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HomeMy WebLinkAbout2000-12-19 Support Documentation Town Council Work Session VAIL TOWN COUNCIL WORK SESSION TUESDAY, December 19, 2000 NOTE: Time of items is approximate, subject to change, and cannot be relied upon to determine at what time Council will consider an item. Work Session TOV Council Chambers (1:00 P.M.) VAIL TOWN COUNCIL 1. Bell Tower Balcony Encroachment. (10 mins.) Brent Wilson ITEM/TOPIC: A request to proceed through the Town of Vail design review process. The subject property is the Belltower Building, located at 201 Gore Creek Drive / Lot A, Block 5B, Vail Village First Filing. Applicant: MacFarlan Real Estate Services, represented by Vail Architecture Group ACTION REQUESTED OF COUNCIL: Approve, approve with conditions, or deny the request. BACKGROUND RATIONALE: The Belltower Building (Lancelot, Gore Range Mountain Works, etc.) is proposing some renovations to their residential units, including the addition of balconies along the second and third stories. Small portions of the proposed balconies would encroach above Town of Vail property. Therefore, the Belltower Building owner must have permission from the Town Council (as the representative for property owned by the Town) to proceed with the development review process. It is important to note that a considerable portion of the balcony encroachments would be located above existing encroachments that have already been approved by the Town in the past. RECOMMENDATION: The Community Development Department recommends that the Council approve this request. The Council will be informed of the status of the application through periodic updates of Design Review Board meetings. 2. E-Commerce. (20 mins.) Frank Johnson Kelly Layton 3. Vail Center Concept Refinement. Russell Forrest (1 hour 30 mins.) George Ruther ITEM/TOPIC: Discuss optimal square footage targets for proposed Vail Center uses ACTION REQUESTED OF COUNCIL: Obtain Council input on optimal square footage targets for proposed uses. BACKGROUND RATIONALE: The White River Institute was engaged to help refine the overall concept for the Vail Center and to initiate a fund raising program. A concept paper has been prepared that provides a vision for the center and a description of how life long learning can provide a unifying vision for the recreational, meeting, cultural, and community uses contemplated in the center. On December 12th the Town Council indicated their support for the " concept." The next step is to further discuss the target square footage for each of the proposed uses. After obtaining that input a proposed preliminary budget will be presented to Council with estimated costs and revenue options for your approval. After a budget is prepared, staff would propose engaging the design team to complete the design process. 4. A worksession to discuss proposed amendments to Title 12, Allison Ochs Zoning Regulations, to add the proposed Housing Zone District. (30 mins.) ACTION REQUESTED OF COUNCIL: Provide feedback and direction to staff on the proposed Housing Zone District. BACKGROUND RATIONALE: The Housing Zone District is intended to provide adequate sites for affordable and employee housing which, because of the nature and characteristics of affordable and employee housing, cannot be adequately regulated by the development standards prescribed for other zoning districts. The Housing Zone District would be similar to the General Use Zone District, where development standards are prescribed by the Planning and Environmental Commission. Please refer to the Staff Memorandum for additional information. STAFF RECOMMENDATION: As this is a work session discussion, staff will not be forwarding a recommendation at this time. 5. Vail Chamber & Business Association Business Plan Steve Rosenthal Presentation. (30 mins) 6. Review Evening Meeting Agenda. (5 mins.) 7. Review Council Critical Strategies. (15 mins.) 8. Information Update. (10 mins.) 9. Council Reports. (10 mins.) 10. Other. (10 mins.) 11. Executive Session Litigation (30 mins.) 12. Adjournment. (5:20 P.M.) NOTE UPCOMING MEETING START TIMES BELOW: (ALL TIMES ARE APPROXIMATE AND SUBJECT TO CHANGE) THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION WILL BE ON TUESDAY, 1/02101, BEGINNING AT 2:00 P.M. IN TOV COUNCIL CHAMBERS. THE NEXT VAIL TOWN COUNCIL REGULAR EVENING MEETING WILL BE ON TUESDAY, 1102101, BEGINNING AT 7:00 P.M. IN TOV COUNCIL CHAMBERS WITH A SPECIAL MEETING WITH THE VAIL LOCAL MARKETING DISTRICT TO APPROVE THE 2001 BUDGET. THE NEXT TOWN OF VAIL WALKABOUT WILL BE 1123/01, AT 11:30 P.M. IN VAIL VILLAGE (Lunch will be at the Red Lion) Sign language interpretation available upon request with 24-hour notification. Please call 479-2332 voice or 479-2356 TDD for information. WS 14-19-06 * 9 TOVNRI PUBLIC RETREAT January 3 & 4, 2001 Manor Vail Lodge - Vail, Colorado EVENT OVERVIEW ATTENDEES Vail Town Council Members Bob McLaurin Additional TOV Staff TBD Bill Jensen Porter Wharton Robin Litt Additional VRI Staff TBD (representative from real estate division?) FACILITATORS Michael McNally Caroline Fisher OUTCOMES The two day public retreat will result in the following specific outcomes. These outcomes are based on conversations and a recent planning meeting held with key representatives from both TOV and VRI. These areas will be discussed further with individual participants during upcoming interviews. 1. Design the optimal partnership between TOV and VRI, including: ? Clarifying the relationship (what is partnership/what is NOT partnership; common interests; opportunities for synergy beyond current levels) ? Creating shared expectations of the partnership (optimal levels of communication; individual and collective needs on both sides) ? Defining joint priorities for the future (immediate and long term) ? Articulating roles within the partnership (the Town Council's leadership role; VRI's leadership role; joint roles; exclusive/separate roles) ? Clarifying the role we play in each other's and the community's success 2. Information sharing and creating increased understanding on both sides, including: ? Presentation of key strategies on/from both sides (including TOV and VRI mission, strategies and goals) ? Discussion of key topics, projects and challenges on/from both sides (including community/infrastructure enhancements, transportation, parking, TOV/VRI Public Retreat Fisher Consulting Group Jan. 3 & 4, 2001 employee housing/generation, Vail Center/hub site, snow cat/mountain access, #1 status, managed growth agreement, etc.) ? Clarification of concerns, expectations and challenges related to each topic as presented (TOV and VRI separate and joint responsibilities, needs/expectations on both sides, areas of agreement/disagreement, etc.) ? Identification of key action areas for each topic as presented (financial, communication, planning, community involvement, other reiUuL~,Ga, etu.) 3. Development of a joint Vail leadership strategy, including: ? Leading the community from blame to action ? Leading individuals/groups who do not/will not support a given area of action ? Leading during this time when minority viewpoints often dictate the direction of the resort/community (special interests, nimby-ism, law-suits, etc.) ? Enrolling community interests (merchants, lodging community, commercial property owners, part time residents, neighborhoods, etc.) ? Appropriate levels of public input and the overall public communication process ? Co-leadership responsibilities between TOV and VRI ? Implications for individual leaders (defining what is required of us as individual leaders to ensure resort community success) PRE-EVENT INTERVIEWS One-on-one interviews will be conducted (via telephone) between each individual participant and either Michael McNally or Caroline Fisher. The purpose of the interview process is to: ? Further clarify/develop the list of desired event outcomes ? Discuss the overall event agenda ? Clarify the list of topics (see attached list) to be presented and discussed during the event ? Discuss individual hopes, expectations and concerns regarding this two day process ? Identify those areas supporting the TOV/VRI partnership and clarify those areas that are standing as a barrier to effective partnership Prepare the facilitators in designing an event that is focused, targeted and effectively utilizes the two days allotted for this process TOVIVRI Public Retreat Fisher Consulting Group Jan. 3 & 4, 2001 TOVNRI PUBLIC RETREAT Discussion Topics The following provides a list of proposed topics for discussion during the two-day public retreat_(see event"outcomes" for more information). Please: 1) Review this list carefully. 2) Add any additional items you consider high priority for discussion during this process. 3) Place a check-mark by the five items you consider most important for inclusion. 4) Be prepared by Wednesday, December 20 to discuss your final selections with either Michael McNally or Caroline Fisher (during your scheduled interview). PROPOSED TOPICS: 1) Infrastructure improvements/community enhancements 2) Transportation solutions 3) Parking (including north day lot) 4) Vail Center/hub site 5) Employee housing and generation 6) VRI corporate office location 7) Mountain access/snow cats 8) Managed growth agreement 9) Vail's #1 status (opportunities, goals, implications) 10) Merchant partnerships (incentives related to housing, customer service, infrastructure, etc.) 11) Guest service strategies Other Items: 14) 15) 16) TOY/YRI Public Retreat Fisher Consulting Group Jan. 3 & 4, 2001 1 t f' TOVNRI Public Retreat Preparation Each phone interview will take approximately 45 minutes... To be interviewed by Caroline Fisher on Dec. 20 AM or Dec. 22 PM: Sybill Navas Rod Slifer - - Kevin Foley Russell Forrest Wednesday, Dec. 20 Telephone Number 8 am 9 am 10 am 11 am Friday, Dec. 22 12 noon lpm 2 pm 3 pm To be interviewed by Michael McNally on Dec. 21: Diana Donovan Greg Moffet Ludwig Kurz Chuck Ogilby Thursday, Dec. 21 Telephone Number 9 am 10 am 11 am 12 noon 1 pm 2 pm 3 pm 4 pm 5 pm W5 t4' 1q. 66 wtk * y e*Acu OPERATIONS UPDATE-NOVEMBER 2000 OVERALL Good financial performance continues through November. Reservations commissions for December continue to grow, insuring that we will meet our projections in that area. Sponsorship checks have been received, so that number is finalized as well. Expenses continue to be aggressively managed to achieve better than budgeted year end. CENTRAL RESERVATIONS Lodging revenue booked thru Nov. +29% over last year, 3% over budget # Reservations made thru Nov. +27% over last year Internet Bookings during Nov. 21 (6% of total reservations) ...4% of res. YTD. Answered 92% of incoming calls and converted 16% to bookings, compared to 96% and 12% last year. Booking pace for summer finished 40% ahead of last year, and over 14% ahead of the average pace of the last six years. Booking pace for November and December is significantly ahead (138%) of last years pace and 25% ahead of `98, and January (+52%), February (+59%), and March (+10%) bookings are all tracking considerably ahead of last winter. Page views were 58% ahead of Nov. 99 (125061/79050), and unique visitors increased by 30%. Distribution report for summer was completed, showing that 91 % of reservations referred were to Vail lodging properties, 3.7% to Beaver Creek, and 3.6% were to Avon. GROUP Generated 27 leads during Nov. compared to 20 last year Booked 8 groups for $241,161 in lodging revenue compared to 9 groups for $437,139 last year. Thru Nov. have booked 48% of leads generated, compared to 37% last year and 24 and 21% in 98 and 97. This represents over $2,421,000 in lodging revenue compared to $2,008,000 last year. Generated two significant leads during November, 1600 people for 2002, and 1100 people for 2004. In addition, closed on Association of Energy Service Companies for $150,000 in lodging revenue for July 2002. Have now booked 153 groups year to date compared to 87 groups year to date in 1999, and have over 4,200 more roomnights booked than at this time last year. We are working with the sales staff at the Marriott to relocate groups that they are unable to accommodate due to the fire ...unfortunately, we will also lose some commissions on rooms that they have relocated without our involvement. VISITOR SERVICES Generated 90 same day reservations compared to 80 last year ...$19,823 in lodging revenue. Also generated $1700 in activity/transportation commission. Finalized logistics for winter volunteer Community Host program with 47 hosts on board. Have also finished staffing for winter. Working with TOV on ideas for both local teens and guests on New Years Eve. Assisted in beginning of recruitment at CU for Tourism Development program for next year. Have concurrence from the staff about 2001 direction of expanding information outside the Visitor Centers and helping to educate others with guest contact. LODGING QUALITY See attached update provided to Vail Town Council. COMMUNICATIONS Continued participation in the development and "roll out" of Premiere Impressions guest service program with Vail Resorts and TOV. Completed work on 2001 media kit in conjunction with Peeples, Ink for Local Marketing District PR program. Finalized content, editing and photography for 2001 Summer Vacation Guide and Destination Travel Planner. Communication *The VVTCB will stay in touch with the second homeowners, as well as the community regarding Lodging Quality. Lodging Quality "Magazine"- Bi-annual: This is a publication that we will publish in house twice a year. This piece will highlight Lodging Quality information and upgrades, as well as skier and resort trends. There will also be a vendor resource guide, aimed at the second homeowner, included in this piece. Our intent is to distribute this publication to all second homeowners, property management companies, and hotels. It will be displayed in various businesses throughout the Vail Valley, as well as both information centers. We expect the first issue to be out spring of 2001. Guest Feedback: We are developing a guest survey tool that will be used to measure, specifically, the progress of Lodging Quality. Data will be published as it is received and interpreted. Lodging Quality Assurance Update Units Toured: 2,000 *There are about 400 additional units on the schedule to be toured before the end of the year. Prouerties that do not wish to participate in program: Encore Mountain Properties 15 units Vail Valley Real Estate Brokers 36 units Properties that have not confirmed their participation in the program: Christie Lodge 280 units Crossroads Realty 29 units Global (Vail Run) 54 units Rams- Horn Property Management 12 units Vail Management Company 34 units Vail Realty & Rental Management 31 units West Vail Lodge 10 units to be toured Reservations *Incorporation of ratings into the reservations sales pitch in order to let the guest know what they can expect from the accommodations booked The Vail Valley Tourism& Convention Bureau reservations department and Vail Beaver Creek Central Reservations each have a list of the overall property scores. Both companies are in the process of loading ratings into the computer. Property ratings will be incorporated into the reservations sales pitch and relayed to customers by the end of December. The Lodging Quality Department will train all central reservation agents how to use the ratings information during the reservations process. Website *Makes information about lodging quality readily available to the public. Streamlines the administration, communication, and reporting involved in the program. Hill & Tashiro Marketing has completed the first phase of the Lodging Quality Assurance website. Lodging Quality information will be available through the websites of the VVTCB and Vail Resorts. We are in the process of populating the database with information, in order to go live this month. In addition to making LQA information readily available to the public, this site has been set up in order to facilitate the tracking and paperwork involved in the entire lodging quality process. Broadcast e-mail capabilities will make it extremely easy to communicate with all of those involved in lodging quality. Attached is a brief description of information to be included on the site. GENERAL Continued participation in Strategy Team for development of Vail Center concept. . .developed new Operating assumptions and numbers for inclusion in future thinking about the Vail Center. Conducted customer focus groups in New York, Denver, for input into facility planning for Vail Center. 2001 Summer Vacation Guide produced and into guest rooms by Thanksgiving, as well as placement in the Eagle County Airport and Vail Valley Jet Center. Working with the new Chamber and Business Association, completed planning for Wednesday night "Values in Vail" shopping program, designed to entice locals into Vail Village to do Christmas shopping. Contracted with Brad Ludden, one of the world's premier kayakers to be our "celebrity spokesperson" for the Whitewater Festival in 2001. He has gotten commitments from 10+ of the world's best to participate in the opening of the Whitewater Park in conjunction with next years festival. Signed Colorado Mountain Express to a major sponsorship covering three events, and have proposals out to TEVA for the title sponsorship of the Whitewater Festival. Architecture Engineering Planning December 14, 2000 WRITER'S DIRECT DIAL (612) 337-4116 Mr. Russell Forrest Director of Community Development Town of Vail 75 South Frontage Road Vail, Colorado 81657 Re: Town of Vail -Community Facilities HGA Commission Number 2035-002-00 Dear Russ: In our telephone conversation, yesterday you described the town of Vail's continuing interest in a performing arts space suitable for community theater as part of the Charter Bus Site Development. Apparently, two ideas are currently under discussion for the physical form of this space. The first idea is a space suitable for lectures, meetings, community theater, and small performances. The room would have seating for 250-300, and have suitable support and backstage spaces for those events. The second idea is for a larger performance space. In the town of Vail vision, this might be creative use of the 20,000 square foot ballroom space using pullout risers with upholstered theater seating. A 250-300 seat performance space would be ideal for community theater and a very worthwhile: component in a conference center. Performances in a space designed for this size audience will have a sense of intimacy and scale appropriate to the types of uses envisioned by the town of Vail. This space could be 2500-4000 square feet with a flat floor, pullout seating, and a portable stage. It could also have a formal proscenium stage (picture window opening in a wall). The proscenium stage arrangement suggests seating focusing on that more two-dimensional presentation, while a flexible stage could allow for theater in the round, thrust stage performances, etc. The Sierra Room at Cerritos Center for the Performing Arts is a 5200 square foot space suitable for theater, banquets, and conferences. You mentioned that some representatives from Vail visited the facility, and were impressed with the pullout seating risers with upholstered theater seats. Vail's performance space could be similar to the Sierra Room, allowing a great deal of flexibility. Depending on Vail's intended level of sophistication, a room similar to the Sierra Room could be supplemented with a proscenium stage, and further accommodations for theatrical lighting. This solution provides an intimate, well-proportioned space that suits the town of Vail's intended uses very well. Hammel, Green and Abrahamson, Inc. 1201 Harmon Place • Minneapolis, Minnesota USA 55403-1995 Telephone 612.337.4100 Facsimile 612.332.9013 Visit our Website: www.hga.com Page 2 The ballroom option was discussed at length in a May 10, 200 memo. Excerpts of this memo follow. A 20,000 square foot ballroom will be about 120 feet by 170 feet, and have a 25-foot high ceiling. The primary use is as a Conference Center ballroom, which means it is suitable for flat-floor shows (convention booths, trade shows, etc.), large group lectures, sit down banquets and smaller meetings by subdividing the space into as many as eight meeting rooms. Since its primary use is as a ballroom, finish materials would ideally be sound absorptive so hundreds of people could talk simultaneously without being overwhelmed by other conversations. The floor material would be carpeting, and there would be acoustical wall panels on the upper walls. The 25-foot ceiling is typical of ballrooms of this size, and allows a great deal of flexibility for displays. Theaters and concert halls, however, are typically taller and have hard, reflective surfaces so a good sound for classical music presentations is naturally obtained. True performance spaces of this size also have a sloped floor and fixed theater seating for improved sight lines and comfort. Since these key factors are missing (acoustical volume, reflecting elements and sloped floor), the ballroom will not be a "World Class" performance space. The ballroom can physically accommodate a wide range of performances on a.temporary stage and audience seating that includes telescoping seating risers. Many configurations are possible, including a 1,300 seat layout in the full 20,000 square foot ballroom, a 600 seat layout in one-half of the ballroom (10,000 square feet), 300 seats in one-quarter of the ballroom, and 800 seats in a theater-in-the-round configuration utilizing three-quarters of the ballroom (15,000 square feet). Of these, the smaller audience arrangements work best with the 25-foot ceiling. Ballroom performances might include theater, dance and musical presentations appropriate to a performance space without fly-space or rigging, limited lighting positions, a stage that has not been designed for dance and a platform without a concert shell. It would be suitable for performances which would allow amplification for good sound intelligibility in the ballroom space. We would not recommend adding a permanent stage and fly space to a ballroom audience area. The stage and rigging components are a very expensive part of a facility, and would only be warranted if a true Performing Arts facility was being designed. The ballroom solution also relies on movable partitions to subdivide the spaces. The height of the ballroom is best suited for smaller performances, and therefore relies on these partitions to provide for an acoustical separation from other meeting rooms. Over time these partitions get out of adjustment, and can lose their effectiveness as an acoustical separation between adjacent spaces. Therefore, it may be difficult to have multiple events occurring in a subdivided ballroom while there is a performance. Also, due to the limited ceiling height in the ballroom, balconies are not possible. This means that a significant number of viewers are a considerable distance from the stage. This further compromises the viewer's experience. The seating options with fewer viewers (less than 400 seats) are in a small enough space that all viewers are quite close to the stage. Page 3 Attached are several pages of plan diagrams showing relative sizes of the different options. On the first page is a 20,000 square foot ballroom footprint, the Cerritos Center for the Performing Arts footprint, and two layouts for the Sierra Room Theater at Cerritos. These diagrams effectively show the relative sizes of the spaces being discussed. Page 2 shows a diagram of a community theater space with 275 seats. This space could have an attached proscenium stage in lieu of the flexible stage within the room. The next diagram on page 2 shows the 20,000 square foot ballroom with maximized seating of about 1300 seats. The ballroom section shows that the riser seating gets to be quite close to the ceiling at its highest point, and has the viewer 150 feet from the stage. For performances demanding this amount of seating, Dobson Arena may be a better choice. If a second sheet of ice is part of the Community Facilities project, Dobson may have more dates available for these larger events. The third page shows different seating options within a subdivided ballroom. These smaller layouts are more appropriate to the volume of the ballroom space, but have other limitations, such as the movable partitions. My comments speak to the use of each type of space as a performance venue. Other factors will enter into the mix as a direction is chosen. Flexibility of use for other events, financial feasibility, operating cost, and other factors will have to be weighed as the Town of Vail comes to a final conclusion. I would be happy to discus the options outlined above by phone. Please call with your questions or to set up a conference call. Sincerely, HAMMEL, GREEN AND ABRAHAMSON, INC. Greg Haley Vice President Enclosure cc: Russ Butler, EDAW Page 4 170'-0" I ~ I I I I ~ I I I o I I ~ 1 , I 1 N I I I I I I I 1 I I_ I I 1 1 I I I ~ 1 I I r 20000 sf BALLROOM 150'-0" 0 I o i 12,000 sf CERRITOS CENTER 920-1935 SEATS 72'-0" ~ u 0 1 N 2600 sf 5200 sf 200 SEATS 400 SEATS SIERRA THEATRE AT CERRITOS VAIL COMMUNITY FACILITIES HGA ROOM SIZE COMPARISONS 12/14/00 PAGE 1 L Page 5 60'-0' f ~ -l I j 0 CD w OHM 3600 sf COMMUNITY THEATRE 275 SEATS 170'-0' 0 N - - - - - - - - - - - - 20000 sf BALLROOM 1300 SEATS . I Il BALLROOM SECTION VAIL COMMUNITY FACILITIES HGA ROOM SIZE COMPARISONS 12/14/00 PAGE 2 L Page 6 170'-0' 0 0 N 10000 sf PORTION OF BALLROOM 600 SEATS 170'-0' I I o I 0 N 5000 sf PORTION OF BALLROOM 300 SEATS VAIL COMMUNITY FACILITIES HGA ROOM SIZE COMPARISONS 12/14/00 PAGE 3 L u: \2035 \2035-002\corres\gth.006.dot W 14.11.06 Vfe"43 THE VAIL CENTER A Community Crossroads Where Learning, Recreation & Culture Meet CONCEPT PAPER Prepared by the White River Institute 12-18-2000 THE VAIL CENTER A Community Crossroads Where Learning, Recreation & Culture Meet CONCEPT PAPER Prepared by the White River Institute 12-18-2000 • THE VAIL CENTER A Community Crossroads Where Learning, Recreation & Culture Meet The 1 uil (entej is a"gutheringplace designed to enrich outs ltl ~ s; It enhances [-all's ,Statr~re as a world-class mountain resort community by hnstinineetirigs and recrea'tio'n, learning-ynd (rrts activities cirzd events.' It hringscuhure anil'cr~rnnzunity tnether_. Unofficially, it's our catpl S r~adr~t~n rlc. y 2 PREFACE This concept paper has been developed by many people. While the White River Institute was asked to take the lead in refining the work of many fine architects, planners and ordinary citizens, these are truly the thoughts of many woven together by one. Please check the Appendix for lists of the various people who have been most actively involved. This is not a short paper, particularly with the Appendix. Hopefully, it is comprehensive. But here are a few suggestions on how to get the key points quickly and easily... m 'R 'he I •e ~u A nc,- a- lea gs ¦ .Study the ellartjs 1 appreciate very much the privilege and opportunity to bring these thoughts and ideas to light. If it's the right direction, let's get on with it. If it's something else, let's rally around that. John Horan-Kates President WHITE RIVER INSTITUTE December 18, 2000 A Community Crossroads Where Learning, Recreation & Culture Meet 3 i TABLE OF CONTENTS • Page 1. EXECUTIVE SUMMARY 5 II. BACKGROUND 9 III. KEY ASSUMPTIONS 15 IV. AUDIENCES & BENEFITS 18 V. VISION & GOALS 20 VI. CONCEPT DESCRIPTION 22 A. Learning & Meetings 26 B. Recreation 33 C. Culture & Community 35 VII. STRATEGIC Ar r AOACH 40 Vin. FINANCING 44 IX. GOVERNANCE 45 X. NEXT STEPS 47 APPENDIX 1. Town of Vail Purpose, Vision & Mission Statement 2. Space Chart & Site Plan 3. Planning Team Reports 4. Research Findings 5. People & Organizations Involved 6. Bibliography of Resources 7. Materials Produced or Referenced A Community Crossroads Where Learning, Recreation & Culture Meet • 4 THE VAIL CENTER A Community Crossroads Where Learning, Recreation & Culture Meet EXECUTIVE SUMMARY The purpose of this document is to convey our recommended concept for The Vail Center. Because of the multi-faceted, complex public nature of this project, it's important to look at our approach as a point of departure for an ongoing community dialogue process that can build consensus around these ideas. BACKGROUND & KEY ASSUMPTIONS As a community, we're in mid-life. Even though we've enjoyed much success and remain one of the world's leading mountain resort communities, • we've reached a plateau. As a result, we now need to foster a robust renaissance within the community and the economy. Reflecting on how a renaissance might unfold while looking beyond the surface of our success, we can understand the reasons people have come to these mountains over the years. Certainly recreation, particularly skiing and golf, but also the sheer beauty of the place. But at a deeper level, isn't it the inspiration and that sense of rejuvenation with family and loved ones that keeps us here ? Building on this notion is the essence of The Vail Center. AUDIENCES & BENEFITS A basic tenet is to design The Vail Center for ourselves first, and that if it works for locals, guests will find it valuable as well. So, what we're building is a Katherina place that brings together new learning, recreational, cultural and community facilities. And over the years, the one common benefit that both locals and guests will take away from The Vail Center is some experience, some interaction that will enrich their lives. 5 VISION & GOALS The vision outlined here attempts to respond to the question; "Where do we want to be as a community in the year 2025 T' Do we want to build our reputation and brand value or choose the same facilities and ideas that everyone else has ? One answer lies in seeking to elevate our community beyond simply being different from our competition to trying to set a new standard and reclaiming a leadership position as a mountain resort community. To do this, our concept suggests building a "learning economy" that compliments our remarkable recreational economy. At the end of this process, our primary goal is to secure a positive vote of public confidence at the polls in November 2001. CONCEPT DESCRIPTION The Vail Center is a gathering place designed to enhance Vail's stature as a world-class mountain resort community by hosting a new level of activities and events. It brings culture and community together. In an unofficial • sense, it's our campus quadrangle. It's about fun, about connecting with people and about growing. The "glue" that attempts to integrate all of the spaces and programs is learning. Perhaps with this direction, we can envision a second economic focus emerging over time. More than any other facility, The Vail Center is modeled after the Banff Center. Their "centers" are not physical buildings, but rather ideas or focal points of interest that access all of the spaces on the campus. In our case, we would start with... Center-, for 01 In < l'11 es Cener ffo I1`t & We Center fo Fanli ly Recreaton -Centerrf~r~Leadership C~ 0 0 o Confere res Forums ' 6 Our "centers" represent some of the reasons we think people should have for • coming to Vail. But the Center for Conferences & Forum is the component that attracts corporate and association groups to come for their reasons... primarily their meetings. And meetings will be the financial engine of our campus. Perhaps more than words can describe, this graphic portrays how it is all interconnected. Learning Centers: Village Hall Health & Wellness Conference Space Leadership Center for Conferences & Forums ppp~ Mountain Stewardship Learning & Meeting Interactive Professional TheattlWAuditorl m Ubrary F'& P- Canter Business Canter Tech Central the Vail Center A Community Crossroads • Where Learning, Recreation and Culture Meet & Community Recreation Sports Connecting Social Fun Ancillary Retail Indoor ice Non-profit Offices Outdoor Ice .Youth Canter A,~..: is Skate Park Condos Plazas STRATEGIC APPROACH Beyond the learning theme, our strategic approach is to look to recreation, as well as to meetings and their economic impact, to earn votes, and then to education and culture to attract donors. And because we cannot pass a • public bond issue large enough for everything, we therefore need and desire 7 components that private donors will support. To drive this, we need programming that conveys the potential and the passion of this direction. To accomplish all of this, communications will be key. The complexity of The Vail Center will require clear, simple and relevant messages tailored to each of the various audiences. And from a governance point-of-view, it will require us to create an independent coalition of individuals and organizations that partner together to get it built. Operationally, we'll strive for an integrated structure as well versus a series of fiefdoms. NEXT STEPS The timetable between now and November 2001 will fill-up quickly with further planning and design. To help in this evolving process, we're recommending an on-going dialogue with a core leadership group and community members to reach a true consensus. By striving for a new level of conversation, perhaps we can use the process itself to help build community. In the final analysis, if we create something really special, the money will be there, because money follows passion ! ! • We've been studying this for years. Now it's time to act. "Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has. Mdrgaret Mead 8 BACKGROUND A. IN rxODUCTION The purpose of this paper is to outline an integrated concept for The Vail Center, to stimulate the community's thinking and to advance the support building process toward a November 2001 public vote. In September 2000, the White River Institute was asked by the Vail Town Council to refine the concept for the so-called "hub-site project" located adjacent to the LionsHead Parking Structure and Dobson Arena. This work would build upon several schematic approaches proposed earlier in the year by a highly skilled team of architects and land planners. Additionally, Economics Research Associates (ERA) conducted a comprehensive Community Facilities Market Analysis that indicated a mixed-use civic center was feasible on this site. • The schematic concepts grew out of a design charette held the prior summer, and these ideas in turn evolved from a long series of community planning processes over several years. Everything started with Vail Tomorrow in 1996. The White River Institute undertook its work with the intent of using several planning approaches and techniques that it had been using and refining in its own programming centered around "inside out leadership in the context of community." The process used various planning teams (see list in the Appendix), particularly a core "Strategy Group", that have held many many meetings over the past three months. These planning teams also conducted some research into comparable facilities and organizations, as well as focus group sessions with meeting planners in both Denver and New York. Our primary job was to listen. The concept refinement concluded with a brief scenario planning process that helped look at various mixes of spaces, particularly from the financial perspective. The process led to a blended scenario supported by the pros and cons of the various approaches One technique used by the Institute with some success was "dialogue" where residents came together around the question of "how can we use this project 9 to move the community forward T' This approach brought out many good • ideas, but perhaps more importantly, demonstrated how dialogue could be used to shift the nature of the conversation in the community. Unlike debate, or the "expert model" presentation, dialogue tends to slow the discussion down and asks people to listen a bit more carefully to their neighbors. Dialogue promotes "respectful conversations" where we can often find common ground and see that hearing the other persons' point-of- view can help build a broader shared understanding. The Institute will propose that a continuing series of "community dialogues" be conducted over the next year to move The Vail Center forward. B. HISTORICAL PERSPECTIVE Before launching into where we might go as a community, perhaps it's valuable to look back on where we've come from over the past 40 years. In one sense, we could say we're in mid-life. We've evolved from a start-up ski area to a regional resort community. The founders and early promoters of Vail were business entrepreneurs. Their spirits were high and their passion for skiing was clear. But, much as changed since those early days as outlined in the following chart. _Sksl .A >~y#: '-•~'a•'••.~~:-,,r,,., •as ? ;Y~. ~ . ..=rc".rv•• . 4 :;.C~:u° :fie^':i3'k'•:..; ' i x''"`~X kN,: xr y Qw1r ••rAi. A no uy Mfg, M, i W111 w ~g y ' r o ~l~€, i r~i Y'fv` . ' .4-r.•`•.-.::: M.,;.>, k ~ ? ^k m: velap aie eccix ray ,Vd le or • 'kvY.£' ...#s~ r.•A~~ 'Y:yY...,i~`• 'p,,"•~ iY•~ ~ w • a~ - •~'l~n~~~~s~;a~reali~y ,....<.e.-. 10 Some are saying that it's now time to spend less energy reflecting on how things "used to be" and look forward with enthusiasm on how "things can be." Part of the purpose of this paper is to describe how things can be ! The resort is largely built. While some development and re-development will always be with us, the major resort components are in place. And they are mostly excellent. While we tend to be quite self-critical, there is no question that Vail and the larger Vail Valley is one of the leading mountain resort communities in the world. Vail Associates' tag line, "There's No Comparison" still holds value and truth. What lags somewhat behind the resort, is community. Community can be described in many ways, but here we're speaking of the social infrastructure, the people and the organizations that rally around common interests. At this point in our evolution, we now need to tap a different kind of entrepreneur to propel us forward. Foundations and forward looking corporations call these people "social entrepreneurs", people who dedicate themselves to advancing the common good that makes community. Our valley is full of these kinds of people. They've helped us build the infrastructure; hotels, arts facilities, charitable organizations and more. Now we need to ask them to help us take the Vail Valley to the next level as a community. The word "rejuvenation" assumes the need for some uplifting, some correction. And while it's not a huge course correction, we do need to change and grow. One of the principle themes of this paper is to propose that social entrepreneurs rally to help us build a "learning economy" that compliments our remarkable recreation economy. Now is the time to move forward ! ``We cannot solve tomorrow's problems with yesterday's answers " Albert Einstein • 11 C. NEEDS & TRENDS Building on the work of ERA, the following is a list of key needs we have as a resort community as refined in this planning effort; T n Y• aG ~r~•pp~~LQ In~' , - °~~*~~..,~v, ~ ~.a _ . a .•~s:;:. ~ •awn `tee It's no secret that a sustainable economy will require diversification beyond skiing and recreation and that growth in non-peak visitation will help temper the "get it while you can" pricing that has precipitated our "value" problem. Tom Jones of Wilderness Sports frames the year-round economy this way; "Sustainability means maintaining the level of prosperity we've enjoyed as a • result of tourism, while avoiding negative impacts to the natural environment that attracts tourists in the first place." TRENDS There are a variety of trends throughout our society that affect the way we market ourselves as a resort community. This is not a definitive list, but covers the most obvious and salient trends that relate to this project. 3:&~'`~'d"'~•av'€i, ...:5.~:z'i5-.tAU,+'0A~'~Ya=~;>:N:::. h`,',\,v`:a`s'\~:;i,' 'Jfr;~~C. ~ ''x-"?Yi.; x :€~~y:-~.\ A* 4, 'ill ~th~ . eam r a.r•p y.•P~. '-s'. ea 's ':.k +.a.~;: a'A e$, ~,y:.:. ~ygin".f' x\ Re, vr^tj . V M, os thin r r , Pla ,ter i•x,•,~~~~ ~,N,CC.:1'F"z :~N', ~ m* ax:+`&°aa •'~i.~ 'v+=~'v", , 0\ S Y: .,px>. V5 •<;,.<<n • '.,.,~y ~ ~vyd,.,,,u'.;~; rrh*~;?..$F:,`dx.. :..,.G • ,w~'. a:.,a:'':.•'a.;•..a,....'....sT.,..~.:~3 h,~f;.~ d.^u ~Wrt.id":~'"'a"'i""',.s~„`'..\^ •ay • ing, wing, 4 .~x..<i _+~'`x~"!, .>=q^;v, ^.'>:FR:,~.;a d'3~+. 4.:; «v:, :~"i'~`r~a,"s~fi.• •ea?. ;°,h„ ~:e:: y.,ac. g. A_..~, yX_ r,..f.<,x,...a, .«;.'.,".~'S'a,.., n, a=,a`*:..~,:e~:: ~ x•,' ~'~•i6 12 A couple of these trends are worth commenting on as they directly effect what we're proposing. First, the loss of public gathering places is obvious. In the 60's, we had the Deli and Donovan's. When the post office moved to its current location, people were drawn out of the Village. Perhaps the loss of other facilities has contributed to this trend, but there's not much question that we've lost many opportunities to simply connect with other people. But Vail's is not alone in this. It's a national trend documented in The Great Good Place, by Ray Oldenberg. He refers to it as the "third place", after home and the office, where we used to informally connect with people away from the demands of family and work. He blames it on poor planning and the tendency to stay home in our ever-growing palaces filled with various entertainment options. He contends that we must work doubly hard to bring back those third places that are so important to simple conversations that build relationships and community. He says, "where there is no talk, there is no life" Secondly, the notion of "life-long learning" is helping to change the concept • of "old." Exercise, diet and advancing medical technology are extending life, and particularly for those in the "post career" years. People are looking for productive uses for their time. They're less inclined to lay on a beach in Florida. The success of organization such as Elderhostel, the Audubon Society, EarthWatch, Smithsonian Study Tours, corporate universities and others are just a few examples of what people are doing with their time. The following quote speaks to this whole notion of life-long learning. "The'ultimate goal of the educational system, is to shift to the individual the burden ofpursuin 5 his own education. This will notbe a widely hared pursuit until we get over;our odd conviction that education is what goes on in school "builditigs`and nowhere else. Not only does education continue when schooling ends, but it is not confined to what.may be studied. in adult education courses. The world is an incomparable classroom; `and life is a memorable teacher for those who aren't afraid of her. " John. W. Gardner: 13 To close these thoughts on learning, here's a comment by Horst Abraham, once the Technical Director of the Vail Ski School, and now an adjunct professor at the University of Michigan, and a member of the Center for Health & Wellness planning team. He said, "The capacity to learn has displaced skills and knowledge as the most essential asset of individuals, organizations and communities to survive and thrive." LODGING SITUATION As we look at improving our community with The Vail Center, it will be important to keep in mind the situation with our hotels and condominiums around town since they play a critical role in the minds of meeting planners. While we have many really fine small properties, they are diverse in quality and location. Some are worn; some are being renovated. After the Marriott, Manor Vail and Cascade, and to a lesser extent, the Sonnenalp, most of the meeting space is small. As part of the research effort, focus group sessions were held and meeting planners provided some valuable and candid input. The following is a list of • several key points, but for more detail, see the full report in the Appendix. : =taw . ~i • ' - ~ e y, :.z _ ;oar b~'j`~rly ~il v~ ~t _ ` ~;~~3 . rod,„,,' ...i„,,,,,,~,;,,;;,,,_' • ~~pz m.:,z-,..... zz ^~avz azc?3z .,w ~!,`a., N- ~:G•`?•. \\]e ...iv 71 ter. d zviV'« yan...za;.~;.ata{z'im..3 = ~ a ~.y ~ 4„ \^.+Ry,/_ ?u; =t ' ~.?••~'~k~.N.iuc.:=.•r:rr:,::ad...;;.:.;.~~.~~:,~°=a~',,`'.,rvi:;s,~~°' ~ ,?,';°a,: a..~.~3;~a=;-~--a.~`t~: ~~~~e:, k s""'~~3`~~''`„~~Ut A Community Crossroads • Where Learning, Recreation & Culture Meet 14 Ti KEY ASSUMPTIONS This section will attempt to address several key questions or assumptions that the vision and concept of this paper are built upon. For example, how do we define community and what are the values we hold ? Why do people come to the mountains ? With this last question, there may be as many reasons as there are people. We know that people have been drawn to the mountains since biblical times when Moses, and later Christ, went up on the mountain to receive God's word. Some say that the roots of modern skiing started in the Swiss Alps when the British were sent to "take the cure" from the mineral hot springs of these mountains. Part of the cure was the beauty they found and the inspiration they drew from these pristine high alpine environments. The mountains seem to affect people in different ways, but almost always, we are in awe of this spectacular environment. Certainly, they come to recreate, but we think more and more they also come to rejuvenate, renew and to "re- create" themselves with family and loved ones. Now, this question of community. Who is the community anyway ? This word gets thrown around frequently, and perhaps for this concept description, it would be helpful to define what we mean. John Gardner says a central principle of community is the notion of "wholeness incorporating diversity." In one sense for us, that might mean the whole Vail Valley including all of our many diverse neighborhoods from East Vail to Gypsum. If we follow the lead provided by the Vail Town Council in one of its recent planning sessions, we can look at users of The Vail Center as either residents or guests. Those that don't live in Vail proper, say in Minturn or Cordillera, are certainly welcome guests. If people's economic interests are tied to the resort business, and almost everyone's is, then they are part of the "community." Even more importantly, what is common among us is our love of the mountains and the inspiration we draw from them. Residents of the Town of Vail are a sub-set of the larger Vail Valley. In the • case of The Vail Center, however, they are the most important element because they are the voters in whose hands the fate of this facility will lie. But, regardless of where one lives, we're all in this community together. 15 Because community is all about people ...and relationships. Community is • all about drawing people together. And The Vail Center will become that gatheriniz place. In terms of values, here's a list developed during Vail Tomorrow; x.. •'':=.a,, m {T'xa :i.`ff'~Y3a'i:'a.3.,x :Fx• _ , ~ ~ • y.•,".. , SO ~iL^':~>;N. : ~~R35 ~"1..4 ' isY6. ~7!•A~. ' i W'V vi: e.MT" '64)f I:" h z" X "4 104 "s 11 , THd t~'e~t `stt`eng uav ;w n s, RV Z6, vp -Mm y `.r . 6" th lkig MR; G ';s •.«Y a~~A'.,.: ,:::.e`vs~•,~;*,~ M,eat~J,~.a<_xx:.':..~~"~x°>:•'.~•u~kL~, , x'., 3u'=u, ,r,.;>~.x;.. , ew7•. , . r...,~:..'..,".,~~a~~•,,a .v p, E.~..,,~., • Another way to look at assumptions is to identify the key factors for success in this project. At a minimum, they include; tb OR S. M "M 4, ~~uraatc:.°oca Varl>>t Xg 1t~At==e-~. .'s'C• € .i`. ~ ~a~"":: +$A•v='~'"' is vJ a~, _,,.g~x•,~{a ~ g. ~ aaitisa Abe eccinaant= o W%Z Y-sF"^~.ie`~ .;~v. z b/1• lvi" ~211~1~1 S•..a~x. . ~',u, .c y.',°Fd yb~:y{::` ,rT.: ~•\x\•~•,x""g,''3~=~",, ~~=s: d 11 % ,x`^ , 5.... ,y ~k'.` ift.?rpAy attln att 01 ar "A ~Nl ilk 4-y" PsUrM91N "11, v,~ f (~~,i~ t uali edd':.. > M .Nx~=b,`CA~..>~. n..:.1 ties.:: M ; ~.',~~`~„y,,,`~x,Q i f"~,.c N-• YY~. r7j' .~~,,y` ,,.~{y ~i". yy'~. \..,V..{Y„~. i;.i.:~,`, .~:.•.~.a.'..y j~,,~. Rg, 'par ~r y U M 'w ...111...111MMMMM {a = b 2" :.°~~\itg?~..g y..~, ~`.,:'.lrx ~,a., rMp ...y '«'~a>.t;,t.`.a,., ``.__;~,•,•.:.:k3.: ,\wx,:'::'.,s-~::c ~,`a\'`s:~s sC~t,!e, a'ti> • ~~.a;., ` is ~<&. ' 5: :..~..5~~:".:.ax'~~z,_• rn.a .'~&"-d d y"=,.a, ~ • w{ t; ;.a...~a<,:~md~,~rce'~• v ;z <.;a:.-.5~;:.n=`~'~:.^ n'`..">:~,:. Caa, r~.~, a _ ~ _ a i T" a,~c..'. YM~ ..,a""..' -a xpY ~ a•a a.A .e: =':.'vy .ja.:. y a : =.„-~y. aw .w •u.k„,`az~m ,ax. ~ 16 Another key assumption is the well-known expression; "If you build it, they • will come." Obviously, there's never any assurance, but we have some examples to point to. Looking back in history at both Dobson Arena and Ford Park, for example, we're reminded that these facilities were reluctantly built only after many years of struggle. The Gerald R, Ford Amphitheater actually languished for several years with doubts as to its viability. But once the amphitheater was built, Bravo was spawned; then the International Dance festival was created. Demand for the Vilar Center programming only grew once people saw what was possible in that beautiful space. Another way of looking at the challenge is to use the shopping center analogy. Look at Cherry Creek. The Buell family built a small shopping center in the 1950's with Sear's as one of the anchors. By the 70's it was doing just OK. So rather than languish, they reinvested and look what has happened to that neighborhood. Vail is in a similar situation; we need reinvestment. Periodically, everyone does ! Lastly, the assumed site. The Vail Center planning has encompassed three parcels; the Charter bus lot, the LionsHead Parking Structure and the Vail Public Library. Much of the discussion here centers around functions and • uses and has not attempted to place these activities to specific sections or locations on the campus. "«~=mustaluul-schurr1re renew fc~ti1`0iI c/,o, othei'llise we" 7(11,( t2 r k 'Gf C '.;i ~4n ? Goethe A Community Crossroads • Where Learning, Recreation & Culture Meet 17 ANEW- AUDIENCES & BENEFITS The following chart attempts to both identify the key constituencies and the principle benefits that will accrue to them as a result of The Vail Center. These audiences are also listed in priority order. :,t .::;,",y~^•.. `,Aa ^ AJ4S t:VY5? :~o';~~~.~:aa:: ~.t•' ' `a, t,:„ `~a i•\:1.:ti~~,~.~,.»,:•~r .`.,u -i~;.i~;•..z•. Z lesidents / Ing 4, ~ " - ~jv~S• 'Mz ' ~',~»1 347+x~ya- ^ ' 3w r<. a,,Y t~, .,'cPv ~ , j , J i4b V ,>1`.a.' <xsa 'may »:s,xq\ vt I!W wr • Xi.. ~a,,„.:.~,sa,,„~»~,\£1e ''t`aw,".'>';t.;.....: ` , ane ' ' ar rvunil Eec n64ja, . i7d T 31 ore Con a ty Eaci1i : a -a "i~ s,;,~. , i:::,,.,~r,t~a;~c,~> :,:3~,~a:.3.;~~.~;~ :,~?~a,:s"•~€°x_a < , ~_.;~,r.: x~,~;. X... a..,;•' •'•:'°~'-,~~•.~:'",%i, • • ~",3.~, ' " . 'ma'r ~,•a tai t~7 r 'I .•,x ~,,,~,:.','j•,a, s t ~v~ a'm', 3. mi„£~~~ 't'°... :`i ,zr 1121 nin& ,t... 0, NO x; ; t , X~~,~ a:.•~~~`,";.,~:.' ~"y".', as "~=x~.``~"~",',''r ~Z'~ 'a 10 u~ .y. .m,.er.7::„ v~ ,•.-.x'j\,y £',i.;~' ~~':i"*y~'£t .t.`~t..:.~, ..me3s„ a : ' •y~~xi,~J~? .n~.b....k', ' Y... ...,~~s1~,a tl= .aV?. •r~T~3"', ',1.. ,j,•y3:.b~"~....~., u: _,,.•$•i~`:.~:.:t:.t•,`,,,,il•~?,~`~; e''R'SiCi..".. ~ea',~„~'p. z~'T. p 1^" 'tT "~`^?•%F'?t,.,V,:. 3_D~=',~,.=x a...x ~i" t.i :tg~~Y,~~y`, ~.1a r. AV,3'.X1".\:•a •;•v'~:~azu~ ~.a ii •°A , 1t'.,.:',,; C:: :,'•»Y•, a; 3•>~=,r .v =C' 18 r. Y'~ cF NIN i'g a": b,x:^,S:xca„tie 3.~. ''j/`'~',STia~:~°::' .A i i~~.amGiean ~`1,",C` „~~z`,"$q\•er • •me• & . x. ,3Y ~ x3a r :m Yom. ',A~`.' . -x zx:. ~.,~~?\:'.~'A'~>, _ . a^etr .'t~1G,'' r= ` 3 s .1 e ^yi. A key point worth mentioning further, since it benefits every audience, is that when people come to The Vail Center they will be touched by some experience, some activity that will positively affect their lives and cause them to grow. Perhaps it's a young person learning to skate better, or a business executive exposed to new leadership skills, or skier learning to rock climb. The possibilities are vast, but a core theme of The Vail Center is that you'll come away a better person. • A Community Crossroads Where Learning, Recreation & Culture Meet 19 VISION & GOALS Vision can be an elusive subject. It's often pretty distant, at least in years. In the world of organizations, it's usually defined as "a description, a picture, of where we'd like to be, how things might look at some future point." In the case of communities, that point may be further out then just a few years since it takes a bit longer for all of the forces to come into play. So, for purposes of this concept paper, we've chosen a time frame of (25) years. And the question becomes, "where do we want to be as a community in the year 2025 T' How would we like our community to look; how would we like our economy to function ? To broaden the scope of this visioning section, we've asked several people to offer "vision statements", expressions that characterize a wider sentiment of what people want of the community in (25) years. ¦ "It seems to be in vogue these days to lament that Vail's finest days are behind it. Nothing could be further from the truth. While it is true that Vail is at an important moment and place in history, I would respectfully suggest that at early "mid-life" the Vail community is blessed with a unique challenge and a rare opportunity. The challenge has to do with the further differentiation of Vail from other resorts; the opportunity is to take Vail to a new level, to set a new standard for mountain resort communities everywhere. In choosing wisely, Vail can reclaim the leadership mantle that it rightly deserves - the mantle of a "next generation, learning-based, sustainable mountain community." Vail is positioned for the next decade far better than most, and the next chapter in its history has to do with the "new alchemy" - an alchemy of the arts, recreation, and individual and group learning - all in the context of a beautiful, natural mountain environment. The place that successfully pioneers this new model will stand apart from the others - it will be in a category by itself. I believe Vail has in the past, and will again in the . future, achieve this distinction." Terry Minger 20 ¦ I see a blended community-resort, where our sense of place involves • all those who live, work and visit here; a place where the community, culture and interactive lifestyle economy again set the industry standard." Elaine Kelton The Town of Vail's official vision statement reads - "To be the premier mountain resort community." To understand the full Town of Vail "Vision, Mission & Values" statements, please refer to the Appendix. The goals of this project have evolved from many that have been stated over the past months, if not years. The following list builds on this previous work. To~'fos er`a obu _ ; n1 uni' ewlf, :sance ¦ T rae s <u. you d o s e is and guests il. ~ro. cr r~~ ~it~~ rork'of "outstandin b•W ac il`ibies a~ pr v;~«mrm i~ng tha comp ern~nts ex~ist~in~ia a and recreational ament~es o reclaim a P dr7shi.. osi:bio " i the MOU n >ai.nlilt' c .rr.Wily ~rl ¦ o c"ea ~e nda" rpe I aps en a new,.teg ,+m ou in wort co iiIaiunities At the end of the process, our primary goals are to gain a 7-0 vote of support from the Vail Town Council followed by a positive vote of public confidence at the polls in November 2001. A Community Crossroads Where Learning, Recreation & Culture Meet • 21 V1,4 CONCEPT DESCRIPTION A. INTEGRATION The overarching strategy is to strive for integration of all of the spaces, activities, programs and people at The Vail Center. The key component of this integration is learning. We'll make "whole-person, life-long learning" the glue or umbrella that brings everything together. Whole person, or sometimes "holistic" refers to a balance of body-mind- spirit. Life-long encompasses young people, boomers and retirees. Learning includes meeting, conferring, participating, and connecting. This approach enhances the whole person through integrated, multi-disciplinary growth activities all throughout The Vail Center. This learning concept is not necessarily new. Many elements have been • around Vail since the beginning. It recognizes that the business of "conferring" has been growing slowly and naturally ever since Vail realized it needed to fill the off season. Bob Parker, Vail Associates' thoughtful Vice- President of Marketing saw the need in early Beaver Creek planning that resulted in their Village Hall. The approach is intended to create synergy and shared use between users rather than isolating functions by special interest. All the various user groups will have access to all the spaces throughout The Vail Center for programs and activities. The architects should create spaces that allow the people to figure out how they want to use the space versus what the planners think they want. Slight separation might only occur for noise control. So, how do people learn and grow ? And how will people actually participate in The Vail Center. The following is only a partial list of learning modes, but it seems to generally apply to our three main components; "Learning & Meeting, Recreation and Culture & Community" activities. • 22 1. . F:' . r St, x' emn* ~O4~ A. stan =7a,<,; • ; •:'••:~•i~ az^ ' .fie:,:.'. : N~r ' fie'='As •a. < .;tea °l j ' azE "'A j CENTERS STRATEGY A key element to integration is the "centers strategy", modeled after the very successful Banff Centre in Alberta, Canada. The Banff Centre has been in existence for almost (50) years and describes itself as "promoting creative and professional development, enhanced leadership practice and an appreciation for mountain culture." They have four divisions as follows: gar w<; ,`.E•~r~::~, •s " ~~j•q Fad- ..A , • ii~.ny••:~.ir: n1ff E? ' , 4 •?.9e... F yam, 4 ;y:l int orf)t1f1~11~1 i,~ra =4~F;''sh..Y=: aix-.. a=mE-r r< .•4 _ i.": iYp, mash. Yv:az •~')•e.l~td <iP;•~" y ••'.~•.::t.. Eh •4rvaz. ~•i~ The success of the Banff Centre is well known throughout Canada. Their annual operating revenues exceed $35 million, including grants from both the federal and provincial governments. A copy of their annual report is i included in the Appendix of this document. While not a direct replica of what we're striving for, the Banff Centre is one of the closest models. 23 • The centers' strategy satisfies separate motivations that people have for coming to Vail. It's a two-pronged approach - the guests' reasons and our reasons. The guests' reason will often be their meeting or conference; our reasons tie to the programming of the learning concept. The centers approach will allow other ideas to emerge over time where interest and passion lie. Perhaps it will come in some athletic area or some arts interest. Only time will tell. But this approach can keep The Vail Center current as Vail's life unfolds. HUB & SPOKE CONCEPT In a larger sense, The Vail Center is about more than just a building in the heart of Vail. It's about a future direction that our community can take. Perhaps the Town of Vail's "Hub Site" name was more visionary than meets the eye if it's an incubator to new ideas. If we think of The Vail Center as a small campus of facilities within the larger campus of the whole Vail Valley and the surrounding White River National Forest, then perhaps we can envision a learning economy emerging over time as our second economic focus. Not everything can happen on The Vail Center site, but if we think as it as a hub, connecting people to other facilities and environments, organizations and programs, many possibilities could develop. If we ask residents and part-time residents for connections that could help us develop this learning economy, who knows where it may take us. Think of other partnering possibilities beyond these obvious choices; ¦ Universities University of Denver; University of Colorado; Colorado Mountain College ¦ Institutions United Nations; American Enterprise Institute ¦ Corporations Motorola, Qwest, Buckman Labs ¦ Clinics HealthMark ¦ Sports Federations; US Ski Team B. COMPONENTS • The Vail Center will be a very dynamic place with a variety of components, spaces, activities and groupings of people.. The following graphic attempts 24 to convey the "spatial, functional and experience" aspects of our (3) main • components - "Learning & Meeting, Recreation and Culture & Community." Learning Centers: Village Han Health 8, Wellness Conference Space Leadership Center for Conferences S Forums Mountain Stewardship • & M~e e • Interactive Professional ThoatretAuditorium Ubrary+ Fitness Center Buss Center Tech Central 1 3 %I.A Community Crossroads • Where Learning, Recreation and Culture Meet '41irme onimunlt~" ) Recreation Connecting Sports Social Fun Ancillary Retail r to Ice Non-Profit Offices y Youth th Center Apartments outdoor Ice Skate Park Condos Plazas • 25 LEARNING'& MflTING ~ Make no mistake; meetings will be the financial engine of our campus. Meetings will attract new visitors and will energize the business community. On the other hand, much has been said about whether a convention or conference center is appropriate for Vail. In Banff, it's clear that their Centre for Conferences provides the income that allows the other more educational and cultural activities to even exist. The business of "conferring" is not only appropriate, it's essential. The only question is what type of meetings do we want and of what size. Some have said "convention" is a bad word. In the vernacular of urban areas, we've not seen many real conventions here. Maybe the World-wide Church of God or the Tenth Mountain Division Reunion are two examples. But it's rare that we even have a chance to attract what are termed "city- wide" conventions. There's a convention myth floating around; it's really a misnomer. • CONFERENCE SPACE The Preliminary Space Chart included in the Appendix outlines ranges of how all the various spaces in The Vail Center might be distributed. Many in the community would like the large, multi-use space to be a minimum of 20,000 square feet. A large space like this, what we're calling Town Hall, will handle large gatherings, for example, a thousand people in a banquet- only situation, or probably (1500) for presentations or performances in theater-style seating. However, a rule of thumb when thinking about meetings is the "meet and eat" situation. Most meeting planners will think of the largest space divided into thirds; one-third to meet in and the other two-thirds to break into for a meal. So, if we have a 20,000 square foot space, it will attract primarily groups in the range of 750 people, plus or minus. There are always variations on this theme, but in the main, the graph below indicates the comfortable size group market we might find ourselves in when dividing the Town Hall in three equal 6,700 square foot spaces to "meet and eat." 26 GROUP MARKET SIZE Meet & Eat Banquet Situation 2000 - 1500 1250 1000 a 1000 _ 755, 0 J 500' d 335 500 0- , 6, 700 -10, % -A000 0000 25000 Square Footage When compared to the groups currently attracted to the Hyatt, Marriott and S Cascade hotels, each of which has approximately a 10,000 square foot space, regardless of the final size agreed to, The Vail Center would cater to a new market. Based on the above calculations, and assuming a 20,000 square foot Town Hall divided into three equal spaces, the group market size the community could attract would increase in scale by a factor of 100%. Stated differently, if our largest hotels are attracting primarily groups in the range of 300-375, The Vail Center would allow us to draw groups in the 600-750 person range. Under the recommended scenario, the breakout space normally associated with a large conference space would be incorporated within the Learning Center as outlined below. The reason for this relates both to the similarity in size and type of space needed, the shared or integrated nature of the campus and funding strategies. More on the Learning Center below. This large space is not just for meetings; it can also be used for performances and presentations of various types. If we follow the example of the Garmisch Congress Hall in Germany and add a stage and balcony, with reasonable acoustics and a sound system, we could turn this otherwise • flat floor box into a hall capable of handling an audience of (1500). 27 Beyond performances, a wide variety of entertaining activities could be • programmed into this space to make it come alive at as many hours as people are interested. For a few ideas, check out Marshall Turley's memo in the Appendix for one person's vision of what could happen here. However, it will be critical with this large space that we avoid all references and features that risk categorizing this project as a "convention center." For example, Keystone's large, windowless rooms on this same scale, are cold and uninviting. We need to make the Town Hall feel more intimate, similar to those built at the typical "executive conference center", like the Aspen Institute, or the recently emerging "corporate training centers." These spaces seem to have higher-level finishes, are warmer and have windows everywhere. This style seems more suited for the scale and nature of the Vail community. Additionally, this feeling is more consistent with the "learning" direction we're recommending, given the training and seminar orientation that tends to occur more frequently at these kinds of centers. OPERATIONS While the operational challenge will be more fully addressed in next phase of planning, a number of key questions have already surfaced. ¦ Who will operate The Vail Center ? What's the role of the Vail Valley Tourism & Convention Bureau ? ¦ What is organizational interface among the various "centers" ? ¦ How can the "rules of use or engagement" and the rate structure be best written to assure community access ? LEARNING CENTERS What is a learning center and why does it fit in Vail's future ? A learning center is a blend of an executive conference center and a series of high-tech college seminar rooms. It's smaller in scale and designed for more interactive dialogue rather expert presentations. They are generally places where people come to grow their professional skills and develop themselves personally. Perhaps more than anything else, the learning center strategy is more about quality than quantity. • 28 One of the key advantages of this approach is that it will draw the higher- end corporate market that tends to spend slightly more. This strategy will draw to Vail the best minds in business, science, education, health and other fields hungry for an enlightened and inspiring environment. The drawback to this approach is that people don't readily understand it; it takes explanation. Some people have a general distaste or resistance to "school" and say, "why do I need that." But more and more people are joining the "life-long learning" trend out of a natural desire and interest in continuing to grow and expand their horizons. In the "their reasons-our reasons" dichotomy of why people come here, the Learning Center clearly embodies "our reasons." The following three centers reflect some of the reasons many of us moved here in the first place. It was about the mountains and about inspiration. It was about breaking the urban mold and striking out independently to take charge of our lives. LEARNING CENTF,RS ¦ Center for Health & Wellness Center, for Leadership ¦ Center for Mountain Stewardship These centers are generally not specific physical buildings or separate rooms, but rather ideas that access all of the available spaces throughout The Vail Center as they are needed. If fully implemented over the next 20-25 ,years, these centers can represent what we stand for as a community going forward - how to lead a healthy, balanced life in the mountains. CENTER FOR HEALTH & WELLNESS This center is perhaps best described as a blend between Denver's HealthMark Clinic and the Canyon Ranch Health Resorts, minus the classic cosmetic spa treatments. This kind of facility may be unique. 29 The Center for Health & Wellness will promote healthy, balanced lifestyles around a body, mind and spirit theme. Like the other centers, it will convey world-class thinking through a variety of programs and activities from lectures and seminars to full "executive physicals" lasting several days. The center will be totally personalized and individualized to assure a comprehensive personal plan for a healthy life that encourages individual commitment to change. Unlike other facilities, our Center for Health & Wellness will be all-inclusive... open, available, affordable... to anyone who wishes to come and experience the benefits, year-round. In planning, dollars must be set aside for financial assistance for youth programs and individuals with more modest economic means. The chart below suggests some of the programs that will be offered. 'I., C11 AIERTO, _01 "Ll ri. ' • V41%, 3 E Fsjwt sh.,. a £~"1„• `N Y':.r£ yy Irk.°Y•1'`.:g 3''`_.. zyr 4,P, , "Y":°.•'.•i' R *Ak"YO n vt +ys Au m x Z,alkm x t '*X 77 JW Alla t. t: ^Mfl.ve; %li '`.a,;;,'~.. .f~„~1?~i1PM~ F, .~1YV C~'R FR.R _ ".cam„ "•.i:~ dY' YzcL..` NW, See Montine Hansl's Summary Report and Dr. Rob Gleser's memorandum in the Appendix for more expanded descriptions. The Space Chart in the Appendix suggests about 13,000 square feet of dedicated space for the Center for Health & Wellness within The Vail Center. These spaces would be more ideally located as part of the new Evergreen/Vail Valley Medical Center expansion, but are included in our recommendation to ensure that they are not overlooked. The fitness center is 30 a new item to the recommended list and grows out of the need for exercise • facilities as part of the health and wellness programming. CENTER FOR MOUNTAIN STEWARDSHIP This center builds on the Gore Range Natural Science School's existing base of elementary and secondary educational activities by expanding with a number of higher-level conferences and programs directed primarily at the conservation of mountain ecosystems. As stated in Kim Langmaid's more detailed memorandum in the Appendix, the purpose of the Center for Mountain Stewardship is to be an international crossroads for education, celebration and stewardship of North America's mountains. Given the Vail Valley's recognized position as a leading mountain resort, it's appropriate that in the next phase of our community's life that we take an active role in preserving and enhancing that natural resource, our mountains, that have brought us all here and give us inspiration every day. The Center for Mountain Stewardship will be launched in June of 2002 with the Mountain Agenda Conference, part of the UN's celebration of the "Year • of the Mountains" The following chart outlines some of the other preliminary programs to be offered. Again, please refer to the Appendix for expanded explanations. y OXAW ' ?s ?I " . ;.T W,_O~ K : ph a tanference aqu g jjlk'Uhited -•;'K; .i, :,2:..._ x' y "x.: i_.-,: s ' .mss. s't'.:";: , ~ , fir`..., - .^..^*.-°".~,ai•.. _ ,:.r'?h~.. °•.'':'s~.... <r^ "a..^^^=•~SC,,;;#;~:t.;.x »ww==x;°~"u. tee..:.. • 31 CENTER FOR LEADERSnw The Center for Leadership will build on the foundation of regional community-oriented programs currently offered by the White River Institute. These new programs will attract national leaders from various industries similar to the approach taken by the Ashen Institute. Like the other centers, this group will attract people to The Vail Center through lectures, workshops and seminars, forums, learning retreats and courses. While the Center for Leadership programming is still in the early stages of development, a number of very interesting concepts are outlined in Caroline Fisher's memorandum included in the Appendix. :ems ~ x _ • R V Awl -Al t. .:nor.. omm xy ect . ..'R~la a•i'., , j~A yr (Y i J=a:w•; A film. ti..... t: ==mv W,,,q . 1, Z ; i'" s°a'". iy~ 3 ''<'g'~1 as •n.= > ~g'bs' • g• I10A , r , R .w,:,;y rte:.' n•?• ••xt:,2k .aa~ era, . ~~>.~,J • FMMIIZA Community Crossroads Where Learning, Recreation & Culture Meet 32 • e _ ^ : 74r,.`;y''~~t`:ce wt,"=k ",.'+hT,a .r~•r:p ,`a` :ac ~_,s*,, ~<<,Y > E b?„ k3' • e':~,w k..,_ ? " Ey.- a~yy'~~{ ~y •"'m°°^ s\. 9 ,'~pe... ~ ia''d.~j`.a'+. `Yy~; ? ~y i o The Center for Family Recreation is the focal point for much of what the community seems to want in terms of new recreational facilities and programs. These ideas will foster a growing community spirit through fun and play and will make Vail a more desirable place to live, work and visit. And some say these facilities will attract votes. This center includes four primary components. s Lei - Cat F v The second sheet of ice occupying approximately 27,000 square feet will not only relieve pressure at Dobson Arena, but should also be designed to handle exhibitions and other meeting oriented functions on a periodic basis. The ice surface should be easily convertible and have electricity readily available. It is still envisioned that large events and concerts would occur at Dobson. The SkatePark is an aspect of the Center for Family Recreation that is clearly in demand. The temporary facility atop the LionsHead Parking Structure has seen a steady growth in use. As a point of comparison, the facility in Aspen is a permanent, excavated structure in constant use by young people, including those in their 30's and 40's. Lastly, a youth center is a key part of the Center for Family Recreation. More than a hang-out, this space will incorporate the climbing wall and an adjacent indoor playground for kids. • To tie these facilities closely to the other centers and the learning theme, some fresh programmatic thinking will be needed. For example, skating and 33 hockey camps might be expanded and other adventure-type programs that • appeal to 20-somethings could be explored. On a final note, Diane Johnson of VRD reminds us that "young people want to be where adults are and where the action is. They want a place of their own, where they feel welcome and can be themselves. Basically, a safe place adjacent to structured activities where something is always going on." With these thoughts in mind, the architects should seek connections to these spaces that incorporate youth rather than isolate them. • 34 l ~CULTURJE & COMMUNI I i' This aspect of the Vail Center incorporates several really key components that are critical in creating a community crossroads. Each piece helps create that sense of vitality that we lost when the post office moved out of the village. THEATER-AUDITORIUM A space not previously mentioned, available to all the centers and users throughout the community, will be 300-350 seat auditorium. This facility will provide new opportunities for arts organizations. Assuming a stage and a fly, it will be capable of hosting programs ranging from community theater, smaller concerts, film series, lectures and as a rehearsal space for • larger performances. Perhaps a "center" for community arts will grow out of the interest and enthusiam that arts organizations can generate for The Vail Center. In fact, it's probably imperative that individuals and groups that know this area and are passionate step-up to move this aspect of the project forward. One idea still being researched is to create this theater-auditorium so that it is also capable of presenting IMAX films. By designing the facility in such a way as to allow the large IMAX screen in front of the proscenium and fly behind, we can blend the two uses into one space. THE TBmD PLACE In reading Ray Oldenburg's book, The Great Good Place, one is reminded of the "informal public places" that have been largely lost throughout the American culture. He calls it "the third place", after home and work, where people can informally connect with others outside of the family and office environment. When Vail was just beginning, we had The Deli on Bridge Street and Donovan's Copper Bar. But with down-valley migration, we've lost that "place" where people can casually and accidentally bump into others who share common interests. 35 THIRD PLACE- COMNItINITY FACILITIES ¦ ,~Ancitlar ' Retail Cafe food service etc. ¦ Public Art ExhibitionGaltery ¦Studios for TV 5, TV 8 and TV -f ,7 , ¦ Outdoor Ice Rink (Pond) ¦ Business Center/'Tech Central ¦ Community Concierge ¦ Non-profit Offices The "third place" retail facilities are small in scale and are not intended to compete with merchants in other parts of town, but rather to serve and support guests at The Vail Center. The outdoor ice rink should create energy similar to Beaver Creek's ice rink and perhaps strive to create a Rockefeller Center-like feeling. The Business Center is an important component that Anne Fox at the Vail Public Library feels would be immediately in demand by the general public, particularly international seasonal workers. Additionally, this service would • be critical to meeting attendees needing either production or communications services. Whether or not this facility is part of a second floor expansion of the Library, as some propose, it needs workstations and terminals where people can connect back home via email or download data from the office. Another "community" dimension worth mentioning would be a bank of offices for several key non-profit organizations in the valley. Somewhat like a business suites concept, these offices would provide common central services like telephone and copiers and shared facilities like conference rooms and lobbies. This idea would draw staff and volunteers back into Vail for the multitude of meetings that non-profits seem to specialize in. Perhaps the Vail Valley Foundation, the Gore Range Natural Science School, The Youth Foundation, the Steadman-Hawkins Foundation and others could be drawn to this attractive, affordable complex. These offices might be adjacent to the "business center" mentioned above. HOUSING Housing for employees as well as for sale condominiums seems to make sense from several perspectives. The critical community-building aspects are almost as important as the financial support the condos will generate that 36 keep the necessary property tax increase as low as possible. Housing for • new employees generated by The Vail Center will be required somewhere, either on this site or elsewhere. PUBLIC SITE AMENITIES This listing of spaces includes several, like the more commercial activities mentioned above, that help to create the community atmosphere; that campus feeling tied to nature. PUBLIC SITE AINIENi i I CS ¦ Public Plaza`& Gardens ¦ Casual IZ'eadinb Rooms ¦ Lounges.::; ¦ 0utdoor_Rooifi ¦ The Vail-Center Rotunda • One idea that emerged during the concept planning process is the "rotunda" that would serve as entryway or gateway to the whole Vail experience. It's not a classic "information center" with brochures everywhere, but an open, circular room that welcomes visitors and guests with a sense of what the community is all about. We envision a series of digital image frames around the room with photographs changing by the season, day, hour or minute depicting some aspect of our community. It's not a typical slide show with music, but rather a silent view of wildlife, alpine flowers, sports, people and other subjects that convey the essence of what we're about. The idea would be to entice people to seek further about the "Vail experience". From this rotunda, wide corridors would lead people to the other spaces throughout The Vail Center. Another important aspect to creating community will be the several small lobbies proposed to be spread around the campus. Think of these spaces as conversation pits, informal places where people can just sit and talk. The feeling might be akin to the Sonnenalp's Bavaria Haus lobby. Lastly, parking must be mentioned. Activity created by The Vail Center will generate new parking demands that must be met. Potentially (900) new • spaces may be needed. Additional parking studies are needed to verify new demands. Part of this financial burden will be offset by the sale of deeded 37 parking spaces. The success of this strategy in funding for Vilar Center in • Beaver Creek must be duplicated. TECHNOLOGY It almost goes without saying that technology will be a critical element of The Vail Center's success. The Technology Team (see list in Appendix) that consulted during the concept planning process concluded early on that our approach with technology would be "means" oriented rather than as an "end" in itself. That is to say that rather than approach technology as something to be learned at The Vail Center, we should leave that to the many fine organizations and schools that focus on technology training. Our role should be to provide access to technology to the various users such that digital information can be received and transmitted throughout the world as needed. Technology outlets should everywhere, just like electricity outlets. And while it's impossible to know where technology capability is going even in the near term, the best strategy is to provide conduit with room to • pull whatever cabling is most appropriate at various points in the future. The following chart outlines just some of the key components to the technology system The Vail Center will need. For a more detailed description, see the Technology Team Preliminary Report in the Appendix. Will U_11_~- wli i se, 71, ,n ~t A .yam °:a 5, IV P IS F. t U et, m, ;a 4 em", S" ntr k`bonq ..::.s,:•.: b S ' A~ Rio y........•• a~. . \ v ~N4 "I nq, 38 • C. ARCHITECTURAL CONSIDERATIONS The schematic included in the Appendix helps give the overall scope and scale of The Vail Center. But what kind of place do we really want ? What feelings do we want it to evoke ? So much can be communicated in the design and architecture itself. The following thoughts have been collected along the way and are passed on as points of reference rather than hard recommendations. ¦ Build-in visual connections versus separation ¦ Create ambiance conducive to conversation ¦ Make it warm and comfortable, soft and inviting ¦ Don't let it become utilitarian or hard-edged ¦ Design it more like a home than a school ¦ Make it a place to linger ¦ Use sustainable building practices As one point of reference, many people feel the Vail Library embodies many of these qualities and characteristics. The following chart outlines some of the qualities and characteristics the concept planners would like to see in the final architectural plan. u..•= • .rvr. ZL7 x ~hn ..3 s , ~i ~ "w,r:.~'a ' ywq + 7 q •:~:;,<•:w°'",y;se as F J, se a ow. 4n, ~y ',Z 4 a, ,"&0 c-,gtc , r31~Cip ` is `F.•..'• Z WiQw r.. . A 's.~o'x„r<s;~..,,,... r r.p , w a X,"9 .i,..i.k.,... nx '..:'3x_; i`. 'i':i 'i~.,, l'•"i:."::~ij?" r. ••a'"•.:; • •.v'. i4p::j r=i Z•:a. ~^:=,:._'•..v' t:;w.. ..•~..~:'::iD.:,~~' .t :.:.w.Ya~o"', v: 1; •.s 'r mss": y•=,*.."3 ~.".r,:= n, Hre 39 STRATEGIC APPROACH The first, and perhaps the most important, aspect of our strategic approach is the concept formation phase which has been described extensively already. The key element is the full establishment of a learning economy emanating. from an integrated campus at The Vail Center. It's important to keep in mind that the "centers" strategy that is intended to build the learning economy has only just begun with this work. The (5) centers recommended here may be augmented by other ideas where passion and interest exist. Probably ten years from now only half of what we've started with will still be in existence. Those that fall away will be replaced by other focal points. This concept formation process is analogous to what consumer goods and services executives call "product development", and in the marketing world, it's far more important than sales or advertising. The product, or in our case, the experience, is king. • So, our overall strategic approach is made-up of the following key elements... »S t TEf~ 'A p CH, • nth atd enter -Zelationshp P~iarlceting.' { iti°Wal Sugigort Communrca lops ' ~undmg~Su po3E - ~v~ m4 yf7a'~r A y_ A. RELATIONSHIP MARKETING Relationship marketing is not a new concept, but when combined with some of the learning centers can represent a unique way to think about the resort guest. The basic approach is to keep guests connected to Vail through a series of program elements over time. Many colleges and institutes are now 40 using an approach called "intensives" where people commit to a program or • course over six to twelve months. They visit the school 3-4 times for 3-5 days for intensive face-to-face work with professors and classmates. In between these intensives, their work continues with readings, tele- conferences, on-line communications, written work, etc. The response to this approach has been very positive with people who want to continue their learning, but at a pace that suits their diverse lives. We can use the same strategy, even directing to some extent intensives during our shoulder seasons. An example of how this will work is with some programs in the planning right now within the Center for Health & Wellness. Dr. Robert Gleser and his colleagues are planning an "executive physicals" program that will bring people here every several months for an intensive weekend of health and wellness activities. The program starts with an assessment of a person's physical health and over the coming months brings a person back to The Vail Center to address diet and nutrition, exercise, spiritual awareness and other health related components. In the intervening months between intensives, a guest will be in contact with a Health & Wellness staff member by phone or email to answer questions, help that person to keep their • commitment and to keep the connection alive. Basically, to build the relationship. The Center for Leadership is also well suited to this kind of programming, as others may be. The approach is built on the growing use of what are called "distance learning systems" that use technology to keep the connection alive. Most educational experts admit that the deepest learning presumes regular face-to-face interaction with professors and teachers. With the technology systems planned for The Vail Center, we will be able to stay connected between those regular visits to the Vail Valley. This is relationship marketing that allows us to promote Vail as an "experience" versus a just place. • A Community Crossroads Where Learning, Recreation & Culture Meet 41 B. POLITICAL SUPPORT To build political support for this project, we must do at least the following... ate:.:... ~Klxl V5, a3 c C. FUNDING SUPPORT • Given that this phase of the planning was to be primarily focused on the concept, a full funding plan will be developed by January 2001. However, we already know that a combination of public and private funding mechanisms will be needed. The following list simply highlights the major strategic moves identified at this point. r:s sal e Y,Q parking' , .'N•:as§is D614-y'," aib` \ "i~.• fed ris, un t ' . F e.-orate "pons , 0, Maw& 42 A COMMUNICATIONS The communications challenge of this project is considerable and absolutely critical to success. The complexity of The Vail Center will require clear, simple and relevant messages tailored to each of the various audiences. To accomplish this, we'll call upon our Message Team to use a variety of communications tools and channels. A three-phased campaign will be created under the general banners of "Discover", "Understand" and "Support" that will build awareness toward the November 2001 vote. The positioning messages of this campaign will include... y cc~m~ ~urii~ty cro oad. t x • ~atherin~ place ~_,-~o Th~a`t hui;lds ou nom c~'•~ ~ nriches:our- liw "ht'S unc nve Rio • lta egrales-`learning, recce-anon-and ac.~ I. ur° ¢ s r" (tticiali it's ottr campus tirangl' M.: 10 i,?tl Lastly, as part of the communications campaign, the Institute will continue to use "dialogue" as a unique form of communication to build support for the project. Dialogue is a powerful tool that promotes "respectful conversation" with a goal of helping people build a common understanding of what this project can mean for our community. i A Community Crossroads Where Learning, Recreation & Culture Meet 43 3 7. FINANCING A. CAPITAL B. OPERATING C. FISCAL IMPACT Note: This section of the Concept Paper will be provided at a later date. • A Community Crossroads Where Learning, Recreation & Culture Meet 44 1X_ • GOVERNANCE STRUCTURE The overall approach to governance will continue to evolve in the operational planning phase, but following a core principle we will try to create an integrated structure versus a series of fiefdoms. The following chart represents the key elements at this point. For more details, see the organizational chart in the Appendix ORGAN[ZATIONAI _APPROACH ¦ Town of Vail ¦ -Tile Renaissance Foundation ¦ Citizens _for°a'Community • Renaissance (501 e-4) A. TOWN OF VAIL OWNERSHIP Keeping in mind that this is Town-owned land, the governance approach needs to recognize this, while creating entities that can partner with the Town in areas where the government cannot, or aren't inclined to, operate. Those facilities that are funded by public debt, must be owned by the Town, although they don't of necessity needed to be operated by the government. The Town's primary measure of control of those facilities not owned by them will be the deed restrictions, or covenants, on the land. These covenants will cover authorized uses on the site, but they will also provide the necessary guarantees to access by community groups. The details of these "rules" will be drafted in the operational planning phase. B. THE RENAISSANCE FOUNDATION • This entity is a new community foundation, tentatively called The Renaissance Foundation. It will be a charitable organization, eligible to receive tax deductible contributions under the IRS Code Section 501 c-3. 45 This is the entity that will be responsible for raising much of the private donor support, so critical to the funding scheme. They will presumably own the facilities built with private money, i.e., the educational and cultural spaces. The Renaissance Foundation also represents a new independent coalition, separate from the town government, that will pull together the many diverse constituencies needed to bring this project to fruition. In terms of roles and responsibilities, The Renaissance Foundation may or may not be the operator of The Vail Center. It could be a separate entity that specializes in running these kinds of civic centers; it could be the Vail Valley Tourism & Convention Bureau (VVTCB). That remains to be seen. Once the organization is formed and a board is established, various issues of this ilk can be more fully addressed. For example, how will the various "centers" interrelate ? Should they be independent entities or subsidiaries of The Renaissance Foundation ? What about phasing and expansion ? Should some of these spaces be phased to reduce the initial costs ? Should larger performing arts spaces be contemplated in future phases when demand has • built ? It is simply too early to answer these types of questions. C. CITIZENS FOR A COMMUNITY RENAISSANCE 501 C-4 This organization will have a temporary life primarily designed to fund and execute the political campaign necessary to win a public vote in November 2001. It will be funded by small contributions from individuals and businesses that support the project. It will be formed in early 2001, sometime around the formation of the ballot language with the Vail Town Council. A Community Crossroads • Where Learning, Recreation & Culture Meet 46 NEXT STEPS The following outline provides the major action steps that need to occur over the next (11) months. reat= ©n'd'f he "Renassa ce`Founfdati on s Q erna.l P _anning " ¦ chin ctural ens ri¦ nci!i,m Ply M B all of lh- - ¦ . P , lri`t i,c~a , As has been stated earlier, we re in an evolving process. Many questions can only be resolved as we continue to move forward. The key to this process will be fostering a healthy, respectful dialogue among the various parties. It must become even more inclusive and comprehensive. For example, we would propose a series of public dialogues with the Vail Town Council and the core planning team to take place throughout December and early January. And while some would say the planning process must end now, another approach recognizes that we don't have all the answers to this puzzle. We must continue to research other facilties. We must interview more users and neighbors. We must remain open to new programmatic passions and ideas. The hardest work is just beginning. In the final analysis, if we create something really special, the money will be there, because money follows passion ! "The greatest risk is not taking one " 47 APPENDIX 1. TOV Purpose, Vision & Mission Statement 2. Space Charts & Site Plan 3. Planning Team Reports a. Center for Leadership - Preliminary Overview; by Caroline Fisher, Ph.D. b. Technology Team - Paul Kuzniar & John Uhley c. Center for Mountain Stewardship - Kim Langmaid & Terry Minger d. Center for Health & Wellness Report - Montine Hansl e. Report from meeting of Center for Family Recreation; November 10, 2000 f. Email from Diane Johnson on youth spaces 11-15- 2000 4. Research Findings a. Meeting Planning Focus Group Report - Chris Cares, Robin Litt and John Garth b. The Banff Center - Annual Report 5. People & Organizations Involved • a. Planning Teams b. Individuals Interviewed 6. Bibliography of Resources a. ERA Market Feasibility Analysis b. Learning as a Way of Being - Peter Vaill c. The Great Good Place - Ray Oldenberg d. "Online U. - How Entrepreneurs and Academics are Breaking Down the Walls" - New York Times; November 19, 2000 e. The Different Drum - Dr. M. Scott Peck, MD f. A World Waiting to be Born - Dr. M. Scott Peck, MD g. Planning for People in Museums h. Building Community - John W. Gardner 7. Materials Produced or Referenced a. Article from Vail Daily; July 8, 2000 b. Memorandum - Marshall Turley; October 30' 2000 c. The Vail Center Fact Sheet d. Vail Tomorrow Goal Statements e. Press Release - December 12, 2000 f. Natural Principles of Community Building - White River 40 Institute 48 J . TOWN OF VAIL PURPOSE & VISION PURPOSE: WE WILL GUIDE THE TOWN OF VAIL INTO THE FUTURE BY PROVIDING VISION, LEADERSHIP AND STEWARDSHIP. VISION: TO BE THE PREMIER MOUNTAIN RESORT COMMUNITY. MISSION: WE WILL PROVIDE THE CITIZENS OF VAIL AND OUR GUESTS WITH A SUPERIOR LEVEL OF ENVIRONMENTALLY SENSITIVE SERVICES AND AN ABUNDANCE OF RECREATIONAL, EDUCATIONAL AND CULTURAL OPPORTUNITIES. VALUES: RESPECT TRUSTWORTHINESS INTEGRITY VISION ENVIRONMENTAL ETHICS TEAMWORK APPROACH: PARTICIPATIVE LEADERSHIP SHARED RESPONSIBILITY ALIGNED ON PURPOSE HIGH COMMUNICATION • FUTURE-F000SED TASK ORIENTED CREATIVE TALENTS RAPID RESPONSE L THE VAIL CENTER - SUMMARY SPACE ALLOCATIONS 12/18/00 HIGHER LOWER • LEARNING & MEETING CONFERENCE SPACE 47000 32000 LEARNING CENTER 47850 39000 SUB-TOTAL LEARNING & MEETING 94850 71000 RECREATION 59500 47900 CULTURE & COMMUNITY AKio 23000 10000 RETAIL 19000 14000 OFFICES 22100 17600 HOUSING 72000 72000 SUB-TOTAL CULTURE & COMMUNITY 136100 113600 SITE AMENITIES PARKING 180000 180000 INTERIOR PUBLIC SPACES 21728 16900 EXTERIOR PUBLIC SPACES 70500 55500 CIRCULATION & MECHANICAL 84402 72735 SUB-TOTAL SITE AMENITIES 356629 325135 TOTAL SQUARE FOOTAGE BY SCENARIO 647079 557635 LEARNING & MEETING - 1 33% 94850 71000 31% RECREATION-2 20% 59500 47900 21% CULTURE & COMMUNITY-THEATER-AUDITORIUM 8% 23000 10000 454 CULTURE & COMMUNITY - OTHER SPACES 39% 113100 103600 45% SUB-TOTAL BEFORE SITE AMENITIES 290450 232500 SITE AMENITIES - 4 356629 325135 TOTAL 647079 557635 Space Allocations - Lower 45% 31% 21% ®1 ¦2 O3 04 a THE VAIL CENTER PRELIMINARY SPACE NEEDS 12/18/00 .im. RAB LE . R ECOM MENLaE:: RECOMM ENDED:. WXX: ::::::::::::::.....NE M1;1~TtNG O F EREN.:. TOWN HALL CONFERENCES WARM 30000 20000 PERFORMANCES STAGE AND BALCONY PRE-FUNCTION RECEPTIONS WELCOMING 12000 8000 FACILITY MANAGEMENT ADMINISTRATIVE BUSINESS-LIKE 5000 4000 OTAL CONFERENCE' SPACE 470.OO:f 32000 ARNINIG CENTER BREAKOUT I MEETING INTERACTIVE 7500 6000 BREAKOUT 2 INTERACTIVE 7500 6000 BREAKOUT 3 INTERACTIVE 3000 2000 PLANNING ROOM PLANNING WHITE BOARDS 1500 1200 SOFT WALLS SEMINAR/DIALOGUE ROOM 1 CONFER INTERACTIVE 2500 2500 SEMINAR/DIALOGUE ROOM 2 CIRCULAR OR 2500 2500 HEXAGONAL CLASSROOM 1 CONFER INTERACTIVE 1000 1000 CLASSROOM 2 1000 1000 BOARDROOM 1 MEETING PROFESSIONAL 500 500 BOARDROOM 2 400 400 READING ROOM/LOUNGE 1 STUDY READING, WRITING 1200 1000 RESEARCH QUIET READING ROOM/LOUNGE 2 600 500 LEARNING STUDIO RESEARCH TECHNOLOGICAL 3500 3000 INTERACTION GIS (GEOG. INFO SYSTEM) 600 500 HEALTFI &,;W.EI INESS,SPACES (DEDICATED)' RECEPTION/LOBBY H&W CHECK-IN WELCOMING 700 700 EXAM ROOM (5) TESTING DIAGNOSTIC 1800 1500 EKG 500 500 LABORTORY TESTING RESEARCH 500 400 DEMONSTRATION KITCHEN DISPLAY INTERACTIVE 1250 1000 • MEDICAL OFFICES (4) ADMINISTRATIVE BUSINESS-LIKE 1250 1000 PROVIDERS (2) 400 300 DESIRARI REGOMMNDE RECOMMgNIJE[~; FEATURES (@ HIGH LOVIr SPACE PRIORIT FUNCTIpN EXOEMIENCE RANGE RANGE MASSAGE ROOMS (?a MEDITATIVE 450 300 SHOWER/LOCKER ROOM CHANGING ROOM 400 250 QUIET ROOM SITTING REFLECTIVE 600 500 STORAGE 400 250 NURSES STATION MEDICAL ADMINISTRATIVE 300 200 FITNESS CENTER GYMNASTICS ATHLETIC 6000 4000 DANCE/MARTIAL ARTS EXERCISE SHOWERS, STORAG CLUB-LIKE SUB-TOTAL HEALTH & WELLNESS ONLY . SU9-TOTAL ALL LEARNING " a~a50 3900 SUB-TOTAL LEARNING & MEETING 94850:. Z;1000i RECREATION...... . • INDOOR ICE HOCKEY, SKATING PRACTICE 30000 26400 EXHIBITIONS COMP= a a i tON YOUTH CENTER HANGOUT WELCOMING 4000 3000 INDOOR PLAYGO. FUN 3000 1500 CLIMBING WALL ADVENTURE 2500 2000 30 FOOT VERTICAL ICE WALL SKATEPARK EXERCISE FUN 20000 15000 SUB~1 OTAL. RECREATION 59500.....: a00, CU~.T`U:&'COMMUMTY AUDITORIUM (250300) FILM, LECTURE, ET LISTENING 8000 10000 WITH STAGE & FLY PROFESSIONAL SMALL CONCERTS THEATER IMAX FILM EXCITING 10000 GALLERY ART DISPLAY ARTISTIC 5000 SUB-TOTAL ARTS. 23000 ;.1.0000;: • RETAIL r': ANCILLARY RETAIL BOOKSTORE SOCIAL 3000 2000 DESIRABLE' RECOMMENDE RECOMMENDED::. FGATURES & HIGH L01N17 5pACE PRIORIC UNCTIQN EXPER19NCE RANGE RANGE GALLERY INTELLECTUAL 5000 4000 OBSERVATION, SAL ARTISTIC 3000 2000 RESTAURANTS (2) SOCIAL 8000 6000 DINNER THEATER ? Sue~toTnL RETA1t 19000 1'404: ~Q R..:..;r::Y:::iii >>''t: 5>is ."i i3 " ii? ...sisi ICES NON-PROFITS ADMINISTRATIVE BUSINESS-LIKE 12000 10000 CONFERENCE ROOM 1 MEETING PROFESSIONAL 400 400 CONFERENCE ROOM 2 200 200 AV STUDIO RECORDING (TV) TECHNICAL 2000 1000 BUSINESS CENTER OFFICE BUSINESS-LIKE 6000 5000 COPYING, PRODUCT INCUBATOR COMPUTING TECHNOLOGY CENTRAL COMPUTER CORE FUNCTIONAL 1500 1000 TELECOMMUNICATIONS DISTANCE LEARNING S UBToTAL > :22: Su sr. OTAL RETAIL & OFF1 ES a 11 Ho.uSUNG;: • APARTMENTS (@ 1000 SQ.FT) FULL-TIME LIVING HOME 12000 12000 12 FOR SALE CONDOS PART-TIME LIVING 2ND HOME 60000 60000 sUBTOTAL'HOUSING 72000 720.00 SUBTOTAL CULTURE &COMMUNITY 136100: 13.6... PARKING SPACES (@ 200 SQ.FT) PARKING SKI STORAGE 154000 154000 770 PARKING FOR PRIVATE DEVELOPMENT 26000 26000 130 SUB-TOT 1.80000>a1,80000 'oTHWt INTERIACt PUBLIC SPACES MAIN LOBBY OBSERVATION VAIL'S FRONT DOOR 6000 5000 CONVERSATION ROTUNDA-LIKE PEOPLE CONNECTIONS . WATER FEATURE SMALL LOBBIES (5) CONVERSATION CONNECTIONS 1500 1250 DESIRABLE ReCOMMENPEi R>wCOMMGNI~[i; FEATURES & HIGH 1 LbWLM SPACE P[t~tlw1 FUNC ION EXPERIENCE RANGE RANGE:... KITCHENS (10% OF MEETING SPACE) FOOD PREP FUNCTIONAL 9485 7100 STORAGE ROOMS & CLOSETS (5%) STORAGE FUNCTIONAL 4743 3550 SUB+TQ LAL, OTHER INTERIOR: PUBLIC. SPACE$ z 1728 (GOO OTHER EXTERIOR PU9LIC $PACES: OUTDOOR ICE SKATING FESTIVE, FAMILIES 10000 7500 GARDENS SOCIAL CONTEMPLATIVE 5000 4000 OUTDOOR ROOM MEETING FRESH AIR 5000 4000 SOCIAL COVERED DROP-OFF ARRIVAL WELCOMING 1500 1000 E. LIONSHEAD CIRCLE AUTO TRAFFIC 0 0 PLAZA FOOT TRAFFIC LANDSCAPED 45000 35000 LOADING DOCKS FREIGHT FUNCTIONAL 4000 4000 UNIQUE ACCESS • SUB TOTAL OTHRR EXTERIOR,PUBLICiSPACES 70500 X55500. TOTAL $Qt1ARE FOOTAGE BY SCENARIO ' ' 562678:.;:.;::;:.:>:' 484900 CIULATION RC & MECHANICAL 15% 84402 72735; LO1AL SQUARE FOOTAGE;: 647079. 557635; • . , enrol SwS~ - _ yc Em'iem(m th Library Lio,'shcad t Jn kValet heAtn(C' `-s Ska(inE R,nk '(~TT~''~~ ~ ( t rPt Gc "WI l A(ero P:mtih "t A IM (It4 t j pill„n GQ 1,. ~ . G ? ~ t ~ 7 ~ Skatt Palk t f "It to,• .•v Sh'All Fi:en(Ccnte( Ccatc~~}~ , ~C"", k,n F 1'.n Awl- tAV Ro~ - - _ - - Site Plait 7n,I-MW 71) _ echeme • The Vail Center CENTER FOR LEADERSHIP Vail, Colorado Preliminary Overview November 2000 ABOUT "LEADERSHIP..." Rapid change - driven by globalization, down-sizing, mergers, technology, employee shortages, increased competition, fierce customer expectations, and more - is entirely transforming our corporations, our governments, our organizations and our communities, and the people within them. With this transformation has come new demands and new requirements for success - impacting individuals at every level of our global society, in every role. In this world of rapid change, individuals are being called to "lead" in entirely new ways - not only within their organizations but in every aspect of their lives. Suddenly the role of "leadership" is not reserved solely for those at the top of a major corporation or for • those elected to official public posts, but for every individual - regardless of title, level or role. Even the definition of "leadership" has changed - from something that occurs "top down," to a dynamic interaction that can displayed "upward," "outward," and even from the inside out. This new world in which we live requires skills and competencies that were considered "less than essential" in years gone by - including vision, personal passion, self- leadership, self-awareness, ability to cope with ambiguity and uncertainty, ability to create effective relationship, collaboration, values orientation, personal responsibility, commitment and far more. Much of today's criteria for leadership success lies in the stuff we considered "soft" not so very long ago. THE BOOM OF THE "LEADERSHIP" INDUSTRY With vastly new leadership demands falling upon corporations, governments, organizations and communities an entire industry has boomed... the industry of "leadership." While "leadership development" has existed for decades (training, mentoring, executive coaching, etc.), the industry is far more encompassing today and includes not just "developmental" aspects, but also exploration of the "essence" of leadership in today's world, personal growth, community building, consultation, research, think tanks, and more. The industry of "leadership" has sky rocketed in growth around the worldwide in the last five years. • In this new world, the even the developmental aspects of the "leadership" industry have moved from a focus on strictly corporate managers to including front-lines employees, • parents, children, teachers, clergy, athletes, physicians, environmentalists, elected officials, board members, and more. Individuals in every sector, role and age group are recognizing that a personal ability to lead will result in higher levels of effectiveness regardless of their goal, path or niche. As well, our leadership development approaches have moved from a focus on management skills to a focus on interpersonal effectiveness, communication competency, creativity, and personal integrity, to name a few. The content of leadership development programs has moved far beyond class-room training and business know-how to multi- disciplinary learning experiences, outdoor challenges, self-generated learning, personal growth, etc. VAIL'S OPPORTUNITY Vail, Colorado has an enormous opportunity in this growing global interest of leadership and the development of effective leaders throughout society. Vail's package of outdoor environment, family appeal, world-class reputation and destination amenities provides an ideal locale for today's leadership development, programs, research and exploration. Whether appealing to top corporate leaders, non-profit managers, elected officials, athletes, clergy or youth, Vail.will attract both program participants as well as world class presenters to offer a rich and diversified approach to creating high caliber leaders. Clearly, the economic opportunities associated with such an amenity are vast - drawing • individuals and groups year-round from around the globe. Vail has long been known as a "cutting edge" resort - where the newest of on-mountain technologies are discovered and implemented. As Vail seeks to expand its economy, continue development of non-winter appeal, and broaden its offerings, it has the opportunity to also be known as "cutting edge" in the realm of leadership development technologies, experiences and methods. While the benefits for the Vail economy are obvious, another vital aspect of this concept concerns development of leaders right here in our community. Whether in our local businesses, schools, churches or government organizations, we have the opportunity to raise the bar on our Valley's leadership competency and potentially our ability to better address our mutual valley-wide challenges, create healthier work environments and successfully transition into a strong future. THE CONCEPT Definition of the Vail Center for Leadership concept has only just begun. Dialogue is currently underway with community leaders, leadership development professionals, individuals in the community who are seeking leadership development experiences, and leadership experts around the country. The goal of these discussions is to fully define the unique niche Vail can play in the leadership industry. • The Vail Center for Leadership will be housed within the Vail Center as one of the many • centers proposed for this facility (other centers include the Center for Health and Wellness, Center for Mt. Stewardship, Center for Family Recreation, Center for the Arts, etc.) The wide range of resources and experiences provided by these centers directly benefits the current multi-disciplinary trend in leadership development. By drawing off of the programs offered in each of these centers, leadership programs can be designed that take a multi-disciplinary and wholistic approach - focusing on body, mind and spirit simultaneously. POTENTIAL AVENUES Many dynamic ideas for the Vail Center for Leadership have been generated in discussion held to date. Some of these include: • Create a "learning laboratory" through a partnership between the Vail community and the Vail Leadership Center. The center can become an applied learning environment through which local leaders and members of the community explore new frontiers in leadership development, dialogue, coalition building, visioning, cross-sector partnerships, team development, etc. The potential is Vail's obtaining a status as a cutting edge, "learning" community - where the most current in leadership development technologies are discovered and developed in real-time community improvement. • One focus of the Center for Leadership might be the concept of "community • effectiveness." This arena is inseparable from leadership effectiveness - and, like leadership development, is a booming new area of interest for populations around the globe. • Create a University at Vail concept - perhaps in partnership with business schools around the country (or a single selected business school) where students can receive graduate level credits for participating in our leadership programs. • Create innovative youth leadership programs that are implemented in conjunction with local schools. • Relationships can be cultivate with renowned business schools (i.e., Stanford, Harvard, etc.) and/or globally recognized leadership experts (i.e., Covey, Kotter, Bennis, Senge, Block, Center for Creative Leadership, etc.) for program and curriculum development. • In service of a multi-disciplinary approach to leadership development, professional athletes, historians, authors, politicians, etc. can be included as speakers in the curriculum and program design. • Follow-up programs can be designed to create "life partnerships" with leadership program participants - thus further deepening relationships with Vail guests. This will attract leadership program participants and their families back to Vail time and again. • Design programs specifically for individuals at different points on the leadership development path, including front lines leaders, leading from the middle, development of lifelong legacy at the CEO level, etc. • Design programs specifically for "life transitions" - helping people better manage and lead themselves/others through transitional periods in their organizations and in • their lives. • Create a casual, comfortable physical space within the center where leaders can gather to share conversation, professional challenges and life experiences. • Implement a leadership study group (book group; video study; discussion group) for members of the community - to support ongoing peer learning and development. KEY ASSUMPTIONS • Many of Vail's part-time residents are heavily involved in the corporate, government and not-for-profit worlds. Many of these individuals are on a continuous leadership development path, regardless of the success, status or level they have already attained. Having leadership development opportunities in their part-time community could appealing. As well, these individuals provide a connection to many populations of people who are also seeking to develop their leadership competencies. • The development of a Center for Leadership will further expand Vail's overall experiential opportunities... where Vail is not just a "place you go" but a place you go to experience significant life-learning events - in many realms of your life. • Individuals often form an emotional attachment to a place where they have learned something significant or where they have had an important learning breakthrough (i.e., university campuses). There is the opportunity to deepen the attachment people already have with Vail by creating powerful, breakthrough development experiences • for them. • Vail's reputation as an outstanding resort and setting will enhance our ability to attract speakers, curriculum sponsors and participants. NEXT STEPS • Continue dialogue and exploration of the potential Center opportunities with community members, local leaders, national leaders, and leadership development experts (December 2000 - January 2001). • Refine the input received into a formal proposal to be taken out to the community and business environments for input (February 2001). • Design a Vail Center for Leadership business plan (short and long term) to coincide with business planning for the Vail Center (February 2001). • Technology Team Preliminary Report to the Vail Renaissance Center Written principally by John Uhley with contributions/edits by the Technology Team. "What Success Will Depend On" - John Uhley Having attended a number of different hub site meetings as well as a few informal discussions over lunch, I've not been shy about what I believe to be some of my major issues and concerns about a hub site project and its ability to be successful. While my concerns are in a sense limited to my personal experience, and will likely not address other very valid points of view that others are working on, I think it important for me to try and summarize them here as they tend to drive specific suggestions. • If others are able to generate the significant funding and support to "build" the site, the site must have a plan for keeping its own doors open. If, once built, the "break even" number to keep the doors open is $1 M/year (an arbitrary number) then whatever is built into the hub must be capable of generating this revenue independently of any startup capital used to create the site. Building a luxury aircraft with a swimming pool and hot tub might sound wonderful for those who would like to swim and soak while flying, but if the weight of the water makes the cost of fuel so high that it prevents the aircraft from ever getting off the ground for regular flights, the idea is flawed. We must have a reasonable level of • certainty that the hub technology will be self sufficient once created in order for it to be a success. • Technology that we guess at today may not be the technology of five years from now. Any suggestions we make should keep this in mind and make every effort to try and second guess what might be required to make future technology transition "easy" and "low cost". Our guesses might have very significant impact on other phases and design issues of the hub site project. For example, if we believe that computers a few years from now will communicate using some type of universal wireless technology (WAP, Bluetooth, or a new technology standard not yet visible on the horizon), and if we believe it would be useful for this network to be available from anywhere in the building, it will be critical that the designers of the building not use wire mesh in the walls or massive steel between floors as such construction methods will very likely block RF signals and prevent inter-device communication when not line-of-site. Other critical issues and examples of design include our potential lack of clear vision as to what physical connections might be desired in the future - perhaps the category 5 ethernet cable of today is something we will want to replace 3-5 years from now with fiber or some other grade connector. Design of the building should include raceways or conduits with lots of extra room to allow us to pull "whatever" media is desired tomorrow without having to tear open walls or cut big holes in ceilings or floors. These types of suggestions, made early on in a project, can save major dollars • years in the future. Technology Team Report 11115100 1 Technology Center Questions - Paul Kuzniar • 1. Should we recommend a Technology Center on equal footing with other proposed centers, like the Wellness Center, Leadership Center, Community Arts Center, Mountain Stewardship Center? And if we do recommend a Tech Center, what would it be? 2. What hardware, software, telecom we should recommend to the Learning Center? That is, what digital infrastructure should be built into the Learning Center building, whatever that building may turn out to be..." Answer to Question #1 from John Uhley et al My feelings about question #1 is "No!" Technology is an enabling tool - a means to an end. When you walk into a building today you expect to have heat, running hot and cold water, and electricity. However, you usually walk into a building because of something else that is happening in that building. If it's a restaurant you're there to eat, a lodge you're there to sleep, a ski shop you're there to buy or rent skis, boots, cloths, etc. The basic "technology" of the building isn't the big attraction, just an expected amenity. I think that the technology portion of the hub site is absolute critical to ALL of the other proposed centers listed (and a few which probably have not been listed or thought of yet). But as a stand-alone center unto itself, I do not believe that we would have a true "draw." Following the analogies in the previous paragraph, we could put the coolest lights into our new building, but that alone will not draw enough visitors (nor sustaining revenue) no • matter how cool our lights are. However, if our cool lights work amazingly well to show off some type of art, and we are able to interest a community of world famous artists to rotate their latest-greatest creations through our "well lit gallery," and induce them to give lectures about their art and its meaning, we might well generate a steady stream of visitors and, potentially, revenue. Likewise, having really high speed internet and rooms wired with this service and filled with really fast computers isn't unto itself going to generate significant sustaining revenue and visitors. However, having this in place, we could attract groups of lawyers, doctors, high tech gurus, and Wall Streeters for continuing education; say, 3-day, or week-long, or month-long seminars or classes. The attraction is double-barreled: world-class learning in a world-class venue like Vail. (This is, in effect, what Marine Biological Labs does in Woods Hole; they rent lab space to folks all summer long right on beautiful Cape Cod. Thus, the technology we build into the hub site, and our ability to make it easy to add future technologies not yet visible on the horizon, is critical to the success of all the centers in the hub site. By installing leading edge technology in the hub site we will make the actual centers which live at the hub site much more marketable to the rest of the world. Our challenge is to try and identify current and future technologies which will help to enhance the other centers needs while trying to keep the up-front and sustaining costs of these technologies to a manageable amount. • Technology Team Report 11115100 2 • Technology Recommendations -John Uhley et al Looking at today's "standards" and the things I (JU) deal with on a daily basis, I'd say that the list below includes many of the items which I consider useful or important from a basic "plant" point of view. For example, if we were building a kitchen instead of a hub site, these are items I'd like to be sure were present: hot and cold water "inbound" pipes, drains, space for `fridge, freezer, etc. • Centralized wiring closet or closets and "machine room" with air conditioning and power regulation. They should include sufficient Uninterruptable Power Supply (UPS) & auto-cutover gas or diesel engine to keep at least this room "alive" in case of blackout. Ideally, the UPS would keep the entire building going. We suffer brown & blackouts and if we are to use the hub site for third parties (giving lectures, classes, etc) and promote it as a "world class" location, we will have a lot of mud on our faces if the power goes out and shuts down whatever is going on. • Relay racks within this room to house any "fixed" computer server systems, telecommunication gear, PBX/Switch, Video teleconference controllers, Audio Systems, etc. • RJ45 patch panels tied into high grade data wiring (Category 5 by today's • standards) to run via conduits to all major rooms. Fiber drops to all secondary closets. Coax drops for video signals to appropriate patch panels. RJ11 patch panels for telephone jacks. Spare 110 punch blocks as well. • Conduits for home runs from this central location to each room and/or secondary interconnection closets. • Significantly sized backbone pipe for entrance into building - building needs fiber pulled into it when it is built (12+ strands). Assume fiber OC-3 entrance facility to begin with (1DS3 backbone; MUX'ed DS-1's for telephone system and 200 pair count copper from VAIL CO). • Drop shaft from roof for possible satellite dishes, etc. Easy access from roof to centralized closet and meeting spaces. Multiple drop shafts between floors. • All ceilings should be tiles for same-floor future pulls of wires, etc. Ideally there should be trays run in the ceilings to keep this clean. • Possible need/use of RF in building - generating possible constraints on construction (eg: no wire mesh, avoid massive use of metal which might interfere with short-haul transmissions. • Panduit or similar runs inside walls down to wall jack locations in drywall • RJI I/RJ45/Coax wall jacks, color coded and labeled for ease of cross connects in phone/data closets. • Sufficient power jacks in all walls, floors, etc. • Technology Team Report 11115100 3 Assuming a great deal of the above is built into the physical wire and electrical plant for the building (e.g., we've got the plumbing and power for our new kitchen well defined), • we might start looking at what types of specific gear we want to plug into this plant (e.g., what appliances and toys we want in our kitchen). This is actually a fairly difficult thing to know for sure - after all, technology is changing so rapidly that a computer you buy today will be entirely obsolete tomorrow. However, some of the items one might consider today might include: • Telephone system. While we may not need an entirely "state of the art" system, it doesn't hurt to start there. For telecom, we should consult local experts like Keith Gwinn (Director of Telcom for Vail Resorts), Craig Regal (used to work Telcom for Vail Resorts and now runs R2 communcations), the central office techs and outside techs for Qwest, etc. • In-House Computers. Now this is a tricky one. Today one might say "just go out and buy" a bunch of computer systems (PC's, Mac's, etc). But then you have to run them. You also need to budget for someone to support them (as the last guest using the equipment damaged it and the next guest is going to want to it to work flawlessly. This can get very expensive, as now we're not only talking computer systems but are also talking significant staffing costs who have a high level of technical, and, people skills. Beware the hidden costs. • Teleconferencing systems. While I tend to feel these are highly overrated (distance learning is in its infancy), it might attract users and we'll need to • support. Today this means 3-ISDN lines per teleconference system. • Video systems. Everything from traditional slide projectors (which scientists heavily rely on), to overhead projection, to computer-screen overhead projectors built into the ceiling/walls. Basically major Audio Visual (AV) issues. This AV stuff must be fed to the building designers to the designers so they take lighting into consideration; nothing like an AV room that is so bright from overhead lighting or sky lights that you can never see the screen! • Computers, Appliances or Terminals? Beyond the in-house computer discussed above, se may need appliances (web only) which will greatly reduce the need for maintenance as they "cannot be messed with" by guests. Or we may need terminals (eg: X-terminals) which run off a centralized server and again "suffer less" from visitors being able to alter their settings or configurations. • Printers. Black and White. Color. Cost of materials. Cost of maintenance. • White Boards, chalk boards? Computerized white boards that print out (or save electronically) what you're doing. • Video, both "playing" and "recording". The "playing" goes along the lines of the AV infrastructure. The "recording" could be quite useful and important if • Technology Team Report 11115100 4 classes/seminars are given which have a wide audience. For example, it's • conceivable that all seminars which are given can be video-recorded and that class (or others) can see it at a later date. Or it could archived onto a MPEG movie which could be retrieved (or purchased) over the internet? Many answers here. Many more questions to be posed. Submitted on: November 14, 2000 Submitted to: John Horan-Kates, Chair, Vail Renaissance Center Submitted by: Technology Team: John Uhley, principal contributor Conor Horan-Kates Sue Boyd Debra Swain Mike Miller Paul Kuzniar • • Technology Team Report 11115100 5 CENTER FOR MOUNTAIN STEWARDSHIP • PROGRAM IDEAS FOR VAIL CENTER Kim Langmaid 11/18/00 Purpose of Center for Mountain Stewardship: Crossroads for education, celebration, and stewardship of America's mountains. "A movement on behalf of global mountain stewardship is emerging today on all continents, among a diversity of peoples, at all levels - grassroots to governmental. The movement is founded on the principal that mountain environments have, in the past, been taken for granted and are insufficiently understood for their unique contributions to human development and environmental well being. Stakeholders now believe that without more deliberate consideration of mountain areas as unique and distinct environmental cultural "zones," these areas risk serious degradation and marginalization. There is also a growing concern that damage to these subtle and fragile areas will be difficult to undo, and many hasten global environmental destabilization." The North American Mountain Agenda Terry Minger The Center for Mountain Stewardship addresses the need for education about mountain systems by creating synergy, dialogue, and conservation of mountain ecosystems. • Why Vail: There is no organization in the United States that recognizes the need for mountain stewardship and provides a gathering place for education and collaboration to address the issue. Vail is the perfect location for such a gathering place because of its mountain setting and access to the American community. The Vail Center is necessary to provide the educational and organizational infrastructure that supports such a gathering place. The following program ideas will create and sustain ongoing synergy and presence for mountains within the Vail Center: MOUNTAIN AGENDA CONFERENCE To catalyze action and cooperation among North American mountain stakeholders in support of sustainable mountain development and conservation of mountain ecosystems, communities, and cultures. Sanctioned by United Nations. THE MOUNTAIN JOURNEY Dynamic digital imaging within the Vail Center paralleled with interpretive tours to educate visitors about mountain ecosystems and peoples. Including dynamic concepts of ecology, geology, and meteorology, and sociology. 0 • MOUNTAIN LEARNING ADVENTURES Experiential learning expeditions for locals and visitors, youth and adults. Builds on the programming of GRNSS and includes natural history, ecology, field research, interpretation and conservation projects. PINNACLE PERSPECTIVES Ongoing series of dialogues and workshops with guest presenters and renowned mountain leaders. Potential for actual, online, and video conferencing. ALPINE LEADERSHIP PROGRAMS (A.L.P.) To establish national center for trainings and leadership in mountain rescue and avalanche awareness. Includes creation of 1St International Conference for Mountain Rescue and establishment of an Annual North American Award and ceremony for Mountain Rescue to recognize life-long achievement. FESTIVAL FOR MOUNTAIN CULTURE & STEWARDSHIP Annual celebration of mountain culture with performances and workshops from specific mountain cultures around the planet - Himalayan, Andean, and European to broaden awareness of human culture and mountain stewardship. THE MOUNTAIN MINUTES A syndicated weekly radio (NPR) or television announcement for education and awareness of • mountain systems. Similar to NPR's "90 second naturalist" program. MOUNTAIN GEOGRAPHY CENTER An interactive Geographic Information System and Center for both local and global mapmaking activities. Links walk-in visitors with local MAPTREK program on Vail Mountain and provides information on global mountain environments. Links globally positioned centers with real life mountain information and compares site information (elevation, precipitation, population, phenology etc...) JOURNAL FOR MOUNTAIN STEWARDSHIP Annual publication for proceedings, projects, and research around mountain stewardship to capture the synergy and expand the influence of the Center for Mountain Stewardship. FELLOWSHIP FOR MOUNTAIN STEWARDSHIP An endowed fellowship for University graduate students at the Center for Mountain Stewardship. • CENTER FOR HEALTH AND WELLNESS SUMMARY REPORT • Montine Hansl November 30, 2000 The members of the Center for Health and Wellness Task Team have come together in concert with Vail Valley residents to work on a program for our community and for guests from around the nation and the world. The purpose of the Center for Health and Wellness is to create an environment to promote and reinforce a healthy lifestyle. The program will be designed to drive Vail's economy year round. There is no "season" at a health resort. The Vail Health and Wellness Center offers the guest (locals and visitors) an opportunity to make that life-enriching transformation desired by personal commitment and fulfillment. Vail has opportunity to build upon what other facilities have done and take health and wellness programs forward. The Center will be totally personalized and individualized to assure a comprehensive personal plan for a healthy life. Few programs found elsewhere educate and guide and thereby miss the opportunity to encourage individual commitment to change. Unlike other facilities, the Vail Center will be all-inclusive-open, available, affordable-to anyone who wishes to come and experience benefits year-round. In planning the Center for Health and Wellness, dollars must be set aside for financial assistance for youth programs and individuals with diverse economic means. • What better environment than the Vail Valley to experience mind/body/spirit exploration and development? In Vail, we can "Stop the World" for those precious moments to get off the "Merry-Go-Round" and reflect on the beauty and natural state of our earth. The mountains demonstrate the strength we need to rediscover basic truths about what is important. The Center will provide opportunities to explore the indoor/outdoor possibilities of who we are and desire to be: a re-creation of self. Working with the Center for Health and Wellness professional staff, each prospective guest will be asked to fill out and send in a comprehensive medical history and wish-list questionnaire before arrival. Each individual, group or company will define what is to be accomplished during the stay and what experience is expected. To fulfill these expectations, the Center must be prepared to meet the various needs within different time frames, i.e., 2-3 days, 5 days, 7 days, etc. At the end of the program an extensive road map of the individual's status will be provided with the areas that need attention. Regular follow up will be provided on line with each guest. Constant communication will be essential to on-going commitment to the guest making lasting lifestyle changes. The following services will be included: Medical Department Thorough medical history and physical examination • Biomechanical evaluations • Energetic evaluations Personalized exercise programs Individualized nutrition programs and personalized dietary plans Quantitative assessments for depression and anxiety Individual assessment of spirituality with exploration of various techniques: i.e., prayer, meditation, reflection, Qi gong, yoga and tai chi. Behavioral Department Spiritual wholeness Mental health issues Stages of faith experience Religious maturity Reflective faith experience Spiritual/religious faith that translates into "making a difference", i.e., justice, mercy, love, hope Interconnectedness between the mind/spirit/body Transpersonal psychology and the experience of the mystical in life Marriage and family wholeness issues • Sports Medicine 1. Sports Physiology Cardiovascular Fitness-aerobic/anaerobic Muscular Fitness-resistance training Nutrition-diet weight loss, supplements Flexibility Training/Conditioning Equipment analyses Physiological Testing-includes blood workup, etc. 2. Sports Psychology Mental preparation Visualization Feedback Mental-Emotional-Spiritual Attitude 3. Biomechanics • Anatomy Movement Kinesiology • Movement application 4. Care and Prevention of Injuries Injury Mechanisms Injury Characteristics Injury Assessment/Evaluation Athletic Training and Physical Therapy Rehabilitation Anatomy of an Injury 5. Medical Care Health Care professionals Diagnose, Explain, Help Standard and Quality of Care 6. Therapeutic Bodywork and Fitness Community/Group Strength training and Exercise-Hiking, Biking, Pool programs, Tennis, Racquetball, Skiing, Boarding, etc. • All of the above and more programs to be added as the Center develops. Consultations, workshops, seminars, contact groups, scholars, writers, retreats, national and international leaders will bring the programs to life. The Center might be a clearinghouse for publications, journals and resource/research library.. Upon leaving the Center guests take with them experience booklets, and technological information. The goal is to have each individual leave the Center with a personal commitment to a better sense of self health and well-being. And, the Center will stay interconnected with each guest and their health care professionals back home. In early 2001 the Task Team will propose a series of programs that will begin even before a facility is built and offer those programs to the residents of the Vail Valley. • VAIL CENTER CENTER FOR FAMILY RECREATION MEETING 11/10/00 COMPONENTS: ICE ¦ Need lots of public time ¦ Need acoustically sound arena ¦ Need to be able to handle large events - competitions, tournaments, shows ¦ Want a place to watch ¦ Could bring in big name teams ¦ Could have more tournaments - can't fit all the interested teams now ¦ Nice if it was connected to Dobson FAMILY ACTIVITY CENTER ¦ Climbing Wall - classes, could be connected to gymnastics ¦ Skatepark - classes ¦ Bowling alley - no leagues, just recreation • Ping pong, shuffleboard ¦ Gymnasium, basketball, volleyball ¦ Indoor playground for young children MULTI-PURPOSE/ TRAINING CENTER ¦ Needs to have convenient drop-off ¦ Conditioning, flexibility ¦ Easy connection with health and wellness ¦ Easy connection to convention participants ¦ Needs to be world class ¦ Visitors can come to work out ¦ Snow sports classes ¦ Don't need a big glass wall for observers ¦ Could have shared space with the indoor playground • HOW DOES RECREATION COMPONENT INTEGRATE INTO LARGER PROJECT? • o Has to be a central area/ proximity to everything is close o Need to be able to see everything o Must be a place for kids and parents o Must be a place for tourists and locals o Involves education/ learning for youth o Place for kids to experience success o Something other than skiing o Reason for people to come to Vail o Kids programs bring families to town o Not just for kids - must be welcoming to everyone o Will attract people to conferences o All levels of the building should communicate with each other o A lot of energy WHAT CAN WE DO TO MAKE THIS HAPPEN? ? Must include Eagle County ? Corporate and individual dollars are available for recreation ? Need groups to start efforts at the ground level/ grass roots ? Meet with special interest groups: • Gymnastics Figure skating Hockey 2°d homeowners Parents of skate boarders Workforce 18-25 year old skaters Taxpayers/ Voters Anti-change people Am Menconi and Kevin Foley supporters FIELD TRIP TO APEX CENTER: Shawn Boris Steven Connelly Joshua Denmark Diane Johnson Robin Litt Nancy Stevens John Horan-Kates Chris Moffet • ® DIZAt-'I Upc~ated/12 -4-00 Themes from focus groups with meeting planners November, 2000 The Vail Center OVERVIEW: Four focus groups were held in Denver and New York with meeting planners between November 13 - 17, 2000. The meeting planners represented in-house planners from large companies, associations and private meeting planning companies. Meetings they book range in size from 10 - 2000 people. Their scope of destination varied from in-state Colorado to international destination. A total of 23 planners participated in the focus groups. All sessions were videotaped. ACCESS: • In-state meeting planners feel that access to Vail is adequate, drive from Denver is reasonable. • New York meeting planners see the distance from DIA as a major issue. Their clients will not drive more than an hour from an airport for meetings, therefore, if Eagle provided air service during the summer from major cities, the planners would be very interested in Vail's new facility. HOTEL VS. CONDO USE: • Most planners prefer traditional hotel rooms for their meeting participants. Participants do not want to share condos with strangers. • Some meeting planners thought condos would be fine, as long as the price was not prohibitive to give each participant his own condo • The majority of planners would use condos as overflow, with most of their participants staying at hotel / hotels • "Why would you book the conference center if all of your attendees were staying at the Marriott? Wouldn't you just use the Marriott's facilities?" • Clients expect hotel amenities, including room service, at condo properties • Clients staying at condos may feel second class to those staying in hotels • There was a reluctance expressed to use condos by some because of the varying quality levels throughout town • A single billing statement for conference, F&B, lodging is critical to making this work without an on-site hotel. Create an alliance with lodging properties to make this work. It's imperative that this seem seamless to the clients. HOTEL ON- SITE: • There was almost unanimous consensus that an on-site hotel should be part of the plans. Suggested size ranged from 250 -750 rooms, but most agreed that 250 rooms on site would work. • Need a brand name hotel within a 5 minute walk of conference facility. Hotel should be a brand name. • Room rates of $150 - $200 for hotel or condo is acceptable, however, a number of planners suggested the need for $100 room rates • If there's no on-site hotel, then you'll end up paying for everything a la carte, which will be more expensive. Planners prefer working with a conference center/hotel, where all services 18 are under one management • On-site hotel creates networking opportunities which are critical to many meetings. This spontaneous and informal networking can't take place if attendees are spread throughout town. • Lack of on-site hotel breaks down the `community feel' of the program. • Lack of on-site hotel doesn't allow attendees to `run to their rooms' during breaks IN-TOWN TRANSPORTATION: • Concern was expressed about the time it takes to walk between conference center and lodging properties. 3 blocks or 8 minutes seemed feasible. • Replacing the in town shuttle with a monorail or tram was very appealing to conference meeting planners • Need to run the in-town shuttle very frequently and reliably during conference times for participants to easily get around • Create nature trail to connect conference center with lodging, make it a healthy and environmental alternative to riding a bus • A covered moving sidewalk was suggested FACILITY: • Meeting facility must be very high quality, consistent with Vail's image. • Foyer should have great views, plenty of outlets, T1 and phone lines. Electrical and phone should be accessible from center of foyer to avoid having wires across the foyer when used for displays • Outdoor meeting space / reception space with some shade Ask • Ballroom space should be at least 20,000 sq. feet, dividable into many sections • • Ballroom must have `state of the art' technological. capabilities ...this could be the point of differentiation with competition. All rooms must have high speed Internet access • Ballroom should not have windows, because it is too hard to make room dark enough for good AN presentations. • Should have at least 18 foot high ceilings to accommodate AN viewing • signage needs to be very clear throughout facility and throughout town • Windows in meeting rooms not important, but if there are windows, there must be excellent coverings to black out light for AN use • Sliding glass doors off of foyer to let the outside in • Soundproof sliding dividing doors in dividable space (ballroom) • Large docking and marshalling yard for loading and unloading exhibits • Food service must be superior, to exceed guests' expectations. Convention centers are notorious for having poor food quality. We must rise above the overall reputation. • Several planners expressed concern about service standards at a conference center ...none had experienced good service at any convention center facility they had used in the past. • A large event / hospitality room, to serve 250 people, with atmosphere for cocktail reception. Should be different than the meeting rooms • The facility must have high quality food, which is not what most expect at convention centers. Must act and feel like a conference center at a hotel. Hotel food is much better than convention center food - surprise people' • Create a few `hospitality rooms' which should be warmer in their feel than the meeting rooms • There should be a lot going on, so people want to spend more time at the conference center. is Create activities that draw people back there after the meetings • • • Extend the village through this property, do this with shops and restaurants on site. Make it a seamless part of the village. • Meeting space should all be on one level, with exhibit space adjacent to it. If exhibit space is hard to find, it won't work. • Auditorium drew mixed responses. Some thought a 200 - 300 seat indoor amphitheater would be good. • 10-15 breakout rooms, each to hold 100 people theater style, in addition to general session space for 1000-1500 people • create an `activities pass' for activities on site (ice skating rink, climbing wall, etc.) so people use the on site facilities • Keep skate park away from conference center, so noise isn't an issue • Must have ample parking if no on-site hotel BUSINESS CENTER: • Corporate size copy machine • On-site manned Kinko's with personal runner, should be open before and during all meetings • Data ports and computer terminals for checking email (since attendees can't go upstairs to their rooms to check their email) • Lots of telephones • Business center should be part of the package. Don't want to be `nickeled and dimed' with hidden costs • On-site concierge service for activities, dinners, etc. MARKETING: • This facility should be marketed to companies for incentive groups. • Training programs are too intensively focused on meetings, that they won't use this facility • • Need to promote summer amenities, since Vail is known only as a ski resort. "Why would you go to Vail in summer? Or if your attendees aren't all skiers?" • Facility should be marketed to large groups, since smaller groups can use existing hotel conference centers (Marriott, Cascade) • Most planners would use the facility in summer and fall, not in winter due to expensive room rates and that many of their participants don't ski A RECOMMENDATION: • Build a case to the local community why a hotel is critical. Interview meeting planners on likelihood to book facility if: 1. No on-site hotel 2. With an on-site hotel with x number of rooms • The results will dictate if there's a need for hotel SUMMARY Although not unanimous, most of the meeting planners interviewed prefer an on-site hotel for a portion or the majority of their participants. Most planners agreed that condo use would be viable for overflow. Some planners felt that condo use would be adequate for all of their participants, if the quality of condos offered was consistent. A single billing system and confirmation agreement would facilitate the use of multiple lodging properties, the conference center and other community amenities. Out of state planners hesitate when choosing properties that are distant from the airport, therefore continuing direct flight service into the Eagle Regional Airport is important in recruiting destination groups in the summer and fall. In-town transportation needs to run frequently and reliably. The proposed on-site recreational amenities do not draw the conference attendees to the site, however, they do create needed vitality and activity, critical to the facility. • CONCLUSIONS: • Direct air service into Eagle Airport in summer / fall is mandatory for out of state planners to • use the Vail Center. • Although not unanimous, most of the meeting planners interviewed prefer an on-site hotel for a portion or majority of their participants. Most planners agreed condo use would be viable for overflow. • Central billing system is critical. We must develop `universal language' for our customers with regard to billing statements, confirmation agreements, housing bureaus, etc. • Consensus that a frequent and reliabl transportation system between hotels and conference cneter is a must, but lodging more than a 10 minute walk would be too far away • Room rates need to be competitive with other mountain destinations • The proposed on-site recreation would not necessarily add to the conference center, but on- site restaurants and retail would be great additions. - • Because this facility might not have an on-site hotel, a number of meeting planners said they would book it as a `last resort', that is, if all other similar mountain properties were booked. OTHER NOTABLE FACILITIES: • Davos Congress Hall, Switzerland (hotels 10 minute walk from congress hall) • Marriott Conference Center model, throughout the US • The Phoenician, Scottsdale, AZ • Laguna Niguel Center, CA • Park City, UT - doors open to bring environment in • Westin, Westminster, CO - model for business center and technology Meeting planner participant list: • Ah-h-C GO= Colo Bar Association Denver l€€''- Colo Dept Human Resources Denver Block, Great Gatherings NY Netscape AOL NY C'o'~arlgs Ave of the Americas Assn NY l~a€~ Lifetime TV NY Medical Study Corp Denver Gear=gh_ World Access NY The Light Group NY Tom"'''°""°" P^rb^r^ Engineering Foundation NY KnoU, Ray Rivieria Owners Assoc Denver Rfaus, Meetings in General Denver P- Siteworks Denver ll'~`1 Salomon Smith Barney NY Standard Poors Corp NY Nifl4gel, J--J- Information Management NY Network Pefeifa, Mar=y Colo Dept of Transportation Denver 1 = J..Jie I Colorado Defense Lawyers I Denver Association Great Events Denver Smith Mich^°' Conferon, Inc. Denver spivaen Convention Designs Denver • A 4 c r-- aq cws port nd frOM cis a ~a'.1. A-It Th L ~ S ~ ter: \ ~,.~1 ` ~ ~ ~ :.1• ' r .e Banff Centre The Banff Centre is a community of talent fuelled by a dedication to art, innovation, and creativity. We promote creative and professional development, F' h enhanced leadership practice, and an appreciation for mountain culture. ng Q aces: Each year, we serve approximately 2,500 artists, • 3,000 business and community leaders, and thousands of members of the globai mountain community. The BanfFCentre is also instrumental in helping other organizations achieve success. Our conference facility welcomes 30,000 conference guests from I I t across North America on an annual basis. i • 9 ~ "y r t ra a ,34 ~ y b t :i~ ~ `5' i1 _ serf eF; . v' a ~ ? Y -4 { ~ w T I'm eg., s it r ' Graeme D: McDonald - W,ti.. Resdeme CEO a~ _ ~ .6.11 ~E se ng~the professional a ~ W f e o , ment :needs of~these ented professional a' .rusts, here emerging corpora and Cw..r':..Linity leaders, and h ' ountaineers, ~ttis4o 'ntorttio t ware in ~ ~ se n their~c~„ 4,. Lunities. a -all thus who are i ~ 'ire ' thei ~ m - hh rW 4pF • 998-99 was T}le Banff Centre's most successful Governance Leadership, and Community B Not-For-Profit Leadership were period of service in recent history. On the financial front, we increasingly well-focused and professionally managed as the year progressed, 0 ronstrated the positive impact of our six-year old strategy of augmenting and overall the CFM enjoyed a year of solidly enhanced impact and improved lie funding from. Alberta Learning with strong revenue streams from profitability. fund-raising and particularly, from our thriving conference-hosting business. The Centre for Mountain Culture (CMC) - in only its second full As a result, we were able to provide as many scholarships to underwrite year -developed a number of new programmes to serve its ever-growing list professional development programming as ever before in our history. In addition, of members and mountain enthusiasts and to supplement the annual our future capacity to serve the professional development needs of leading "controlled frenzy" of its festivals of mountain books and,fi(ms. Although it is artists, managers, and members of the mountain community was significantly ' by far the youngest of The Banff Centre's programming centres, the CIVIC has enhanced by the accelerated retirement of our short-term debt, already established its unique - and awesome - ability to serve the resource Aside from our consistent financial responsibility, the Centre prides itself on and networking needs of the international mountain community. being able to provide the resources, amenities, and environment required for And finally, the Centre'for Conferences welcomed more customers than ever programme participants to achieve their goals. 1998-99 was our 67th year before, and served them so well that a higher proportion than ever were of service to artists and to the cultural institutions which present returning guests. Our Hospitality Operations division-responsible for ensuring _ them to the publir, and we are delighted the residential experience of all programme participants and conference clients to report that once again the consistently exceeds their expectations while delivering the highest possible Centre for the Arts (CFA) accommodation, dining, and meeting room value-achieved the highest levels of was able to introduce new artistic customer satisfaction on record. and c programmes, providing more The extraordinary accomplishments of the dedicated people in all ofthe above opportunities for professional divisions, as well as those of us in the several central services who support them, development than ever. Across the positioned the Board of Governors to focus on creating an energizing new - CFA, in Music a Sound, Aboriginal Statement of Strategic intent for the Centre. This document, which is available to Arts, Media B Visual Arts, Writing @ anyone requesting it', outlines the Governors' inspiring vision of a Banff Centre Publishing, and Theatre Arts, fabulous art was made and life long mutual which retains its status as Canada's most financially self-reliant public post- mentoring relationships were established as professional artists from more than secondary institution while serving our many and various constituencies with 40 countries exploited this unique opportunity to build their artistic practice. increasingly effective programmes. ewhere in this Report you will find descriptions of some of these artists and of ee impact of their accomplishments both here and then later when they In seeing the professional development needs of these talented returned to their studios and stages around the world. And, just as our fiscal year professionalartists, these emerging corporate and community leaders, and these was concluding, we learned that the unique contribution of our Centre for the accomplished mountaineers, it is our intention that we are in fact serving their Arts has been acknowledged by the Department of Canadian Heritage and that audiences, their communities, and all those who are inspired by their example. we hope this includes you, and look forward to welcoming you to our extraordinary we qualifyfor annual operating funding under their National Training institutions programme. Henceforth, the Centre wil I be in the fortunate position of community if that is possible. If not, we would be delighted to send you more being able to serve more artists than ct er before. information about this critically important international institution and how you can work with us to ensure for it a future as glorious as its past. The Centre for Management (CFM) had its most successful year in a decade or more. Many new programmes (and particularly new "customized programmes" m'n designed for a specific firm or institution) were developed to serve the leadership -r" 7~i- development needs of corporate and community leaders from around Alberta and across Canada. Each of the CFM departments of Aboriginal Leadership Margot Kitchen Graeme D. McDonald B Self-Government, General Leadership & Management, Executive B Board wr:,e r:ncommv~~r,<ro~::r<oa-762 mnore,N,tramm,.,,,~:trom~ea~rrc<~u<.:t~r:. atL ofd ~v'e V I-- , -J, e ~t . nu ~e to an t`c ~Ya Yt n- den tand a I ent a a Yoces ~''~r g sh es e I~r . a e Y Y' ~ s Th ade Y0 N ~e s t Ya, X YYts n t~va .cone . . Rucea.too a l~ is 'P shos s n ~ . on - ~ ? es, ces~of o n .ex ,on `e ve { teYnat 2 0 6 con . 1 ~n to j v ~tlt Proudest ash Our ae t i CE - R 6 '4R w 01P i Ft' i t t 1..tgicip;ptts o(tVu Gtnnmcr Y== Prorn+. faiilC rUt' l cgti•al r } ~r IL99 9' A NATIONAL TRAINING INSTITUTION. The federal department of Canadian Heritage designated The Banff Centre a national institution for artistic training and development. Canadian Heritage has awarded the Centre $3 million over three years to support training and preparation for an artistic career in the following program areas: Aboriginal Arts, Media & Visual Arts, Music B Sound, Theatre Arts, and Writing & Publishing. PLAYWRIGHT, DIRECTOR, TEACHER, MENTOR, ARTS ADVOCATE. John Murrell, one of Canada's mostfrequently produced playwrights, joined The Banff Centre as artistic director/executive producer of the Theatre Arts department. 10 AWARD WINNING AUTHOR. The Centre for the Arts appointed 'LI' Greg Hollingshead as director of the Writing Studio. Hollingshead follows v ~ tion J Y a previous directors Rachel Wyatt, Adele Wiseman, and W.O. Mitchell. ~ p 0 HERITAGE INTERPRETATION. Forty participants enrolled • in the first Centre for Mountain Culture Professional interpreters a *--r o a i 1/ 1 t 1 certification course. Training content included heritage tourism strategy, human history, ecosystem fundamentals, mountain park issues, tourism and visitation trends, geology and geography, flora 1 e Y 1 e jZ and fauna, and interpretive skills. ce E BUILDING INTERNATIONAL LEADERS. The Centre X 1 Q for Management developed an international broadcast and television industry executive program for sponsors Alliance Atlantis 1 p and the Banff Television Festival. Leadership capabilities for the next generation of leaders have been outlined and the first of a multi-module program put in place. 7 OPENING OUR DOORS. The Centre for NEW MEDIA. Media Visual Arts co Conferences launched a new program of learning to reinforce cutting-edge programming in the Ne vacations. The Live & Learn Series offers unique Media Institute. Highlights included a combination etaways that are built around learning creative think tank, Synch or Stream, and practical and hands-on opportunities in several workshop, Navigating Intelligence. This brought rogramming. The Live S. together artists, software designers, and ' Series J! e Art of the technology developers from around the world to Ca ian Roc •1e erg I explore artists' roles in creating software. ~I a -d..-photog phy th a mem o Media & visual Arts, the Canada Council for the 1t Geographic Exp( ation Te and var' o entor embarked on the Canadian ' performance packages. Creat tive (CC11), a two-year L The Paul D. Fleck Library 9. Archives is expan• i rogr in res r velopment, 1 Albertans' access to the Centre's library resources, an raining pro ctio Using a Knowledge Networks grant from Alberta de igned for ioneering n w media ar " 1 Learning, the Library is upgrading the hardware ADVANCED TEC LO . The chase. and software of its integrated library computer of a Euphonix console with signific utomation system to a graphic user interface that will allow and DvD/surround sound capabilities dre public access through the World Wide Web. considerable international attention to the The Archives, which documents past Banff Centre Centre's Music & Sound department. The console activities through written records, audio recordings, allows for extensive research, experimentation, videos, and photographs, was made more accessible and project work in the latest audio technology. to researchers through a 'Guide to the Archives,' available in print, on the Banff Centre Web site, and LEADERSHIP. The Centre for management i the Archives Network of Alberta database. The created a new Community & Not-For-Profit supported by a grant from the National Archives of program experience together to focus on Canada and the Canadian Council of Archives. facilitating innovative solutions to the new challenges faced by this sector. . r. s N L ~ k ix a^ Mr. ~ ~ Vr 1 ail t r ,a,~ ..o-.:a+...c -t++-- y"Wh °"$'s.-'-'S Qk it x` TY' t j ~ ~±f-s~' ~'+4 ~ t~ { ~t ,j ~ i y ~`7~ ~ ~ts•y Y- < ~ ^~t i .i« • ~ < ~ ~ ~ Sys ~ + K .:~d:~ '~"C ~1~.. ~ :'tom. i::t-~.•• ~ ='~1ti`. _:~+r..~' <~t a ~ ?rL i. t .F t~ A~1 ~Y G f ~ Y ~r f • ` s t 164 • INTERNATIONAL IN SCOPE. The Centre for the Arts The Centre for Mountain Culture continue to. -its continued to strengthen and expand outreach programs partnerships with the Banff Television Festival (co-pre. for international artists. A three-year renewal of the filmmakers' seminars at both the Banff Television Fe1 r' France/Canada/Banff Fund enabled continued collaboration the Banff Mountain Film Festival), as well as the Nat- between French and Canadian artists to develop new works at Geographic Society, World Conservation Union (IUCN), and. The Banff Centre. Other international relationships include The Mountain institute.. three-year arrangements with Argentina, the UK, and Australia NEW CONNECTIONS. In collaboration with Netera to fund their artists in Banff Centre programs. As well, the Alliance, Media B Visual Arts developed a high speed, broad Mexican National Fund for Culture and the Arts supports 25 bandwidth connection linking The Banff Centre to the Mexican artists coming to the Centre every year. Now entering University of Alberta, University of Calgary, University of the fourth year, the Mexican program has become a model for Lethbridge, and Alberta Research Council in Edmonton and cooperation between national institutions. The Banff Centre Calgary. The connection multiplies options available for new , receives support for these initiatives from the Department of media based work at the Centre and builds the infrastructure Foreign Affairs and International Trade - both in Ottawa for a growing research environment. and through Canadian embassies abroad - and is ~s working to expand relations with Latin America SHARING PERSPECTIVES. The Centre hosted and was and Scandinavia. a key partner in the second annual Canadian Arts Summit, which brought together board chairs, chief executives, and PARTNERED SOLUTIONS. The Centre for a artistic directors from some of Canada's largest performing Y. Management further increased its customized and visual arts organizations. Its purpose is to. strengthen clientele base, which now represents 55 per cent of ~ Canada's arts and cultural sector through dialogue and its business. The result is an increasing impact in through sharing cross-disciplinary perspect! s. leadership practices and culture change in Canadian in partnership with Harvard Univers.yOJ' Industry Canada, organizations. Several new partnership agreements with the Centre for Management host*i~'{nd presented the first organizations such as TransAlta Corporation, Farm Credit ' Aboriginal Best Practices in €6~na Development symposium. Corporation, Alliance Atlantis, Banff Television Festival, This event brought t g..+,her 'over 65 senior leaders from Manitoba Hydro, the YMCA, and the. coalition of National Aboriginal rim U" w Canada, the United States, and Volunteer Organizations have been signed. Mr i .o h .r 'ease studies of management excellence as The Banff Centre became a formal co-owner (along with the fl -r r;biem solving approaches to improving community Universities of Calgary, Manitoba, Saskatchewan, and Alberta wett-being. ofthe BanffSchootofAdvanced Management. Clip nc find a complete, one-stop 19 rovist{ _ tyre executive and leadership u ul uti a~ T'~ Eric Centre. ZZ • ZZ, NEW.-PERTOIRE:'Theatre idency program, Schoein" (a 1e for fiction), Stephanie Bolster (wirjtjg,8 attracted several high profile companies tuding Compagnie : for, trd nominees Kerri Sakamoto (fiction) ":Loiaise;, r Flak, -(Quebec) :.'h"atf/angel;t Irel ritt); Producciones La Mango and Kathy Shaidle (poetry). For the 1999::;'; r (Mexico); Company Dominlgt)e;P4rte (Quebec); and Decidedly. A . , iTU Writing s Publishing alumni and four Theatre^Ar'ts Jazz Danceworks;(A(ktei~a)tittio~ereated new works'during their alurnn~%~ere,;xecognized: Jan Zwicky (winner-:forpoetryj; Lynn time at the Centre:. Dales=(, n f~ tia» 5 a , { k t Extensive preparaton,tan'd' performance of important Carole Frechete O, Wendy. Lill (deama), Colleen Murphy: contemporary wo~rks.inMUSIC 8 Sound was highlighted by the (drama), and,Dariie( Mcivof (drama). summer residency• :Canadian, composer Alexina Louie and LTIEIZARY HEIGHTS. The Banff Centre Press published esteemed Espeit:Orchesfra'coriductor Alex Pauk. :-,'the following six new books and reached its highest level of AWARDS. The Corn pactdisc recording"Hegrts`ofthe Nations, sales, far surpassing any year in its history: Meltwater: Fiction produced through the Aboriginal Women's Voices residency, and Poetry from The Banff Centre for the Arts; Taking Risks: Literary was nominated for a Juno award in the Best Music journalism from the Edge, a collection of creative non-fiction; of Aboriginal Canada category, for a Native American Music Private Investigators: Undercover in Public Space, a book based on • Award for Best Canadian Aboriginal Traditional/Contemporary an exhibition at the Walter Phillips Gallery; Rip-Rap: Fiction and Recording, and a Canadian Aboriginal Music Award for Best Poetry from The BonffCentre for the Arts; Staking LAND Claims, a Contemporary/Traditional Album. documentation of the work and process of the first Aboriginal Media B Visual Arts co-productions in television and new partnership exhibition with the Walter Phillips Gallery; and media were nominated for awards at festivals as diverse as the Arousing Sensation: A Case Study of Controversy Surrounding Art Banff Television Festival and Ars Electronica. and the Erotic. Five alumni from Writing & Publishing were acknowledged in the 1998 Governor General Literary Awards: Diane Top left corner: From Chinook Winds, 12 Aboriginal-Dance, Banff Arts Festival, 1999 • ~F ` Y 3fi~ J f1 'li ] ~ f4i =a F 4 1 a. ~ 2 ~(l]],,.~~'pp,, ? :.may Y '4% y~~jz~y} '?1 ~y i3. v v . t3. ti Sta f T} y T~¢ ~ Rte. # y; f~'r { t1,r rt •t M1:~ A~p'm ' ~y, L l i ti, r, r ~ £ 5 Y [ W4, a r art t INSPIRINGOURAUDIENCLS.Over 250differentconcerts, performance`s and exhibitions were staged at, by, or in affiliation with The Banff Centre. The~fo(lowing is a selection. •;Aborigina(Women's Voices: Full Circle Concert • Aboriginal Dance piece: ThrowAway Kids Cu(turaljourna(ism series-featuririg Robert Kaplan,'Stevie'Cameron=06t Weinberger, Alberto Ruy Sanchez, and Rex Murphy = The Raven King, the world:premiere of a children's opera that was streamed -F live over the Web • Pitea Chamber Opera's touring production of KAa's Chimp in Sweden (developed and premiered in 1996 by Theatre Arts)." • A tour of France of what's Goin' On (Richard Dube(ski's music.theatre-piece- developed at the 1998 Bariff Arts Festival),, • Four plays developed by the Banff nlavRites Colony:and presented atAlbei-ta * . Theatre Projects-PanCanadian,nlavRites'99 Festival, of New Canadian Plays Richard Sanger's Two Words for Snow, Conni Massing's The?AberhartSummerRaul Q Quarrington's Dying is Easy, and Weather by Frank Moher Exhibitions by Beck and Al Hansen . (Playing.With-Matches),.and renowned, - Y Canadian artisf=lain Baxter (selections from'near(y 40 years of art production) The.Banff Mountain Fdm an'd Book. Festivals,"which drew a ,combined.-, audlence,of10,000' • "Footsteps in the C(ouds• A watkAround. Kangcherijunga, ..a photo presentation ' Q by adventurers'Pat andBaiba Morrow who circumnavigate the sacra , neakofKangchenjunga inthe Himalayas. foil Avalanche Awarenes ~Sa ,chns Noble Aci re, Sri t on`by one ofthe rrostwidely sF' r I «1 l~uiti F 2. M ~I _ f~nnancrs' Y-lease visit our Web r i ,o 1, nrrn• ,on AhQ site at -Fo addt na rrf. at a + . P~ " - is • THE BANFF CENTRE EXPERIENCE. Hospitality Operations Music & Sound expanded the Summer Jazz Program under the served over 35,000 participants and clients, ensuring they received leadership of artist-in-residence Kenny Werner. All jazz programs were • the service, atmosphere, and amenities needed to achieve their goals. consolidated within the month of May, attracting a greater number of A new five-month service training initiative aimed at further participants and leading to sold-out performances. increasing our standards of excellence was launched. It includes a COMMUNITY CELEBRATION. The Centre hosted and presented customer service management component and opportunities for front the town of Banff's millennium festival, Banff 1st N fight 2000.Over 1,000 line staff to propose service enhancements. The program was guests participated in this community celebration, part of which was developed in partnership with the Centre for Management and broadcast nationally on CBC Television. involves ail supervisory and management staff in Hospitality Operations. BUILDING OUR FOUNDATIONS. The Banff Centre Foundation The Banff Centre surpassed audit standards for the Alberta Hotel and the Development office raised over $2 million through the support of Safety Association (AHSA) Health and Safety Program Audit, achieving generous corporations, foundations, and individuals. a score of 93 per cent. According to the AHSA, The Banff Centre is the Over250 of Canada's social, business, and political leaders attended the only property in Alberta to receive this certification on its first try. 20th annual Banff Midsummer Ball fund-raising gala (co-sponsored by Husky Oil and the Banff Centre Foundation), raising $130,000 for EXPANDING OUR REACH. The Centre for Mountain Culture program development and artists' scholarships. forged a three-year agreement with Resort Sports Network, a company The Clifford E. Lee Foundation increased the endowment of the that provides information and entertainment television programming to prestigious Clifford E. Lee +dwk`r Choreography award, administered by the Centre for the Arts. Their generosity has ensured this annual award will be granted in perpetuity. r The Royal Bank Financial Group continued as the leading donor for yp } the Banff International String Quartet Competition (BISQC). As a result of their support, the 7th tri-annual competition will be held in more than 56 winter and 46 summer mountain resorts in the United August 2001. BISQC has become recognized as one of the world's leading States. Audiences of tens of millions will have access to films from the international music competitions. Royal Bank has been supporting the Banff Mountain Film Festival. competition since 1991. 15 • g-_ - ~ y % W, 21 14 . e t Tie . r SF' 2 p?µ , - " s i r Tx v 't3a Y ~y.~ 4 x_,pl a MaryE Hofstetter - Paul Laver 1)ir~ttti`r'Creative Electronic Enviro Exectitrve vice-President & F c Chret Operating O£flcer 6. ' " ' ' * Centre for the { - - -ice _ ""5~4~•.,.. ,S $ r M . f. -a2 t NV d - TM 'A `4 Director, Develo ent y' i6 x Allan Pedden Controller 3 ti Stan Nakrayko I t, tnr, Physical Facilities _ rc ~1. john A1141-1 Artis[ieDirector. t„~wiicl~r dote tre Arts a for the Arts t 4 Y'• Peter Swain Manager, Learning Vacations Centre forConferences h. 17 F~ ' ~ „~r~. 4 S ~ t _ _e,, ~ f ` t _ ~ s ~ ° ~c 'e'' ~ ~ , ~ ~ ~ x ~ yr ~ ~ ~ 1Y r e yy. 1 y~~y. /r ~ ma=r - a x. - ~ ~ ~ F _ - r r FINANCIAL IIvIPACL The Banff Centre employs a full-time staff of HISTORY. The Banff Centre began in 1933 as a summer drama school over 450 employees - 66 per cent of the work force is unionized and located in the Banff townsite. Each year it continued to grow in size and • represented by CUPS local 4318. We generate a payroll of over $17 million a scope, and in 1946, director Donald Cameron negotiated a lease with the year, returning over $3.5 million in income tax and source deductions. The federal government for the current site on Tunnel Mountain. Centre is one of the largest employers in the Bow Valley. In 1970, an act of the Alberta Government officially changed the name The Banff Centre provides over $2 million in scholarships for artists and from The Banff School of Fine Arts to The Banff Centre for Continuing program participants on an annual basis. Education (The Banff Centre). Roughly 30,000 conference guests travel to Today, The Banff Centre encompasses 43 acres. Our 15 buildings feature The Banff Centre each year and stay an _ 60 meeting rooms; broadcast and recording studios; a photography studio; average of2.5 days. According to 1998 statistics an art gallery; a full fitness facility including a 25 metre swimming pool; two provided by the Banff/Lake Louise Tourism theatres; a recital hall; a cabaret-style club; numerous rehearsal and Bureau, each conference guest to Banff performance spaces; dance and art studios; and a multimedia production contributes $360 cdn per day to the local facility. The Centre has the only full-time video conferencing facility in the economy. Bow Valley. AUDIENCE RELATIONS. Banff Centre GOVERNANCE. The management of The Banff Centre is vested in a alumni are presenting their art in numerous national board of governors comprising the president and chief executive organizations and cultural institutions across officer of The Banff Centre, six members appointed by the Alberta the country and around the world. The Centre also affords local and regional Lieutenant Governor in Council, and nine members appointed by the audiences the opportunity to see original productions, exhibitions, and remaining members of the board - one of whom must be nominated by the performances throughout the year in Banff Centre venues. This includes an federal minister responsible for the National Parks Act. The chair is audience of over 16,000 for the Banff Arts Festival and an audience of over appointed by the Lieutenant Governor in Council. 10,000 for the Banff Mountain Film and Book Festivals. Roughly 80 % ofthe RECORDS. The Paul D. Fleck Library & Archives, established in 1979, has Banff Arts Festival audience comes from Alberta with the remaining 20 % over 89,000 items in its collections. The Centre's Archives currently holds from the rest of Canada and international. For the Banff Mountain Film and over 200 metres of textual records, 180,000 photographs, 3,000 technical Book Festivals, roughly 64%ofthe audience is from Alberta, 18 % is from the drawings, 2,400 audio recordings, 1,400 film and video recordings, and 100 rest of Canada, and the remaining 18 % is international. objects documenting every aspect of The Banff Centre's activities and life. Visitors to The Banff Centre have the opportunity to view many works in Most of the Banff Centre records created prior to 1970 were donated to the the permanent collection of The Walter Phillips Gallery. The Gallery University of Alberta Archives in 1978. maintains an art collection of more than 1,400 artworks, some of which which can be viewed throughout the Centre. This collection primarily For additional information about The Banff Centre, please visit our Web comprises works by Canadian and international artists who have site at www.banffcentre.ab.ca. participated in the Centre's various programs. It reflects the history of The Banff Centre. 19 Financia( (iu thousands of dollars) I or I11v f 1scal 0clolwT I, (s ~'€=I.1 G ??Ff.Fkt E EC)9 • f Etc I,aa#=1t t. is 75 per cent self-reliant, generating revenue from conference sales, donations, sponsorship, program grants, and tuition. The Centre operates under the authority of the Banff Centre Act as overseen by the Government of Alberta, and receives an operating grant from Alberta Learning. For complete audited financial statements, please call l-800-422-2633. Expenses ,~u., $17 215 Revenues $17,151 $2,370 Accommodation, Sales, Rentals, $ 128 Salaries, Wages, & Benefits - @ Services $S>o1o Scholarship e Financial Assistance € $3,534 Operating Grant Supplies a Materials $2,363 Tuition Related Fees $2,666 Facility Operating Donations .Other Contributions $771 f, $14 ,52 $6 Purchased Services _ Other Grants 46 Travel & Related $854 . - Investment Income $1,817 $1,324 Financial Costs _ Amortization of deferred $905 expended Capital Contributions TOTAL $36,o76 Marketing ~ Promotion $2593 vehicles e Equipment Amortization of Capital Assets e Loss on Disposal of Capital Assets TOTAL $35,276 III €?'I PI € Ili.; NtfNI. In addition to retiring our short-lean debt at year-end, a key contribution by a valued anonymous donor supported Tide Banff Cer-ow's early retirement of $990,000 of long-term debt This debt was retired immediately after the fiscal year-end, sub is intially improving Tide Banff Centre's financial position • r' Ciffcers Centre for the Arts Graeme D. McDonald " Carol ArPhidips" • President & CEO Director Mary E Hofstetter 'Gary Luthy Board of Governors e President& C00 Director, Operations/Registrar As of Decembe,35,1999 a Gary Frey' Don Stein Governors Emeriti Executive Vice-President, Associate Director " Margot Kitchen, Chair-Calgary Finance and Services & CFO Graeme''D.McDonald, President&CEO =Banff Adele; Armstrong Sara Diamond Peter J.G. Bentley, OC -Vancouver . • The Hon.'Jean Bazin, QC Carol A Rhillips'" ArtistirDirector/Executive Producer DouglasBlack - Calgary DorothyBeckel Vice-President Media&Visual Arts Wade Davis -Washington; DC ' =A(brecht WA_ Betistedt 'Director, Centre for the Arts Paul Lawrence Jim Dinning - Calgary JennyBe,Uberg, CM .(Chair Emeritus) Doug Macnamara Director K. MichaelEdwards -TOromo' E. WITH) Chapman vice-President Creative Electronic Environment Peter Green- Lethbridge. William A. Cochrane, OC, MD General Manager, Centre for management Helen Moore-Parkhouse " Ross A.'Grieve Edmonton - (Chair Emeritus) . Bernadette McDonald Director, Marketing Kew r~,c vdlnh a "Robert Cooper P,9 ' Vice-President Marrie Mumford Mar aret M., Edmonton Stanley M. Davison „9 Director, Centre for Mountain Culture . ben - ..1_, Montreal Dave Day Artistic Director Executive Producer Toronto lean-Claude Delorme Norbert Meier Aboriginal Arts p g'ry lames D. Fleck . Vice-President Philip G. Pointing, QC - Cal a John Murrell Eileen Sarkar - Ottawa Fil Fraser, CM General Manager, Hospitality Operations Artistic Director /Executive Producer Rosalie Tung - Vancouver Philippe De Gaspe Beaubien Theatre Arts W. Lawrence Heisey Senior AdrainistraUOn - Isobel Rolston . . As e€Dr-cc ,d yr 31, i999 Maureen Hemingway Artistic Director/Executive Producer Lyman Henderson Tom Berekoff Music & Sound BanffCenU e Foundation Harley N. Hotchkiss Director, Development A, or n:r:• d„• s: ,^99 William T Kilbourne Executive Director, Banff Centre Foundation Centre for Management Michael M. Koerner Directors Gerry Carlson Doug Macnamara Philip Pouting, QC, Chan -Calgary Jack Krecsy Director, Security & Safety General Manager Eva Lee Kwok Douglas Black - calgary Dr. Claude Leblanc -Beat Hegnauer Robert Breaker William Cochrane, OC, - Calgary Dr. David Leighton (President & Director 1970-1982) Executive Chef, Food & Beverage Program Director Maureen Eberts - Calgary Gordon Lennard :.April Kimzel Aboriginal Leadership Ian Griffin -Calgary Nona Macdonald Heastip Director, I/f Services Michael Code Mary E:HOfstetterExecutiveVice-President&Coo - Banff JudithMastromonaeo - Director, Operations Bill Kilbourne - Calgary Michael t anglois The Hon. R. Roy Mcmurtry i Margot Kitchen-Calgary Lois Milner Director, Food.& Beverage Dean Daly Director, Marketing and Sales Judie Mastromonaco - Calgary David G.,Morrison Patrick Lawless 'Ann McCaig -Calgary Frances R: Olson Director, Paul D. Fleck Library & Archives Larry Hulsmans Graeme D. McDonald, President&CEO - Banff Ronald Wpsborne, FCA Connie MacDonald Senior Program Director David Tavender, QC - Calgary Susanne;Palm_er Director, Communications General Leadership & Management Lynn Patrick loan Morgotch Geeta Sheker -Gordon Pearce Program Director ! John Poole Director, Human Resources General Leadership & Management )can Sutton Straus Stan Nakrayko Director, Physical Facilities Daniel Thorburn Program Director Jim Diver Community & Not-For-Profit Leadership Director, Customer Service Director, Operations Allan Pedden Centre for N4ountain Culture Controller Bernadette McDonald t - Karen Snider Director ! I nt t,n 1 t 1L D i rector,,.Rooms-Divis ion refer wuun~rur~ c~ Oc - Leslie Taylor Associate Director Centre or Conferences Leslie Vandenwet RetiredfromthecentrcorSeimmber3o,1999 'General Manager - t ^Termended`6..ry29,2ooo David Grindl2y Senior Conference Services Manager Valerie Hunter-Prenger Senior Sales Manager 21 • Jj F} `t ! [tiE"t7t;L.it [i'EeFF cit`fTC't0S6 - L}Frei Ct`EtiCLS:itlti, donors enable ttiLattl• pis(*C':ES 0IF r!lt' Banff f._t'?iEF-C expeF"tt`FIf E'. T-17 0y p rtTv@t!f film F b C[a! <I S.St$E'u[Lf' to a l list, rF ilt? Ct")EIF P1 E E i l S k } tTd l o t CSP'Pto it < ,,.ra! leaders ttrfltt .ESId not otherwise zffforc't o,fifaftf=-F7€tips FFt'r prtz6;`ssnt.ai cte"eropF;:c`ot ail€s art:;uti1 ~,f1C1 tilt=n :Ltp}1tlFi ass;sL`~ The frFtlfF CC'iFtre 111 t1c tug FF~r11~tit~'.^,rnglaial5 ? t<_ ' .f-_ is, -Cor oo-P.! Ci;7s, d.ICi C-s F11"Im"Itini Ft;, world-class ~gciiFties. We it-wilk Fire fo$lowio- F1nCl t C. t tg, iC1E111F S1LFC1(1s for f1lC?r,;odor-ous SCF I?l`tEa"F Donor r These fists acknowledge donations received between October It 1998 and December 32, 1999. Fresident's eireie Maureen and Edmond G. Eberts in memory of Kathleen E112abeth Weir Ada Slaight, Sy,t G30 p! is Edmonton Community Foundation G. Wohlfarth Touchstones Gem Mine lane and Glen Edwards And two anonymous donors The University c Alberta Alberta Foundation for the Arts EECOL Electric Ltd. Ian and Adam Waterou5 Bissett a Associates Investment Management Ltd. The English-Speaking Union of the Commonwealth Supporters weldwood of Canada Limited David Bissett John R. Evans 1 ,Oc- is- Sgc Dr. and Mrs. Harry Wiseman Coca-Cola Beverages Ltd. - lean M. Fisher Margaret and Rolf Wuensche Margaret and Jim Fleck Fluor Daniel Canada Inc. Jalynn Bennett Betty-lane Wylie Hans Gmoser Foothills Pipe Lines Ltd. Beverley and Tom BerekofF Shirley and Ralph Zielsdorf Pamela M. Grigg The Fraser Elliott Foundation Lauren and S. Robert Blair And one anonymous donor Nona and William Heasl,p Judy and Dr. Howard Gimbel Brimstone Holdings Limited Lotte and John Hecht Memorial Foundation Mr, and Mrs. Joseph Glass Mr. J. Judd Buchanan The Banff Centre gratefully appreciates the support of Dr. 9 is Janes Joan and Martin Goldfarb Anne-Marie Canning many hundreds of additional donors and sponsors who Sonja and Michael M. Koerner The Great-West Life Assurance Company CEMAC Ltd. are recogni2ed on an on-going basis in CENTRESpect, The Clifford E Lee Foundation Olive and Peter Green Dr. John H. Chiu and Yvonne Y. Chiu our newsletter for friends and supporters. The Alvin and Mona Libin Foundation Kathy and Ross Grieve Mr, and Mrs. Ronald Cliff Joyce and David McClennent Mary and Donald Harvie Csar Management Ltd. i F7Cl t)IU.i*CEt's Zona McLennan Richard Haskayne Shannon DewaJd Many individuals, families, or organi2ations have Nlckle Family Foundation Ann and Lyman Henderson Arnold Distler selected The Banff Centre to establish endowment Noma IndusiI Ie, I united Glenda and William Hess Minn and Thomas nolu°u funds. Proceeds generated provide scholarships or Gen,oe P2, i, Grin M. Hogg Donohue e, Pa,tne, ` program support for artists and community and not-for Nan, Alan Plauni Rchecco Hctchk,s's and Haley Hotrhlu~, th' F W. Produduons Itd- Pa-tnerllup profit leaders, in perpetuity Through endowment funds, RoyAl Bank. E~nanr,al Group - Krller Ponds Catl-ei me Foamy donors make a Astinq impact on The Banff Centre. A i l,;abeth Sawyer Panscr and Ali,, Psi I t:i Joame aid Pete, kind jean-Francois Gamier total of 95 endowmern funds with a summotlve ?n„n, paJ Lstau of Rnse I ynne Scott Margot and David K'ncher Gordon Medea( Systems Inc slue of ove, SS3 million are presently held All - Ge)roe Weston L nmted Nanfy I. G. Lazar Betty and Robert C. liam,hon endowment fonds are listed nn an un going barsc in !on 1. and Mai, half William M,. and Mrs E.K Lee Norman and Margaret Jew Ison ('Ina ntab!e I rnuuiauun CI.NI RI-spec . ou, newsletter Io, friends and And, two anonym,),,, donors !calm; and Petri Lougheed Donald Johnson suipnr+su l he following endowment lid mtiudas tlmsr Dorothea Maccrencll Flh7abeth Arid K.et,n P Kavanagh to rids dual ronunur re receive 2ddHlonai support and Friends Maros et d Mann loan Knkpane, • tdhose p, nr,pal Laianre c r. errFSS of 525.000 Sandia and NO:man MArenych Shilley k~wmt Amy Mc(a,g and Bud M,Cato . 0C Lake O'Hara Lodge I ud The following, rndow!ne,ns generate ovia 4]5,000 m Albene Enemy Company Ile. SirSAn and Graeme McDonald Sandra and Claude LeBlanc antral eamnq~. _ Wipn Amy Vera N. M, Cinn Ava I.ee Jubettc Angell and Bette, I Nadeau M,IIa Western Industries Ltd Pegq) and David Leighton Paul D. Fleck Fellowship, ,n the Ares ,,let LIS Bentley Dr. Louis Muhlstock Doreen and Donald Loughced Maclean Hunter Fellowship Awards - , '?ewe- t Nufarm Agriculture In(. Ken Madsen Gayle and Philip I. Olsson Lynn and Ian Mansfield I he following endowments generate $10,000 to $24,999 Peace Hills Must Company Judith and Sam Mastromonaco :r. annual earnings. _ - tea } roun Pint Poundaton C. Sanford McFarlane ederati - 1), Arlene And Mi. Philip G. Forcing Northern Art hnpiessmns ' IennyBH26ergSo hot. sh,l: adiin'I roper a Bank. c Desman Oda Gas I to Graeme W. Page Canadian Pacific Hoiels Scholarship salon (ccmeit ta, Pet - ,m. huk )on Kimura Parker - Nedenck LOUIS. Crosby Memnr,al Sr hdarsh,p tll Ef_ra Csrru'rotno Peal White Resort Linen Services inc. -raa.r ' I n,r data, Dr. Kin Sal =r _ Dr. and Mrs. loseph Peller Jeanne r Lee Choreography Award Ok Bobbie and Dewitt Toner Jeanne and Peter Lougheeo Sri ola ship: II Chalice - Barbara and John E. Poole Scholarships Endowment +ruae ^ 111ert Grand Council , *e' _ in and.bavid 7avende uiSteel Ltd. ' • - - n aendowmem gent ,19,999 in ^-rporatlcn "d R u^ ~ Rau- , . insurance ca. F Marjorie and Neil Armstrong Endowment Scholarship Canadian Mountain Holidays Lynne Superstein-Raber Research Capital Corporation Harold Douglas Brown Endowment Scholarship CHRC University of Alberta Royal Bank Financial Group Donald and Stella Cameron Memorial Scholarships Eagle Creek Travel Gear Viacom Canada Siemens Building Technology Dr. William A. Cochrane Endowment Scholarship Electrohome Volvo SMART Toronto • De Grandmaison Scholarship Government of NWT- MACA Weyerhaeuser Canada Ltd. Softlmage Frelyn Memorial Scholarships Heritage Canada women in Film d Television Stone's Jewellery Ltd. Laszlo L. Funtek Scholarship imperial oil Limited Xerox Canada Ltd. Sun Microsystems Home Oil Company Limited Scholarships Industry Canada Toronto Dominion Alan Hooper Memorial Scholarship Kidsop $2,000 to $9999 Tridon Communications Michael and Sonja Koerner Scholarship MACI The Artist's Studio TSIS Ian S. Lee Memorial Scholarship National Geographic Society Abbot Pass Trading Company University of Calgary David and Peggy Leighton Scholarship Netera (WURCNET) Alive TV Walt Disney Imagineers John Linn Memorial Scholarships - Polartec Alpine Club of Canada WIC Entertainment Ken and Marie Madsen Endowment Scholarships Salomon The Arts Council of Ireland The Wildlife Lenora P. Masters Scholarships Sierra Designs Banff Caribou Lodge ZAT Stephen Maxym Scholarships Silicon valley North Banff Mount Norquay Ken McVey Memorial Scholarship Telefilm Canada Banff Springs Hotel Fiona Mee Scholarship TELUS Corporation BC Film Recent major capital donors have Tevie and Arliss Miller Scholarship Western Economic Diversification BCE included: W.O. Mitchell Endowment Big Rock Brewery Ltd. Amoco Canada Petroleum Company Ltd. Louis Muhlstock Scholarship $10,000 to $24,999 Biota.org Canfor Corporation/Peter I.G. Bentley, OC Gladys and Merrill Muttart Foundation Scholarships ACCESS Blaney, McMurtry, StapeRs, Friedman The Kahanoff Foundation Nova Corporation Scholarship ACTRA BMW Canada Inc. Magnatex Service Group Cyril and Mary Paris Memorial Scholarship Herb Alpert Foundation Bow valley Office Supplies The Mofson Companies Limited Gertrude and Ernest E. Poole Scholarships Endowment ASRA Buffalo Mountain Lodge NOVA Corporation of Alberta Edith Marion Ramsay Memorial Scholarship Australia Council for the Arts Cactus Ridge Developments Ltd. Petro-Canada Boris Roubakine Memorial Scholarships Banff Book and Art Den Canada Post Corporation Royal Bank Financial Group Andres Segovia Memorial Scholarship The Banff Branch and Alberta South District of the Cascade Plaza Sceptre Resources Limited Andrew David Shapiro Memorial Scholarship Canadian Imperial Bank of Commerce Castle Mountain Furnishings Carolyn Sifton Foundation Singleton Family Scholarship The Banff Crag and Canyon CKUA TELUS Corporation Amanda Fryk Skarin Memorial Scholarship BBS/CTV Communication First TransAlta Barbara Spohr Memorial Award Canadian Department of Foreign Affairs and DNA Multimedia TransCanada PipeLines Limited Sunwapta Broadcasting Limited Scholarship International Trade Ericsson R. Howard Webster Foundation Carolyn Tavender Scholarship CBC Radio Extend Media And three anonymous donors Sir Mark Turner Memorial Scholarships Endowment CFCN FirstEnergy Capital Corporation >Ruth and Wes Van Dusen Scholarship CFTPA The Forzani Group Ltd. Marshall M. Williams Scholarship Director's Guild of Canada French Ministry of.Foreign Affairs, Consulate General of Charitable Registration Numbers Adele Wiseman Scholarship Charles Do jack • . France; Vancouver Wizan Film Properties Inc. Endowment_ dutMaurier Arts ` - ;Genelec.Speakers ' - - "Canada 119214955 RR0001 William T Wylie Award Scholarship Emerging. Equities Inc. Honeywell Limited United States 98-0078729 - France/Canada/BanffFund Hyperbole Studios , Alan E. Gallie Illuminations $]70YISOT'$ Goretex ' - - IMAT For more iFFf0rM2ti0n about The following have provided generous sponsorship Heritage Canada • Innovitech - - Husky Oil Ltd. Instituto Mexicano de CooperacionInternational supporting The'Sni fF centre please ~ur,-rt as well as expertise and shared resources for :Yrs Fb = The Krvolan Corporation r`s,•' und-raisingevernsandspecial programs at The Banff contaetthe Development 6ffice: L.vfarnrr..na.~alr.^ M Please tote that a comp- -'sting of all Lowepro , , 3 < i~duded on ^rng basis in ea Maclean Hunter 407 7C- 6,17 Dr. John McCall F,rnds and suppor A't ~ The McLean Found& ~ - rtx` - . ,.mstone .Mexican National Fui - l intainFM Momentum Win Gr - i_till- ^.tstom Drums; Calgary _ -Mount Royal Hotel " ~o. tons me ~,ra " Mountain Equipmcni inion Securities Inc. - The Mountaineers - - enoorks Mount - 1-°,» - , Multimedia _ = Mken _ NRCI/C Ban - One St d * vthalo , ,t • A THE'BANFF'"CENTRE " CENTRE FOR THE ARTS'" CENTRE FOR MANAGEMENT,- - - - - - CENTRE FOR CONFERENCES - - - - " CENTRE FOR MOUNTAIN CULTURE -For-more information,; please contact The Banff Centre 's"CommunicationsAepprtment at -Box-1020 Banff =Alberta. - - TOL'.000 `-Tel 403-762 6157 1-800-422 2633 Fax.-403'762-6158 - E=mail. commun ications@banffcentre.ab.ca or Jisit our V?eb-site at ww?u banffcentre ab:ca = --r - Produced b The Banff Centre s Communications department -March 2000 - - _ - l photo credits:=Don Lee, Trudge Lee pfiotography h l _ • THE VAIL CENTER • Planning Teams 1. Citizens for a Community Renaissance: 501 c-4 (Board of Trustees) • Greg Moffett • Sybill Navas • Others in development II. The Renaissance Foundation: 501 c-3 (Board of Governors) • Ludwig Kurz • Chuck Ogliby • Others in development III. Strategy Team • Visioning Group o John Horan-Kates - Chair • o Porter Wharton o Chair - Citizens for a Community Renaissance o Ludwig Kurz o Harry Frampton o Terry Minger o Jack Zehren • Working Group o JohnHoran-Kates - Chair o Porter Wharton o Bob McLaurin o Frank Johnson o Russ Forrest o Suzanne Silverthorne o Annie Fox o Robin Litt o David Cunningham o Diane Johnson • IV. Center for Health & Wellness • • Montine Hansl - Chair • Topper Hagerman, PhD - Steadman Hawkins Foundation • Dr. Robert Gleser, MD - HealthMark Centers • Randy Simmonds, PhD - Samaritan Institute • Horst Abraham - University of Michigan • Alfred Bamberger - White River Institute • Cliff Eldridge - CEO - VVMC • Stan Anderson - VVMC • Shawn McEnroe - Howard Head Sports Medicine Center V. Center for Mountain Stewardship • Kim Langmaid - Gore Range Natural Science School - Chair • Terry Minger - Center for Resource Management • Elaine Kelton - Vail Valley Foundation • Buck Elliott - White River Institute/Paragon Guides • Tom Cardamone - Aspen Center for Environmental Studies • Diana Donovan - Vail Town Council • • Tom Gaylord - Vail Nature Center VI. Center for Leadership • Caroline Fisher, PhD - White River Institute - Chair • Bob Hatcher - Leadership USA • Jose Aybar, PhD - Colorado Mountain College • Rick Smith - Vail Resorts • Mat Juechter - White River Institute • Joel Heath - VVTCB • Suzanne Silverthorne - Town of Vail • Bob Vanourek - White River Institute • Anne Wenzel - Philanthropic Financial Planner VII. Community Arts Dick Gustafson - Chair Performing Arts Group_ is • Sybill Navas • Greta Asslay - Children's Theater Workshop • • Debbie Ayers - CMC's Center for Excellence in the Arts • Suzanne Foster - Battle Mountain High School Visual Arts Group • Nancy Sweeney - Larkspur • Vicki Myhren - Denver Art Museum • Leslie Hickley - Art in Public Places • Kent Logan Other Interested Parties • Kathryn Kersten - Vail International Dance Festival • Deb Travis • Tom Steinberg • Ann Powell • Joan Madison • Dan Taleen VIII. Technology Team • • Paul Kuzniar • John Uhley • Debra Swain • Sheldon Ellis - Buckman University • Conor Horan-Kates • Susan Boyd - Vail Public Library • Mike Miller - East West Technology IX. Center for Family Recreation • Chris Moffet Chair - VRD • Diane Johnson - VRD • Kirk Hansen • Gary Brandt • Others... X. Center for Conferences & Forums (Operational & Financial • Planning Team, including legal counsel) • Frank Johnson - Chair • Stan Cope - The Lodge Towers • Bob Truck - VRD • • Stan Bernstein - Financial Consultant • Steve Thompson - Town of Vail • Mike Conlon - EDAW • Jerry Trammer - Hensl Phelps • Hotel Sub-Committee o Jophn Garth o Johannes Faessler o Rob Levine?? o Gary Fries • Legal Sub-Committee o Don Hopkins o Martha Rehn o Tom Moorhead XI. Message Team • Suzanne Silverthorne - Chair • Alan Danson • • Porter Wharton - VR • Linda Hill - Hill & Tashiro • Kristin Yantis - VR • Emily Jacobs - VR • David Cunningham Denotes not yet approached • INDIVIDUALS INTERVIEWED • Alan Kosloff ¦ Rob Ford ¦ Rod Slifer ¦ George Wiegers ¦ Harry Frampton ¦ Jack Lewis ¦ Dr. John Tamerin ¦ Bob Buckman ¦ Glenn Davis ¦ Bob Hatcher ¦ Pepi Gramshammer ¦ Bob McLaurin ¦ Sybill Navas ¦ Jack Zehren ¦ Lawrence Pierce-Durance ¦ Jim Lamont ¦ Greg Moffet • INDIVIDUALS PARTICIPATING IN DIALOGUE ¦ Gilda & Werner Kaplan ¦ Elaine Kelton ¦ Ry Southard ¦ Bill Brice ¦ Brad & Karen Marquardt ¦ Lissa Tyler ¦ Paul Johnston ¦ Chris Jarnot ¦ Judy Scopelleti ¦ Ross Boyle ¦ Russ Butler ¦ John Uhley ¦ Alan & Sylvia Danson ¦ Pete Clapper ¦ Michael Wasmer ¦ Susan Boyd • ¦ Marshal Turley ¦ Joey Carfango ¦ Susanne Chardoul • ¦ Paul DeBeyer ¦ Ryland Gardner ¦ Greg Karl ¦ Jeanette McMurty ¦ Will Miller ¦ Suzanne Maxwell ¦ Sharmon O'Brien ¦ Constanza Rendic ¦ Pan Stenmark ¦ Eric Meyer ¦ Anna & Art Kleimer ¦ Joel Rabinowitz ¦ Steve Simonette ¦ Guy Ayroutt ¦ Sally Jackle ¦ John & Peggy Harper ¦ Ruth Walker ¦ Steve & Laurie Morris ¦ John Sterling • ¦ Bill Hanlon ¦ Brian Brazee ¦ Jeff Bailey ¦ Cathy Douglas ¦ Debra Swain ¦ Doug Ross ¦ Eric Steltzer ¦ Ian Anderson ¦ John Garth ¦ Tom Winter • SATURDAY. QUOTE JULY 8, 2000 "The idea is to provide VOLUME XX, NUMBER SS ~a't''~ -y-R - a service that doesn't . bttp://valldally.corny 36 -s exist from any direction e-mail: newsroom@validally.com ? ? ' ` ak K from here." (970) 949-0555 - - Alan Lanning • ~7. on Minturn RV park Niew (See page A5) ~THEiLOCi~6p16E~EDR~,~WSAtIRt~~ORMitTlOtk SECTI C ommen ary July 8, 2000 What is the Vail Renaissance looked at as an integrated complex could be unique if thought of as a strategy, simply doing what other Center? Many people have referred versus separate parts or domains. convergence of technology, culture, resorts have done, why can't this ' to it as the "hub site", others as Vail's human interaction and nature. facility also serve to develop a sec- "town center." What is now emerg- Why is it needed now? This may be and economic determinant in the ing from the planners is something obvious to many since it's been in A central premise for the learning Vail Valley; the learning economy? worthy of a more grand working front of us for so long. To one center is that baby-boomers, and People have been coming to the title. Given a growing feeling that degree or another, most people perhaps the generations that follow, mountains for centuries to rejuve- the community really wants to move would concur that Vail's image and will differ from our parents in our nate and renew, basically re-creating forward, a "renaissance" seems like perception has slipped. Our moun- desire to continue growing as peo- themselves, enjoying the beauty and what is underway. tain is still one of best in the world, . pie, fulfilling our creative, intellec- peace of high alpine settings. Why but we need to recharge and reener- tual and spiritual potential. We're can't this "re-creation" take place The Vail Renaissance Center is the aize the community and our public not headed to a beach in Florida at rigbt along side our wonderful proposed learning, cultural and image. We need to recapture market 65 to just lie around. We want to be "recreation 7 • recreational complex in the center of momentum and stimulate other more fully engaged in life, more the Vail community, adjoining the renewal projects in Vail Village and active and contributing. A relevant What if we became a resort commu- LionsHead parking structure. While LionsHead. Vail needs a renais- quote on this comes from Dr. nity that really stood for the balance several building scenarios are still sance, a re-birth of community influ- Frederic Hudson, an author and con- of . "body-mind-spirit" needs. A being studied, most of them touch enced by education and culture, in sultant, who says, "if you're not place to learn and apply learnings in on the capabilities and features men- part, because if we look around the growing, you're dying." He con- order to grow and prosper as people: tioned here. However, many tough world, we find that many great com- tends that our generation is made up What if we built a hub (maybe that's decisions, and lots of hard work, lie munities often have great education- of life-long learners, people who are why the Town has referred to it as a ahead to bring about this renais- al and cultural systems. inquisitive and have a quest for hub-site) or magnet for other facili- sance. understanding and meaning. ties around the Vail Valley, creating a Most people would agree that we truly connected community? Most importantly, whatever facilities would benefit from a rejuvenated This premise can lead one to con- get built, they will represent a pub- community center; a place that elude that the facilities we build Incorporated directly into this learn- lic-private joint venture intended to attracted both locals and visitors. need to be "unconventional", 'offer- . ing focus, we need to create a place revitalize and rejuvenate Vail. In The Vail Renaissance Center should ing unconventional participation and of energy and excitement, fun and order to attract private support, we be a place that fosters interaction discovery. In one sense, the first-quality entertainment. A place need to create something really and creates a "heart" for the commu- Renaissance Center represents ideas that- fosters spontaneous, accidental exciting, something that people can nity. It could become our new that surround the facilities. And at contact between people and captures feel they're part of, that they can be "crossroads." Others would say that the core of these ideas is leaming. the interaction we had at the old post passionate about. If we have a we need a great civic space; a place Learning that is so engaging that office. Something that reminds us of strong idea, the money will be there. that creates new vitality; a special people don't feel lectured to and so why we came here in the first place. place for people to gather. Many instructive that they don't feel pan- What's potentially included? This people feel we need to do this for dered to. Some refer to this as "edu= What would this learning center depends, of course, on which sce- ourselves first, to re-create some of tainment." - include? One way to think of it is as nano the Town ultimately settles on, that early Vail energy. If we do it an outgrowth of our successful Vail but a blend of components might right for ourselves, it should work As the community begins to focus Library, but expanded to include include,a ballroom, and possibly a wonderfully for visitors as well. on this project, a question that many new tentacles and compo- hotel, an enhanced library and world And beyond a community heart, it should continually be asked is, nents. Think of it as a small campus class "learning center", an auditori- can become the economic stimula- "How does this facility differentiate of facilities all connected and fully- um, limited retail (such as cyber tion we need. Vail from our competitors?" wired with high-speed technology. 1&afe bookstore, gallery and restau Because even though it should be It could include a variety of. rooms ant), an outdoor ice rink, somehow, What exactly is the "learning center" built for locals first, the reality of our and spaces beyond a large ballroom. an improved Dobson Arena and component? This question mark in resort community is that it also For example, a couple of large sunny hopefully a second sheet of ice. the equation and how we will bene- needs to help develop our economy. rooms, probably 4000 to 5000 Also included would be a family fit from it needs answering. Some square feet, with lots of flexibility. activity center and skate park But, would say it's simply a conference But rather than a typical convention Probably a mix of medium-sized whatever gets built, it needs to be center in new clothes. Others, that it center, which is.basically a "me-too" and small rooms, varying in size from 500 to 2000 square feet. How will the learning center be -Vail Renaissance Center. We need rative process seems appropriate as Then there are probably a few used? One idea currently being pro- to research similar concepts and we approach this phase. "If you boardrooms, with higher quality fin- posed draws from the Banff Center facilities. To this end. several task brine, the appropriate people togeth- ishes like the Ford Board Room at in Alberta, Canada. In our case, the teams are being formed right now er in constructive ways with good tlic Village Hall in Beaver Creek. Vail Renaissance Center might con- around each of these "centers". information: they will create authen-. Perhaps an auditorium that serves as sist of 3 or 4 institutes or "centers" These teams will bring more tic visions and strategies for address • a lecture hall and performing arts or that represent focal points of inter- specifics to each concept and help ing the shared concerns of the coin- rehearsal, space. It probably has a est. Each "center" would be head-: shape what might be possible and munity." sloped floor with seating for about quartered here with limited office practical. Some preliminary 250-300. This auditorium probably space but with equal advance reser- research has indicated that, in addi- Lastly, what is needed is courage should have a stage and some back vations access, competing with tion to the Banff Center, we should and leadership to make the tough stage space. It could be our hotels and other community groups, look at the Harriman Conference choices that we will face. Creating a "IMAX", hosting everything from a to the full-range of learning center Center" in Rye. New York, the big vision for Vail's future is no sim- film series to lectures to small per- and meeting facilities. Howard Hughes Medical Center in ple task. There will be opposition. fonnances. It complements, rather Baltimore, the Davos"Congress Hall People will say these are " crazy than competes. with other facilities These centers, probably a mix of in Switzerland and the Kauffman ideas. However, we must look bold- in the valley. existing and new non-profits, would Center in •Kansas City. And we ly at a direction that will really include at least the following entities should wander over to see what our accelerate Vail's renaissance. We would also be well served with who would have their own full-range neighboring community has built at " some exhibition space, designed of programs; the Center for the Aspen Institute. In the final analysis, if we create from an artistic perspective. It's Mountain Stewardship; the Center" something truly special, the money -probably not a museum, (although for Leadership; the Center for Beyond research, we should begin to will be there. Because money fol- maybe we ought to think of incorpo- Health & Wellness and the Center explore the"various strategic partner- lows passion. rating one here) but should be caps- for Forums & Conferences.. These ships that might be possible. By ble of displaying art both physically focal points represent logical areas engaging these entities during the The thoughts of many, woven and electronically.. of interest that can be easily support- early design stages, we can more together by John Horan-Kates; the ed. There may be others that emerge fully capture their interest and . White River Institute The learning center also would have as the project moves forward. enthusiam. A quote from Dr. David July 2, 2000 expansive lobbies, intimate spaces, D. Chrislip, of the Center for where people can just sit and talk or It's important to note that the overall Creative Leadership on the collabo- read. Maybe there are several large construct of these "centers" is to cre- rustic fireplaces that serve as wel- ate an "unconventional positioning g coming gathenna g places. Aogin, the strategy", that is „leamino,and yet , o feehno ts, similar to the atmosphere sell allow for the standard confer- - ;Ari` .rtconv~ntrnnal.Lenrnln <::&:>.G'u~ural<Cro~'sro~ds;'::>:;:::; tit the library's sitting areas. There ence or meeting from Merrill Lynch ::>:::«:<::;:::::>;:,,:;;><:::::,.." -•:>;:.>:.;:::G~anu~cr~tt: ;::Pea te:>;+~c>:Idz~as:::::>>:._.:; .::::::::::::::::<.:_:;:-;"::.;.;>;<;:-:;: d be outdoor rooms; meeting or Ford Motor Company or an ,h.nul b any group tsidereatin direct other corporate or association rooms. but outside, creating b > c ~ b contact with our environment. that we can attract. This approach The 3zai1: [2enaissnrice`Ge"ri er,`i 3 Iearriiir " ::CUl ral[and?reereati iiltbi "lez These spaces should be covered and brings both traditional business and deaicareil to [enewting.itie httrtiari spin,E ft;S"unCRJRY rst`tgn : ptaee:cisii' have overhead heaters. attracts new business. Each of these natmg. Jocals and hostttfg sftfMCI: tneeA 9n and gathenngs Same have "centers" would attract various One of the most important features organizing partners that would assist of the learning center is its high-tech in building the programmatic offer- The so-calIt learning center' will help enrich our fesort cofnnfunitu by capability, allowing communica- ings and bring the best thinking in a a o : <'trio[C:iItl~y#;fjet+~1:Oj1fISg3.5E~tiilt'~::ECOtlOriftG;ElC1ELiY11nai1t~;`;;Edit£,.3£1Q1.I:,t1L~~CaFIf-~~:': tions and information to come in and each area from around the world to Frig: Ntnk 9f tt"as"& htil?:ep u ecnag 0 pus.Qf ac i.141 throt?ghot~t the go out. This capability ought to the Vail Valley. The details for these "i:V il: Valle° a ii n ` €lfeeh I' >It's;act iilrcr af: 1 <:ex lor" `3aidd i`€ . include computer connections in "centers" will be expanded upon in a3isrnxenrt"s'Airnatuif<iarld>::Tlie>tdr""Iez°fi°`Efto3issfgf3?'ti}:iiEsti_<i' every space, TI and DSL lines subsequent articles as the ideas :.ttttes;or,.;::: ccp i,er ri ~ataEPleSent:::f9CII ; everywhere serving as the critical become more fully developed. xevolve around thetnes like OU tmn Stewardship, LeaderSbfp, Health & e rha""S:ArtfstiCStadies:'Thee:'ci(erivotiltl:attruc:vaoas pipelines and optics to connect us to ;:s>Welln:aP;.::;...<:;;.::;;.":.;";:.::<_ g all £t :I an 3n r=~, ahoft, :atrat a.fC. patttiers p,telp o:org",,;czesenp, ,&rS~3'u,k.,. agd;~pnfe,,;;.; the outside world. We should have Should there be" other "centers"? "<g e a "distance learning electronic net- While these four "centers" may euees g" illation seem toa[cal, are there -others that work", art o ier f an affiliation perhaps P a ssati ' . C n o d .€.oc s .fin. '.a4=Od :..s nt act[ hies:: . Ron re. with a college or university (maybe might be appropriate. For example, andserveas:_pa_Enspiratlnn farcnmmunlry<wcd;p,..x mtngsz; tar;Ea Elie::: modeled after MIT 's Project what about a Center for Artistic Athena"). We would need state-of- Studies? What disciplines should it Life Fafliaticetnetft Center at Canyon Ranch It's not a sga but rathec:a " the art video conferencin~, projec encompass. What about the visual «nl_ .:a»Sairieliatresaiclour:uafte's[oiildbe>a~iuY:teriesvat.;or:"?~»ceatiori"~' tion and sound systems and comput- arts,,the performing arts and film long ide our fafttastic: f ecreatfOn "f tus is the Itetilel Elf II that ear :...,_:::,:"..;:.:"i:!:::;.:;?.^:2:;?:?:r':.:::^y::::%?i:::n':az:::x;':;:is •r: ii. er white boards .....:.:;::::,..;::;:x ra?: . The leammg center makin,g. Should there be an artist 3>"'.u ~ .rte ~ is not about technology for it's own in residence component? And what ~ to con- local entity should take the lead in sake, but rather as a medium V.. " n [ <'";1':IIC:'.~ifirClit.tas .at ss. o. e "t knowledge every- this? Should there be other to ic- n ct the facility o P flines::that;hz;:::Retisissaf€Ge<Ceiife€`:au' lit':kinn iEiesp:;krts".a where. focused centers? What about a € _oni .::a he Elltftt} ; w4 Tpust:acU. Cry..eXp1ore w% t,.yae~ety`#ifQat#riers~ispS> ; Y . g Center for Creativity & Innovation 3ud bring people"together zn constructive iiialpgue:ca level©p this eoneepi: While not as glamorous, the center that focus simply on fun? Perhaps We need courage attd leadership, Trite [teed #v ionl bvltlly a dtreenon.thift::; also needs to have first-class admin- we should foster a Center for Arts & <<i w%Il;:reatlyaccelecate Vail">5:.renaFSSance_;;:txeezplar ihtsaTttntet;g;and>it ; istrative and production areas; basi- " Culture of Alpine Communities? makes Sense flit :stijsportand'rnsoutces 1Vfil Ire there Bertnfse money €tJ) call back-of-housesaces capable of supporting desktop ' ublishing _ What is needed now. First. we need 0 sU ortl - P functions. And lastly, ~ high quality to build enthusiasm and vision for v g -term v must. the long n the ' food and beera ecapability isa e o possibilities of P From: Marshall Turley Sent: Monday, October 30, 2000 10:01 AM To: White River Institute Subject: LionsHead Hub Site Ideas I wanted to put down some thoughts about the meetings this weekend. The most important thing for us to believe and to repeat to ourselves is that this is not a project primarily to create a conference center for Vail. I have the impression that some feel this is the only reason for the project and that all else is just to make it more acceptable to the public. What this project is, is a chance to put a shine on Vail, and give it a new jolt of life. We shouldn't doubt that if we make this attractive to the locals and to the ordinary visitor to Vail looking for some value for his dollar, it will be all the more attractive to the visiting conference attendees. So lets focus on the locals, and REALLY have something that those who have fled downvalley will want to come back and be part of. With competition from Disneyland, Sedona, health spas, ocean cruises, and so on, we have to offer something special here, not just another little display building. So, here goes.... The ice rink will bring in some kids and hockey teams. That is a component. The learning center/family center is undefined for me, other than a climbing wall and a skateboard park, both of which are good components of a package that will serve to gather people at the center. What I am thinking mostly about is what will make it a center, a heart, a gathering place. There must be a powerful draw, multiple ones. I think the main component of such a center or heart will be a big, multi-purpose meeting room, or sort of cafe, with unbelievable draw, including: 1. Big round tables. No tables for 2 or 4. Big tables draw people together (whether they like it or not). The meeting room has to serve food and drink, but not big meals. This is like a cafe. Maybe servers should be on roller skates. Maybe they should ever so often form up on a little stage and do a soft shoe or a song (the local community theater group could help). 2. To foster the discussion idea (book, film, spirituality, sports, etc.) have a stalk up through the middle of each table, something that calls attention to the visitor, with a menu of two- sided flip cards of discussion topics. This is just a reminder for people to discuss!! Perhaps discussions could start off as one night a week activity, with some kind of discussion facilitator to kick-start the concept. Maybe the idea could start with a "famous" person, like Andy Daly talking about skiing/snowboarding, somebody from the Library talking about books, or a local Red Cliff artist talking about art; maybe the local theater owner could talk about film, a local entertainer about guitar playing/singing/entertaining, all in an informal way sitting around the tables. Maybe there should be a poetry reading night, very fashionable/avant garde in places like Greenwich Village in New York. Maybe a talent or karaoke night. Maybe the local theater group could start and run this, or at least participate. ® 3. This meeting room has to have many more features to overwhelm and amaze, including: • a) a big screen in one corner, playing silent films such as Charlie Chaplin, Laurel and Hardy, other comedy shorts, weird stuff like old government movies of kids in school practicing for nuclear attack and jumping under their desks, independent short films, Tom & Jerry cartoons, whatever (this concept comes from an old restaurant that used to be in Vail up by Los Amigos, called the Slope. It even had some pillows and pads to stretch out on on the floor). This could also be used for a special film night, where short films/art films/film festival films not usually seen anywhere except in the big cities could be shown. b) a view through a glass wall or huge glass windows of what's going on with the climbing wall and the skateboard park. Parents could watch their kids, visitors could sit and sip a coffee and check out the skateboarders from a slight distance. Other activities for the family/teen center could be shuffleboard, table tennis (Ping-Pong), foosball and air hockey. Many of these would be of interest to teens and adults alike, and the center should promote bringing together these two groups where possible. Some of the activities of possibly dual interests, such as the climbing wall, Ping-Pong, etc.. should be viewable from this meeting center. If you see it, you might want to do it. c) a view through another glass wall or huge windows to the outdoor skating rink, similar to the one in Beaver Creek. It's fun to sit inside and watch the skaters, like at Rockefeller Center. d) in one corner of the room, on an outside wall, a small TV studio for Channel 8. They could produce their show from there, and those in the meeting room could watch. The content of the shows would play an important part in bringing interest to the watchers, and imaginative programming would be needed. For example, instead of showing the owner of • the Wildflower restaurant telling us how great his restaurant is, show the chef actually preparing a meal in the studio like you see on the Today show. Instead of showing hand- woven Scandinavian sweaters for sale, show a local sheepherder shearing a sheep for this wool. Have outdoor concerts there. Have ski and snowboard demos there, using a portable motorized ski ramp. Interview ski and snowboard instructors, and local ski team champs (Vail has several). This studio, when not producing content to air, could double as a place for paying customers to have videos made of their families during their Vail visits. Fake backdrops and effects could be used to simulate the family on a raft trip, hiking trip, balloon ride, horseback ride, etc. e) live previews of local entertainers. Let people see what they're missing if they don't go to club XYZ. f)singalong apres-ski events. If you have ever been to Octoberfest in Germany, you can see how well this works. Disneyland has a piano bar like this, hugely successful (I think its in the area called "The Boardwalk"), where they play old TV show themes, Movie themes, and oldies. The songs have to be a variety from all the countries from which visitors are known to be visiting; Australia, England, Mexico (those Mexicans can't stop singing), and so on. Maybe call it "International Night". You have to hand out pamphlets with the words to the songs so people who don't know the words can sing too (or put the words up on the above-mentioned video screen). Some Austrian om-pah-pah would also fit. g)apres-ski videos of people on the hill. Advertise in advance that during certain times on certain runs, there will be TV cameras capturing the skiers. Then show these Is 0 videos at the end of the day. The same could be done in the Summer with thrill-sled rides and mountain biking, especially on the black diamond trails. h) include a bike-trick obstacle course in view of the meeting room. If you haven't seen these guys jump all over the rocks at the water pools near the covered bridge, you don't know what you're missing! i) consider an oyster/mussel bar certain nights. J) consider a Mexican night from time to time. An Australian night. An Austrian night. k) an information kiosk. This is a touch-sensitive screen with a computer program showing all the events and businesses in Vail. What's going on. What to do. Ski conditions & weather. Restaurant selection by type of food, price, location. Menu listings. Sales. 1) an internet center, with several computers set up so people can get their email and just surf the web. This is extremely popular in the Library. 4. The meeting room would be multi-functional depending on the time of day. There could be discussion times, quiet times, special event times, film times, late night music/dance times, and so on. 5. Have lecture nights (currently done from time to time at the Ski Museum and the Library). Lectures on local wildlife, what to do with a bear or mountain lion encounter, etc. Lectures on local flora. Lectures on mountain ecology. On water in the West and in Colorado. Have book-signings here, in conjunction with the local book stores. Possibly, even lectures from the Vail Police on how to avoid being arrested (driving tips, drinking limits, reasons for typical arrests, what they're most concerned with)! 6. And use the meeting room in conjunction with all the other parts of the learning center, including the wellness center, mountain husbandry center, and the rest. 7. Have an arts and crafts time. Teach origami, face painting, costume making, papier mache, poster art, drawing Chinese characters, etc. This room could conceivably be kept so busy, people would flock to it day and night. But you almost need a Disneyland showmeister or a Club Med organizer (maybe the Club Med at Copper could be involved) to set it all up. It would be a big and important undertaking, since it would be the heart and soul of the "new" Vail. Different things different times and different nights for every kind of person; the kids, the "discussers", the arts patrons, film buffs, everyone. I don't think this place can be the "heart" of Vail without a continuing effort after the place is built, a very big effort. This place would need a daily "menu" of events to be published in the paper! I also think the wellness center should include a program of guided meditation, using tapes designed for this type of relaxation. Tapes by the likes of Deepak Chopra would work here. Something like what Sedona, AZ has might be emulated in some way. I have an acquaintance there who arranges some kind of corporate health/relaxation seminars internationally and might have suggestions. His name used to be Tom Trobe (and now is Krish, I think. His email is amana@sedona.net). There should also be lectures/displays on herbal/alternative medicine, something new and popular with a lot of people. Or laughter therapy. 1b For this teen center, with video games, pool tables, foosball, air hockey, pool, shuffleboard, whatever - maybe there should be some kind of deal worked out with SOS: snowboard • outreach society, a non-profit which works with kids, to play a part. Somewhere, include sessions for locals on job interviewing, getting onto society's ladder and starting the climb, juggling jobs, finding day care, transportation, how to save money, find and select roommates, buy a condo, make a life here in the mountains. Inspirational lectures by those who came here and started from the bottom and worked their way up. Create the opportunity for a "support group" of some kind. If this place were to be hugely successful, the local business community, whose business would be getting "stolen", might not be happy! Concession THE VAIL CENTER Fact Sheet • THE SITE: The site formerly referred to as the Hub-Site includes the "Charter Bus Lot," Dobson Ice Arena Library, and the LionsHead parking structure area. The area proposed for public facilities is currently zoned Parking and General. Use and would most likely need to be rezoned to Li-onsHead Mixed Use 1. As a point of reference, the total size of the charter bus lot is 1.2 acres and the LionsHead parking structure area is 3.8 acres. PUBLIC USES: The-Vail Town Council affirmed 'the list of public uses, mentioned below, that would be considered further on March 14, 2000. Learnin2/Meetin2/Performin2 Arts: The learning/meeting/performing arts functions are a convergence, of technology, nature, human interaction, education and culture. The concept is to.provide space that meets a variety of community and economic needs with exceptional programming for local residents and guests. The concept of an "unconventional" center has been developed which would include the following: a multi-use space with a convertible floor plan to accommodate meetings, classes, performances/events that could be approximately 20,000 sq. ft.; 12,000-16,000 sq. ft. for breakout space; A technology center which could be an extension of the library and also could be.booked for uses as classroom space, a virtual office for guests, and class room space requiring computers; 11,000-15,000 square feet of space for dedicated meeting/classrooms for leaming/community functions. 250 seat theatre for community theatre (idea not developed until March 14, 2000), small performances, and lectures. The. entire facility would have state of the art technology with computer-terminal access, telecommunication capability and internet access. Ice Program: The plan to date has been to upgrade the Dobson Ice Arena and to add a second sheet of ice. The purpose of the Dobson upgrade is to enhance the seating area and accommodate large. groups • (over 2500 people). Dobson would continue to be used for special events, The purpose of the 2nd sheet of ice would be to provide an ice sheet for practices and some youth competitions. There would only be minimal seating around the 2°d sheet of ice. The 2nd sheet of ice would allow additional public skating time. Family Activitv Center: The Family Activity Center is viewed as an active gathering spot where people of all ages can try new things, hang out or watch other people in an informal, hip and welcoming atmosphere.,, Elements discussed to date include: Indoor SkatePark, Active Drop-In Youth/Teen Center and Climbing Wall. Additionally, there should be a nearby food/cafe service to enhance the FAC as well as the rest of the proposed uses at The Vail Center. - Housing: Based on the Lionshead master plan and the Town Council's critical strategies, 25,000 square feet (90 beds) of affordable housing has been included in all the alternatives. - - WHITE RIVER INS i ii CTE INVOLVEMENT (Based on 8/15/00 agreement with Town of Vail) The objectives of the White River Institute for this project include: ¦ Refining the concept of the various uses that are described above and how they will work together to create an exiting mix of recreational, educational, and cultural amenities that serve the community and the guest. ¦ Developing community support for these concepts. ¦ Developing a private funding structure through a 501 c-3 charitable entity and developing fund raising campaign. • PROJECT OBJECTIVES The following objectives shall be achieved in developing the overall community facilities program and were approved by the Town Council in February of 1999: 1) The facilities programming will build upon the community facility ideas and utilize lands that have been identified through the Vail Tomorrow, Common Ground, LionsHead Master Plan, and • other community processes. 2) The programming, will complement both recreational and cultural amenities that exist in the Vail Valley so as to create. a'world-class network of community facilities that enhance our community and resort economy. 3) The facilities shall be outstanding in their design and programming. Residents and guests alike will be drawn to Vail because of their quality and uniqueness. 4) The facilities'will be designed to serve both Vail Valley residents and guests: 5) Public-private partnerships will be pursued to support and finance the development of the facilities.. PROCESS TO DATE: • 1997: Vail Tomorrow process identifies specific community uses as priorities for developmernt'including: 2nd sheet of ice, Gymnastics Facility, Performing Arts: Dance area for youth & seniors Arts and Crafts, Community swimming pool, Youth' Center i.e.,'arcade room, bowling alley, roller skate park, coffee (Siberia cafe) house, Community Meeting Rooms, Neighborhood Parks in West Vail, High tech multi- - media center • June 1999: Design competition to choose-design team (EDAW, Zehren; and HGA). • February 2000: Market analysis completed on public uses. The major conclusion from this study, is that the meeting facility will have a signficant economic impact in the community. • March 27`h- March 30`h : Design team develops alternative concepts • March 14, 2000 the Town Council affirmed the list of public uses that would be considered further, primarily a 2nd sheet of ice, a family activity center, leaming/meeting/performing arts • facility (convertible floor space which can convert into either a meeting space or a performing arts/event venue), and affordable housing. • On July.18`h. the Town Council eliminated alternative 3 from further, consideration. • On August 1, 2000 the Town Council directed staff to move forward with a'200.1 ballot initiative reconizing the need for public and private funding. • On August 1, 2000 the Town Council directed staff to: Foster the redevelopment and enhancement of existing hotel properties near the project - Work With VVTCB,to encourage existing hotels to commit rooms ata competitive price for meetings and functions. - When_ refining the design for the project site, identify phasing plans that could allow the expansion of the meeting center and a future hotel in a phase 2 plan if the market demonstrated in the future that an on-site hotel was necessary to make the meeting center operate successfully. Identify alternative mass transit technologies to move people more efficiently along the in=town route • On August 15'h, the Town Council directed the Town Manager to sign a contract with the White River Institute to refine the concept and enhance public support. For more information, contact the White River Institute at Box 6447, Avon, CO 81620. Phone (970) 926- 7800; Fax 926-4339; Email: wrievail.net; Web at www.wriver.orp-. \'rit_ 1 `.i'~ 1L}3`.~:~t•!"1 v ~J °ti t ~r`t;~-i\ , ,.3uI~ I L~J~ :r.~.)i'.!,•1G~7 AND We WI continue to preserve and protect the ambiance, charm, warmth and natural beauty of \aii as a flloUntaln COfllrllllrlty, focusiriF,, or- both the natural and built environments and the irltei?raii^n of tl~ tvvc- AFFORDABLE HOUSING \"'de vAl to pro"ide 110llSrrlg OpportuflitieS that Meet the diver-se deed: or a diVEISE COflIII11L i;,. BUILDING COMMUNITY In the earl"- dav5 of Vaii, members of the corm unity were involved ill creating the resort and comnumit.: and thole %vas a hif;h de c,,wc- of acceptam:e, respect and interaction. Today, there is a desire to recaihtllle that sense of to}t°lilemess and community. We agree that we v.ill generate more opportunities, occasion<' 3ical locations for conununitV interaction and to promote broader participation it'. our conununit, anti f>iw life. \V e ,ail; reach out to our extended conlmlnlity, embrace our part-tide resident:. enhance c-lnmunication and strengthen neighborhoods. We vAll look for increased social responsibility' and cooperation, including more pltblic-private partnerships. RE 1GIOi',4AL COOIIERNHON We "ill work to improve and increase regional collaboration, specifically on planning and transportation issues. GRO%V1'1 I MANAGEMEN-F \Ne 011 continue to direct gromh to maintain our status as a world class resort and to achieve our other community goals. ECONOMIC DIVERSITY ?n supporting, our commitment to building, community. \Ye will work to increase our sensitivily to ant? respect for the essential needs and dignity of our workforce, including seasonal employees. We will work to expand the diveisily of the economic base. Economic diversification will promote social arid ctilim-al diversity by creating more and varied employ9nent opportunities and more "nags on the ladder" professional etum a opportunities, job satisfaction, year-round financial security and long-tern housing opportunities. WORLD CLASS MORT We recognize and agree that our natural environment, and in particular our ski mountain, is critical in making Vail a world class resort, and forms the foundation for tfle conununily that has FlOVM up around the resort. Our goal is to preserve that critical foundation and to enhance it tfllough diversification of overall amenities and improvement of guest and support sendces. FAMILY We will work to maintain and enhance our farllily focus in Vail, palticulaily in the areas of quality affordable health care, child care, public education and family-oriented actvities. YOUTH We will work to improve education, recreation and development programs, arid foster a sense of inclusion for our children and teenagers. CULTURAL AND EDUCATIONAL We will work to develop arid enhance cultural and intellectual opportunities for all ages. SAFETY AND SECURITY • We will not sacrifice the safety and security that We enjoy in our community today. ® WHITE RIVER Imas APPLYING PERSONAL LEADERSHIP Vail, Colorado - December 12, 2000 Town Council To Receive "Vail Center" Concept Overview Facility Would Provide A Wide Range Of Activities For Users Of All Ages Year-Round Programming Seen Attracting Additional Visitors Meeting Rooms, Theater-Auditorium and Recreational Facilities to Be Provided Learning the "glue" that Unifies the Concept A World-class facility for a World-class Mountain Resort "A Community Crossroads Where Learning, Recreation and Community Meet" An overview of a Concept Paper that details the space allocation and use plan for the Vail • Center, formerly referred to as the LionsHead hub site, will be presented by John Horan- Kates, President of the White River Institute (WRI) to the Vail Town Council at its work session on Tuesday afternoon, December 12. After almost five years of discussion and public input, the Town Council early this year affirmed a list of uses for the Vail Center that included recreation, learning, meetings and cultural events. Last September, the Town of Vail asked WRI to develop a unifying concept for the facility, building upon several schematic approaches proposed earlier in the year by a highly skilled team of architects and land planners, as well as the work of Economics Research Associates (ERA), that conducted a comprehensive Community Facilities Market Analysis indicating that a mixed-use civic center was feasible on the site. The Council and planners are committed to making the facility environmentally friendly. In addition to the concept overview being delivered to the Council today, WRI is also developing a preliminary budget and financing plan for the Vail Center that will be presented to the Council at a later date. It is contemplated that any public debt that would be incurred in connection with the facility would be submitted to a vote of Vail residents in November 2001. Leading up to that election, WRI has been charged by the Town Council with developing community support for the Vail Center project. It recognizes that reaching consensus on a project of this magnitude is a complex task. In developing the Concept Paper, community input was widely solicited and has been incorporated. Nevertheless, as the project proceeds to the design phase, the community will be given additional opportunities to ask questions and provide input. WRI believes that the Concept Paper should be viewed as a starting point and urges all members of the community to take the initiative and get involved to provide their input and help build momentum as the project moves toward a vote in the fall of 2001. In its Concept Paper, WRI has addressed three important aspects of the proposed Vail Center: • Benefits to potential users (residents and guests alike, and of all ages) - through facilities that can enrich their lives and that would be expected for a town whose vision is "to be the premier mountain resort community"; • Benefits to the local business community - that would flow from a facility that attracts more visitors during more months of the year allowing those businesses to grow and provide competitive year-round employment opportunities; • Benefits to the community of Vail - which today lacks the public gathering space that could bring its residents and guests together. These three aspects are reflected in the space allocation and use plan detailed below. The proposed Vail Center would be built on a town-owned site that includes the charter bus lot to the east of the LionsHead parking structure and that would be linked to, and integrated with, the existing Vail Public Library and Dobson Arena. The size of the facility, as currently contemplated, would be approximately 600,000 square feet, allocated to four general categories: "Recreation", "Learning and Meeting", "Culture and Community" and "Site Amenities" (parking, public spaces, circulation and mechanical). The recreation component, which accounts for approximately 50,000 square feet, would include a second sheet of ice, a skate park, a climbing wall and a youth center. The learning and meeting space, which accounts for approximately 85,000 square feet, would include a 20,000 square foot Town Hall and a variety of seminar and meeting rooms. The culture and community space, which accounts for approximately 120,000 square feet, would include an theater-auditorium, retail space that supports the Center's programming, office space for local arts and other non-profit organizations and housing. Specific policies would be developed to guarantee access to residents to the various facilities. Regarding the conference space, the Concept Paper makes it clear that meetings and conferences will be the financial engine of the Vail Center and the primary way to attract new visitors during the off-seasons to energize the business community. The paper goes on to point out that at other successful civic facilities that WRI has studied, such as the Banff Centre in Canada, conferences provide the income that allows educational, recreational and cultural activities to also be offered. The paper also points out the distinction between people or organizations that decide to hold conferences at a facility such as the Vail Center for their own reasons (for example, • an IBM sales meeting), and people or organizations that are attracted to the Vail Center for a conference that the Center itself offers. This distinction leads WRI to propose for the Vail Center a "learning center" component similar to one that the Banff Centre has developed so successfully. When asked about the "glue" that unifies all of the elements of the Vail Center, Horan- Kates said, "The Institute believes that `whole-person, life-long learning' is what will attract the private donations that will be required to complete financing for the Vail Center." WRI suggests that high quality programs can be developed around important themes such as maintaining health and wellness, preserving the mountain environment, and developing effective community leaders. This programming, it believes, will attract residents and non-peak season visitors to use the facility generating operating revenue and benefiting local businesses and will also attract charitable donations from individual and foundations generating capital to help build the facility. Eventually, a learning economy can emerge over time as Vail's second economic focus. Although a budget and financial plan is still under development, WRI believes that the total cost of the facility will be split roughly equally between public and private sources. It estimates that a bond issue backed by a property tax increase could result in a 6%-8% increase in property taxes, which would equate to between $91 and $126 per annum for the owner of a typical residential property appraised at $350,000. Other sources of' funding could include enterprise bonds (bonds backed by income from a specific • activity), sale of parking and housing and charitable donations. For additional information contact: John Horan-Kates White River Institute Box 6447 Avon, Colorado 81620 (970) 926-7800 email: jhk@vail.net 's WHITE RIVER ENHANCING PERSONAL LEADERSHIP NATURAL PRINCIPLES OF COMMUNITY BUILDING NATURAL PRINCIPLE PRACTICE Vision Picture where you want to be Engage others in your plan Develop shared values Respect Understand differences Honor each person's point of view Collaboration Build consensus Nurture win-win partnerships Make friends Give up control Surround yourself with other leaders • Dialogue Speak one at a time; avoid interrupting Avoid making someone else wrong Take time to reflect before speaking Speak from the heart, from the "I" Service Look beyond personal needs Make others successful Share your gifts and talents Compassion Move from the head to the heart Express appreciation and gratitude Celebrate successes and failures Smile Communication Deliver simple messages in personal ways Talk to your neighbors Feedback what you've heard and felt Seek to understand; listen fully Trust & Walk your talk Commitment Act on your promises Participate fully Be loyal • Updated 8-14-00