL UNITS AND UNITS FOR USE BY SEASONAL EMPLOYEES. THE TOWN OF VAIL RECOGNIZES THAT LOCAL HOUSING IS IMPORTANT TO MAINTAINING OUR SENSE OF COMMUNITY AND IS CRITICAL IN SUSTAINING THE VIABILITY OF TF E LOCAL ECONOMY. Objectives a. Maintain the existing rental housing base in Vail. b. Facilitate the development of new seasonal housing. c. Facilitate the construction of new long rental housing in Vail. d. Facilitate the development of new owner occupied units in the Town of Vail. e. Develop partnerships to help implement the Town's housing goals and strategies. f. Update and revise existing housing regulations as necessary. g. Continue to utilize and enforce existing employee housing regulations. h. Use the TOV land development regulations to help achieve the Town's goals. 1997 Actions Resnonsibilit Time Budaet Impact ? Plan, design and construct Public Works Housing Project Knudtsen, Grafel, Hervert complete $250,000 ? Construct Seasonal Housing at Public Works Knudtsen, Grafel, Hervert 1198 $2,100,000 ? Complete GRFA revisions Mollica, Forrest $5,000 ? Identify housing components of LH Master Plan Knudtsen, Connelly 12197 NA ? - ParG6Natu in Eagle County Housing Task Force Knudtsen on going NA ? Determine the appropriate use of the Berry Creek property Council, McLaurin, Connelly, Moorhead 12197 NA LOCAL HOUSING (continued) 1998 Actions Resnonsibility Time Budget Imuac_t ? Plan, design and program housing at Manager's lots Knudtsen, McLaurin 10/98 $150,000 ? Construct Red Sandstone Units Knudtsen 12/97 $875,000' ? Plan, design and program Arosa A Frame Knudtsen, McLaurin 10/98 $50,000 ? Evaluate opportunities for availability of Timber Ridge units Knudtsen, Moorhead, McLaurin 12/97 NA 1999 Actions Resnonsibilitv. Time Budaet Imoact_ ? Construct housing at Manager's lots Knudtsen, McLaurin 10/99 ? Construct housing at Old Town Shop Knudtsen, McLaurin 10/99 ? Redevelop Arosa A Frame Knudtsen, McLaurin 6/99 ? ? ? ? Plan, design and program housing in Lionshead including old shop Knudtsen, McLaurin 10/98 ? ? ? 'The TOV will fund the construction of these units from the Housing Fund. When the units are sold, this fund will be reimbursed. ECONOMIC STABILITY CRITICAL STRATEGY PROMOTE A STRONG, VIABLE LOCAL ECONOMY THROUGH A PARTNERSHIP WITH THE PRIVATE SECTOR. THE LOCAL ECONOMY SHOULD HAVE A SOLID ECONOMIC BASE AND REASONABLE RATE OF GROWTH. THE TOWN WILL STRIVE TO STRENGTHEN VAIL'S ECONOMY WHILE MAINTAINING ENVIRONMENTAL AND DESIGN EXCELLENCE. Objectives a. Enhance economic development opportunities. b. Strengthen the relationship with the business community. c. Encourage responsible redevelopment in Vail Village, Lionshead and West Vail. d. Increase the number of live beds in the Vail Village and Lionshead. e. Work with the private sector to improve the quality of existing bed base. f. Work with the private sector to increase taxable retail sales. g. Improve customer focus and service. h. Encourage special events and create festive retail opportunities. 1997 Actions Resnonsibilitv Time Budget Imnact/Funding ? Complete Develop Review Improvement Process Counicl, DRIP Team, McLaurin 12/97 VA ? Complete Village loading and delivery study McLaurin, Grafel, Hall, Morrison 12/97 $30,000 ? Develop plan for Lionshead Redevelopment Council, McLaurin, Connelly, Grafel on going and form partnerships to implement plan ? Develop non peak strategies TOVNA Task Force on going $10,000 ? Complete Vail Tomorrow Effort and implement Council, Silverthorn, Connelly, McLauirn 12197 $50,000 relevent actions ? Participate in planning for 1999 WASC McLaurin, Grafel, Morrison 2199 $112,000 1998 Actions Resoonsibility Time Budaet Imnact/Funding ? Participate in planning for 99 WASC McLaurin, Grafel, Morrison 2199 $112,(00 ? Develop non peak strategies TOVNA Task Force on going $10,(00 1999 Actions Resoonsibilitv Time Budget Imoact/Fundinq ? Work with WF, VA to implement WASC Council, McLaurin, Grafel 2/99 $112,(00 ? Develop non peak strategies TOVNA Task Force on going $10,(00 INFRASTRUCTURE CRITICAL STRATEGY THE GOAL OF THE TOWN OF VAIL IS TO PROVIDE FOR THE CONSTRUCTION AND MAINTENANCE OF PUBLIC INFRASTRUC" URE NECESSARY TO MAINTAIN AND ENHANCE THE QUALITY OF LIFE FOR RESIDENTS AND ENHANCE THE QUALITY OF THE EXPERIENCE FOR OUR GUESTS. Objectives Measure_ Plan, prioritize and fund infrastructure necessary to maintain and enhance the quality of life and the quality of experience in the community. Prepare a 10 year capital budget which prioritizes the TOV capital needs. 0- Identify and construct capital improvements necessary to enhance the 1999 WASC *e Commit to and fund a systematic street reconstruction program. Identify additional funding sources to help fund major capital projects. 1997 Actions Resnonsibilitv Time Budaet Imoact/Fundinq TRANSPORTATION CRITICAL STRATEGY PROVIDE FOR THE SAFE AND EFFICIENT MOVEMENT OF PEOPLE AND GOODS WITHIN THE TOWN. THE TOWN IS COMMITTED TO A MULTI MODEL TRANSPORTATION SYSTEM WITHIN THE TOWN OF VAIL. Objectives a. Improve the efficiency of the TOV Transit System. b. Work with the Regional Transportation Authority to improve the efficiency and effectiveness of the Regional Transportation System. c. Work to provide for the efficient delivery and distribution of goods in Vail Village and Lionshead. d. Provide for the safe movement of bicyclists and pedestrians within the TOV and in the region. e. Maintain a safe and efficient street system in the Town of Vail. Minimize congestion. f. Work with the Rail Coalition to secure the abandoned Southern Pacific railroad right of way. 1997 Actions Resoonsibititx Time Budget Imnactl =undina ? Develop Transportation Plan for 1999 WASC Grafel, Rose, McLaurin 9197 NA ? Continue to participate in the Regional Transportation Authority Foley, Rose, Grafel, McLaurin on going $115,000 ? Complete loading and delivery study McLaurin, Grafel, Morrision 12197 $30,000 ? Continue to implement Holiday Management Grafel, Rose annually NA ? Replace six buses Scholl, Rose, Grafel 12197 $1,250,G00 ? Implement Traffic Code modification (speed limits) Hall, Moorhead NA COMMUNITY COLLABORATION CRITICAL STRATEGY EXERCISE COUNCIL LEADERSHIP TO IMPROVE COMMUNITY DIALOGUE AND FOSTER A MORE COLLABORATIVE COMMUNITY. Objectives a. Foster a more collaborative community b. Improve community dialogue and participation in the creation of programs and policies that enhance our community's quality of life. c. Build trust and credibility within the community through promotion of responsible and responsive decision-making by TOV staff and .,ouncil. d. Identify (conflicting) needs, values and concerns of the community audience segments. e. Articulate and clarify key community goals and issues to audience segments. f. Create an environment of informed community consent on major public decisions 1997 Actions Resoonsibilitv Time 3udoet Imoact/Fundinq ? Increase presence in community through organized appearances Council, McLaurin, Silverthorn on going NA presentations to Village & Lionshead Merchants, Rotary, etc ? Host regular Mayor/Council walkabout through neighborhoods & businesses Council, McLaurin, Silverthorn on going NA ? Host town wide community breakfasts on a quarterly basis Council, Silverthorn, McLaurin on going $5,000 ? Complete the Vail Tomorrow process and implement relevant actions Council, Silverthorn, Connelly, McLaurin 10/97 NA Use public participation to identify the preferred alternative for loading and delivery in the Vail Village Council, Silverthorn, McLaurin Hall Grafel 12197 $20,000 ? Use public participation to complete the Lionshead Master Plan effort Silverthorn, Connelly, McLaurin 1198 $400,000 ? TOVNA Community Task Force Counicl, McLaurin, Silverthorn on going $7,500 PUBLIC NOTICE VAIL TOWN COUNCIL MEETING Mondav. Januarv 12. 1998 A Special Dinner for Vail Town Council and Department Directors will be held at 6:00 p.m. at The Grill at Singletree. Tuesdav. Januarv 13. 1998 Town Council Retreat at the Hotel Colorado in Glenwood Springs from 8:30 a.m. to 5:00 p.m. Wednesdav. Januarv 14. 1998 Continuation of Town Council Retreat at the Hotel Colorado in Glenwood Springs from 8:30 to 12:00 p.m. Sign language interpretation available upon request with 24 hour notification. Please call 479-2332 voice or 479-2356 TDD for information. Updated 1/9/98 9 am PLANNING AND ENVIRONMENTAL COMMISSION Monday, January 12, 1998 AGENDA Proiect Orientation /NO LUNCH - Communitv Development Department 1:30 pm MEMBERS PRESENT MEMBERS ABSENT Site Visits : 1:30 pm 1. Golden Bear - 286 Gore Creek Drive Driver: George cl: oi' NOTE: If the PEC hearing extends until 6:00 p.m., the board will break for dinner from 6:00 - 6:30 p.m. Public Hearinq - Town Council Chambers 2:00 p.m. 1. A request for approval of a minor exterior alteration in CC1 and a site coverage variance, to allow for the renovation of the exterior and improvements to The Golden Bear, located at 286 Gore Creek Drive/ Lots A&B, Block 5A, Vail Village First Filing. Applicant: C. Lee Kirsch, represented by Frederick W. Dietrich Planner: George Ruther 2. A request for a building height variance from Section 12-7B-12, to allow for an increase in the 60/40% building height ratio for the Gasthof Gramshammer, located at 231 E. Gore Creek Dr./Part of Block 5B, Vail Village 1 st. Applicant: Pepi Gramshammer, represented by Kurt Segerberg Planner: George Ruther TABLED UNTIL JANUARY 26, 1998 3. A request for a density variance from Section 12-713-13, to allow for the construction of a two-bedroom dwelling unit, located at 227 Wall Street (Hong Kong)/Lot B & C, Block 5C, Vail Village 1st Filing. Applicant: ASI Vail Land Holding, L.L.C., c/o Base Mountain Sports - Brett Barnett, represented by Kathy Langenwalter Planner: George Ruther TABLED UNTIL JANUARY 26, 1998 1 rnw*uw Updated 1/9/98 9 am 4. A request for a setback variance, to allow for a revised parking lot, located at 4192 Spruce Way/Lot 5, Block 7, Bighorn 3rd Addition. Applicant: Altair Vail Inn, c/o Mary Herzig, represented by Prudential Gore Range Properties. Planner: Dominic Mauriello TABLED UNTIL JANUARY 26, 1998 5. A request for a conditional use permit to construct four multiple-family dwelling units and variances from Section 12-7E-8 (Building Height), Section 12-7E-11 (Landscape Area) and Section 12-7E-7 (Setbacks), to allow for commercial and residential expansion, located at 143 E. Meadow Drive (Crossroads East Building) / Lot P, Block 5D, Vail Village 1 St. Applicant: Crossroads Plaza, Trevina L.P., represented by Bill Pierce Planner: Dominic Mauriello TABLED UNTIL JANUARY 26,1998- 6. A request for additonal GRFA utilizing the 250 ordinance, to allow for a garage addition with office space above, located at 4532 Streamside Circle/Lot 15, Bighorn 4th Addition Applicant: Edward Padilla, represented by Kathy Langenwalter Planner: Reed Onate WITHDRAWN 7. Information Update 8. Approval of December 22, 1997 minutes. 9. Verify PEC representatives for 1998 DRB meetings. The applications and information about the proposals are available for public inspection during regular office hours in the project planner's office located at the Town of Vail Community Development Department, 75 South Frontage Road. Sign language interpretation available upon request with 24 hour notification. Please call 479-2114 voice or 479-2356 TDD for information. Community Development Department 2 Agenda last revised 1/9/98 gam DESIGN REVIEW BOARD AGENDA Wednesday, January 7, 1998 3:00 P.M. PROJECT ORIENTATION / NO LUNCH - Community Development Department 1:30 pm MEMBERS PRESENT MEMBERS ABSENT SITE VISITS 2:00 pm 1. Krediet - 226 Forest Road 2. Downey - 4196 Columbine Drive 3. Jacobi - 2009 Chamonix Lane Driver: George PUBLIC HEARING - TOWN COUNCIL CHAMBERS 3:00 pm 1. Jacobi Residence - Addition to the back of an existing duplex. Christie 2009 Chamonix Lane/Lot 28, Buffehr Creek Filing. Applicant: Jean Paul and Lillian Jacobi MOTION: Clark Brittain SECOND: Bill Pierce VOTE: 4-0 APPROVED WITH 6 CONDITIONS: 1. Modify parking area to reduce coverage, pave driveway. 2. Install utilities from pole to house underground. 3. Submit a lighting plan with building permit. 4. Clean property of debris and remove abandoned vehicles. 5. Plant six aspen trees (2 1/2" caliper) along west property line. 6. Submit a site specific geologic survey with building permit. 2. Head Residence - Minor alterations to the exterior/new yard wall. George 325 Mill Creek Circle/Lot 1, Block 1, Vail Village 1st Filing. Applicant: Martha Head, represented by Fritzlen, Pierce and Briner, Architects MOTION: Clark Brittain SECOND: Ted Hingst VOTE: 3-0-1 (Bill Pierce abstained) CONSENT APPROVED 3. Downey Residence - Final Review of a separation request to allow Dominic a guest room addition to the second floor of an existing garage. 4196 Columbine Drive/Lot 20-6, Parcel A, Bighorn Subdivision. Applicant: Gale and Beverly Downey, represented by Kathy Lagenwalter, Architect MOTION: Clark Brittain SECOND: Ted Hingst VOTE: 4-0 CONSENT APPROVED WITH 2 CONDITIONS: TOWN OFVAIL( 1. That the railings match those on the existing structure. 2. That all lighting on -site comply with the Lighting Ordinance. 4. Krediet Residence - Revised plans for final DRB approval. George 226 Forest Road/Lot 11-A, Block 7, Vail Village 1st Filing. Applicant: G. John Krediet, represented by Steve Riden, Architect MOTION: Bill Pierce SECOND: Ted Hingst VOTE: 4-0 APPROVED WITH 5 CONDITIONS: 1. That the applicant submit a lighting plan. 2. That the building height be confirmed at the front entry. 3. That a tree preservation plan be submitted. 4. That the applicant submit an entry gate detail. 5. That the applicant provide the arch detail at the garage entry. Staff Approvals Pinecreek at Vail Homeowner's Association - Subdivision entrance sign. Kathleen 2675-2 Kinnickinnick Road/Pinecreek at Vail. Applicant: Thomas Sorenson, President Homeowner's Association. Fernandez Residence - Window addition. Kathleen 600 Vail Valley Drive, Building C/Northwoods Pinos Del Norte. Applicant: Mr. Fernandez Lazyboy Gallery - Awning change. Dominic 2271 N. Frontage Road/Lot 1, Tract C, Vail das Schone #3. Applicant: Jim Wilson May Residence - Change to previously approved plans. George 1067 Ptarmigan Road/Lot 4, east half of Lot 5, Block 5, Vail Village 7th. Applicant: Roy & Paula May The applications and information about the proposals are available for public inspection during regular office hours in the project planner's office, located at the Town of Vail Community Development Department, 75 South Frontage Road. Sign language interpretation available upon request with 24 hour notification. Please call 479-2114 voice or 479-2356 TDD for information. 2 Printed by Pam Brandmeyer 1/08/98 5:01pm ~C: From: Pam Brandmeyer To: EVERYONE GROUP Subject: fwd: HOLLY UPDATE Gosh. . .actually some GOOD news to report! Holly completed her final radiation treatment yesterday. Her radiologist says she's had exceptional success w/radiation on breast cancer that has moved to the brain - and the radiologist believes they've been successful w/Holly. Her symptoms continue to subside - and quite honestly, Holly looked the best this morning that she's looked since September! And she is feeling good, keeping food down, and once again. . .hopeful. She will continue her chemo, one treatment every three weeks along w/the calcium booster, for the duration. Next treatment: Tuesday. Additional news: she is signing a lease on a small three bedroom home this coming weekend for a 6-month time period. That will allow her to have both kids w/her, continue treatments w/the support of her 5 sisters, aunts, uncles, grandparents, etc. - and move toward something "just like" normalcy. I will have an address for you next week. She will be moved by the end of this month. Clearly, this has been a difficult decision to make; however, it's the best one for the time being. She has so many close friends here and a good support group - but I assured her, as Larry Grafel puts it - YOU CAN RUN, BUT YOU CAN'T HIDE. She'll count on keeping in touch w/you in person, by mail, or by phone. Thank you for ALL the magnificent support you've given her. KEEP THOSE CARDS IN LETTERS AND GOOD THOUGHTS AND PRAYERS COMIN' HER WAY!!! Fwd=by:=Annie=Fox=====1/08/98==4:43pm======================================= Fwd to: Pam Brandmeyer Thanks for the update Pam. When Bob mentioned you had gone to Denver this morning my heart sank. Glad to know the news is good. Page: 1 Town of Vail Irene Stillwell Dept of Community Development 701 landmark 75 South Frontage Road 610 Lionshead Circle Vail CO 81657 Vail CO 81657 Attn. Susan G Connelly Tel 476 2848 3rd Jan 98. Dear Ms Connelly As a seven years owner of my condominium in the Landmark building and winter resident with occasional summer and fall visits, I am writing to voice my concerns regarding the redevelopment of Lionshead. I have kept up with the progress so far and seen the plans for the possibilities recommended by the design team. Whilst understanding the need for updating Lionshead to encourage quality traders and visitors I am dreading the thought of monumental stone 'European' type buildings (Like those in Beaver Creek) which I find to be intimidating and uncomfortable when a pedestrian. I would like this part of Vail to retain its friendly real village ambience which to those of us who live here it truly does have. Tall buildings slopeside even with view corridors, could, if not stepped in height back from the Circle, create a miserable, sunless area where no-one wants to linger and shop or eat. Whilst I also appreciate that Vail Associates (Apollo) will probably insist that in order to profit from their investment in redeveloping their real estate they must be allowed to infringe the current zoning rules regarding height, I would be certain that the density they require, on the space they have could, with imagination, be achieved without having a negative impact on other property owners, traders and visitors. The other main concern is that of transit through Lionshead Circle. Would it not be possible to route skiers transport around the Landmark building to a point between it and Westwind where an escalator could get skiers to and from the Mall level and perhaps another to the ski-yard so they could see a beautiful pedestrian precinct with good stores and friendly cafes and restaurants at the beginning and end of their ski day. CONT. CONT. Prospective and prestigious new owners whether outright or timeshare will buy only if the area is attractive enough for them to feel secure in their investment. On a personal note, I am English, friendly and sociable and very much enjoy sharing my good fortune with family and friends. I fill my condo for the whole season (This winter I have only six free days!) I encourage them to come and spend quality time and (Hard-earned) money here and go home with good memories that will keep them coming back year after year. I also delight in talking to visitors from all over the world and showing them around the mountain as an unpaid (Except in terms of my pleasure) guide. There are many beautiful places in the world that are now over-developed and full of loud-mouthed litter dropping louts who do not appreciate how much has been lost. If you truly have the power and the will, please do not allow over-development to destroy the magic that is Vail for a short term profit that may result in the law of diminishing returns kicking in.It has so far, been a lasting love affair and I enclose, for what it may be worth, just one of my many poems so that you can see how strongly I feel about this magnificent place, I can't be alone in this can I? Yours sincerely Irene Stillwell. VAIL VALLEY WINTER The mountain wears her duvet and beneath she gently dreams, Grey ghosts of summer aspens in dry whispers tell the story That nothing in this winter scene is quite the way it seems For it's just the briefest moment since all that autumn glory Turned their youthful vibrant green to shades of brilliant gold Which now they have discarded on the ground around their feet To feed the resting earth and ensure through winters' cold They will be ready, when it's time, the flowers and humming birds to greet. This season wears a different face, sparkling jewels dress the trees, The finest athletes in the world are here to test their skill And the mountains' snowy cover throws a challenge to the skis Swishing, schussing,turning, carving lovely tracks upon the hill. From all the far flung corners they are here to take their ease And the valley blooms again with exotic foreign flowers, Mexicans, Brazilians, Germans, French and Japanese, British and Australians kicking back in champagne showers Of the famous powder here under skies of cobalt blue. A neon carnival of colour, Rio, Londons' Notting Hill, It's a glorious Carribean four month Junkanoo, A hoedown in a special place where all can take their fill. But the magic's in the mountain where the Mountain Spirit dwells, You can feel him all around and know he isn't sleeping. While it's party-time above ground underneath he weaves a spell And undisturbed his children slumber in safe-keeping. JANUARY 07, 1 9 9 8 TO THE VAIL TOWN COUNCIL, IT IS BECOMING EVER MORE APPARENT AS THE SKI SEASON PROGRESSES, THAT THE CRISIS IN ATTRACTING SUFFICIENT EMPLOYEES TO RUN OUR RESORT IS GROWING WORSE. MOST ANY MERCHANT CAN TELL YOU HOW bAd IT HAS GOTTEN. SOME OF OUR LONGEST ESTABLISHEd STORES ARE bEING FORCEd TO CLOSE dURING PEAK HOURS dUE TO A LACK OF EMPLOYEES. IN ANY GIVEN ISSUE, THE VAIL DAILY RUNS OVER 200 CLASSIFIEd ANd 50 dISPLAY AdS IN THE HELP WANTEd SECTIONS. MOST OF THOSE AdS ARE FOR MULTIDLE EMPLOYEES. IN THAT SAME ISSUE ONLY 74 ROOMS WERE AVAILABLE FROM VAIL TO GYPSUM! THE CORRELATION IS OBVIOUS. THE HOUSING ISSUE MUST bE AddRESSEd by THIS COUNCIL. IT IS THE ONE ISSUE MOST THREATENING TO THE FUTURE OF VAIL, NOT JUST AS A WORN CLASS RESORT, bUT AS A COMMUNITY AS WELL. OTHER RESORTS, LIKE WHISTLER WHO SPENdS S 1 ,000,000 PER YEAR ON HOUSING ANd ASPEN WHO SPENdS $2,000,000 PER YEAR, ARE COMPETING FOR THE SAME EMPLOYEE POOL. IN SPITE OF WHAT THEY'VE BEEN SPENdING FOR YEARS ANd THE AMOUNT OF dEEd RESTRICTEd HOUSING THAT HAS BEEN bUILT, ASPEN, ACCORdING TO THE ASPEN TIMES WEEKLY, IS HAVING THEIR WORST EMPLOYEE SHORTAGE IN RECENT HISTORY. WE, THE VAIL TOMORROW AFFORdAblE HOUSING TEAM, URGE YOU TO TAKE IMMEdIATE ACTION ON THE FOLLOWING. ISSUES. WITHOUT THEIR PROMPT IMPLEMENTATION, VAIL WILL LIKELY FOLLOW THE PATH OF A NUMBER OF EUROPEAN RESORTS TOWNS THAT, HAVING dRIVEN OUT THEIR COMMUNITY THROUGH INSUFFICIENT LOCALS HOUSING, HAVE BECOME NOTHING MORE THAN TOURIST TOWNS OR ENCLAVES FOR THE OBSCENELY RICH. THE HANdWRITING IS ON THE WALL. RECOGNIZE THAT THE LIONSHEAd MASTER PLAN PROCESS IS AN IMPORTANT OPPORTUNITY TO HELP SOLVE THIS CRISIS by UTILIZING EVERY SITE POSSIBLE, IN WHATEVER APPROPRIATE MANNER, TO INCREASE THE STOCK OF LOCALS ANd SEASONAL HOUSING. MAINTAIN PRESSURE ON VA TO ACHIEVE THE VAIL TOMORROW dESIGNATEd GOAL FOR HOUSING 62% OF IT'S VAIL WORK FORCE EAST OF DOWd JUNCTION. MOVE IMMEdIATELY TO TAKE Ad VANTAGE OF THE OPPORTUNITIES EXISTING SURROUNdING BOTH THE VILLAGE ANd LIONSHEAd PARKING STRUCTURES- THE BERMS PROVIdE AN EXCELLENT CHANCE TO ENHANCE THE GUESTS EXPERIENCE WITH AddITIONAL RETAIL AT GROUNd LEVEL AS WELL AS INCREASING THE SEASONAL HOUSING STOCK AbOVE_ AT THE SAME TIME THIS WOULd VITALIZE OTHERWISE STATIC CORROORS ANd HELP TO BRING THE OUTRAGEOUS RENTS PAId FOR RETAIL SPACE MORE IN LINE. MOVE ON UTILIZING THE Old TOWN SHOPS SITE FOR LOCALS HOUSING IN WHATEVER MANNER FEASIBLE. REquiRE THAT THE WEST dAY LOT bE dEVELOPEd INTO A MIXEd USE COMPLEX. RETAIL AT GROUNd LEVEL, LOW ENd HOUSING ON THE NEXT LEVELS, MlddlE INCOME ON THE NEXT, ANd HIQH ENd CONdOS ON TOP. IdENTIFY All PossIbLE VA ANd TOWN OWNEd SITES THAT could bE USEd FOR AFFORdAbLE HOUSING ANd WORk WITH THE MANY ENTITIES THAT EXIST TO dEVELOP THEM AS SOON AS POSsIblE. INSURE THERE IS SUFFICIENT CONTROL OF TIMbER RIdGE, THROUGH WHATEVER MEASURES ARE AVAILAbLE TO THE COUNCIL ANd THE TOWN, TO PRESERVE IT AS SEASONAL HOUSING STOCk IN PERPETUITY. CHANGE bu1LdING COdES ANd ZONINQ REgUIREMENTS FOR dEEd RESTRICTEd ANd EMPLOYEE HOUSING. AdopT dIFFERENT STANdARdS FOR LOWER ENd HOUSING SO THAT UNNECESSARY ANd EXPENSIVE IMPEdIMENTS ARE MINIMIZEd. BECOME A LEAdER IN bRINGING INCLUSIONARY ZONING OR PAY-IN-LIEU TO THE COUNTY. IT MUST EVENTUALLY bE COUNTY ANd REGION WIdE. AS WITH THE AUSTRIA DAUS, AN OPPORTUNITY FOR ACTION WAS LOST, RESULTING IN NO NET GAIN IN AFFORdAbLE UNITS. ESTAbLISH A FUNdING SOURCE FOR AFFORdAblE HOUSING. BV COUNC/! VOTE, EXPANd THE USE OF THE RETT SO THAT UP TO 50% OF THE FUNds co TOWARdS AFFORdAbLE LOCALS HOUSING. MYRON ORFIEld, AUTHOR OF METRO POLITICS, Told THE NORTHWEST COLORAdo COUNCIL OF GOVERNMENTS RECENTLY, ANd I PARAPHRASE), THAT, WHEN THE HIGH COST OF HOUSING FORCES- WORkERS TO COMMUTE LONGER dISTANCES, THEY EVENTUALLY REFUSE TO PUT UP WITH IT ANY LONGER. IF AN ECONOMIC CENTER, (REAd VAIL), FINds ITSELF WITHOUT ENOUGH EMPLOYEES TO FUNCTION PROPERLY, IT COLLAPSES. THE SIGNS ARE Obvious. WHEN WILL GUESTS TIRE OF NOT RECEIVING THE SERVICE THEY PAY TOP dOLLAR FOR? OF CONdos IN MEdiOCRE CONdITION OR LIFTS NOT RUNNING dUE TO A SHORTAGE OF HELP, OF STRESSEd-OUT, OVER- WORkEd, GRUMPY EMPLOYEES? THE TIME TO ACT IS NOW. THE CRISIS IS UPON US ANd SHOWS NO SIGNS OF AbATINQ. IF VAIL IS TO bE A WORld CLASS RESORT AS IT PORTRAYS ITSELF, IF IT IS TO REMAIN THE COMMUNITY THAT BECAME PART OF THE VISION OF THE FOUNdING FATHERS, THEN CHANGES MUST bE MAdE. RESPECTFULLY, YOUR VAIL TOMORROW AFFORdAbLE DOUSING TEAM 1/8/98 725AM Robert E Ford 970.476.9384 Page 1 of 9 40: T • l t y a t.) EAST VILLAGE HOMEOWNERS ASSOCIATION, INC. Officers: President - Bob Galvin Secretary - Gretta Parks Treasurer - Patrick Gramm Directors - Judith Berkowitz - Dolph Bridgewater - Ellie Caulkins - Ron Langley - Bill Morton - Connie Ridder Post Office Box 238 Vail, Colorado 81658 Telephone: (970) 827-5680 Message/FAX: (970) 827-5856 FACSIMILE COVER PAGE To: Rob Ford From: Time: 06:02:68 Date: 118198 Pages (including cover): 9 Subject: Loading and Delivery and Delivery Planning Process - Phase II Special Instructions: Please review and respond as appropriate. Please forward comments and concerns by Fax or Voice Mail to the Homeowners Association. I will be out of the office from January 8-18, 1997. 1/8/98 725AM Robert E Ford 970.476.9384 Page 2 of 9 EAST VILLAGE HOMEOWNERS ASSOCIATION, INC. Officers: President - Bob Galvin Secretary - Gretta Parks Treasurer - Patrick Gramm Directors - Judith Berkowitz - Dolph Bridgewater - Ellie Caulldns - Ron Langley - Bill Morton - Connie Ridder To: Loading and Delivery System President's Advisory Committee From: Jim Lamont, Executive Director Date: 'January 7, 1998 RE: Vail Village Loading and Delivery Planning Process - Phase II Attached please fmd a copy of a proposal for the Scope of Services to be provided by MK Centennial Engineering, for the second phase of the Vail Village Loading and Delivery planning process. Also attached is a copy of correspondence (August 26 & 29, 1997) from EVHA to the Town of Vail regarding the scope of study for Phase II. The Scope of Service proposal has been submitted for comment and suggestion by the Town Manager. It is suggested that the following modification to the scope of study be considered: 1. Public Participation Process as proposed is ill-defined and may be inadequate. It must be recognized that Town Administrators or the Town Council do not have autono- mous authority to resolve this issue. Any acceptable solution will require a mediated approach to result in a long term partnership among the affected interest groups. a. The public forum method of public participation process in the Phase I - Short Term Solutions was limited in its effectiveness because it was fragmented and exclusionary. It did not allow for r,,Y.,.sentatives designated by each of the primary interest groups to have face to face problem solving and negotiation sessions. It did not allow for equal standing of all interests. It skewed the advisory process towards the interests of Town Administrators by placing them above and beyond the problem solving and negotiation processes. As a result the "public forum" method of public participation heightened frustration or further confused the issues. The heighten fi-ustra- tion and confusion caused interested parties to posture and become defensive rather than contrib- ute to substantive consensus building and problem solving. The Phase TI - Loading and Delivery Analysis public participation process appears to mimic that of Phase I. The complexity of the proposals under consideration indicates that the re- sults may be more contentious than constructive. The following description of the public mediation method is recommended as an alternate approach to the public forum method. This is the participation model used by the Homeowners Association to cause fundamental changes to the truck delivery procedure in 1996-97. There is general agreement that the close-in/front door approach advocated by the Homeowners Associ- ation has improved the delivery system. b. The Public mediation method is an inclusionary/partnership aYr.,.ach to problem solv- ing. A negotiator or team of negotiators, for each interest group participating in the process, par- ticipates with other negotiators in mediation forums. Mediation sessions are published and open Post Office Box 238 Vail, Colorado 81658 Telephone: (970) 827-5680 Message/FAX: (970) 827-5856 1/8/98 7:25AM Robert E Ford 970.476.9384 Page 3 of 9 Loading and Delivery Plan - Phase IF 1/8/98 to the public. Mediation sessions, with the consultant engineering firm and Town Administrator attending in an informational capacity, are used to inform and elicit comments and concerns from negotiators and their constituents under conditions of procedural etiquette. Each interest group's negotiators are responsible for communicating the outcome of negotiation session to their constitu- ent group and eliciting their responses. Negotiators are to report their findings back to other nego- tiators. Public forums, where the general public registers its concerns regarding the merits of proposals under negotiations, are conducted at critical stages of problem and proposal analysis. The final agreed upon proposal(s) are referred to each interest group for ratification or amendment prior to being sent to the Town Council. The process can be initiated upon mutual agreement among those interest groups willing to participate in negotiations. The mediation method is not dependent upon the Town of Vail to initiate or sustain the process. 2. Documentation of existing conditions in neighborhoods is inadequate as proposed. A base line of existing conditions in all residential neighborhoods influenced or to be influenced by the delivery system must be documented. These conditions include noise level analysis but should also include traffic flows by vehicle type and volume as well as visual and aesthetic factors. .3. Video Analysis of daily loading and delivery traffic should be expanded to include documentation of all residential neighborhoods influenced or to be influenced by the delivery sys- tem. From the camera vantage points being described in the scope of study, it is impossible to adequately document the areas in which truck deliveries now occur. All sites where truck delivers now occur throughout Vail Village should by documented during the same time period. Televi- sion documentation should be done simultaneously from each vantage point for a one week dura- tion 8-12 hours per day during the week leading up to President' s Weekend. This phase of the documentation should also include the distribution of vehicles at the Main Vail Roundabout. Documentation should be undertaken showing the effects of limiting access on Hanson Ranch Road at Vail Valley Drive. 4. Time schedules for the project should have sufficient flexibility for proposed alterna- tives, including those rejected by the consultants, to be circulated to negotiators and affected prop- erty owners, prior to any final determination by the Town Council. Town Administrators should budget sufficient funds to distribute proposals by mail and electronically. Distribution documents should be accompanied by an objective analysis of the pros and cons of each proposal, supported by analytical information and data to affected property owners and constituent groups. All ana- lytical information and data should be made available to all interested parties as it becomes avail- able to Town Administrators. Public Forums should be documented for transmission on public access television. Information provided by the engineer should be placed on an appropriate web- site so that interactive criticism of the proposal can be made via the Internet. 5. Separate private meetings between Town Administrators and consulting engineers with interest groups, during the Phase I public participation process, fostered a climate that was detri- mental to building trust between representatives of the primary interest groups. Private meeting should be discouraged. 6. The study needs to include an analysis of loading and delivery sites in Lionshead that can augment loading and delivery facilities in Vail Village. 2 1/8/98 7:25AM Robert E Ford 970.476.9384 Page 4 of 9 DEC-1?-97 12:41 FROM:TOWN OF VAIL ID:3034792157 PAGE 1/3 it of Post-RO Fax !Vote 7671 `Date Ip.ages*_2 `L [To J C IK R~ Z'p., . CoJD®pt. CA. Vail Village Loading and Delivery Phase II - Long-Term Solution. Scope of Services Phase I of the Vail Village loading and delivery project nears completion and we now propose to begin Phase 11, phase II will consist of an analysis of Long-term solutions to the Vail village loading and delivery issues. This study will include an analysis of loading and delivery sy o,,,:,.s for the Vail Village alone and in conjunction with the Lions Head area- A description and work plan; for Phase j 11 follows: Phase 11 will include Long-term alternative solution devel„r.,,~ent, refinement of alternatives, alternative analysis, and selection of a preferred alternative. We anticipate the work for Phase II to commence in December 1997, and be completed by the end of June 1998. Long-Term Alternatives Solution Development = This work will consist of working with the public, merchants, and shippers to identify feasible alternatives based on criteria the public establishes for the ranking process. To assist in developing alternatives MK Centennial will collect data throughout November and December. Data.collection will involve: • Detailed rQunts and breakdown of motor vehicle mix in Vail Villagc • Noise analysis - noise monitoring at various locations throughout Vail Village • Video analysis - moi,.«r;%- a video camera to record daily loading and delivery traffic on Bridge Street and Gore Creek Drive • Shin jv-' g data - number and type of loads each carrier sending to Vail Village • Route data - analysis of existing loading and deliver routes into and out of Vail Village Long-Term Alternatives Analysis The first step will subject each alternative to a fatal flaw analysis- Those with fatal flaws will be eliminated. Those alternatives that continue to be viable will be subjected to a systematic approach to objectively evaluate each alternative and detail their responsiveness to the evaluation The developed alternatives will be presented in a public open house forum for public input. The _ Impacts, and relative cost of each alternative will be-evaluated and presented. Graphics will be key in providing the public with an understanding of the alternatives. Mapping and overlays are used for the basis for soliciting public input. Based upon public input, alternatives will be refined and possibly new alternatives created. Any new alteratives would be developed to the same level as all others. An interim report will append the detail of the developed alternatives and impacts. Long-Term Alternatives Ranking With a comr,.,::.easive set of alternatives, MK Centennial senior managers will rank the alternatives = against criteria established by the public. Working closely with the Town of Vail auui, a subset of - 1/8/98 7:25AM Robert E Ford 970.476.9384 Page 5 of 9 DEC-17,-97 12:42 FROM:TOWM OF VAIL ID:3034792157 PAGE 2/3 altemratives best meeting the ranking criteria will be developed. Costs of the top alternatives will be A pre;,...,J alternative will be identified. The reasoning behind the ranking for each of the alternatives will be clearly identified and reported.in an interim report. The subset of developed alternatives, the preferred alternative, the criteria for ranking, and the . rankings will be presented in two public opens house forums for public input. MK Centennial.semor professionals will staff the open house- Graphics, again, will be the focus of the forum, providing the public with an understanding of the alternatives, criteria, and their ranking. Long-Tenn Altematives Report The Phase II (Long-term Alternatives) report will be constructed from the interim reports generated through the alternatives development, the pubic cv..,,.,ent on the subset of alternatives, and the rep, ..,.,.ended preferred alternative- Included in the Phase H report will be an executive summary containing sufficient detail to understand the basic process of alternative development, alternative impacts, criteria, ranking, and selection. Preliminary Plan, Buy In, Project Authorization Nvelopment the prefi...,:.d alternative into a preliminary plan, obtain public and decision makers' buy in, and obtain project authorization from the Town council. Preliminary plans of the preferred alternative will be developed. The plans and the executive summary of the Long-term Alternatives Report will be the basis for presentations to the public and the decision makers. MK Centennial senior professionals will present the plans to the public and decision makers. The final report will be consbnicted.with the Short and Long-term Alternatives Reports and will include a report on the preliminary plum, public buy in, and project authorization. An executive sw,,,uary of the report will be included for the entire project. M n co Table 1 I ~ N Vail Village Loading & Delivery Analysis Manpower and Cost Estimate For Long-Term Alternatives Analysis to ,P Projoct Manager Pmlacl Engineer Project Engineer Traffic Analyst TechAVard Proc. Task M Bauman Baumgarten Linden Yocum Totals Tasks Priac. 0110 Sen.Eno. 486 Son.Ere. 866 Planner 850 70CfVWP $46 O Data Collsclton 3 Trarllc counts 0 40 6 $426 5 4325 30 01,500 10 4464 50 02,700 ?3 Noise ano"Is 0 40 5 0425 5 4325 30 31,600 10 8460 60 02,700 O Woo analysis 0 00 40 03,400 40 82,600 5 4260 t0 4460 95 06,700 C Shipping data 0 00 20 01,700 20 81,306 5 5260 6 4226 60 03,476 x Truck route dala 0 40 20, 41,700 20 01,30D 6 4260 10 4460 65 43,700 O O h1 ~ Alternative 391MIDne Sludy C Public Workshop 1, Present Current ideas, repot Irom public 6 8880 10 $860 20 81,30D 20 01,000 6 4226 63 04,266 m Counci Work Session 6 6680, 10 $850 0 3o 10 4600 10 4460 36 42,460 -n Alternative Anaiyers, eurrant and public Input ideas 6 6660, 40 03,400 40 $2,600 40 82,000 10 4460 138 09,110 C" O Asms Impacts for alternatives 3 0330 40 43,400 40 02,600 40 82,000 20 4900 143 491230 a Public Workshop 2, Present alternatives analy'is rosuRS, nwre Input 6 8860 10 0860 20 01,300 10 4600 40 $ 1.SOD 98 86,330 Reline altarnativesr Altsmativo renting 3 0330 20 41,700 20 31,301) 20 01,000 0 $0 63 44,330 Public Workshop 3, Present bast alternative 6 0880 10 6660 10 4650 10 4500 40 31,800 78 44,080 Phase 2 Report summarizing alternatives, process, recommendation 2 0220 2 0170 10 $660 40 82,OOD 5 8225 59 43,265 Preliminary Impiementatloa Am Prepare Preliminary Plea 3 8330 10 0860 10 4660 10 $500 5 0226 38 42,565 PresantProiirnlneryPlan 8 8880 10 0860 10 4650 10 3500 5 8220 43 43,106 Council Public Mowing 8 8880 10 $850 10 4650 10 $500 5 8225 43 83,105 Personner Heurlrolels I Coats 64. 46,9311 282 422,270 280 018,200 285 814,760 380 08,650 1090 070,700 Direcls,Computer Time, Graphics 0690 W tp Dirocis, Mileage 81,600 0 C Drre01S, Reproductions 0600 w a Subtotal 473,200 v W 10 n Project T0141 Cost 873,200 I a v b n M ~ w CSTVAIL.XLS t° w of ~ o EA) . tc 1/8/98 7:25AM Robert E Ford 970.476.9384 Page 7 of 9 EAST VILLAGE HOMEOWNERS ASSOCIATION, INC. Officers: President - Bob Galvin Secretary - Gretta Parks Treasurer - Patrick Gramm Directors - Judith Berkowitz' - Dolph Bridgewater - Ellie Caulldns - Ron Langley - Bill Morton - Connie Ridder To: Bob McLaurin Larry Grafel Greg Hall From: Jim Lamont Date: August 26, 1997 RE: Scope of Study Recommendations for Load and Delivery Study Request For Proposal The attached memorandum and attachments were broadly circulated to the Association's President' s Advisory Committee on Loading and Delivery. Comments, concerns and modifica- tions were solicited by the Association for its recommendations regarding the scope of study for the Town of Vail's Loading and Delivery System Request For Proposal. The memorandum was circulated to all individual and condominium association members, including affiliated constituencies that would be affected by the proposed study. There were no proposed changes or modifications received by the Association's to its recommended scope of study. There was a communication from residential properties located near the Lodge at Vail Land Exchange Site, based upon their present perception, that object to locating a major truck ter- minal on the Land Exchange Site. Their concern, as expressed previously to the Association, is a perception that truck traffic will increase on the Vail Road access route to Vail Village. The following is the Homeowners Association recommended scope of study for the Load and Delivery Sy.,lwn Request For Proposal. Summary: The Homeowners Association has taken the position that the Lionshead Master Plan must include the analysis of capacity and location of a facility or facilities to accommodate all or aspects of the truck loading and delivery system for both Vail Village and Lionshead. Consequently, it would be inappropriate to study the loading and delivery system for Vail Village without taking into consideration of Lionshead's needs and its po- tential to contribute to the solution of the overall loading and delivery system. Within the Association's perspective of seeking a systemic solution, the following analytical components are requested of the Town of Vail for inclusion in the requirements for the Loading and Delivery Study Request For Proposal. A. Update inventories that quantify present loading and delivery demand; provide demand projections base upon anticipated quantity of zoned uses for both Vail Village and Lionshead. B. Review all public and private parking sites for their usefulness to augment specific as- pects of the loading and delivery system. Public Parking sites include the Vail Village and Lion- shead Parking Structures. Post Office Box 238 Vail, Colorado 81658 Telephone: (970) 827-5680 Message/FAX: (970) 1/8/98 7:25AM Robert E Ford 970.476.9384 Page 8 of 9 EVHA/TOV: Loading and Delivery Request For Proposal C. Incorporate Lionshead sites and delivery needs with those of Vail Village resulting in a combined systemic report. D. Conduct traffic circulation, environmental, aesthetic, capacity, distribution methods and neighborhood compatibility studies of proposed loading/delivery sites and access routes. E. Provide a series of systemic design alternatives which defines the physical facilities as to location, design parameters including capacity, functionality, construction/operational/main- tenance costs. Once these technical studies are complete, then public participation and consensus building processes should follow on. cc: Town Council EVHA Board of Directors President' s Advisory Committee on Loading and Delivery 2 1/8/98 7:25AM Robert E Ford 970.476.9384 Page 9 of 9 EAST VILLAGE HOMEOWNERS ASSOCIATION, INC. Officers: President - Bob Galvin Secretary - Gretta Parks Treasurer - Patrick Gramm Directors - Judith Berkowitz - Dolph Bridgewater - Ellie Caulldns - Ron Langley - Bill Morton - Connie Ridder To: Mayor Bob Armour and Town Council Members From: Jim Lamont, Executive Director Date: August 29, 1997 RE: Scope of Study Recommendation for the Loading and Delivery Request For Proposal Attached please find the Homeowners Association's scope of study recommendations re- garding the Loading and Deliverv Studv Request For Proposal presently being drafted by the De- partment of Public Works. These recommendations result from a review of background materials available from the Town of Vail by the Association's individual, condominium association and af- filiated members in Vail Village who are directly affected by the loading and delivery issue. It is the Association's recommendation that there be an integrated system wide study of the delivery and loading system requirements for both Vail Village and Lionshead. The purpose of the system wide study, is to provide for the analysis of a broad range of staging sites and options for combined operational efficiencies of the loading and delivery system. It is the position of the Homeowners Association that the residential neighborhoods sur- rounding Vail Village are not responsible for accommodating truck delivery and loading for adja- cent commercial centers. Truck traffic volume, congestion, noxious noise and exhaust odor on present truck access routes that penetrate or are adjacent to residential neighborhoods is objection- able to many residential property owners. These hindrances to the environmental aesthetics of residential neighborhoods should be markedly reduced or eliminated. The findings and recommendations of the Loading and Delivery Study are requested to in- clude documentation of existing conditions, and methods to distribute equally, traffic flows on all access routes. Additionally the study is recommended to include mitigation strategies to signifi- cantly reduce noxious noise, odor, air pollution and volume of large truck traffic. Post Office Box 238 Vail, Colorado 81658 Telephone: (970) 827-5680 Message/FAX: (970) 1/8/98 7:33AM Robert E Ford 970.476.9384 Page 1 of 4 j~~? T~ EAST VILLAGE HOMEOWNERS ASSOCIATION, INC. Officers: President - Bob Galvin Secretary - Gretta Parks Treasurer - Patrick G.-...,. Directors - Judith Berkowitz - Dolph Bridgewater - Ellie Caulldns - Ron Langley - Bill Morton - Connie Ridder . Post Office Box 238 Vail, Colorado 81658 Telephone: (970) 827-5680 Message/FAX: (970) 827-5856 FACSIMILE COVER PAGE To: Rob Ford From: Time: 21:44:10 Date: 117198 Pages (including cover): 4 Subject: Item for consideration at the upcoming Town Council retreat. Special Instructions: Please review the attached document and respond as appropriate. The attached document has been forwarded to the Town Council for their consideration at their upcome Town Council Retreat on January 13-14. Please forward your comments, concerns or additions with respect to the attached documents to the Town Council prior to their retreat. 1/8/98 7:33AM Robert E Ford 970.476.9384 Page 2 of 4 EAST VILLAGE HOMEOWNERS ASSOCIATION, INC. Officers: President - Bob Galvin Secretary - Gretta Parks Treasurer - Patrick Gramm Directors - Judith Berkowitz - Dolph Bridgewater - Ellie Caulldns - Ron Langley - Bill Morton - Connie Ridder To: Mayor Rob Ford and Town Council Members From: Jim Lamont, Executive Director Date: January 7, 1998 RE: Items requested for consideration at the Town Council Retreat, January 13-14, 1998 The following is a general statement of priorities that have emerged from meetings with the several constituencies affiliated with the Homeowners Association. Many of the items pres- ented are formative and exploratory, as a consequence, they are intended to be subjected to further refinement and clarification through forthright discussion and debate. It is requested that the Town Council take the following matters under consideration in their January 13-14, 1998 retreat. It is the desire of the Homeowners Association to offer its sincere assistance in working with the Town of Vail and community organizations to help find answers to the pressing chal- lenges that effect our common interests. If it is desired by the Town of Vail and community orga- nizations, there are individuals and institutions affiliated with the Homeowners Association that can assist with resources that may be of assistance in addressing many of the challenges that are addressed in the following items. Please consider the following as potential priorities to be addressed within the electoral biennium. The sequence of the following items should not be into,PiLctl-d as an ordering by prefer- ences: 1. Economic Development and Public Finance Issues: Discourage public finance propos- als that will result in the increase of either property taxes or sales taxes or that may result in re- liance upon maior densitv increases to underwrite costs associated with expanded demand for infrastructural improvements or public services. Please consider the following as potential viable alternatives to the adoption of new taxes and major density increases. a. The recoverv and redistribution by the Vail Town Council of a meaningful proportion of property taxes collected from Vail property owners that are presently allocated to the general operating fund of Eagle Countv govc„u„ent. It is suggested that one possible use from the rebate of property taxes is to underwrite a publicly held trust fund that functions for the purpose of ac- quiring private lands in the Upper Eagle Valley on which to locate a full range of affordable hous- ing types for all social/economic classes. b. The reallocation of existing revenue sources so long as the use of the revenues is . closelv proximate to the underlving intent of the enabling legislation. For example, the use of the Real Estate Transfer Fund could be expanded to include beautification projects that fulfill the in- tent of approved streetscape plans and facilitate the acquisition of cultural facilities. c. Conduct an independent audit of municipal services that focuses upon the reallocation of existing revenue sources to underwrite administrative reorganizations, infrastructural improve- ments and technological innovations that will achieve. over the long the further improved Post Office Box 238 Vail, Colorado 81658 Telephone: (970) 827-5680 Message/FAX: (970) 827-5856 1/8/98 7:33AM Robert E Ford 970.476.9384 Page 3 of 4 EVHA/TOV/Town Council: Issues for Town Council Retreat 1/7/1998 the responsiveness. accountability and operational efficiencies of essential functions and services. The audited should include administrative and enforcement functions as well as recommendations for strategic public investments in major projects to improve infrastructural systems that will en- hance the revitalization of Vail's town center. Retained Town services and functions should not create circumstances that convev a competitive advantage upon town administrators to monopo- lize or compete against local businesses. Consideration should be given to the privatization of nonessential services and the divestiture or reduction-in-force of antiquated functions. d. Encourage the reallocation of existing public revenues to trade associations that market, service and promote Vail businesses as their "primarv" focus. It is suggested that a portion of any in,,.,-...ental increase in sales tax revenues that are de'tt....ined to have occurred as a result of ef- forts of a trade association or an alliance of trade associations, should be reallocated to that trade association or alliances most responsible for encouraging economic development and improving the competitiveness of businesses in Vail. The criterion for the allocation of public funds to trade associations for economic development purposes should be directly indexed to demonstrate im- provement in sales tax revenues. Preferences for public funds should be given to trade associ- ations that represent and provide services for small businesses as well as promote the general welfare and quality of employees who work in the businesses represented by the association. 2. Public Administration, Housing, Planning and Zoning Issues: a. Amended GRFA standards, similar in nature to those granted for single family and du- plex zone districts, should be considered for all multi-familv residential zone districts. Any changes to multi-family zone districts in Vail's town cc_..l-.. should apply to the zone districts throughout the community. b. Reform and further democratize the public participation processes with respect to the conduct and administration of the Town Council and its advisory board. Reforms include the con- duct of public notification, hearings, reporting and the disclosure of ex parte contact for the Town Council as well as all advisory boards, committees and administrators. The Town Council is en- couraged to cause the publication of documents on the "Internet" of all current matters associated with the conduct of matters pending before the Town Council, Planning Commission and other advisorv boards and committees. Copies of important policy documents and ordinances should also be accessible by the internet. The result of these ref.,....s is to cause access to municipal gov- ernment and the conduct of the public participation processes to be fair, open and honest. Further, public participation reforms are necessary to stimulate Town Administrators to be responsive to public comment, concerns and direction from the Town Council. The Town Council is requested to require Town Administrators to acknowledge in writing, in a timely manner, all inquiries or statements in writing that request a response. Further, that the Town Council abolish the Planning Commission pre-meeting and require that all planning commission proceedings be recorded and publically conducted in the Town Council Chambers. c. the "minimal" degree with which changes and adiustments in zoning stan- dards and district boundaries are necessarv to encourage the "qualitative" improvement of the phvsical appearance, livabilitv and economic productivity of existing mixed-use commercial/resi- dential and other appropriate residential zone districts. It is expected that any alterations in zoning standards will be modest and will occur in conformance with the community's long held adherence to the principles of controlled growth. 2 I 1/8/98 7:33AM Robert E Ford 970.476.9384 Page 4 of 4 EVHA/TOV/Town Council: Issues for Town Council Retreat 1/7/1998 d. The Town Council should actively narticinate with surrounding iurisdictions and com- munity organizations to advocate stronely and cause Eagle Countv to uphold and resume its re- svonsibility. as provided for in state statues. to elan and provide for the planning of complete communities. The planning of complete communities means that a balance of all housing types and essential commercial services for the complete spectrum of social/economic classes are in- cluded within a major subdivision or group of adjacent smaller subdivisions. 3. Loading and Delivery, Mass Transportation, Streetscape Improvements and Civic Center/Cultural Facilities: a. Conduct a needs/demand assessment of the most important aspects of the truck delivery syAc-ni. Encourage and provide incentives to private initiatives to develope and operate infrastruc- ture facilities that enhance the efficiencies and aesthetics of the load and delivery system. Encour- age interest groups to work together to recommend to the Town Council their solutions to improve the loading and delivery system. b. Augment capital project revenues through the reallocation of the Real Estate Transfer Fund to provide for the funding of streetscape improvements and the development of civic cen- ter/cultural facilities that enhance the economic productivity and cultural attributes of the community. c. Avoid development projects on or adjacent to public parking structure. Discourage any development that would limit or place heavy constraints upon the ability of these parking struc- tures or proposed parking structure sites to be expanded, efficiently operated or economical main- tained for the purposes of public parking. d. Investigate opportunities for the improvement to the capacities, operation efficiencies and environmental compatibility of the mass transportation systems through the use of advanced technology. 4. Preservation of Open Space and Environmental Improvements: a. Secure the maximum amount of open space within the highest classification of open space preservation. b. Except for designated park sites, avoid using open space areas and tracts for develop- ment purposes. c. Aggressively purge public lands of the Pine Beetle infestation. d. Continue to reduce the effects from environmental aberations that diminish the resi- dential and commercial qualities of the community, such as noxious noise sources and excessive night lighting. cc: Bob Galvin Interested Parties 3 i At TOWN OF VAIL 75 South Frontage Road Vail, Colorado 81657 970-479-2100 FAX 970-479-2157 FOR IMMEDIATE RELEASE January 7, 1998 Contact: Mayor Rob Ford, 479-1840 SKI, SNOWBOARD WITH THE VAIL TOWN COUNCIL TWICE A MONTH ON TUESDAYS (Vail)--The Vail Town Council is taking its community outreach program to new heights this year--on the slopes. The way Mayor Rob Ford figures, there's no better way to get to know someone than to start up a friendly conversation on a chairlift. With that thought in mind, Ford is organizing a Vail-style community outreach program in which two to three councilmembers will be meeting twice a month throughout the season to lead a gathering of interested citizens and guests in some skiing and conversation. "We want to make this as informal as possible," Ford said. "No RSVPs. Just show up if you can join us." Ford said the activity allows the council to find out what's on people's minds in a relaxed setting that goes beyond the confines of the Council Chambers. "We tend to see the same people over and over again," he said. "We're hoping to expand our outreach by coming into contact with many new faces." Beginning Jan. 20, the council ski days will be offered the first and third Tuesdays of each month from 11 a.m. to 2 p.m. If you'd like to participate, just meet at the Vista Bahn lift in Vail Village at 11 a.m. Please provide your own equipment, lift ticket and lunch. RECYCLED PAPER 11 Iy TOWN OF VAIL 75 South Frontage Road Vail, Colorado 81657 970-479-2100 FAX 970-479-2157 FOR IMMEDIATE RELEASE January 7, 1998 Contact: Mayor Rob Ford, 479-1840 SKI, SNOWBOARD WITH THE VAIL TOWN COUNCIL TWICE A MONTH ON TUESDAYS (Vail)--The Vail Town Council is taking its community outreach program to new heights this year--on the slopes. The way Mayor Rob Ford figures, there's no better way to get to know someone than to start up a friendly conversation on a chairlift. With that thought in mind, Ford is organizing a Vail-style community outreach program in which two to three councilmembers will be meeting twice a month throughout the season to lead a gathering of interested citizens and guests in some skiing and conversation. "We want to make this as informal as possible," Ford said. "No RSVPs. Just show up if you can join us." Ford said the activity allows the council to find out what's on people's minds in a relaxed setting that goes beyond the confines of the Council Chambers. "We tend to see the same people over and over again," he said. "We're hoping to expand our outreach by coming into contact with many new faces." Beginning Jan. 20, the council ski days will be offered the first and third Tuesdays of each month from 11 a.m. to 2 p.m. If you'd like to participate, just meet at the Vista Bahn lift in Vail Village at 11 a.m. Please provide your own equipment, lift ticket and lunch. RECYCLEDPAPER 4VAI •R TOWN 75 South Frontage Road CHAMPIONSHIPS Vail, Colorado 81657 1999-VAIL-BEAVER CREEK 970-479-2100 FAX 970-479-2157 MEDIA ADVISORY , January 7, 1998 TM Contact: Suzanne Silverthorn, 479-2115 Community Information Office VAIL TOWN COUNCIL HIGHLIGHTS FOR JANUARY 6 Work Session Briefs Council members present: Arnett, Foley, Ford, Jewett, Kurz --Vail Valley Exchange/Sister Cities Student Housing The Council heard from Rick Sackbauer regarding the benefits of the Vail Valley Exchange program with Mt. Buller, Australia (home of the Australian Olympic Ski Team). Sackbauer has been involved as an employer and as a host family and is currently housing two Australian high school students who arrived in Vail on Dec. 26 and will stay for seven weeks. Sackbauer, who has been looking for other host families to help accommodate the students, said the Vail Valley Exchange has received two leads following coverage in the newspaper. Sackbauer predicted the exchange. program would flourish in the coming years as more and more businesses discover its benefits. The program assists in obtaining visas that bring ski resort workers to Vail from Mt. Buller (it's summer there) at a time when Mt. Buller's unemployment rates are high due to the seasonality of the winter resort. During discussion, Councilman Michael Jewett expressed his interest in working to heighten interest in the program. Also, Pam Brandmeyer, assistant town manager, said a meeting of the Vail Valley Exchange would be held next week to review criteria for selection of two Vail high school students who will travel to Mt. Buller following the school year. Later during the meeting, the Council voted 5-0 to donate $600 from 1997 council contingency funds to the Sackbauer family to help offset food expenses. For more information, contact Brandmeyer at 479-2113. --Slifer Plaza Reconstruction The Council approved design parameters for renovation of Slifer Plaza near the Covered Bridge in Vail Village. The $480,000 project will include replacement of the existing pavement along the south 10 feet of East Meadow Drive in front of the Austria Haus, landscaping, lighting and planter walls. Speaking on behalf of Councilmember Sybill Navas, who was absent from the meeting, Mayor Rod Ford shared Navas' interest in selling brick pavers as a way to raise money for the project. At the suggestion of Councilman Kevin Foley, Town Manager Bob McLaurin said he'd check with the Colorado Rockies to see how successful such a fund-raising project could be. Councilman Michael Arnett said the buy-a-paver idea was a great concept, but not if it caused undue delays in getting the project completed. Also yesterday, Council agreed to add installation of snowmelt tubing beneath the pavement near the Covered Bridge at an additional expense of $60,000. Following installation, the town will determine how--and when--to proceed with hooking up the snowmelt. The Slifer Plaza project is included in the 1998 capital projects budget as an enhancement project for the 1999 World Alpine Ski Championships. The project's scope also includes public involvement in developing design ideas during the months of January and February. Larry Grafel, public works/transportation director, said construction will not begin unless it can be completed by Oct. 31, 1998. For more information, contact Grafel at 479-2173. (more) TOV C-10 Mh1gh S -.,y 6, VI)e RECYCLEDPAPER TOV Highlights/Add 1 --Lionshead Redevelopment Master Plan The Council approved a discussion schedule for the next phase of the Lionshead Redevelopment Master plan which will focus on building height and mass. The discussions will include an analysis of existing building height compared to permitted building height, as well as a building-by-building analysis of development and redevelopment potential under existing zoning. Yesterday, Mayor Rob Ford called the height and mass issue the "meat of the matter" in terms of the master planning process. He also said an open house hosted by the town on Dec. 28 and 29 served to reassure property owners who had initially reacted negatively to the plan. Ford said many property owners were relieved to hear of the long-term nature of the-plan and of the overall framework to provide equitable redevelopment opportunities for properties across the board, as opposed to individual special development districts. Currently, 71 percent of the existing buildings in Lionshead exceed the permitted gross residential floor area under applicable zoning district regulations, while 84 percent are at or in excess of their allowed building height. The height and mass discussions, scheduled to occur during February and March, will determine the rationale used to establish a regulatory framework for future height and mass of buildings within the Lionshead study area. Council members asked to preview that data at its Feb. 3 work session. For a schedule of the upcoming public meetings, contact Suzanne Silverthorn in the Community Information Office at 479-2115. On a related note, Councilmembers expressed interest in considering legislation that would either waive or abolish the town's semi-annual application process for submission of major exterior alteration proposals within Vail Village and Lionshead (in February and September). Susan Connelly, director of Community Development, said the provision disrupts the timing in completing the Lionshead Redevelopment Master Plan, while potentially penalizing properties preparing for the February submittal deadline. An ordinance will be drafted for Council consideration. --Information Update Town Manager Bob McLaurin said arrangements have been finalized for the council's annual retreat scheduled for next Tuesday and Wednesday in Glenwood Springs. Nancy Sweeney, Art in Public Places director, presented an update on the Seibert Circle project. After taking several steps forward and several back, she said the AIPP board is still working with Jesus Morales, Design Workshop and Susan Raymond on a collaborative design that will feature an amphitheatre-like setting at Seibert Circle, along with a statue of Pete Seibert, Vail's founder. --Council Reports Michael Arnett presented an update on a recent meeting of the board of directors of the Vail Valley Tourism and Convention Bureau. Discussion topics included staffing levels at the visitor centers, as well as a proposal by State Rep. Jack Taylor to introduce legislation to create a statewide lodging tax for tourism. On a procedural note, Michael Jewett asked that the council's voice mail system be used for future polling of councilmembers. Jewett said the issue surfaced when Sybill Navas began polling councilmembers regarding a $600 contribution to the Sackbauers. --Vail Alpine Garden Foundation Funding Request The Council voted 5-0 to authorize the following expenditures to the Vail Alpine Garden Foundation: $20,000 pledged by the Council in 1997 and 1998 to help fund completion of the final phase of the rock garden in the interior of Ford Park; $10,000 pledged previously to be used to help build the education center; and $15,000 to be used for planning or construction of the education center. The funds, $45,000 in all, have been pledged in $10,000 annual (more) TOV C un: A 4011pl., -q 6, 1330 TOV Highlights/Add 2 increments by the town since 1994. --Other Councilman Kevin Foley called the Council's attention to a letter from the Eagle County Regional Transportation Authority requesting the town's reaffirmation of its voluntary funding commitment of $115,000 annually through 1999. The Council will discuss the request at its retreat. Other items introduced by Foley included: a thank you to the staff for addressing the lighting situation at the Austria Haus construction site; a question regarding the status of new directional signs at the construction site; an inquiry regarding the status of the west entrance construction at the Municipal Building (completion by mid-February due to delay in receiving delivery of steel); a question regarding the status of the Vail Valley Drive bridge (pavers were down before Christmas); and a question regarding the timing of replacement of the Golden Peak bus shelter (scheduled for spring). Councilman Ludwig Kurz inquired about the results of an experimental barricade at Hanson Ranch Road during the holidays. Larry Grafel, public works/transportation director, said an update would be presented at the Jan. 20 work session. Councilman Michael Jewett asked if next week's Council retreat is open to the public. In response, Town Manager Bob McLaurin said the meeting was a public meeting, although there could be times when the Council found it necessary to go into executive session when discussing personnel or land negotiation issues. Mayor Rob Ford said the intent of the retreat is to build upon the work plan that was developed two years ago. Evening Session Briefs Council members present: Armour, Arnett, Foley, Ford, Jewett, Kurz, Navas --Citizen Participation There was no citizen participation. --CARTS Presentation The Council heard a $7,000 funding request from Miller Hudson, who represents an organization called CARTS (Corridor Alliance for Rapid Transit Solutions). CARTS was initially formed in Clear Creek County to advance the concept of rapid transit along the 1-70 corridor (as an alternative to widening the interstate). The group has now expanded from Denver County west to Eagle County along the 1-70 corridor. Hudson said the group is in the process of raising $100,000 to set up a transit authority, planning agency or some other governing agency to develop a transit solution in more detail. Several Councilmembers questioned the equity in CART's funding request, noting that Clear Creek County was tapped for only $2,000. Also appearing before the Council last night was Jim Mandel, representing Vail Associates. Although Mandel said the resort industry supports the concept of rapid transit, it hasn't yet fully embraced the efforts of CARTS because it isn't convinced the interests of the two are the same. Mandel said the resort industry is concerned that the focus by CARTS will diminish the need for interim improvements along 1-70, such as passing lanes and other management systems. Joe Macy, also of Vail Associates, emphasized the importance of the interim improvements. Even if funds were available tomorrow, he said a rail solution is still 15 years away. Councilmembers agreed to hold off in considering the funding proposal until the final MIS 1-70 corridor study is completed by the Colorado Department of Transportation. --TOV Police, Fire Pension Fund Amendment The Council voted 7-0 to approve an ordinance on second reading to amend the pension plan to (more) TOV CG,,- Hjh.Dh S/&-n 6,1988 f TOV Highlights/Add 3 reflect changes in the law. The amendment, among other things, allows the town to refund accounts less than $3,500 if there has been a break in service for one year. The administrative changes were recommended by the town's pension attorney. For more information, contact Steve Thompson, finance director, at 479-2116. --TOV Employee Pension Fund Amendment The Council voted 7-0 to approve this ordinance on first reading that duplicates the changes outlined above. For more information, contact Steve Thompson, finance director, at 479-2116. --Resolution Designating Public Notice Posting Locations The Council voted 7-0 to approve a resolution designating a bulletin board at the entrance to the. Vail Municipal offices as the official public notice posting location within the town. Councilman Kevin Foley suggested posting the agendas at other locations throughout the town. Also, Councilman Michael Arnett suggested posting the agenda notices on the Internet. --Resolution Adopting an IGA Between TOV and Eagle River Water & Sanitation District The Council voted 7-0 to approve a resolution adopting an intergovernmental agreement between the Town of Vail and the Eagle River Water & Sanitation District. The agreement outlines a new partnership between the two entities to design and build between 17 and 22 locals housing units at Red Sandstone Creek. This time, the Town of Vail will take the lead in the project in an effort to reduce costs by as much as 30 percent from the previous effort, which was facilitated by the water district. During discussion last night, Town Attorney Tom Moorhead said the town has more flexibility because of its home rule status to pursue a design-build contract to help bring the costs down, whereas the water district, under state statute, does not have that authority. Selection of a design-build team by the town is scheduled to occur Feb. 12. Once constructed, the town will have the opportunity to sell or lease six units to its "critical" employees, such as police officers, firefighters, dispatchers and snowplow drivers, while the water district will have the opportunity to sell or lease the balance of the development to its employees and/or the town. Any units not purchased by the town or the water district will be made available to the general public through a lottery system administered by the town. Construction could begin this spring with completion occurring next winter. For more information, contact Andy Knudtsen, the town's senior housing policy planner, at 479-2440. --Town Manager's Report In his town manager's report, Bob McLaurin announced the upcoming meeting of the Colorado Association of Ski Towns in Frisco: He also gave a brief recap on the 10 day peak management holiday period, Dec. 26 to Jan. 4. Bus ridership was up 15 percent over last year's numbers. The number of parking structure transactions was up 6.4 percent over last year, while revenues were down more than 30 percent, he said, due to this season's expanded Park Free After 3 program. McLaurin says he's hoping the revenues will be offset by increased sales tax collections. He also praised the Police, Fire and Public Works departments for their hard work during the holidays. --Other Councilman Kevin Foley expressed concerns about scheduling remodel work at the library later this spring. The work, which will take about six days to complete, will require a complete closure of the library. Foley says he worries the closure will create inconveniences around school schedules. Councilman Bob Armour asked that information about the Vail Recreation District's next elections be added to the Council's meeting minutes. (more) TOV Highlights/Add 4 TOV C .114 Li9hlph1V.h-,y E. 1999 i TOV Highlights/Add 4 UPCOMING DISCUSSION TOPICS January 13 Work Session PEC/DRB Review Town Council Retreat January 20 Work Session Review Sign Code Revision, re: Temporary Signs for Open House, Garage Sales, etc. Loading and Delivery Update, re: Hanson Ranch Road Barricade Executive Session, Personnel Matters January 20 Evening Meeting First Reading, Ordinance Amending Special Development District #4 TOV O uncN Hg6MghWA1Uary 6, 1998 ` JAN, 8. 1998 2.04PM VR PUBLIC RELATIONS NO. 4891 P. 1/3 V TO: T 0 V? Vail Resorts, Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . FOR IMMEDIATE RELEASE Media Contacts: Paul Witt, (970) 845-5720; paulw@vailresorts.com Rob Perlman, (970) 845-5721; mbp@vailresorts.com VAIL RESORTS OUTRAGED AT TBWA t,riiAT/DAY'S ADVERTISEMENT Elv it 1 r,ED "ABSOLUT VAIL": VAIL RESORTS TO FII.E LAWSUIT VAIL, Colo. - January 8, 1998 - Adam Aron, chairman and chief executive officer of Vail Resorts, today expressed the company's outrage at a newly running advertisement for Absolut Vodka, which began running this week in national magazines. The ad shows a bottle of Absolut w.&,Fk ed in a cast resulting from what is apparently a skiing injury from someone who skied "on the rocks," with the tag line "Absolut Vail." The ad, which was developed without the permission of or consultation with Vail Resorts in advance of its placement, was developed by the advertising agency TBWA Chiat/Day. "This ad is unconscionable," said Aron. "There is only one thing that is "absolute" in this case: that Vail takes skier safety as a top priority on which our company spends millions of dollars annually. We do not take skiing safety lightly. In light of the recent tragedies that have occurred, the ad is particularly offensive." Aron said that when Vail Resorts first learned of the ad, the company immediately expressed its disapproval, and demanded that the ad be cancelled. Although TBWA Cbiat/Day's lawyers p..,...ised to look into the matter, the ad has now run. In discussions with TBWA ChiatMay, an agency official reported to a Vail Resorts executive that the Absolut Vail ad, like others in the AbsoIut series, pokes fun at and takes a look at the lighter side of things. -more- PO Box 7 . Vail, Colorado • 81658* phone 970 845 5720. fax 970 845 5728 40 JAN. 8. 1998 2:04PM VR PUBLIC RELATIONS NO. 4891 P. 2/3 ABSOLUTELY UNCALLED FOR 2-2-2 "How could TBWA Chiat/Day possibly think that the world's largest skiing c.,...rany would be amused by skier injuries?" Aron continued "Does TBWA Chiat/Day think that the lighter side of Absolut and the automobile industry would be a car accident? Would the lighter side of Absolut and a baseball game be getting hit in the head by a pitch?" After learning that the ad ran in the February issue of SKI Magazine, Vail Resorts once again immediately protested to TBWA Chiat/Day. An agency official informed Vail Resorts that the ad would run in SKI, Esquire, Premiere and Aspen magazines. In light of recent accidents, and "as a taste issue," TBWA Chiat/Day intended to cancel the remainder of the media schedule (which an agency official characterized as "significant' for the advertisement in the near term. However, the agency "reserved the right" to run the ad again in the future. "Obviously, we are outraged that this ad is running at all. But even more so, we are simply astounded, appalled and disheartened that TBWA Chiat/Day could think that this ad is not in good taste now but may be in good taste at a later time," said Aron. "We intend to vigorously defend the reputation of our company and our commitment to skier safety," Aron continued. "We are irate that TBWA Chiat/Day has run this disparaging ad without consulting us in advance of its placement or seeking our permission, and violating our federally registered trademark in the process." "We are asking for an immediate public apology for the ad, an agreement it will not run again, as well as a significant contribution to a skier safety education program, Additionally, a lawsuit against TBWA Chiat/Day is imminent and will be filed this week," Aron said. Vail Resorts (NYSE: MTN) operates the ski areas of Vail, Beaver Creek, Breckenridge and Keystone, as well as several hotels, restaurants and retail stores nearby. -30- y I F: .•x' 5 1. - i r •r Myr r . ? i L• ~ i ALOfft TOWN OF VAIL 75 South Frontage Road Vail, Colorado 81657 970-479-2100 FAX 970-479-2157 FOR IMMEDIATE RELEASE January 7, 1998 Contact: Mayor Rob Ford, 479-1840 SKI, SNOWBOARD WITH THE VAIL TOWN COUNCIL TWICE A MONTH ON TUESDAYS (Vail)--The Vail Town Council is taking its community outreach program to new heights this year--on the slopes. The way Mayor Rob Ford figures, there's no better way to get to know someone than to start up a friendly conversation on a chairlift. With that thought in mind, Ford is organizing a Vail-style community outreach program in which two to three councilmembers will be meeting twice a month throughout the season to lead a gathering of interested citizens and guests in some skiing and conversation. "We want to make this as informal as possible," Ford said. "No RSVPs. Just show up if you can join us." Ford said the activity allows the council to find out what's on people's minds in a relaxed setting that goes beyond the confines of the Council Chambers. "We tend to see the same people over and over again," he said. "We're hoping to expand our outreach by coming into contact with many new faces." Beginning Jan. 20, the council ski days will be offered the first and third Tuesdays of each month from 11 a.m. to 2 p.m. If you'd like to participate, just meet at the Vista Bahn lift in Vail Village at 11 a.m. Please provide your own equipment, lift ticket and lunch. RECYCLEDPAPER To: Mayor Rob Ford & Members of the Town Council Bob McLaurin From: Suzanne Silvertho Subject: Ski with the Town Co Date: 1-9-98 I'm working to receive approvals for installation of a temporary sign at the bottom of Chair 1 as a gathering point for the upcoming "Ski with the Vail Town Council" days on the first and third Tuesdays. The proposed sign would read as follows: Bored with the Board Room? Ski with the Vail Town Council Meet Here on selected Tuesdays at 11 a.m. Jan. 20 Feb.3 Feb. 17 March 3 March 17 April 7 Residents and guests are welcome. Please provide your own equipment, lift ticket and lunch. Skiing is from 11 a.m. to 2 p.m. TOV Logo If you have suggestions for improving the sign's verbage, please contact me at 479-2115 by Thursday, Jan. 15. Thanks. See you on the slopes! ~y TOWN OF VAIL WA • 11 :1, Department of Community Development 75 South Frontage Road Vail, Colorado 81657 970-479-2138 FAX 970-479-2452 TM January 7, 1997 Ms. Anne D Fitz 511 Lionshead Mall Vail, CO 81657 Dear Anne, The Vail Town Council has considered the request to purchase Lions Ridge Filing No. 2, Parcel A, Phase VI. They reviewed the letters from the residents and the Town of Vail Comprehensive Open Space Plan. The Town Council concluded that since this property was not a priority action in the Open Space Plan that the Town would not at this time make a significant investment in this property. The Comprehensive Open Space Plan states that where a neighborhood wants to preserve a piece of land that is not a high priority action, the Town can act as a facilitator in negotiations and take other actions that Council feels are appropriate under the individual circumstances. The Town can also assist with pursuing grants for protecting the property as open space if there was a financial commitment from the neighborhood since grants often require matching dollars. In addition, we would like to inform you that a review of remaining open space will be conducted this year. This process could be an opportunity to review this property for community-wide significance for recreation and open space. The Town of Vail is committed to protecting open space in the Town of Vail and has preserved one third of the total land area in the Town as open space. Since revenue from the real estate transfer tax is limited, the Town has used the Open Space Plan to prioritize open space and trail development actions. Please feel free to call me at 479-2146 if you have any questions regarding this letter. Thank you for your interest in protecting open space in the Town of Vail. Sincely, Russell Forrest Senior Environmental Policy Planner ~a RECYCLEDPAPER i Vail Village ° Mercliaiit Association PO Box 2135, Vail, CO 81658 i'o: Vail Town Council From: Vail Village Merchants' Association Re: Vail First Date: December 9,1999 As most of you. know, the Vail Village Merchants' Association has been attacking the problem of marketing the Town of Vail. It is our strong belief that funds generated by the merchants in the Town of Vail be used Tor marketing the Town of Vail. We will be approaching you again with a proposal for the use of our Business License Fees. We hope that your attitude will match ours in maintaining that as a community, our first priority must be the preservation and promotion of Vail. Kay- Ferry President, Vail Village Merchants' Association Vail mood Viliagc Merchant Association PO Box 2135, Vail, CO 81658 To: Vail Town Council From: Vail Village Merchants' Association Re: Housing Date: December 9, 1998 While your time in Glenwood Springs is short and the topics many, the issue of employee housing is a major concern to the Vail Village Merchants' Association and we urge you to include it in your agenda. And as we realize that this is not the time for conclusions, it is appropriate that a philosophical position be developed during your retreat. As you probably know housing- or the lack of- has reached a critical point this year. Businesses are so severely under-staffed that merchants are cutting hours of operation and in more extreme cases, deciding to sell their companies. The solution to the problem is very complicated but can no longer be avoided and at the base of the thought process must be a willingness to change the way we've approached the problem in the past. We have to be willing as a community to make a strong commitment to solving the housing shortage. That commitment in turn must be accompanied by sources of funding (i.e. RETT Funds) and changes in codes and regulations that put too many financial impediments to building affordable housing. Our goal is to have significant progress made quickly so units will be available for use by the start of next ski season (which also is the year of the 99 Championships). To achieve this objective, we will have to work diligently and pull out all of the stops. Can count on your commitment and support? Kaye erry President, Vail Village Merchants' Association